Strategic plans

Turespaña Framework Action Plan 2026–2028

The Turespaña 2026–2028 Framework Action Plan sets out the guidelines for aligning the organisation’s activities with the ‘Spain Tourism 2030’ strategy, contributing to the transition towards a sustainable tourism model through the efficient management of international demand.Based on the review of the 2021–2025 Strategic Marketing Plan and an analysis of international tourism demand, it sets out the objectives, action programmes, priority markets and monitoring indicators.Its implementation will take the form of annual action plans, which will set out the necessary measures and resources and will be drawn up in coordination and collaboration with the tourism sector.https://www.tourspain.es/pmat/

Turespaña Strategic Marketing Plan

Turespaña’s Strategic Marketing Plan sets out the strategic guidelines for Turespaña’s activities for the period 2021–2024.In the years leading up to the pandemic, Spain established itself as a leading global tourist destination, achieving its best-ever figures for both tourist numbers and tourist spending in 2019. Despite this, Spain had a number of weaknesses, such as a high degree of concentration in terms of geographical distribution, seasonality and visitor motivations. Added to this was a heavy reliance on nearby source markets, leaving the country in a less favourable position compared to other competitors, particularly in Asia. Finally, Spain had an image problem linked to overcrowding and a lack of sustainability at some of its destinations, as well as a failure to promote some of its most significant assets, such as its historical heritage.The outbreak of COVID-19 in March 2020 brought a halt to tourist activity in the months that followed. The recovery in demand has been intermittent and uneven, depending on the emergence of new variants of the virus, vaccination rates and restrictions on movement.There are various recovery scenarios that predict a return to pre-pandemic levels by 2024. The recovery will initially take place in European markets, followed by the Americas and the Middle East, and finally Asia.In this context, the Strategic Marketing Plan sets out two main objectives.The first of these takes into account the impact of the pandemic and the recovery scenarios. The short-term objective isto “restore demand for high-quality international tourism to Spain”.The second objective, however, takes into account factors of a more structural nature and aims to address the shortcomings of the Spanish model. Here, the timeframe must necessarily be broader, with the clear aim of “identifying and attracting tourists who are more profitable and who contribute to the sustainability of the tourist destination”.Based on these two main objectives, four strategic priorities have been established: the recovery of demand; social sustainability (improving territorial cohesion by managing the distribution of tourist flows); environmental sustainability (as a hallmark of the "Spain" tourism brand); and economic sustainability (by promoting higher value-added offerings and attracting tourists with higher average spending). These key areas are in turn broken down into 15 lines of action.The Plan sets out three types of destination: holiday/leisure, urban and natural/inland.Based on these, the seven demand segments are defined, which will be the main focus of promotional activities. These are segments linked to holiday destinations: More than just the sea (M&M); Family, sand and sea (FAM); and Sun, umbrella and yummy (SUNNY). Others linked to urban destinations: Shopping, urban, modern and open (SUMA); and All-round cultural (Culto). And finally, these are segments linked to nature and inland destinations: Joy of missing out (JOMO); and Roadies.An eighth segment has been included, which is not derived from the previous methodology. This refers to the LGTBI+ segment, which has its own distinct travel consumption patterns and makes a positive contribution to Spain’s international standing, as well as to the achievement of the Plan’s objectives.The Plan also sets out criteria for prioritising source markets, based on market potential and Spain’s current competitive position in each of them. This analysis identifies eight market clusters, each with common characteristics, linked to the activities of the network of regional tourism boards abroad.Finally, the types of tactics and actions to be implemented are defined, along with the corresponding performance indicators.