The document outlines the mission, vision, goals, and strategic plan of Milan Tourism Matters to promote Lombardy, Italy as a leisure tourism destination rather than just a business market. The plan includes repositioning the brand image, increasing attractions like lakes and mountains, improving infrastructure, and attracting more international tourists. Key goals are to promote Lombardy's leisure activities, make Milan more sustainable, and improve awareness of attractions. The strategic plan details the marketing objectives, target markets, product, price, place, promotion, partnerships, and implementation, monitoring, control and evaluation of the strategy over short and long-term.

2. The purpose of Milan Tourism Matters can be encapsulated in the following mission
statement:
«To enhance a friendly experience in order
to let tourists discover the variety of
attraction that Lombardy region and its
capital offer, as they have always been
considered just a business market.»

3. From now on, we are going to follow the PRICE model!
IN ORDER TO PURSUE OUR MISSION, WE ARE MOVING THROUGH
BOTH A LONG AND IN A SHORT TERM PLANNING

4. • DESTINATION VISION
«Lombardy is one of the richest region in Europe, its GDP
is the highest in Italy and the region is recognised among
the world’s most attractive destinations for business,
leisure and wellness travels.»
• DMO VISION
«To be the most recognised DMO in Italy, known as a big
builder of strong public and private partnerships among
tourism players, promoting also other italian regions,
achieving over expected results.»
PLANNING

5. MARKETING GOALS
In this conclusive step of the long term planning, we have to
set up marketing goals that should be achieved within 5 years.
For example:
• Promote Lombardy as a Leisure destination.
• Make Milan more green and sustainable,
• Make Lombardy infrastructures more efficient.
• Improve people awareness of Lombardy attractions such as
SPAs, mountains and lakes.
• Promote eno-gastronomic products through tours, festivals
and peculiar itineraries.
• Attract international tourists from BRICS markets.
• Exploit more Fashion & Design.
• Renovation of Navigli all over the region.
PLANNING

6. ENVIRONMENTAL SCAN
Now we focus on the short term. The first question we have to ask
ourselves is: where are we now?.
In order to answer this question and Environmental & Situation
Analysis is needed.
This means that we have to consider our:
• Strenghts (Fashion, Design, Business, Culture, Food)
• Weaknesses (Stereotyped as a business destination, language
barriers, lack of clear signals for tourists)
• Opportunities (Huge amount of incoming tourists due to EXPO
2015)
• Threats (Risk of abandoning all the infrastructures and projects built
for the EXPO 2015 )
RESEARCH

7. • SITUATION ANALYSIS
• Destination Analysis-> Destination is usually seen as a business one.
• Competitive Analysis-> Paris and London are our bigger
competitors mainly for business & fashion
• Visitor market analysis-> A lot of North
American, Russian and Germans for leisure.
Problems with VISA for the Chinese market.
• Marketing Position Milan is seen as the italian
economic capital and the most famous city for
fashion and design.
RESEARCH

8. AFTER ANALYSIS WE IDENTIFIED OUR UPS:
• Como, Lecco and Garda Lakes
• Duomo of Milan
• Bergamo Alta
• Villa Carlotta (Tremezio)
• Cattedrale di Cremona
• La Scala Theatre
• Un Botto Mountains
• Navigli
RESEARCH

9. TARGET MARKET
Positioning & Image : We want tourists to think
of Lombardy not as a business destination as a
green region which provides different leisure
activities, innovative attractions and charming
experiences.
Branding: As for the brand, we created a slogan
and a Logo. The main aim was that of
repositioning of Lombardy from Business to
Leisure destination. For this reason:

10. 1. We took as a slogan «LOMBARDY, Our
Business is your pleasure»
2. We took the logo of 
3. And trasformed it, starting from its shape to
create a new brand logo, highlighting the
main leisure attractions (Duomo, Como Lake,
Skiing and Fashion) to show what Lombardy
has to offer.
THE NEXT SLIDE SHOWS THE RESULT

12. MARKETING OBJECTIVES
Our objectives need to be quantitative and
S(specific)M(measurable)ART , they have to target a specific
market and they have to be monitorable over time. For
example :
• Increase the number of Chinese people up to 2 millions
within 2015
• Renovate 30% of the farmhouses of Lombardy within 2015
and transform them in cultural infrastructures for the
enogastronomic segment.
• Increase Lombardy GDP up to 2% in 2 years.
• 2 more subways that will be functional within 2015 and 1
that will be working after 2015.

13. Product
Lombardy- location and
experience
Price
What we cando is trying to
negotiate with institutions in
order to decrease the city tax
Place
It is the main part of our product
Promotion
Youtube channel with customized
videos, visitlombardy.com, social
media, international
advertisement
Packaging
As a DMO we try to make
different players of the tourism
industry to cooperate and create
packages for the visitors
Programming
We want to increase the number
of festivals, events and activities
at an international level such as
EXPO 2015
Partnership
We work with Regione
Lombardia and private
companies in order to promote
the territory and facilitate
inbound tourism
People
We have to deal with a «cold»
culture which needs to be aware
of the importance of tourism.
Now that we planned our work we have to understand how to implement it
and make it work.
IMPLEMENTATION

14. • Marketing budget
As we work in partnership with Regione Lombardia and private
organisation we raised enough found to apply the objective-and-task
budgeting approach.
• Responsibilities
Regione Lomabardia takes care of traditional advertisement;
NetPropaganda, an outsourced company, builds the website;
Our DMO, takes care of the website contents and of social media
management.
• Timetable
The website has to be on-line by December 2013;
As soon as the website is active, we will launch our customized
social media campaign;
Traditional advertisement has to be launched by January 2014.
IMPLEMENTATION

15. Selection of performance criteria and measurements:
• Every month check if the renovation works of farmhouses are proceeding;
• Every 6 months we record the arrivals of tourists coming from BRICS
making sure that they are increasing;
• Monitor sales of eno-gastronomic products and the attendance in festivals
to be sure our promotion is bringing an improvement in these fields.
Monitoring plan performance
• We will check whether our performance is mirroring the criteria we have
chosen every six months.
Adjustments and/or modification of the plan
• During the control phase, we can find ourselves in a situation where our
objectives might be far away from their accomplishement. If this was the
case, we should be ready to promptly change our tactics in order to adjust
the current situation and actively drive better results.
CONTROL

16. The final section regards evaluation. A first point is to make
sure our efforts in using our resources(both economical and
personal) have been effective.
So, we will verify wether the final goals have been achieved
or not.
For this purpose:
• we will conduct a survey to find out if Lombardy has begun
to be perceived as a leisure destination.
• We will verify that all the initial goals we established, have
succsessfully generated the results we were expecting.
• In this way, we will make sure we fulfilled our mission and
if we are walking towards our vision for the destination
EVALUATION