Lisboa Marketing Plan for Tourism, lovely focus on consumption generation cycle. Nice for Tourism Marketeers

1. 1
2011-2014
strategic marketing plan
for turismo de lisboa
summary
january 2011

2. 2
Contents
Think of Lisbon 03
Shared responsibility 04
A strategic vision for Turismo de Lisboa 05
Ambition 06
Vision 07
Objectives 08
Positioning 11
Lisbon in foreign markets 15
An evolving strategy (TLx10 vs TLx14) 20
Strategic guidelines 23
Strategic programmes 27
The rebirth of a meeting place in a capital city square: The Terreiro do Paço 29
Belém: The cultural icon, a museum district 30
A new standard for the meetings industry 33
A family destination 35
A closer relationship with the river and the ocean 36
A region focused on tourism: Lisbon for all 39
Bringing Lisbon closer 41
A very personal customer experience 43
A new approach to the brand 44
Promoting tourism 47
Projecting Lisbon 48
Nunocoimbra

3. 3
Think of Lisbon
L
isbon is one of the most beautiful cities in the world. It is a blend of the past
and the future, celebration and nostalgia, origins and voyages, modernity and
memory, the traditional and the cosmopolitan, unity and diversity – all of
which make it unique.
Its river, its light, its neighbourhoods, streets, monuments, people, fado, gastronomy,
cultural life and economic activity are some of the city’s other “faces” with which it
reveals and seduces. Those who have not visited Lisbon want to visit and those who
have visited want to return.
Today, Lisbon is a destination that is increasingly in vogue. We must respond to this
demand by improving – every day – the quality, innovation, degree and diversity of
our tourism offering.
We want tourism to be one of the primary aims of the city. We know that planning,
strategy, coordination and action are required to achieve this aim. The 2011-2014
Strategic Marketing Plan follows the guidelines defined in the previous Plan, thus
ensuring the achievement of the objectives and sustained growth of this destination.
It also identifies the new challenges facing this activity in a global market that is
continually evolving and highly competitive.
Increasing quantity and value, upgrading the experience of visitors and generating
more awareness of the destination are the objectives identified in this new Plan,
which we will pursue with determination in order to place Lisbon “top of mind”
among European capitals.
With ambition and vision, we must affirm the Lisbon Region as an unrivalled tourist
destination, where every visitor can enjoy a personalised experience that matches their
expectations, desires and tastes. Among the capital cities of Europe, the Lisbon Region
seeks to be ranked among those with the greatest tourist flows. Domestically, it aims
to consolidate its market share and help make Portuguese tourism more competitive.
Bearing in mind the various competencies of Turismo de Lisboa, this new Plan
has been designed according to three approaches: City, Greater Lisbon and Pro-
motional Area. At the “City” level, in which Turismo de Lisboa has a cooperation
agreement with the Lisbon City Council, its implementation is more comprehen-
sive and developed. In the territory comprising the municipalities of Lisbon, Cas-
cais, Sintra, Mafra and Oeiras (Greater Lisbon), where its duties and competencies
are similar to those of the regional tourism authorities, its responsibilities are
fulfilled in accordance with the interests of those entities. As regards the Lisbon
Promotional Area (a larger territory extending from Setúbal to Fátima) Turismo de
Lisboa’s competencies include the international promotion of tourism, under the
aegis of the Agência Regional de Promoção Turística.
Reinforcing the positive aspects addressed by its predecessor, the 2011-2014
Strategic Marketing Plan continues the strategy of sustainability while also plan-
ning for the future, looking to new paths and ways to think of Lisbon and the
Lisbon Region.
As Chairman of Turismo de Lisboa, I would like to confirm our commitment to this
new phase of action and to the achievement of these great objectives.
Twenty-first century Lisbon must continue to open itself up to the world, its pat-
terns, its flows, its changes, its surprises and its demands. The citizens of Lisbon
must be citizens of the world, and the citizens of the world must feel like citizens
of Lisbon.
António Costa
Mayor of Lisbon

4. 4
Shared responsibility
D
ynamism, a strategic focus and the ability for innova-
tion are key factors in the development of any sector,
especially ours, recognised in its own right as the major
driving force behind the Portuguese economy.
In order to follow market trends and create distinctive initiatives,
the key players in tourism – especially those in the private sec-
tor – must adopt a position that is aimed at tourists and meeting
their expectations.
Through greater creativity and by developing the city’s tourism
offering, hotels, restaurants, shopping and services, they will
have what the tourist of the 21st
century wants, going far beyond
a mere visit: personalised experiences that cannot be replicated
in any other part of the world.
This kind of work can only be carried out in conjunction with pro-
fessional training and awareness-raising activities in the differ-
ent subsectors of our business. Nowadays, these activities are a
regular occurrence and have been shown to have a very positive
impact on the performance of the economy driven by regional
and national tourism.
That is why the future of tourism is a shared responsibility, one
which we must all assume in our drive to achieve individual and
collective success.
Mário Machado
Vice-Chairman of Turismo de Lisboa

5. 5
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes
A STRATEGIC VISION FOR
TURISMO DE LISBOA

6. 6
Ambition
The strategic ambition of the Lisbon Region is to affirm its position among the
most popular European capitals for tourists.
Within the context of national tourism, it seeks to increase its market share in
the domestic market and help make Portuguese tourism more competitive.The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa takes into account
the “Strategic ambition” and the “Vision and value proposal for the destina-
tion”. These form the basis of the strategic objectives that have been defined.
With these objectives in mind, we have defined strategies for Markets, Segments,
Products and Brand. The TLx14 identifies ten strategic programmes which incorpo-
ratestrategicinitiativesformarketing–whenrelatedtoimageandcommunications
– and for operations and support – when aimed at infrastructures, access, tourist
resources, cultural resources and human resources.
2011-2014 Strategic Marketing Plan for Turismo de Lisboa
Strategic ambition
Vision and value proposal
Strategic objectives
Market
strategy
Segment
strategy
Product
strategy
Brand
strategy
Strategic programmes
Strategic ambition for the Lisbon Region as a tourist destination
Help make Portugal
more competitive
in the context
of international
tourism
Strengthen its
position in terms of
attracting tourists
and generating
overnights,
particularly when
compared to identified
“benchmark”
regions/cities
Increase its
market share
in the domestic
tourism
market

7. 7
Vision
Lisbon’s value proposal (vision) should be enhanced through elements that reflect the incentives and at-
tractiveness that characterise the region and set it apart as a tourist destination. The areas that make up
this value proposal are: Authenticity, Capital Status, Attractiveness, Sensations, Sophistication and Moder-
nity, the Human Element, Unique Historical Importance and Diversity of Experiences.
Capital Status
The Human
Element
Sophistication
and Modernity
Attractiveness
Sensations
Unique Historical
Importance
Authenticity
Diversity of
Experiences
Vision
Areas to be developed
The Lisbon Region should therefore be: The indisputable seaside capital city, bordered by the river, unique in its
way of welcoming, to be discovered as you wish. A cosmopolitan, open-minded, trendy and authentic capital
city for the qualities of its light and its scenic views. Traditional, contemporary, romantic and spiritual.
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

8. 8
Objectives
The strategic objectives defined in the TLx14 are in-
tended to bring the city’s performance in the area of
tourism closer to European best practices while en-
couraging tourism in the rest of the Promotional Area.
They are also designed to reaffirm the value proposal
of this destination.
The strategic objectives fall within three areas of de-
velopment in the tourism sector: increase quantity and
value, upgrade the experience of visitors and generate
more awareness of the destination.
Increase quantity and value
Increase the number of visitors (first-time and
repeat visitors) from traditional and emerging
markets, thereby maximising the value they
create for the sector.
Upgrade the experience
of visitors
Improve the experience of visitors (tourists
and day-trippers) and their impressions of
a destination with a very diverse offering
(ranging from budget to luxury).
Generate more awareness
of the destination
Place Lisbon “top of mind” in the list of the
must-see European capitals by increasing awareness
of the city in the strategically relevant outbound
markets and demand segments.
Clear objectives
For every strategic objective, there are different
types of scenario for the city of Lisbon, Greater
Lisbon (the area comprising the municipalities
of Lisbon, Oeiras, Cascais, Sintra and Mafra)
and the Promotional Area.

9. 9
Objectives for the city of Lisbon: Increase quantity and value
An increase in quantity and value can be measured by the number of tourist overnights and their average expenditure.
2005 2006 2007 2008 2009 2014e
5.109,2
5.742,0
6.113,6 5.980,7 5.736,0
1
The accumulated estimates presented include the estimates for 2010.
Source: ATL. Analysis: Deloitte
Increase the number of overnights
by Portuguese and international tourists
Evolution in the number of overnights1
in the city of Lisbon
(2005-2014e; thousands)
1.004,4 -377,6
628,1
2007 2008 2009 2014e
125,03
135,14
131,41
Increase the average expenditure of Portuguese
and international visitors (tourists and day-trippers)
Evolution of the average daily expenditure1
(excl uding
transport) in the city of Lisbon (2007-2014e; thousands)
137,15
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

10. 10
Upgrade the experience
of visitors
Upgrading visitors’ experience can be
measured according to satisfaction levels.
Generate more awareness
of the destination
Increased awareness of Lisbon can be
measured by the number of news articles
published in the international media
and the evolution in the total number
of hits on the Turismo de Lisboa website.
Fonte ATL Análise Deloitte
Maintain satisfaction levels of Portuguese and international visitors (tourists and day-trippers)
2008 2009 2014e
83,2%
90,7%
Evolution in satisfaction levels in the city of Lisbon
First-time visitors (“Confirmed my expectations” +
“Exceeded my expectations”) (2008-2014e; %)
90,7%
2008 2009 2014e
69,2%
62,7%
Evolution in satisfaction levels in the city of Lisbon
Repeat visitors (“Confirmed my expectations” +
“Exceeded my expectations”) (2008-2014e; %)
62,7%
Strengthen the international image of the region as a tourist destination among target markets (tourists and day-trippers)
2005 2006 2007 2008 2009 2014e
2.576
3.118 3.366
Evolution in the number of news articles appearing
in international publications (2005-2014e)
2.200
2.162
2.933
2005 2006 2007 2008 2009 2014e
477,8
1.243,4 1.401,6
Evolution in the number of hits on the Turismo
de Lisboa website (2005-2014e; thousands)
2.5000,02.206,1 2.154,5
Increasequantityandvalue
Increase the number of overnights by Portuguese
and international tourists
Increase the number of overnights by Portuguese
and international tourists
Increase the average expenditure of Portuguese
and international visitors (tourists and day-trippers)
795,700
overnights
1,063,700
overnights
AAGR09-14e
=0.9%
EUR 114.78
Municipalities of Lisbon, Cascais, Oeiras, Sintra and Mafra
Lisbon Promotional Area

11. 11
Positioning
The strategic position adopted by Turismo
de Lisboa is organised into four sequential phases:
Markets, Segments, Products and Brand.
Markets
Segments
Products
Brand
Nunocoimbra
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

12. 12
Markets
The analysis of the different markets has defined the
following strategic positioning:
Segments
The strategy to be followed regarding Segments
should be based on the following analysis:
Age groups from 26 to 55 years who
travel with a partner or with friends are the
ones who contribute the most to generating
overnights in the city of Lisbon for the
identified outbound markets.
Strategy
Growth
Growth
Maintenance
Growth
Strategic markets
Priority markets
Secondary markets
Mature markets
Spain
Germany,
France
IItaly, United Kingdom
and Ireland
Medium and high-
-potential markets
Brazil and Spain (niche)
USA, Scandinavia
(Sweden, Norway, Finland
and Denmark)
The Netherlands
and Belgium
Russia
Emerging markets
Poland, Czech
Republic, Hungary
Key: Mature markets-Leading markets in international tourism expenditure (only foreign markets) and generation of overnights in Lisbon Promotional Area.
Medium and high-potential markets-Markets with high international tourism expenditure which do not represent a significant number of overnights in the Lisbon Promotional Area.
Emerging markets-Markets with high international tourism expenditure and a significant increase, in recent years, in the generation of overnights in the Lisbon Promotional Area.
Analysis: Deloitte
Market strategy
1
Groups - Includes persons travelling with family or with friends.
NB: The segments identified have been taken from the Turismo de Lisboa Motivational Survey.
Key: Mature segments - Leading segments in average net disposable income and generation of overnights in the Lisbon Promotional Area.
Medium and high-potential segments - Segments with a lower average net disposable income than in mature segments and which do not represent a significant number
of overnights in the Lisbon Promotional Area.
Analysis: Deloitte
Segments
Strategic segments
Priority segments
Secondary segments
Segments
Strategic segments
Priority segments
Secondary segments
Strategy
Growth
Attraction/growth
Maintenance
Maintenance
Strategy
Growth
Attraction/growth
Maintenance
Maintenance
Mature segments
26-35 years
36-45 years
46-55 years
56-65 years
Mature segments
With partner/With friends
Medium and high-potential segments
> 65 years
18-25 years
< 18 years
Medium and high-potential segments
Households without children
Households with children
Individual
Work colleagues
Groups1

13. 13
Products
The strategy for products should be
defined according to the following
table and summary.
“Gastronomy and Wine”
applies to all products
The following table summarises the
strategy for products in the Lisbon
Promotional Area (LPA) in each out-
bound market along with the degree
of intensity that the promotion of
each tourism product should have in
the various markets.
Strategic products Priority products
City Breaks Meetings Industry Touring Golfe Cruises
Products/
Supplemental
Motivations
Gastronomy and Wine
Nautical Tourism (water
sports and maritime-
tourism activities)
Nautical Tourism (water
sports and maritime-
tourism activities)
Touring Touring
City Breaks
Sun and SeaHealth and Well-being
Religious Tourism
Golf
Health and Well-being
Golf
Residential Tourism
Key: Strategic products - Leading products as regards degree of maturity, potential for tourism development and generation of overnights in the Lisbon
Promotional Area. Priority products- Products with a degree of maturity and/or potential for tourism development which is lower than that of strategic
products, but still significant, and which have not generated a significant number of overnights. Analysis: Deloitte
G
G
M
G
Strategic
markets
Priority
markets
Secondary
markets
Market
strategy
Strategy
City
Breaks
Meetings
Industry
Touring Golf Cruises Gastronomy
and wine
Sun and
Sea
Nautical
Tourism
Nature
Tourism
Religious
Tourism
Residential
Tourism
Health and
Well-Being
Strategic
products
Priority
products
Supplemental products/motivations
NB: The products of Touring and Golf may be supplementary motivations for strategic products.
1
Includes nautical sports and maritime-tourism activities
Analysis: Deloitte
Key:
G = Growth; M = Maintenance
Promotion effort: High Reduced or None
Spain
Brazil
Germany
France
USA
Sweden
Norway
Finland
Denmark
United Kingdom
Ireland
Italy
The Netherlands
Belgium
Russia
Poland
Czech
Republic
Hungary
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

14. 14
Brands
Besides the three international brands already included in the Pro-
motional Area—Lisbon, Estoril and Fátima—Sintra must also be recog-
nised as an international brand for the unique qualities that have
defined its status as the “Capital of Romanticism”.
The Lisbon brand is the main brand, but not necessarily an umbrella
brand. In certain contexts, tactical brands could be created and jus-
tified, based on the specific nature of initiatives associated with
tourism clusters, products or resources.
Because of its qualities and competencies, Turismo de Lisboa should
be responsible for the joint management of the Lisbon Promotional
Area brands and for all promotional activities abroad.
The Estoril brand should develop its own international promotional
plan to promote the brand and, in terms of tourism products, it
should form part of the plans designed for the LPA.
“Estoril. One place.
A thousand sensations.”
“The altar
of the world”
“Sintra, Capital
of Romanticism”
Lisbon
TLx14
Current LPA brands
Estoril Fátima Sintra
International brands

15. 15
Lisbon in
the foreign
markets
Achieving the strategic objectives defined – increase
quantity and value, upgrade the experience of visi-
tors and generate more awareness of the destination
– requires adopting a distinctive position based on out-
bound markets, demand segments, their preferences,
intrinsic characteristics and the products that will be
promoted.
The segmentation and adaptation of a strategic posi-
tion based on the market is designed to achieve the
most effective approach possible by Turismo de Lisboa
and maximise the return on effort and investment
when promoting tourism in the targeted outbound
markets.
What follows is a recommended strategy for each
market according to its relevance to tourism in the
region. A proposal of value is presented, based
on an analysis of the tourist profile and the at-
tributes most valued by each market, along with
the factors that should be communicated in each
outbound market.
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

16. 16
Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Strategic and priority markets
Strategic markets
Growth
Spain Brazil
Priority markets
Growth
Germany France USA Sweden Norway Finland Denmark
Market strategy
Key: Promotion effort: High Reduced or None
City Breaks
Meetings Industry
Touring
Golf
Cruises
Nautical Tourism1
Gastronomy and Wine
Sun and Sea
Nature Tourism
Religious Tourism
Residential Tourism
Health and Well-being
< 18 years
18-25 years
26-35 years
36-45 years
46-55 years
56-65 years
> 65 years
Individual
With partner
Households without children
Households with children
With friends
Groups
Work colleagues
1
Includes nautical sports and maritime-tourism activities
Analysis: Deloitte
Segmentstrategy
AgegroupType
Productstrategy

17. 17
Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Priority and secondary markets
Priority markets (cont.)
Maintenance
uk Ireland
Secondary markets
Growth
Italy Netherlands Belgium Russia Poland Czech Republic Hungary
Market strategy
City Breaks
Meetings Industry
Touring
Golf
Cruises
Nautical Tourism1
Gastronomy and Wine
Sun and Sea
Nature Tourism
Religious Tourism
Residential Tourism
Health and Well-being
< 18 years
18-25 years
26-35 years
36-45 years
46-55 years
56-65 years
> 65 years
Individual
With partner
Households without children
Households with children
With friends
Groups
Work colleagues
Segmentstrategy
AgegroupType
Productstrategy
Key: Promotion effort: High Reduced or None
1
Includes nautical sports and maritime-tourism activities
Analysis: Deloitte
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

18. 18
Map showing the interaction between the strategic objectives and the areas of Markets, Segments and Products: Proposal of value (1/2)
Having identified the product and segment strategy for each market, we should now identify the elements of the value proposal to be communicated in each market according to
the tourism products to be promoted and the targeted segments.
Strategic markets
Growth
Spain Brazil
Priority markets
Growth
Germany France USA Sweden Norway Finland Denmark
Market strategy
Promotion effort: High Reduced or None
Analysis: Deloitte
The Lisbon Region: “The indisputable seaside capital
city, bordered by the river, unique in its way
of welcoming, to be discovered as you wish”
Lisbon, a cosmopolitan and open-minded capital
city, shaped by the discovery of new worlds and
unique for its hospitality and multiculturalism
Lisbon, a trendy capital city, with its creativity and
imaginative ways of adapting to the latest trends
Lisbon, an authentic capital city for the qualities
of its light and its scenic views
Lisbon, a traditional and contemporary capital city
for its fusion of cultures and flavours that offers
a variety of unique, personal experiences
Lisbon, a romantic capital city for its delightful
retreats, legends and secrets
Lisbon, a capital city of spirituality,
peace, and human warmth

19. 19
Map showing the interaction between the strategic objectives and the areas of markets, segments and products: Proposal of value (2/2)
Priority markets (cont.)
Maintenance
Italy UK
Secondary markets
Growth
Ireland Netherlands Belgium Russia Poland Czech Republic Hungary
Market strategy
The Lisbon Region: “The indisputable seaside
capital city, bordered by the river, unique in its way
of welcoming, to be discovered as you wish”
Lisbon, a cosmopolitan and open-minded capital
city, shaped by the discovery of new worlds and
unique for its hospitality and multiculturalism
Lisbon, a trendy capital city, with its creativity and
imaginative ways of adapting to the latest trends
Lisbon, an authentic capital city for its sensations
of light and scenic views
Lisbon, a traditional and contemporary capital city
for its fusion of cultures and flavours that offers
a variety of unique, personal experiences
Lisbon, a romantic capital city for its delightful
retreats, legends and secrets
Lisbon, a capital city of spirituality, peace,
and human warmth
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes
Promotion effort: High Reduced or None
Analysis: Deloitte

20. 20
An evolving
strategy
Analysis: Deloitte
TLx10
According to the TLx10, the markets
to target should be:
Strategic markets: Spain
Priority markets: United Kingdom,
Germany, France, Italy, USA and Brazil
Medium and high-potential
markets: The Netherlands, Belgium,
Ireland, Denmark, Sweden, Norway,
Finland, Russia, Japan, China and other
Eastern European countries
TLx14
The 2011-2014 Strategic Marketing Plan for Turismo
de Lisboa considers the following markets:
Strategic markets (growth): Spain and Brazil
Priority markets
- Growth: Germany, France, USA, Finland,
Denmark, Norway and Sweden
- Maintenance: Italy, United Kingdom, Ireland,
The Netherlands, Belgium
Secondary markets (growth): Russia, Poland,
Czech Republic and Hungary
Main implications
Although the segmentation used in the
strategic marketing plans cannot be compared
directly, it can be shown that for the 2011-2014
period Turismo de Lisboa should consider
the existence of two strategic markets
(Spain and Brazil) rather than one. As regards
priority markets, Turismo de Lisboa may find
it necessary to readjust and/or direct its actions
according to new segmentation (the degree
of importance that markets have in
the strategy).
TLx10
No targeted demand segments have
been specified.
TLx14
According to the 2011-2014 Strategic
Marketing Plan, Turismo de Lisboa’s activities
should focus on the tourist segments between
the ages of 26 and 55 and who travel with
a partner or friends.
Main implications
Turismo de Lisboa should focus its activity not only
according to the new market strategy, but also
according to demand segments with greater relevance
and/or potential for growth at the destination.
Demand segments
Outbound markets
Changes to the previous Strategic Marketing Plan
In broad terms, a new strategic marketing plan requires strategic changes and/or readjustments at various levels.
What follows are key areas of the TLx10 and TLx14, along with needs for change resulting from possible differences
in the strategic drivers of the two plans.

21. 21
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

22. 22
Principal needs for change
to the TLx10 with respect to tourism
products and brand
Analysis: Deloitte
TLx10
According to the TLx10, the plan
of action for tourism products should
align with the National Strategic
Plan for Tourism, with a special
focus on City Breaks, the Meetings In-
dustry, Golf and Nautical Tourism
(including cruises).
TLx14
The 2011-2014 Strategic Marketing
Plan should view the products of City Breaks,
Meetings Industry and Tourism as strategic.
Golf and Nautical Tourism should be viewed
as priority.
Main implications
Turismo de Lisboa may have to readjust its
activities according to the new priority that has
been established and to the appearance of new
infrastructures planned for the destination.
These include support for nautical sports,
the new cruise terminal and changes in the
consumer patterns of tourists.
TLx10
According to the TLx10, the Lisbon
brand strategy should be based on
six fundamental areas and seek to
introduce the concepts of Modernity,
Authenticity and Experience as a
supplement to the features of Resorts,
History and Human Scale.
TLx14
Turismo de Lisboa’s 2011-2014 brand strategy
is based on the value proposal of “The
indisputable seaside capital city, bordered
by the river, unique in its way of welcoming,
to be discovered as you wish.” Five elements
which make up this proposal of value have
also been defined, aimed at specific market
segments and intended to highlight the
qualities that can set the destination apart
from the competition.
Principais implicações
“Brand” may be the area in which Turismo
de Lisboa’s efforts should involve more
substantial changes. Broadly speaking, the
strategy shall focus more on each market
and demand segment by appealing to their
motivations and communicating the most
attractive and distinctive elements.
Brand
Tourism products

23. 23
strategic
guidelines
A STRATEGIC VISION
FOR TURISMO DE LISBOA
STRATEGIC
GUIDELINES
STRATEGIC
programmes

24. 24
Geographic areas where
the strategic initiatives
should be applied
Fátima
Templários
Lezíria
Oeste
Costa Azul
Sintra
Oeiras
Mafra/
Ericeira
Cidade
de Lisboa
Estoril/
Cascais
Micro-centres
TLx10
• Historic Centre
• Belém
• Parque das Nações
• Eixo Ribeirinho (Riverfront axis)
• Baixa-Chiado
• Alfama/Castelo/Mouraria
• Av. Liberdade
• Bairro Alto/Santos
Key: TLx10 macro-centre Geographic perspectives of the TLx14
Description of the strategic guidelines
In order to achieve the strategic objectives of the TLx14,
strategic guidelines have been defined for the areas
of Markets/Segments, Products and Brand, which should
guide Turismo de Lisboa’s actions.

25. 25
1.1 Capture outbound markets and demand segments with more disposable income
and a greater tendency to travel to international destinations.
1.2 Attract visitors by applying communication and customer loyalty strategies
aimed at targeted markets and segments.
1.3 Maximise repeat visits by providing distinctive experiences for Portuguese and international
tourists and conveying the idea that there is more to be discovered at the destination.
1.4 Extend tourists’ average length of stay through cross-selling among the various tourism products
available in the Lisbon Promotional Area and other supplemental services which add value
to their experience and ensure their satisfaction.
1.5 Develop tourist programmes and products that reduce the seasonal nature of the destination.
Markets
/Segments
Products
Strategic guidelines
Strategic guidelines
Strategic objective:
Increase the number of visitors (tourists and day-trippers), both first-time and repeat visitors, from current and emerging markets,
thereby maximising the value they create for the sector.
Objective: Increase quantity and value
In order to increase the number of visitors and maximise
the value they create, the strategy should be aimed at
targeted markets and segments while bearing in mind
the importance defined for each one by seeking to adapt
the offer and organise tourism promotion according to the
profile and preferences of each market and segment.
At the same time, we must try to capture the markets and
segments with the greatest purchasing power and maximise
cross-selling among the various tourism products in the region.
With a view to the sector’s economic, financial and social
sustainability, Turismo de Lisboa should also develop a
range of initiatives that guarantee an increase in average
revenue for the sector, especially in hotels. This would be
achieved through an increase in the occupancy rate and/
or average selling price per room.
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Objective: Generate more awareness of the destination
Strategic guidelines
Strategic objective:
Improve the experience of visitors (tourists and day-trippers) and their impressions of a destination with a
very diverse offering (ranging from budget to luxury).
Products
Brand
Markets/
Segments
2.1 Increase knowledge about the entire value chain concerning the profile of visitors from
the various outbound markets and demand segments.
2.2 Provide an organised tourism offering that ensures a level of service that meets
the requirements of the various markets and demand segments.
2.3 Provide credible information and a constant and hospitable welcome/support to
visitors so that each one feels like a citizen of Lisbon.
Strategic guidelines
Strategic objective:
Place Lisbon “top of mind” in the list of the must-see European capitals by increasing awareness of the city in outbound
markets and strategically relevant demand segments.
3.1 Promote the main distinctive elements of the destination according to target markets and
segments by presenting an innovative proposal of value that cannot be replicated elsewhere.
3.2 Define innovative communication strategies by using channels of communication
that are appropriate to the preferences of current and potential visitors.
3.3 Create partnerships among institutional/private entities and players in the sector that allow broader
and deeper knowledge about the destination and the availability of personalised tourist programmes
Brand
Objective: Upgrade the experience of visitors
Upgrading the experience of visitors, or rather, improving their
experience and impressions of a destination with a vast and
diverse offering (from budget to luxury) will help increase:
— Tourist loyalty to the destination by encouraging repeat visits
— Awareness of the destination through word-of-mouth
The sector should therefore increase knowledge of the profile
of visitors from the different markets and segments in order to
adapt its offering to their preferences and demands. The tourism
offering (infrastructures, services, tourist entertainment, etc.) at
the destination should aim to satisfy visitors by giving them the
information they need, a model welcome and internationally
renowned service.
The region should consolidate its image as a tourist destina-
tion par excellence, arousing curiosity about visits and creating
awareness of the Lisbon brand.
Turismo de Lisboa should focus on a tourism promotion
strategy based on the main distinctive elements of the des-
tination while presenting an innovative, attractive value
proposal. The choice of communication channels is essential
in order to ensure its effectiveness and adaptation to the
target segment profile.
Generating more publicity about the destination also requires
that partnerships be created among institutional/private enti-
ties and players in the sector so that they know more about the
destination and act as a means of promoting the region.

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strategic
programmes
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A unique experience
Continuing the development and
growth objectives of the Lisbon
destination, the TLx14 presents ten
strategic programmes. The most
appealing area (Markets/Segments,
Products and Brand) has been
identified for each.
The strategic initiatives could
and should be developed within
one to four years, i.e., between
2011 and 2014.
2011-2014 Strategic marketing programmes for Turismo de Lisboa
Programme 1 | The rebirth of a meeting place in a capital city square: “The Terreiro do Paço”
Programme 2 | Belém: The cultural icon, a museum district
Programme 3 | A new standard for the meetings industry
Programme 4 | A family destination
Programme 5 | A closer relationship with the river and the ocean
Programme 6 | A region focused on tourism: Lisbon for all
Programme 7 | Bringing Lisbon closer
Programme 8 | A very personal customer experience
Programme 9 | A new approach to the brand
Programme 10 | Promoting tourism
The objective of the ten strategic programmes of the TLx14 is to
maximise the awareness and complementary nature of tourism
in the region, where every tourist can enjoy an experience that
meets their expectations.
From the rebirth of the Terreiro do Paço as a meeting point in
a capital city square to Belém, a cultural icon, the region also
demonstrates enormous development potential for the meet-
ings industry. In order to enhance its offer and leverage its posi-
tion, we must implement and ensure the marketing of micro-
destinations (such as Estoril, Tróia and Oeiras) located near the
city of Lisbon. The region, also a destination for families, could
expand with the construction of a fun and leisure park.
The relationship with the Tagus River and the Atlantic Coast must
also be improved by creating the conditions necessary to prac-
tise water sports and by developing a water sports complex in
Algés. Setting up a base for budget airline companies is also
important: this will boost competitiveness and bring the region
closer to outbound markets; it will also provide visitors with ex-
periences, rather than a simple visit to the destination.
The new approach to the brand involves monitoring brand
awareness and tactical brands of the destination. This will be
done by conducting studies to determine the destination’s val-
ue and the motivations of the various market segments. The
agreed promotion strategy will be followed and the promotional
focus should be aimed at strategic markets (Spain and Brazil)
and priority markets.

29. 29
Programme 1
The rebirth of a meeting place in a capital city square: The Terreiro do Paço
Objectives
• Reinforce the destination’s status as a capital city
• Upgrade the Baixa and Frente Ribeirinha districts (Terreiro do Paço – Ribeira das Naus)
• Increase the offering of maritime-tourist activities and “cruise line” products
The symbol of a capital
Upgrading our tourism offering is the objective of Programme 1, entitled
The rebirth of a meeting place in a capital city square: The Terreiro do Paço.
One of the most beautiful squares in Europe,
the Terreiro do Paço is a symbol of the citys
capital status and a testament to the defin-
ing moments in Portuguese history. In order
to better enjoy this square and its relationship
with the Tagus River, we should encourage
urban regeneration in the surrounding areas,
Avenida Ribeira das Naus, Cais do Sodré and
Campo das Cebolas.
Its arcade should also be the object of interven-
tion, with a focus on developing tourist activities.
Investing in cultural spaces, restaurants, es-
planades and other commercial areas and
organising events are also essential to the
development of the Baixa district’s potential
for tourism.
Providing a full range of offers required for the
successful operation of the new Lisbon Cruise
Terminal and encouraging the development of
maritime-tourism activities, such as boat cruises
on the Tagus River, are also important. A ships
berth located next to the Terreiro do Paço would
encourage these activities while also serving as
a point where tourists and the river meet.
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Programme 2
Belém: The cultural icon, a museum district
Objectives
• Maximise the destination’s cultural offering
• Upgrade the Belém micro-centre
Culture and museums
Programme 2, dedicated to Belém: The cultural icon,
a museum district, is focused on upgrading its tourism
offering, similar to Programme 1.
With its many monuments, majestic Belém maintains a close connection to
the Tagus River, which gives it the perfect backdrop.
In order to increase awareness of this micro-centre even more, we must
refurbish, upgrade and/or expand its existing cultural facilities, such as the
Museu da Marinha (Maritime Museum) and the Museu de Arte Popular (Mu-
seum of Popular Art). We must also ensure the development of the new
Museu dos Coches (Coach Museum), Museu de Arqueologia (Archaeology
Museum), Fundação EDP Centre for the Arts and the Belém Cultural Centre,
along with other facilities that come together and help make Belém the
cultural icon of the city.
With a view to promoting Belém as the “Museum District of the Capital” a
comprehensive plan must be developed which includes the creation of a
brand, signage, public areas, transport and the inclusion of various cultural
facilities.

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Programme 3
A new standard for the meetings industry
Objectives
• Maximise the offering for the meetings industry at the destination
A destination for conferences
Growth, upgrading and awareness are the targets defined for Programme 3,
entitled “A new standard for the meetings industry”.
Growth of the meetings industry (MI) product should
be based on the competitive advantages of the des-
tination – a mild climate, diversity of experiences, the
qualities of its light, picturesque settings and gastro-
nomy, just to name a handful. It should also be based
on the price-quality ratio of its hotels and the quality
of its facilities.
In order to achieve a new standard, we must promote
the construction of a new multipurpose conference
centre capable of hosting large conferences (up to
8000 people) and smaller events. It should comple-
ment the region’s existing infrastructures and position
Lisbon as one of the key MI destinations in Europe.
If the destination is to continue to develop, it is es-
sential that a privileged location be chosen, such as
the Praça de Espanha with its excellent range of ho-
tels (4500 rooms), so that a second, larger conference
centre may be built, while maintaining the existing
centre.
Another offer enhancement strategy would be to le-
verage the this product’s positioning and the creation
and marketing of MI micro-destinations located close
to the city of Lisbon, such as Estoril, Tróia and Oeiras. It
is also important to create supplemental leisure-busi-
ness programmes that encourage tourists to prolong
their stay or return for leisure trips.
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Programme 4
A family destination
Objectives
• Maximise the offering for entertainment
and leisure at the destination
• Encourage the offering aimed at families
Together in Lisbon
Promoting a theme park with a distinctive
offering is the strategy defined for Programme 4:
“A family destination”.
The creation of a multipurpose entertainment park capable of wel-
coming up to four million visitors per year will be a major factor of
attraction that is worth promoting.
We should present distinctive, high-quality attractions and provide
complementary facilities that will generate overnights and encou-
rage tourists to extend their average length of stay in the region. It
is also important to have good road and rail access, car parks and
service areas.
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Programme 5
A closer relationship with the river and the ocean
Objectives
• Increase the offering of Nautical Tourism (water sports and maritime-tourism)
at the destination
• Bring the river and the ocean closer
Closer to the river and the ocean
The focus on growth and upgrading defines the strategy for Programme 5,
“A closer relationship with the river and the ocean”.
The Tagus River and the Atlantic Coast should be equipped with the conditions to practice water sports.
This initiative involves the upgrading of the Frente Ribeirinha (riverfront area) and the coastal strip, de-
veloping support infrastructures and establishing schools for sailing, kite surfing, wind surfing and more.
Multipurpose nautical facilities must also be developed which, in addition to meeting the sector’s
needs, act as poles of attraction for maritime-tourism activities and water sports. The develop-
ment of a water sports complex in Algés is one such example, along with the installation of more
mooring posts along the Tagus River.
Improving the offering will be an added value in the attraction, promotion and hosting of inter-
nationally renowned events that increase publicity about the destination in the leading target
markets and segments.
In addition, a networked system should be created which will ensure connections between the
recreational marinas and docks in the region. We must also, among other things, encourage the
simplification and “debureaucratisation” of certification for navigators, legalisation of vessels and
licensing of maritime-tourism activities.

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Programme 6
A region focused on tourism: Lisbon for all
Objectives
• Improve accessibility to the main sites of tourist interest
• Maximise usage of tourist resources with outstanding heritage value
• Upgrade all aspects of the destination’s tourism offering
Lisbon for all
Programme 6, “A region focused on tourism: Lisbon for all”, should be developed
according to the areas of growth, upgrading and awareness.
The wealth of tourism offered in the region will reach new levels of pro-
jection by making use of its historical and cultural heritage for tourist ac-
tivities, whether through event hosting or the reconversion of structures
into charm hotels, museums or exhibition spaces. In addition to highlight-
ing their importance in the affirmation of tourism at the destination, this
will maximise the enjoyment of unique experiences, the diversification of
venues and the generation of revenue for their upkeep and conservation.
It is essential to raise awareness among those in charge by issuing
licences for commercial activities at tourist sites and adopting a tourist-
focused position with respect to hours of operation, quality standards
and differentiation of products.
It is equally essential to expand the range of high-quality, distinc-
tive, traditional and authentic products by encouraging the creation of
clusters in historical and/or tourist areas, which would position Lisbon
as a destination with its own brands and products. The creation of
clusters of art galleries, antiques shops, shops of regional products,
delicatessens, old-fashioned chemists, hundred year-old restaurants,
goldsmiths and outdoor markets, among others, would be a factor of
attraction for tourists, visitors and residents alike.
The creation of new themed itineraries and routes, which would include
a wide range of complementary services, is also important.
We must also increase investment in the so-called “soft mobility” to
key tourist sites by developing tourist routes. Examples include assisted
access from various tourist points to São Jorge Castle, or from the Largo
do Corpo Santo to the Largo da Academia Nacional de Belas Artes by
means of a panoramic lift/cable car.
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Programme 7
Bringing Lisbon closer
Objectives
• Improve air and rail access to the capital
A closer Lisbon
The strategy of “Bringing Lisbon closer”, which
corresponds to Programme 7, is focused on growth.
It is essential to attract a base for budget airline companies
at Lisbon Airport or at a regional air base, which serves the
interests of the destination and increases its competitiveness.
We must also focus our efforts on increasing the number and
frequency of connections between Lisbon and the main out-
bound markets by developing partnerships to capture new
routes to the destination.
The terminal station of the Lisbon-Madrid high-speed rail net-
work should be located in the heart of the Portuguese capi-
tal, preferably at Estação de Oriente. In order for this mode
of transport to be successful when compared to air travel, the
maximum duration of the trip should not exceed two hours
and 45 minutes. Lisbon will therefore benefit from the competi-
tive advantage offered by this connection to Spain, a strategic
outbound market.
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emigus

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Programme 8
A very personal customer experience
Objectives
• Encourage a more organised offering and greater creativity on the part of players in the sector
• Raise awareness and mobilise the population with respect to the importance of tourism at the destination
• Upgrade the tourism offering and urban areas
An unrivalled experience
Improving the experience of visitors is the objective of Programme 8, “A very personal customer experience”.
We are all hosts of Lisbon. Each one of us must therefore contrib-
ute to a culture of excellence in tourism, helping to satisfy those
who visit us, recommend the destination to potential tourists
and increase international awareness.
Besides encouraging responsibility and pride among city resi-
dents regarding the image that visitors form of Lisbon, we must
make the various players aware of the importance of their par-
ticipation in the process, along with the resulting benefits and
returns.
Improving the reception of tourists therefore requires joint ef-
fort and focus by a range of players, including residents, hotels,
restaurants, shops, transport, travel agents, cultural facilities and
safety authorities, among others.
Given that we are known for our warmth and a willingness to
interact with tourists, our efforts should continue to focus on
service, quality and creating a brand that provides benefits.
Examples of strategies that could be implemented include the
development of a standard customer service programme in vari-
ous tourism subsectors and encouraging the implementation of
a project that guarantees a friendly welcome to all tourists in all
parts of the region.
Great experiences require small details. This is why we must
do our best when welcoming tourists and showing them that
Lisbon knows how to receive and how to operate, that it gives
its all, that it is a destination of excellence offering personalised
service.
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Programme 9
A new approach to the brand
Objectives
• Generate more brand awareness
• Organise a marketing and communication strategy
• Jointly manage the destination’s brands and promotional efforts
A cutting-edge destination
Programme 9, “A new approach to the brand”, is linked to a strategy based on growth,
upgrading and publicity.
This programme’s strategy involves monitoring
the awareness of international brands and tactical
brands of the destination by conducting studies to
discover the destination’s value and the motivations
of the various market segments. Determining the
impact and return on investment of promotional
marketing campaigns is essential, as is a strategic
management of the image aimed at markets and
segments while considering the products and im-
age to be promoted.
The destination should be promoted on the basis of a
primary brand—Lisbon—and three additional international
brands: Estoril, Sintra and Fátima. Tactical brands for
programmes, products or clusters should be developed
which set them apart and add value in a given context
(such as GolfeOeste, EriceiraSurf, Belém, Oeiras Work
and After Work, Fernando Pessoa and Santo António).
We must invest in distinguishing the main brand,
Lisbon, by focusing on intangible factors such as the
city’s qualities of light, its capital status, the sophisti-
cation of an old city (but not antiquated), culture, sea,
authenticity and gastronomy.
The strength of the brand should be guaranteed
through a comprehensive management of the Lisbon
Promotional Area brands and all associated promo-
tional activities. This will be based on a coherent, flex-
ible system that allows and ensures unified actions
while bearing in mind the specific qualities associated
with Estoril.
Marketing programmes should also be developed
which promote specific tourism products in a compre-
hensive fashion.

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Programme 10
Promoting tourism
Objectives
• Increase promotion of the destination
• Maintain/increase forms of promotion with a view to sustainability
• Organise the marketing and communication strategy
Promoting the destination
Growth and generating more awareness are the main objectives outlined
in Programme 10 for the promotion of tourism.
The regional promotion strategy will be followed, which will
continue to ensure that human, material and financial resources
are maintained.
Promoting tourism should focus on the strategic markets, Spain
and Brazil, and the priority markets, directing investment to the
regions with greater population density, purchasing power and
tendency to travel abroad.
In practical terms, in order to generate more awareness of Lis-
bon and more news articles about the destination, it will be
necessary to increase investment in personalised promotional
activities, specifically in public relations, “fam trips” and press
trips. Particularly in the two strategic markets, the promotional
strategy must be intensified through new distribution channels.
It is also important to increase promotion of the destination
through electronic and social networking channels which
will allow direct contact with the tourist.
Developing partnerships with the general and specialised press,
airlines and tour operators, among others, is fundamental in or-
der to take advantage of synergies in tourism promotion and
access to niche markets with high potential.
Strengthening the image of Lisbon is also based on the promotion
of tourism products and resources according to the motivations
and demands of the targeted markets and segments. However,
we must also maintain the degree of investment in image and
promotional material – while adapting it to a new reality – and
reduce investment in traditional media and “offline” publicity.
Demand in the various outbound markets should be
segmented. Priority should be given to investment in promo-
tion aimed at target segments, taking their motivations and
preferences into consideration.
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Projecting Lisbon
A tourist destination’s growth and consolidation are pro-
cesses that are as difficult as its creation, if not more so.
A forward-looking vision, strategy, sustainability and the
ability to innovate are determining factors in its success.
Lisbon is no exception to this.
In a global society where information travels at the speed of
light and supply exceeds demand, it is as important to have
a distinctive tourism offering as it is to define a strategic
vision that matches the profile of the tourists we seek to
attract, one that is based on their preferences and motiva-
tions.
Lisbon’s continued recognition as a tourist destination par
excellence is both a source of pride and a sign that, in order
to do more and do better, it is essential to possess creativity,
strategy and a strong focus.
Now that we have presented this new plan, we must make
the necessary efforts to have, in 2014, a Lisbon that is better
known and better promoted on an international level.
Lisbon has reached a very high level of recognition. For that
reason, any new step taken to promote the destination will
indeed be a great one.

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50. 50
The 2011-2014 Strategic Marketing Plan for Turismo de Lisboa can be viewed in its entirety at www.visitlisboa.com
TURISMO DE LISBOA • RUA DO ARSENAL, 23 • 1100-038 LISBON • PORTUGAL • TEL. +351 210 312 700 • ATL@VISITLISBOA.COM
Jannuary 2011
Summary of the 2011-2014 Strategic Marketing Plan for Turismo de Lisboa
Study conducted by Deloitte Consultores
Participants
AHP – Associação da Hotelaria de Portugal
AHRESP – Associação da Hotelaria, Restauração e Similares de Portugal
ATL – Lisboa Convention Bureau/ Gastronomia/ Cultura & Eventos/ Marca/ Lisboa Visitor Bureau/ Touring/ Golfe
APAVT – Associação Portuguesa das Agências de Viagens e Turismo
AIP – Associação Industrial de Portugal
Citur
Intervisa Travel Service
Top Atlântico
Team Quatro
Netviagens (ES Viagens)
Turismo Estoril
Entidade Regional de Turismo de Lisboa e Vale do Tejo
Câmara Municipal de Sintra
Parques de Sintra – Monte da Lua
Câmara Municipal de Lisboa
Entidade Regional do Pólo de Desenvolvimento Turístico do Oeste
Entidade Regional do Pólo de Desenvolvimento Turístico de Leiria/Fátima
Câmara Municipal de Mafra
Hotéis VIP
Hotéis Altis
Accor Hotéis
SONAE Turismo
Hotéis Heritage
Continental Group
Hotéis Vila Galé
Hotéis Real
Hotel Dom Gonçalo
Grupo Lena Hotéis - Termas de Monte Real
Hotel Sheraton
Hotel Mundial
ANA – Aeroportos de Portugal
TAP Portugal
APL – Administração do Porto de Lisboa
Carris/Carris Tur
UACS – União das Associações do Comércio e Serviços
Grupo Estoril Sol – Casino Lisboa e Casino Estoril
FIL – Feira Internacional de Lisboa
Parque Expo
CCB – Centro Cultural de Belém
IGESPAR – Instituto de Gestão do Património Arquitectónico e Arqueológico
IMC – Instituto dos Museus e da Conservação
Fundação EDP – Museu da Electricidade
ACISO – Associação Empresarial Ourém-Fátima
EGEAC – Empresa de Gestão de Equipamentos e Animação Cultural
Comissão Vitivinícola da Região de Lisboa
Culturgest
Marina Parque das Nações
David Lopes Ramos
José Avillez
Padre Vítor Melícias

51. 51
AWARDS AND COMMENDATIONS
AWARDS
2010
European Best Event Awards
Oceanic Festival judged the 2nd
Best Cultural Event in Europe
(November)
Prémio Nacional de Opinião Pública (Brazil)
The communications initiative “Lisboa Convida”, developed
by Turismo de Lisboa in Brazil, was recognised in the 30th
edition of the National Public Opinion Award by the Regional
Council of Public Relations Professionals (November)
World Travel Awards
Winner, Europe’s Leading City Break Destination
Nominee, World’s Leading Destination
Nominee, World’s Leading Cruise Destination
European Consumers’ Choice
(European Consumers’ Association)
Best European Destination 2010: Consumers’ Choice
2009
World Travel Awards
Winner, Europe’s Leading Destination
Winner, Europe’s Leading City Break Destination
Winner, Europe’s Leading Cruise Destination
Business Destination Awards 2009
(by British magazine, Business Destination)
Lisbon Convention Bureau voted best European
Convention Bureau
ICCA (International Congress and Conference Association)
Lisbon ranked in 8th
place
2008
ICCA (International Congress and Convention Association)
Lisbon ranks 6th
among the most popular cities
to hold congresses
2007
IAGTO (International Association of Golf Tour Operators)
Best European Golf Destination
REFERENCES
2010
Trivago (price comparison and booking website)
Lisbon was the third most popular city among Spanish
users between March and April
Lastminute.com (booking website)
Lisbon ranks among top 20 destinations for bookings
between January and May
The Telegraph (April barometer)
Lisbon is one of the three best European cities
for price-quality ratio
The Guardian Online (Travel section, June)
Lisbon, Recommended City
Google
Turismo de Lisboa website, www.visitlisboa.com, is featured
as a success story in terms of Internet-based promotion
2009
Condé Nast Traveller (British magazine)
Awarded 12th
place in its annual world ranking
Monocle (British magazine)
Lisbon among the world’s 25 best cities to live in
Financial Times (newspaper supplement, “How to Spend
It”, February)
Lisbon recommended as a tourist destination
TripAdvisor.com (American survey)
Lisbon identified as one of five European cities with
the best price-quality ratio
Condé Nast Traveller (Spanish edition, April)
Lisbon recommended as one of the three best tourist
destinations
Go Voyage (French travel website, May, survey of travel
agents and other specialists)
Lisbon ranked at the top of the list of preferences
Travelvideo.com (American website)
Lisbon cited as the destination with the best
price-quality ratio
Lonely Planet Magazine (July)
Lisbon cited as the most interesting capital city in Europe
Associated Press (American news agency, January)
Recommends taking holidays in Lisbon
Paris Match magazine
Suggests visiting Lisbon
2008
ShermansTravel & Yahoo Travel
Lisbon ranks third among the top ten places to visit
in the world (February 2008)
IgoUgo travel website
Lisbon ranks second among the top ten cities to visit (June)
Best in Travel 2009 (Lonely Planet)
Lisbon is listed among the top ten cities to visit for 2009
(November 2008)
Virtuoso Life Magazine (February)
Recommends visiting Lisbon
The New York Times
Dedicates a supplement to travels to Lisbon (July)
L’Express Styles
French magazine suggests Lisbon as a getaway
for couples (March)
Le Figaro Magazine
Lisbon voted as its winter destination (October)
2007
The New York Times
Lisbon voted as the second best destination in the world
(December)
Since the TLx10 went into effect, Lisbon’s status as a tourist destination of choice has continued to grow and be reinforced.
Recognition of this trend is evident in the various prizes awarded by the most prestigious international entities in the tourism
sector and through the countless references that the international media have dedicated and continue to dedicate to Lisbon.
The following are some such examples.

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www.visitlisboa.com