The official e-journal of the Tourism Society
OCTOBER 2021, ISSUE 15
OCTOBER 2021, ISSUE 15
The official e-journal of the Tourism Society
EDITORS NOTES
WHAT'S INSIDE THIS ISSUE:
By Dr Julian Zarb FTS I am so glad to see that we have received a broad array of articles from members of our Society for this edition of the Journal. The theme was the Regeneration of Tourism in a PostCovid environment and world. Travel and tourism had come to a complete standstill (not just a slow down, mind you) which
KEITH BEECHAM - UNTAPPING POTENTIAL IT'S IN YOUR HANDS RICHARD DENMAN - GLOBAL GUIDELINES FOR THE FUTURE OF TOURISM
we have never experienced before. We have had slowdowns because of security risks, we have slowdowns because of
CHRIS EVANS - THE ATTRACTION SECTOR;
economic factors and we have had slowdowns because of
SOME POST LOCKDOWN OBSERVATIONS
market forces but we have never had a complete shutdown like this. Perhaps the upside to this has been that we now had time to reflect, redevelop and restore a tourism activity that really is sustainable and responsible. The articles in this edition of the Tourism Society e-journal reflect
this
reflection,
they
show
that
both
academics,
practitioners and students of tourism have used this time to
DR ANN HINDLEY - MANAGING TOURISM AFTER 2022 - QUO VADIS? ALAN MARVELL - PERSPECTIVES OF FOOD TOURISM: A VIEW FROM GLOUCESTERSHIRE
rethink tourism – coming up with some innovative and practical
DR
ideas. So even if the downside to industry reflected a negative
PAPPALEPORE
outcome to ROI and profitability, there were some more
DEBATE: SOLUTIONS FOR INDUSTRY AND
inspiring entrepreneurs who took the opportunity to think.
ACADEMIA TO WORK TOGETHER: PART 1
Thank you to all those who reflected and are now ready to redevelop and restore a better tourism activity for all. I do hope all of you will enjoy reading these short, but succinct articles and I look forward to more articles from you in our next journal edition – perhaps focusing on CPD and investing in people?
JOHN
PETER
ROBINSON
SPEERS
-
-
AND
CALLING
MAKING
DR
TIME
ILARIA ON
THE
SUSTAINABILITY
ACCESSIBLE THROUGH STORYTELLING SHAON
TALUKDER
DESTINATION MANAGEMENT
-
DATA
MARKETING
DRIVEN AND
OCTOBER 2021, ISSUE 15
UNTAPPING POTENTIAL -
been slashed. So how does this square with a resolution
IT'S IN YOUR HANDS
2021 which reads:
By Keith Beecham MTS
“Article
After decades at VisitBritain and Visit Jersey, Keith is
education and skills development, with a focus on young
from the Council of European Union on tourism from May
now a director of LVG Learning helping tourism and hospitality businesses manage the training of staff, suppliers,
and
trade
buyers.
keith.beecham@lvglearning.com
#6
highlights
the
importance
of
quality
people and gender equality, without neglecting lifelong learning processes and resources; encourages student and professional exchanges as well as the acquisition of training, competences and digital skills by tourism professionals at all levels.” My hope is that the following three factors will force leaders of public and private tourism entities to reassess their staff development needs. 1. Fallout from the pandemic on the job market 2. Rapid acceleration of digital innovation 3. Tourism is becoming more complex; in the immediate term due to logistics (such as borders and testing and providing clean environments) as well as the longer-term
shift
to
sustainable
travel
and
experiential tourism.
Tourism consistently lags the rest of the economy in productivity. The UK’s Office of National Statistics (ONS) data suggests Tourism’s Gross Value Added (GVA) is only 55% of the value of the construction industry and (a truly awful) 28% of the value of the manufacturing sector. Consequently, pay was on average one third lower.
need to adapt to accommodate these shifts. But we are in a battle for talent. A headline from the London Evening Standard on 14th September gave a stark
Young people fail to stay in our industry which too often doesn’t invest in them, career paths are ill-defined, especially compared to more professionalized industries with
Building a competitive advantage means our businesses
benchmarked
attainment
standards.
So,
by
inadequate investment in developing staff, and given the realities of GVA underperformance, it’s no wonder politicians have failed to take us seriously, leaving us feeling undervalued.
business level?
other industry for precious talent. And who does the ONS put at the bottom? I quote “The hospitality sector particularly is struggling with a 75% increase in open positions.” Sustaining competitive advantage will, I believe, require training. How many times in my career have I heard the refrain “we’re a people’s business”, then invest large sums on marketing activity and next to nothing in
Businesses routinely underinvest in their people. We have a poor track record in valuing and applying even
in threat to recovery”. We are competing against every
a roots-and-branch rethink about tourism’s attitude to
So much for the macro picture. What’s it like at the
education,
warning; “UK skills crisis leaves one million posts empty
before
Covid
became
the
latest
challenge facing our industry. It’s hard managing a tourism business today. Budgets have been cut and training budgets (if they existed in the first place) have
upskilling our people? It’s our people that are the source of our successes and those businesses that invest in training and developing will improve productivity and attract and motivate staff who will delight our customers and visitors. In conclusion we need to embed an educational ethos into our collective DNA.
OCTOBER 2021, ISSUE 15
GLOBAL GUIDELINES FOR
summer they endorsed the G20 Rome Guidelines for the
THE FUTURE OF TOURISM
seven policy areas:
Following doctoral research and work with the regional tourist boards in England, Richard has been a tourism since
1990,
Safe mobility: restoring and maintaining confidence in travel
By Richard Denman FTS TCN
consultant
Future of Tourism and committed to take action in its
specialising
in
destination
management and sustainability with experience in over 50 countries worldwide. rdenman@thetourismcompany.com
Crisis management: minimising the impact of future crises affecting tourism Resilience: securing a robust and stable tourism sector in uncertain times Inclusiveness: widening community engagement and benefits from tourism Green transformation: managing tourism to sustain global and local environments Digital transition: enabling all tourism stakeholders to benefit fully from digital opportunities Investment and infrastructure: focusing resources on a sustainable future for tourism. In drafting the Guidelines we identified the main issues in each of these areas and set out some key actions for governments to take, together with industry partners. Is this just fine words and will it lead anywhere? This is hard to tell, but I believe that it has been helpful to bring these
topics
together
as
universal
and
interrelated
challenges, thereby creating a common reference for shaping, comparing and judging national and local policies and actions in the future. During the last two years I have been working with the OECD and the G20 on future tourism policy. This proved to be an encouraging demonstration of how a somewhat disparate set of countries, including the USA, China, Russia and other major economies in Europe, the Americas, South Africa, Asia and the Pacific can be brought together to agree on priorities for our sector. My work with the G20 started at the end of 2019, when tourism growth had been on a largely smooth upward curve. After two months, all had changed. The challenge became one of building the impact of COVID-19 and the path to recovery into policy frameworks aimed at addressing some of the already apparent issues and opportunities surrounding the sustainability and future of tourism.
‘Build
back
better’
has
become
a
rather
hackneyed phrase, but at the time it was a helpful clarion call. Coming into 2021, the countries already had some experience of responding to the pandemic and how this could be reflected in new policy frameworks. This
Some of the policy areas contain harder challenges than others. For example, green transformation includes not only
minimising
waste
and
contributing
to
the
conservation of biodiversity, but also the thorny issue of climate change and reducing tourism-related carbon emissions towards net zero. Here, the Guidelines already point to the need to incentivise, recognise and support businesses in greening their operations, to consider emissions
related
to
different
travel
patterns
and
alternative transport options, and to invest in the research and development of new aviation fuel technologies. Further approaches and details need to be pursued and developed in other policy fora, such as the COP26 meeting this November, but this can only be helped by placing the challenge within agreed guidelines for the future of tourism, endorsed by the G20.
OCTOBER 2021, ISSUE 15
THE ATTRACTION SECTOR;
security reasons; this is most noticeable in the diminished
SOME POST LOCKDOWN
where manning is required. It remains to be seen whether
OBSERVATIONS
ends. The other negative impact has been the withdrawal
By Chris Evans FTS TCN
cancellation of guided tours where social distancing
catering offer and closed exhibits at many attractions these staff will be reemployed when the furlough scheme of interactive displays and the closure of rooms and
Chris Evans FTS was a founding Director of The Tourism Company, a consultancy working throughout the UK and overseas. He has served on the Tourism Society Board and is a past chair of the Tourism Consultants Network.
cannot be maintained. The pandemic has also brought about some innovative thinking and new ways of working that are likely to stay. Such initiatives have included: The development and presentation of online ‘tours’, access to collections and virtual lectures which helped maintain the profile of some attractions during the lockdowns and helped raise funds and are likely to be continued. The introduction or acceleration of online pre-booking. This has allowed attractions to plan for and manage visitor numbers better and has also provided valuable market information which they might not otherwise
have gathered. Many attractions plan to retain and promote pre-booking into the future. The introduction of trails or marked routes around sites which were introduced to assist social distancing have proved to be greatly beneficial in terms of managing visitors and encouraging visitors to explore all parts of
The VisitEngland Attraction accreditation scheme restarted at the end of the lockdown, with some attractions re-opening in April 2021 and the others following in May and June. As one of the VE attraction assessors working in London and the South East, I have had the chance to see how a number of attractions are faring and reacting to the new post-lockdown situation. Much of this evidence is anecdotal either from my own observations or from the attractions themselves.
have been hit by the pandemic. Visitor numbers in most cases are only slowly recovering since the last lockdown; there are virtually no overseas visitors – impacting many London and other iconic attractions - and many domestic visitors are still hesitant to return to sites that may potentially be busy. The corollary of this is that many attractions that suffered from congestion in the past now offer an enhanced visitor experience. If you want to see the Crown Jewels at the Tower of London without a lengthy queue, now is the time to visit! and
volunteer
numbers
very popular routes they established. Many retail outlets in attractions introduced ‘Ikea style’ routes that required visitors to pass every item in the shop which has encouraged higher spend. Enhanced cleaning regimes in toilets and other areas. An acceleration of the trend away from promotional and other print in favour of other media. This was happening anyway across the sector but covid has forced others to move in this direction.
The first thing to say is that all the attractions I have seen
Staff
the site. London Zoo is planning to retain the three
have
been
reduced
dramatically in many cases for financial and/or health
Other lessons learned have included the value and importance of local markets that have helped sustain many attractions, the loyalty of volunteers and the adaptability of staff to the new circumstances.
OCTOBER 2021, ISSUE 15
MANAGING TOURISM
Climate change means we are now experiencing such
AFTER 2022 - QUO VADIS?
visit are being impacted, if not destroyed, by drought,
By Dr. Ann Hindley MTS
life and the displacement of communities is immeasurable.
Dr. Ann Hindley is a Senior Lecturer in the Department of
management and recovery, insurance costs and the
extremes of weather that the very destinations we seek to
Marketing, Tourism and Destinations at Chester Business School. Ann incorporates research-based learning on SDG13 Climate Action into the curriculum.
fires, storms, floods, and hurricanes. The cost to human The cost of mounting economic losses from disaster rebuilding
of
infrastructure
and
superstructure
in
destinations is extensive, with long-lasting effects. With COP26 https://ukcop26.org/ aka the UN Climate Change Conference UK 2021 taking place in Glasgow from 31st October to 12th November 2021, the focus will be on halving world emissions over the next decade and reaching net zero emissions by 2050. If this is not achieved, then more catastrophic weather events and extinction of species is expected. Our travel and tourism industry must continue its efforts to reduce carbon emissions and seek more low carbon and hydrogen energy solutions. We cannot always find these solutions alone and therefore, must work in collaboration with others. For individuals, communities, and businesses, the Carbon Literacy
Project
https://carbonliteracy.com/
creates
awareness of the carbon dioxide costs and the impacts of our daily activities, providing the motivation to reduce emissions and then cascade your knowledge to others. Initiatives
such
as
the
Earthshot
Prize
https://earthshotprize.org/ are designed to find climate change solutions that can be scaled up. Ultimately, we don’t all have to channel our inner David Attenborough or Greta Thunberg, but we can all get involved. Tourism can satisfy our appetite for personal growth through
travel,
for
emotional
connections
through
experiences, and for rejuvenation through rest and relaxation, which positively benefits our own health and wellbeing. Our travels can also benefit the destinations we visit. Tourism makes a significant contribution to the UK and global economies. This can improve the lives of local people in destinations by creating jobs, by lifting people out of poverty and improving their quality of life. Nevertheless, we continue to run the risk of ‘killing the golden goose’. Who can forget the wildfires in Australia and our emotional response at seeing Koala’s being injured? What about our emotional responses being triggered by images of polar bears struggling for food, because of a lack of sea-ice? How can we not have an emotional
response
to
destroyed
by
sea
rising
turtle
nesting
levels?
sites
Biodiversity
being is
an
important indicator in the health of the planet, but it is also an important tourism attractor.
This Photo by Unknown Author is licensed under CC BY-NC
OCTOBER 2021, ISSUE 15
PERSPECTIVES OF FOOD
production. There are several initiatives to help support
TOURISM: A VIEW FROM
operative representing 80 food producers promoting the
GLOUCESTERSHIRE
Gloucestershire Community Rail Partnership provides food
By Alan Marvell FTS
and visitor destinations, such as Cheltenham and the
Dr
Alan
Marvell
Gloucestershire
FTS
is
Business
a
link between landscape, food provenance and visitors; and farm trails, encouraging the use of public transport;
Senior
School,
local producers: e.g. Cotswold Taste which is a co-
Lecturer
University
at of
Gloucestershire. He teaches Events Management and International Hospitality and Tourism Management with a focus on contemporary issues.
Cotswolds, identify themselves as “THE destination for food
fanatics”
having
“a
reputation
as
a
foodie
destination”, with a Michelin Star restaurant and other award winning eateries. Food tourism is not just about the promotion and
consumption of local food products but also about food producers, farmers and talented chefs who are known for their signature dishes. One major challenge for the region is how to attract and retain culinary talent. There is a continuing need for a co-ordinated approach to identify iconic food producers, places to eat and drink and develop the chefs and business owners of the future. Overall, it is important to promote local food to visitors and residents alike, as both benefit from supporting local businesses. Local food has lower food miles, is often fresher and supports sustainable agriculture. Food tourism offers an opportunity to celebrate, enhance and share a unique identity by creating memorable experiences that have the
As the tourism industry faces post-pandemic challenges,
power to transform food preferences and help promote
local food and drink remains at the heart of the tourist
visitor destinations.
experience. Using local ingredients and cooking skills, tourists can experience local culture through food. Tourists often search for authenticity, not just ingredients but places, through food festivals, restaurants, and specific locations to eat and drink. Destinations have been quick to realise that food-related activities such as picking vegetables, cooking classes, food preparation and food-related events lead to co-created experiences, generating
higher
Experiential
value
levels and
of
tourist
branding
satisfaction.
are
becoming
Photo credit: Nick Turner for Cotswolds Tourism
increasingly important in motivating tourist’s intentions to
For further information:
visit and return. Rather than focusing on the natural
Cotswold Taste - www.cotswoldtaste.co.uk
environment and attractions such as museums, food
Countryside
tourism can be at the heart of the destination image
www.ccri.ac.uk
providing an alternative means of local and regional
Gloucestershire
development.
www.gloucestershirecommunityrail.org
and
Community Community
Research Rail
Institute
Partnership
-
Visit Cheltenham - www.visitcheltenham.com In Gloucestershire the average total spend by tourists is
Visit Cotswolds - www.cotswolds.com
£1 billion per year (Visit Gloucestershire) with 32% spent
Visit Gloucester – www.visitgloucester.co.uk
on food and drink (CCRI, 2019). Food service, including
Visit Gloucestershire - www.visitgloucestershire.co.uk
catering
Visit
and
hospitality,
employs
22,500
people,
representing 7.5% of the work force (CCRI, 2019). Many
Gloucestershire
Partnership
-
https://visit-
gloucestershire.uk
businesses are small enterprises and do not necessarily have the budget or resource to market widely or increase
The article is based on a keynote lecture given at the 5th
International West Asia Congress of Tourism Research, 2021.
JUNE 2021, ISSUE 14
MAKING SUSTAINABILITY
I believe that using storytelling to talk about sustainability
ACCESSIBLE THROUGH
journey made yields an experience, and that person will
STORYTELLING
impacted them. We must give them the opportunity to
By John Speers CTS
travel.
and humankind is essential. When people travel, every come back with a story of something that will have make travel matter, to influence their choices before they
John is a Certified Practicing Marketer who leads the strategic process to position, brand and sustainably drive high value visitation and spend to destinations globally. John co-ordinates teams across creative, technology, CRM, social media, content and influencer channel, has earned over 50 travel awards for best-in class marketing is
the
only
person
with
3
Global
Effies
for
transformational results in travel. He goes by the name of ‘The Island Man’ in travel circles.
I do think that the era that we have just gone through has been an opportunity. Admittedly, also a hard lesson to learn for a lot of different industries who have suffered and the emotional and financial stress that it has caused, but for those who have an opportunity to make choices, and perhaps travel again, maybe they will do so more thoughtfully because they understand how precious it is. And that there's been a time of reflection to really think how we utilise this opportunity of perspective to create something. At the Tourism Society we know through the United Nations that food systems cause as much as a third of greenhouse gas emissions, up to 80% of biodiversity loss and use up to 70% of freshwater reserves, so the impact of these local level, farm-to-table food production stories can be profound. Travel companies need to harness their stories and make the
telling
of
these
narratives
part
of
their
DNA,
galvanising the company’s purpose and driving action around it. For TreadRight that purpose is “to have a positive impact on the people and communities we visit,” according to Shannon. Sometimes in life you have insightful conversations with great people, and they shine light on a subject at a different angle to give a wholly fresh perspective. That’s what
happened
the
other
day
when
the
famed
environmentalist, activist and documentary maker, Céline Cousteau, and Shannon Guihan, Chief Sustainability Officer of The TreadRight Foundation, joined me for one of The Tourism Society’s ‘Big Thinkers & Themes’ webinar.
That’s the message for today. Find the meaning in what
According to Accenture, 73% of executives now identify “becoming a truly sustainable and responsible business” as a top priority for their organization over the next three years, and that 21% more Environmental, Social and Governance (ESG) measures have translated to 21% more profit on average over last three years. That’s a compelling commercial argument, but how can our sector amplify these messages in a way to capture the imagination
of
the
advance the cause?
broader
population
and
further
you do and start storytelling. No matter how small or large, get started. The world wants to hear them. A recent bookings.com report revealed that 83% of their audience believes sustainability in travel is now vital. So, we have consumers demanding it and ready to pay for it, and Accenture has reassured us of the profitability. Therefore, we have no further excuses and every reason to get more stories out there. Find details about future ‘Big Thinkers & Big Themes’ events from The Tourism Society.
OCTOBER 2021, ISSUE 15
CALLING TIME ON THE
Members (The UK Association for Tourism in Higher
DEBATE: SOLUTIONS FOR
that has been well trodden before. Discussions that focus
INDUSTRY AND ACADEMIA
which
TO WORK TOGETHER:
stakeholders on both sides of the discussion probably feel
PART 1
the attention given to the debate.
By Dr Peter Robinson FTS TCN and Dr Ilaria Pappalepore
Sharing Success Stories
Dr Peter Robinson is Head of the Centre for Tourism and
There are many examples of projects delivered effectively
Hospitality Management at Leeds Beckett University. He
and with impact. A few examples include: in 2014 ATHE
is a Director of The Institute of Travel and Regional
has awarded, in collaboration with the Association of
Representative for The Tourism Management Institute.
British Travel Agents (ABTA) and Tourism Society, two
Peter's research includes regeneration, visitor experience,
yearly awards which celebrate the impact that teaching,
operations management and Cold War Tourism. Peter
learning and research in tourism have on society.
Education). We recognise that this is, for many, ground on bridging the gap between industry and academia, and take
conferences,
place
at
promise
many to
academic
resolve
and
much.
industry However,
that little has changed over the last two decades despite
also chairs a charitable trust restoring a historic estate. Recent awards have included, for example, a project led Dr Ilaria Pappalepore is a Reader at University of
by
Westminster, where she teaches on the Events and
University, which involved the collection of indicator data
Tourism undergraduate and postgraduate programmes.
on tourism activity through the application of the
Her research looks at urban tourism, cultural events,
European Tourism Indicator System (ETIS) along Ireland’s
creative industries, and events and urban regeneration.
Wild Atlantic Way (WAW).
A recent Universities UK Report illustrates the value of
Another notable research-industry collaboration which
collaboration between industry and academia, which was
was recognised by ATHE was the development of
valued at some £73.3bn. From the core business of
‘Guidelines on Sustainable Development of Vietnam
educating the leaders of tomorrow, to the development of
Tourism Sector in the Context of Climate Change’,
graduate
awarded to prof. Peter Burns (University of Bedfordshire)
start-ups
(£376m)
spin
out
businesses,
strategic consultancy and the development of new
Dr
Emmet
McLoughlin
at
Cardiff
Metropolitan
and Ly Duc Tai (ESRT technical expert, Vietnam).
intellectual property (£86.6m) the value of industry be
A third example of academic research and industry
underestimated. Particularly in the context of the current
partnership which obtained an ATHE award for its impact
pandemic, the value of effective collaboration between
on society was the development of a training toolkit to
academia and industry has come to the fore. In tourism,
combat human trafficking in the tourism sector.
engagement
with
academia
should
not
academics as well as industry have called for stronger partnerships between stakeholders, with a view to
These are only three of many available examples of
bounce forward and – in the words of Mark Tanzer, chief
success stories, where effective partnerships between
executive of ABTA - ‘purposefully build back better for a
tourism research and industry have led to real impact on
responsible and resilient tourism industry, fit for the
the tourism industry and wider society. Yet, there is little
challenges we face and a contributor to the global good’.
evidence that THE businesses on the whole are any better informed, or even aware of the scale and scope of
Despite this recognition, a gap between the research interests and needs of academia and those of the tourism hospitality and events sectors (THE) persists. In this short paper we review some of the reasons that may explain this gap, and we illustrate the opportunities that
exist
and
provide
examples
of
successful
collaborative projects that have been delivered by ATHE
research being undertaken by Tourism academics.
OCTOBER 2021, ISSUE 15
DATA DRIVEN
associations takes time and costly expertise. Bringing data
DESTINATION MARKETING
needs the dots to be joined.
sets relevant to you together with your in-house data still
AND MANAGEMENT
Owning Your Info
By Shaon Talukder CTS
how to finesse messaging to work as hard as possible for
As highly skilled industry professionals, you understand
Featured as a tech disruptor for travel by leading think tank, TechNation, Shaon leads the charge for tourism organisations who want to understand what makes people travel through data-driven insights.
your campaigns, but from strategy to data report can be a long-drawn-out
process
and
it
requires
careful
interpretation. Working with user generated data, created by digitally mapped experiences, can reveal market intelligence that illustrates what’s happening through real-time responses. Standing by your strategy or knowing when to change it is what end-clients really value. Accountability, agility and resilience are today’s tourism prerequisites for survival and growth. The Mechanism Mobile apps, at least in theory, offer technology that’s catered to your precise needs and can be targeted directly at
your
prospective
visitors.
However,
it’s
a
busy
marketplace and the download and de-install cycle is a routine way of keeping smartphones data-light. How often have you de-installed apps to free up memory? Assessing the impact of your strategies and planning, and accurately
analysing
data
and
insights
is
key
to
understand your return on investment. Beyond pay-perclick or digital advertising, how do you measure the impact of your initiatives? Social media campaigns that generate strong engagement could lead to increased footfall - but there’s still a gap to be plugged by supposition. Ideally, campaigns might link to a real world-map, producing user generated data – that’s owned by you – so that you know what brought visitors in, where they’re coming from and going to and, in real-time, assess how your key messaging is driving engagement on the ground. You could seamlessly pull off and share daily management reports with clients/stakeholders that clearly demonstrate cause & effect from easily manipulatable dashboards. User-Generated Data The world is now driven by big data, but how much of it do you actually own? Extracting insights from the global data lake – information taken from social media, digital advertisers, data management companies, tourism
Are visitor apps a bit like a holiday romance? High on promise, but then out of sight, out of mind - disposable? Following the excitement of the launch, there’s the expense of maintaining, updating and improving an app; the initial investment in an app can be considerable, but it remains a small percentage (typically 20%) comparing against upkeep costs. Apple alone removed 215,000 apps last year following App Store policy changes of which, many destination-apps were affected. Leveraging ready-made platforms and allocating more of your budget for marketing is the smarter option. Uping the Ante At Geotourist, we’ve created tourism’s most advanced real-time location analytics which mitigates risk from destination
development;
supporting
experience-led
planning to deliver increased visitor footfall that absolutely correlates with, and is directly attributable to your marketing and messaging. Hitting targets and KPIs is critical – but what about ‘next steps’? Can you attract repeat guest-citizens, encourage transactions before they arrive or captivate them while indestination and steer local spend through personalised offers and experiences? The answer must be yes.
OCTOBER 2021, ISSUE 15