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Ireland Tourism Strategy Analysis 2025 Essay Sample

Irish tourism is facing a crucial point in its history as the industry now finds itself propelled into 2020, all eyes watching to see if it can maintain its recent momentum. As the nation’s economy grew 5.2% in 2017 and unemployment declined from 9.4% to 6.1%, there were fears that increased spending could lead to a market over-saturation. Thankfully, these fears can now be put to rest as Ireland’s tourism sector currently holds the second-highest spend per capita in Europe according to Fáilte Ireland.

Announcing Tourism 2020 to 2025 strategy at this year’s IFTN Expo, Minister for Transport, Tourism, and Sport Shane Ross said that he is confident that Ireland’s tourism sector is going to have a very successful future. “Wherever you go around the world people are very proud of what we’ve achieved as a nation in terms of our culture and heritage, as well as welcoming people from all over the world,” he said.

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Introduction

The tourism industry in Ireland is a major player on the world stage. It supports over 230,000 jobs and makes up 2% of total employment– twice as big as agriculture or construction which have their own merits too but can also be outsourced to other countries with lower labor costs where things like wages might not suffer so drastically

In addition, these economic benefits are felt both within our cities but more importantly across rural areas where many communities rely heavily upon visitors from abroad coming through hotels/restaurants, etc., bringing new money into town via spending power alone.

Sadly, there are some counties that have failed to attract visitors due to their lack of awareness which has led to an increased need for marketing. Among these, Donegal remains the country’s top performer in terms of tourism spending per capita (€3,618) and Kerry is in second place (€3,345). On the other end of the scale, Longford is at the bottom with a per capita figure of €1,240.

One of the bigger problems that have been pointed out in recent times is that there doesn’t appear to be an overarching goal for Ireland’s tourism industry within this framework, which means it has a tendency to look a little too unfocused. This lack of vision can lead to missed opportunities as we tend to rest on our laurels by relying way too heavily upon our long-standing reputation. To use one example, I’d like to introduce you all to Dublin Bus Tours (that link goes into greater detail). Funnily enough, they’re owned by CIÉ–the same company that owns Irish Rail and Bus Éireann; both of which are struggling.

Targets: Revenue, Employment, Visitor Numbers and Tax Receipts

By 2025, the Irish tourism industry can achieve strong revenue and employment growth. It is also expected that visitor numbers will increase by 15% annually to 1 million people per year on average – totaling some 3 billion dollars more than what’s predicted now!

The economic multiplier effect in this case is actually quite impressive when you think about it. One billion dollars in spending goes around the economy, which means that 15% of all jobs can expect to benefit from these extra visitors by 2025! It does not include effects on property prices or urban regeneration, so it’s easy to see how much more stable our economy might become in the years ahead.

In terms of tax receipts from tourism alone, the government expects to receive annual returns of €4.8 billion by 2025 across a range of taxes such as VAT and corporation tax due to the expansion of businesses servicing tourists. In addition, they predict an increase of taxable travel income from tourists who commute occasionally for work purposes will bring Ireland’s total revenue up to €5.3 billion by 2025–although this is likely to be a significant underestimate if recent trends are anything to go by.

The tax burden in Ireland is already being felt very heavily across almost all fields, so it’s great to see that tourism can help ease this issue in the years ahead while also having a positive impact on employment and GDP growth! The proposed approach will attempt to increase Ireland’s overall attractiveness with a variety of measures designed specifically for each type of traveler from family holidays, sports enthusiasts, and business travelers alike.

Government policies in terms of taxation and expenditure have been mixed for Irish tourism for a number of years now. On the one hand, there have been some excellent programs/initiatives designed to bring visitors to Ireland including the Traditional Irish Music Initiative and Game of Thrones Tourism for example. However, on the other hand, where taxation is concerned, it’s been more akin to a double-edged sword as various measures through these policies have had a big impact on the tourism industry as a whole. In fact, this has led to increased unemployment in rural Ireland as hotels have closed down or changed hands because their owners can no longer afford their staff’s wages due to increased taxes being imposed upon the sector.

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10 Pillars for Tourism Success 

Competitiveness – the key ingredient for sustainable tourism growth

The Organization for Economic Co-operation and Development (OECD) reports that competitiveness is at the heart of the tourism policy agenda for most destinations, according to their research. This article discusses how Ireland’s regulatory framework influences its perceived attractiveness as well as value when it comes down to buying things like airline tickets or hotel rooms from locals versus visitors who are not local themselves – which can lead them into making bad decisions about where they spend money on vacation if consumers don’t understand this factor better than those outside our country do.

Key Challenges and Recommended Strategic Responses:

  • Capacity Management, Capital Investment, and Infrastructure: It is unfortunate that Ireland’s government has not ear-marked more investment for specific tourism capital development projects, but it welcomes the current strategy of making infrastructural investments which are vital to enabling an increase in export revenue. In order to ensure that the government’s infrastructure plans are aligned with tourism, it is important for developers and interests in this industry alike to engage closely with relevant departments – primarily those at The Department of Housing Planning Community & Local Government. This engagement entails working together on projects which include encouraging investment from investments involving travel as well creating a framework where any statutory barriers can be reduced or removed altogether so there is no limit placed upon what type or quantity can occur within your community!
  • Costs of doing business: The country of Ireland continues to be a high-cost location for businesses, according to the National Competitiveness Council’s (NCC) latest report. There are many factors that impact costs in doing business here; particularly with regards to SMEs which make up most of the tourism sector, there is a tax environment and the legal system as well as regulatory administration – all vital elements towards making it more competitive. Utility prices also tend to rise above average EU rates meaning access credit becomes even harder when you don’t already have enough cash flow coming through your door due to high-interest rates. It has been recommended that the National Competitiveness Council advise on tourism competitiveness and address issues of labour, insurance costs. It further suggests Fáilte Ireland work with ITIC to update their 2011 report which reassesses how state-imposed taxes affect businesses in this industry as well as its ability for success overall.”
  • Labour availability and cost: The sector of tourism provides high-level employment with 230,000 jobs at the end of 2017. In order to satisfy this need for skilled employees and attract talent from numerous fields, such businesses in this industry should have an available pool on a regional or local basis which is affordable to employers given their level of expertise needed within these positions it will help them maintain quality service while lowering turnover rates – which cost businesses more than having to constantly hire and train new employees. To ensure that the employment permits system is aligned with emerging labor market needs and visitor profiles, it should be reviewed in consultation with the industry.
  • Measuring and monitoring competitiveness: Ireland’s current lack of monitoring competitiveness is a serious problem for the sector. The country does not have an on-going tracking of prices based on purchasing power parity comparisons within its competitor destination set, which includes accommodation costs and taxes among others However there are some organizations that offer this service but it takes time-consuming effort to find these resources so they can be used by businesses when making decisions about where or how much money should go into certain markets globally. A new and improved data system is needed to create a competitive tourism industry. The goal of this project would be not only to collect information on prices but also to analyze consumer sentiment from overseas OTAs as well as other companies in the market such that we can influence decisions with the best quality experiences for visitors visiting our country or destination!

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Improving Access and Delivering Opportunities

The importance of access, whether by sea or air to the development and growth of tourism cannot be understated. Ireland is a country with islands that needs quick connections if they want tourists on their doorstep year-round; especially since its economy relies heavily upon overseas travel for economic expansion. It’s imperative then that both international flights into Dublin airport increase in frequency so visitors will not have long commutes when arriving at one strong destination from another strong city nearby (Dublin Castle). Additionally, there should also be plans made available soon enough through low-cost airlines such as Ryanair which offers cheap fares all over Europe!

Key Challenges and Recommended Strategic Responses:

  • Maintain competitiveness and deliver the right enabling conditions: The weakened economy of Europe has been a key factor in the growth of air travel to Ireland. However, it is important for there not be any negative impacts from this economic situation as they will slow down consumer demand and tourism alike. The continuation or expansion on current trends would include: Zero-rating airport departure taxes throughout all EU Schengen Area states – This was recently extended until 2020 which helps make sure transiting through Dublin Airport does not increase costs significantly due to its proximity with London Heathrow AAI, making them competitive amongst other hubs such American airports who offer the same facility at higher prices thus providing further incentives towards using Irish hub
  • Prioritize and expedite investment at Dublin Airport: Dublin Airport is the preeminent gateway to Ireland. With its new runway and terminal, it will be able to accommodate more flights while also supporting an expanding tourism industry that both countries rely on heavily for economic success. It’s crucial therefore that this project advances quickly with essential infrastructure being expedited in order not only to maintain but increase passenger flows through Dublin’s doors. Dublin Airport Authority needs to take a more proactive, strategic approach in order for it to succeed. This includes developing plans that are ambitious enough and focused on growth while also ensuring an outstanding passenger experience is delivered now as well as later down the line when Dublin’s population reaches 2 billion people!
  • Ensuring a liberalized access regime and improved air and seaports: As per the chapter on Brexit within this strategy, a liberalized aviation regime must be part of any new EU/UK deal. Leaving it out would cause significant costs and uncertainty to sea access–a matter which should guard against Irish tourism’s best interests. Airports and seaports must invest wisely in order to continuously improve experiences for carrier customers, while also making it so that tourism visitors can have a good time at their gateway.
  • An airport growth strategy to support regions: Fáilte Ireland data shows that tourists who arrive directly into a region tend to stay longer and spend more in the area. Every effort should be made, therefore, to generate sustainable new routes with airports situated locally without cannibalizing existing traffic flows. The Irish government needs to create a task force that can find innovative ways of securing new routes and additional capacity for key tourism airports such as Shannon, Cork, or Ireland West. The European Union has strict guidelines on how much state aid they will give an individual country so it’s important this is taken into account when looking at potential solutions because some ideas might not work within these boundaries if applied elsewhere in Europe but could be successful here due out different set conditions.
  • Agency collaboration with air and sea carriers: Effective marketing between Tourism Ireland and air, sea carriers have proven successful in driving demand for new routes into Ireland. Effective co-operative campaigns are also a key component to the success of this partnership with shared intelligence on market trends being used as well among other things. Continuing collaboration and dedicated co-operation in marketing are recommended. The completion of cost-benefit studies will ensure that efforts for access development are prioritized properly based on visitor/passenger needs while also acting as a key platform for information sharing among stakeholders involved with tourism initiatives across regions or seasonal trends within one location.

Increasing Capacity to Meet Growth Aspirations

The ambitions as outlined within this strategy are predicated on the idea of Irish tourism having a capacity to meet projected growth. 40% more air and ferry seats will need to be created, while it is also necessary that 11 thousand additional bedrooms can develop nationally; adding such “on-the-ground” capacities (for accommodation) ensures demand can still get met even if there isn’t room at sea or up in the sky!

Key Challenges and Recommended Strategic Responses:

  • Appropriate policies to drive private sector investment: As a key driver of employment and growth in the economy, it is important that tourism continues to be considered throughout policies. Specifically, this relates to creating optimum conditions for investment by focusing on planning permissions, height restrictions, or hotel size requirements among others with tax measures being one potential example according to research done globally about how they affect different income brackets differently depending upon what country you are talking about. It is recommended that Fáilte Ireland undertakes an annual review of key enabling and barriers to new accommodation. A tailored approach towards incentivizing private sector projects with their grant support will ensure the best results for this measure in order to provide sustainable increases in population growth rates each year or otherwise known as “increasing firmness”.
  • A regional and seasonal development strategy: As outlined within the Delivering Better Regional and Seasonal Spread ­of Tourism pillar, it is recommended that a clear prioritized strategy designed to ensure visitors are dispersed throughout the country be put in place. This strategy will be required to set out how to motivate tourists and make them consider visiting more regional destinations beyond the traditional tourism hotspots. Not only would success in developing or increasing seasonal travel benefits for this sector, but it also alleviates capacity pressure at peak times when there are fewer people coming into their destination because they’re not interested solely in things like beaches.
  • Capital investment in tourism assets and attractions: The government should invest a total of €600 million in tourism over the next decade. This will be done through Exchequer Capital Investment, channeled to Fáilte Ireland for their Tourism Division’s use.
  • Audit of state-owned tourism assets to maximize efficiency and operation: The Republic of Ireland has a lot to offer tourists, but it risks losing out on potential visitors due to their inadequate or over-crowded attractions. There are buildings owned by the state that could be used for tourism purposes however they aren’t currently being utilized in this manner which is surprising considering how much investment goes into attracting people from around the world to come here every year! It is recommended that a review be undertaken of historic state-owned buildings, which could offer an additional means for tourism and provide much-needed richness in the visitor experience.

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Exchequer Capital Investment in Irish Tourism; Investing in New Tourism Products and Experiences

The economic case for tourism is undeniable. In 2017, when accounting for domestic and overseas earnings from the industry a total of €2 billion was generated by direct taxes on visitors to Ireland’s shores. The importance tourists bring can’t be ignored – both nationally as well as regionally- if we hope that it will continue boosting our country’s growth in years ahead with an increasingly globalized world workforce.

Key Challenges and Recommended Strategic Responses:

  • A €600 million commitment over the next decade in exchequer capital investment to develop and renew Ireland’s tourism infrastructure: The tourism industry in Ireland is constantly and dramatically changing. To maintain their competitive edge, both the private and commercial sectors need to invest heavily into developing air routes as well as additional airport capacity for flights; new hotels with modern amenities that will better accommodate visitors coming from abroad or inside Europe (e., WiFi); food service providers building more restaurants especially open on weekends so tourists won’t get bored while waiting in line during busy times at popular attractions like Dublin’s Christ Church Cathedral. It is recommended that €600 million be invested in tourism over the next decade via Fáilte Ireland. This amount of funding will help stem an impending crisis, with 1% allocated to it each year, and makes sense for how much potential there really seems like at this moment!
  • A published spatial plan by Fáilte Ireland outlining public investment in new tourism products of scale and international appeal: It is recommended that the National Tourism Development Authority, Fáilte Ireland deliver a multiannual tourism product plan outlining how they intend to commit capital investment budgets. Well-researched products with sustainable appeal are vital for Irish tourism’s success and public funding through this organizations’ plans should focus on high-quality goods which will be in demand during all five years of execution.
  • Development of a new events/ convention center outside Dublin – maximizing the value of business tourism infrastructure: Business tourists – those that come to Ireland for meetings, incentives, and conferences rather than leisure purposes – is a very valuable component of our tourism economy. The average spend per business visitor is significant multiple the average spend from visitors who use this destination as an opportunity to relax or enjoy themselves.
  • Prioritize and fast-track tourism-enabling infrastructures such as airport development, rail link to Dublin airport, national broadband plan, improved motorway access, and coach parking facilities: Dublin Airport is a key piece of tourism-enabling infrastructure that needs to be prioritized and expedited. It recommends, as per the “Improving Access” chapter within this report ̵ scroll up for full text; infrastructural investment in Dublin airport should happen with greater urgency given its importance not only for Ireland but also internationally because many countries use our airport when they travel abroad.
  • Maximizing public investment and operational efficacy in state-owned tourism assets: It is vital that investment in Irish tourism assets be done strategically and with due consideration so as to maximize their return on investment for the benefit of visitors. Partnerships agreements should, accordingly, exist between funders Fáilte Ireland (a private organization) and state-owned properties regarding how these resources can contribute most effectively towards visitor satisfaction while also working together toward achieving shared objectives such as maximizing revenue generation or improving services’ efficiency; all through partnership teamwork – not just one-sided contracts!

Managing the Challenge of Brexit

Brexit will have a significant effect on the Irish tourism industry. Ireland has been relying heavily upon British tourists for years, but there is still hope that those numbers can be maintained or even improved through other markets like Germany and France.

Key Challenges and Recommended Strategic Responses:

  • Development and implementation of well-resourced and Government endorsed Brexit action plan for the tourism sector: The impact of Brexit on Ireland’s tourism industry has been disproportionately ignored by Irish policymakers. In contrast to measures taken in Budget 2018, when the Government announced a series of policies for other export sectors to deal with threats posed by leaving the European Union (EU). They introduced new supports while already providing some through agencies under their respective auspices including Minister for Business Enterprise and Innovation as well Minister Of Agriculture and Food and Minister of Finance.
  • Irish tourism interests to be respected in new EU-UK trading deal negotiations: It is vital that any new arrangements between Britain and the European Union (EU) include an adequate level of protection for the Irish tourism industry. The EU-UK deal should specify special provisions, similar to those contained in each state’s bilateral air transport agreement with third countries (e.g., preventing UK-based airlines from overflying other member states).

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State Support Framework to Facilitate Tourism Growth 

Ireland needs to put its best foot forward and be recognized for all it has, both in terms of tourism. The Irish need effective state agencies that work with local governments so they can help create policies that support entrepreneurship by providing resources like apprenticeships or technology assistance- this will lead them down the path towards world-class product quality when consumers come looking for what you have on offer!

Key Challenges and Recommended Strategic Responses:

  • A “Whole of Government” approach: Ireland needs to step up its game in terms of state agencies if they want to be taken seriously on the world stage. A cohesive approach across all departments is needed to ensure that targeted strategies are created, implemented, and evaluated in an effective manner.
  • Tourism as a senior cabinet post within an Economics Ministry: Tourism should be designated as a Senior Cabinet Post within the Department of Business, Enterprise & Innovation. This will provide the necessary government-level leadership and focus to ensure that key stakeholders are engaged to deliver on tourism’s full potential.
  • Well-resourced, efficient, and responsive state agencies serving a growing tourism industry: Government agencies need to work more closely with local authorities if they want to meet the challenges of the growing tourism industry. To this end, state agencies such as Fáilte Ireland and Failte Iascaigh Mhara (FIM) should be provided with sufficient resources and support from the central government.
  • Local Authorities and importance for tourism: Local authorities need to be better resourced and supported by the central government if they want to keep up with the demand for hospitality infrastructure. To this end, further attention must be given to developing tourism-related infrastructure across all local authority areas – including increases in their capital budgets.
  • Tourism to be identified within national research priority areas: Tourism must be designated as an area of national research priority, to ensure that there is sufficient focus on the sector. The Tourism Satellite Account should provide the necessary data for this purpose.
  • Tourism to be included within IDA responsibility: Ireland’s Industrial Development Authority, the IDA, is tasked with luring foreign direct investment into Ireland. Notwithstanding tourism being a significant driver of foreign currency earnings for the country, it only receives “secondary attention”. Therefore, Tourism should be included within its remit to allow for an even stronger focus on securing key FDI projects within the sector.

Delivering a Better Regional and Seasonal Spread of Tourism

The desire and ambition to drive growth on both a regional and seasonal basis have been an integral part of Ireland’s tourism industry for years. The benefits, motivations behind this decision are numerous but at their core, there is always one goal: supporting business prosperity through promotion across different regions or time periods during each year.

Key Challenges and Recommended Strategic Responses:

  • A published spatial plan outlining public investment in new tourism products of scale and international appeal and regional targets of growth: It is recommended that a detailed and prioritized strategy for regional and seasonal development be defined, led by Fáilte Ireland. This plan should have metrics in place to outline key areas where investment can take place as well as industry growth rates throughout the country; all supported by Tourism Ireland’s capital envelope (see Chapter Exchequer Investment). Up until 2027, there has been €300 million set aside specifically towards product development which will promote Irish tourism abroad through advertising campaigns targeted at potential tourists from other countries who want an authentic experience while visiting our beautiful island nation.
  • Iconic products of scale in North, West, and Midlands: Tourism has the real potential to offer economic activity and jobs in parts of the country that have little other industry. The goal for Fáilte Ireland, using capital resources allocated by way of their National Capital Plan with a CAPEX budget out €300 million up until 2027 needs invest wisely according to detailed research developing on its back-alley reel good idea but it’s worth taking into consideration.
  • Roll out of Midlands brand experience and cap number thereafter of regional brand experiences: Wild Atlantic Way, Ireland’s Ancient East, Dublin, and Midlands: Ireland’s Wild Atlantic Way has been one of the most successful branding initiatives to date, capturing visitors’ attention with its big experience and acting as a key motivator for visitation. The region of Ireland that was there since time immemorial before it had even known what tourism meant, now has an increasing number of tourists coming by every day thanks mostly due to their alluring regional brands like Dublin or Ancient East which offer compelling reasons to visit these places.
  • Improving access to, and within, regions: The capital plan 2018-27 and the National Spatial Strategy to 2040, both recently launched are critical in terms of ensuring that Ireland’s regions are appropriately balanced. Tourism has a major role to play here as access for visitors will be facilitated by infrastructure prioritized towards ease of movement between areas within each territory or state.

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Getting Marketing Right – Selling Ireland to the World

Destination marketing is a key component of driving tourism growth. Promoting and effectively marketing a country as the destination for global travelers will help it stand out in this fiercely competitive marketplace where travel to new destinations continues at an annual rate higher than 100 million people each year! As well as being authentic, compelling, enduring Ireland needs all these things so that its brand can be optimally positioned within increased investment from both public & private sectors which creates awareness ( cut-through), consideration by potential visitors who might not have heard about them before – especially young adults between 18 –34 years old.

Key Challenges and Recommended Strategic Responses:

  • An increase of €25 million in overseas marketing funds: It is now an urgent need to redress the situation- it’s recommended that €25 million be invested so destination marketing activities can increase in line with the ambitions of this strategy.
  • Rejuvenation of tourism brand Ireland to increase levels of interest, the share of voice, and drive brand reassessment: It is imperative that this be addressed to facilitate a successful Brand Ireland. Tourism Ireland has commenced with results expected in 2018, and if they succeed it will lead not only an increased interest from potential tourists but also share of voice measures as well as driving destination reassessment for years to come!
  • Ireland’s communication message be developed to incorporate the quality and depth of Ireland’s food offering: Ireland’s food and the markets it attracts are key differentiating factors for Ireland as an attractive tourist destination. High-quality restaurants, delicious cuisine–it all has something special about it! But those who come here might not just want great food: they also need access to high-quality shopping options too. And that means big spenders with deep pockets – which makes them even more valuable visitors than other destinations can hope to be.
  • Growing Ireland’s digital leadership in tourism marketing and e-commerce capabilities: Ireland has a unique opportunity to become Ireland’s latest digital leader by taking advantage of new technologies and investing in social media platforms. This would not only increase their position as one of the best tourism destinations, but it will also ensure they are able to maintain this standing for years into coming using e-commerce capabilities which have been growing steadily over recent decades.

An Educated, Skilled & Motivated Tourism Workforce

Ireland’s tourism industry has a healthy balance of employment. In order for the sector to continue growing, it needs more people with appropriate skills and training opportunities in place by an accountable agency from within Ireland’s government who can plan strategy on behalf of all interested parties- tourists businesses as well as those employed within these fields.

Key Challenges and Recommended Strategic Responses:

  • Coordination of the education, skills and training strategy for the Irish tourism sector: The National Tourism Development Authority Act 2003 states that it is Fáilte Ireland’s responsibility to secure coordination, governance, and management of tourism across Europe. In practical terms, this means they must collaborate with other key stakeholders in order to define objectives for education and training programs as well as devise a plan on how we can focus our attention accordingly.
  • Promotion and positive positioning of careers within Irish tourism: It is imperative that the tourism industry be positioned as an attractive, high-paying career. In order for this to happen there needs to be more investment in marketing and branding efforts like “Get a Life in Tourism” from Ireland’s Hotel Federation or “Tourism Insight” by Irish Hospitality Institute which both seek to position current effort positively but also strategically manages them overtime periods.
  • Alignment of education, qualifications, training, and skills with needs of the Irish tourism industry: The Expert Group on Future Skills Needs (EGFSN) has made a number of recommendations for the Hospitality Sector Oversight Group, including that an annual review should be carried out to examine how education and training are related. On this basis, it is recommended that adjustments come into place every three years so as not only to fix what’s wrong now but also to set ourselves up well in advance next time around
  • Retention of talent within the tourism sector: The tourism and hospitality industry must work harder at pursuing an approach that rewards employees. Apprenticeship schemes, “earn-and learn” programs should be embraced by the sector as a proven way for employers and employees alike to prosper together in this competitive market space.
  • Attracting talent from overseas to fill employment gaps: Ireland must focus on attracting talent from overseas if it is to retain its competitive edge. The indigenous labour pool will only produce so much, and as a result, the need for employing people with different skills has never been more pressing than now. While there have been some steps forward in terms of work permits or being able to hire interns through companies based here–Ireland needs an overhauled visa system which makes it easier not just to recruit but also enable those who come to live abroad permanently after working here briefly.

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A Balanced Portfolio of Tourism Markets

Like every economic sector, a balanced source of markets is fundamental to minimizing risk and ensuring sustainable growth into the future. Irish tourism is no different in this regard as global travel continues its rise with significant opportunity for Ireland but only if they have diverse portfolios from which business can be secured.

Key Challenges and Recommended Strategic Responses:

  • Emphasis and focus on North America and Mainland Europe for accelerated growth: This is vital for overall strategic focus, and it should be placed on North America or Mainland Europe. Britain can serve as a key foundation market in order to recover while opportunities are identified with new sources of revenue as well emerging countries such as India which have been rapidly growing recently due to their large populations but lack certain services they need from Western businesses like medicine development research etcetera.
  • An increase of €25 million in Tourism Ireland’s overseas marketing funds: To achieve its potential, Irish tourism needs to invest €25 million in overseas marketing. This will allow the country’s exports to defend their share of the market and target ambitious growth in North America as well as exploit opportunities arising from new markets like China or India.
  • Great Britain – consolidation and renewed focus: The UK market has been serving as a critical foundation for Irish tourism and to this end, its stability and growth is of utmost importance. Consequentially, there needs to be more focus and investment in the area and that doesn’t just mean spending more time or money; it also means avoiding over-stretching yourself.
  • Investment in emerging markets, expansion of visa programmes: To unlock growth opportunities in emerging new source markets, it is recommended that the tourism industry increase its engagement with relevant overseas sales missions. Fáilte Ireland’s Get China Ready programme has helped educate Irish businesses about how they can take advantage of this lucrative market by educating them on what factors will make their business more appealing for Chinese travelers.

How will this affect the economy, environment, and community life in Ireland if these plans are successful?

If the government can successfully develop new attractions and complete these projects a lot sooner, this will encourage more people to come to Ireland. This means that there will be greater demand for services such as plumbing, electrical work, and construction. Therefore it’s likely that Irish tradesmen will experience a significant increase in their workload due to an increasing number of projects for them to complete. However, this should help to reduce unemployment rates because even if they may have to work longer hours at the moment, people will have more money so they could spend their evenings enjoying themselves in restaurants or pubs!

The creation of new attractions will also result in greater revenue for the government. Therefore it can afford to provide services that are currently underfunded without having to dig into taxpayer’s wallets as often. This means that there are likely to be more public sector jobs being advertised within Ireland soon!

If many Irish people take advantage of these holidays with pay then there may be a slight increase in overall household spending over time too. If “staycations” gain popularity then businesses such as hotels and travel agencies will expand their employment opportunities within Ireland.

It may be possible to determine what kind of effect this will have on local communities but it will depend on the type of impact that these changes could have on people’s lives or day-to-day activities. For example, if more tourists are encouraged to enjoy themselves in pubs then there is a very high chance that some will be intoxicated at certain points during the day/evening which could result in an increase in anti-social behavior because they are not used to being around so many people! This is likely to cause problems for other members of the community who decide to complain about their experiences online because this puts off other people from visiting Ireland when they read negative comments about how bad it was when they were here!

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