Strategy 2024
Quality of life through sustainable tourism
Back in 2017, the Wilder Kaiser Tourism Association launched a participatory process under the motto “Quality of Life at the Wilder Kaiser”. Tourism experts, community representatives and local residents came together to explore what tourism could look like when shaped around the needs of everyone who lives, works and holidays here – and in doing so, takes responsibility for both nature and society. The result was Strategy 2024, the guiding programme for the tourism association up to the year 2024.
In spring 2021, the association hosted a series of workshops under the theme “Change as an Opportunity” to reassess and refine this strategy. The aim was to sharpen its focus, test its relevance, and expand it where needed. A key outcome was the formal adoption of a shared guiding principle:
“Quality of life through sustainable tourism” – now the long-term foundation and framework for all tourism efforts in the region.
The six fields of action
In addition to the vision and mission, which together form the self-image of the TVB Wilder Kaiser, there are now six fields of action at the centre, which form the framework for concrete - existing and future - initiatives and projects.
▹ We protect and maintain our natural and recreational areas
▹ We use resources sparingly and responsibly
▹ We pay attention to the tourist CO2 footprint of our guests
By 2024, at least 33,000 guests per year should be travelling by train instead of by car, which will also reduce intra-regional traffic. Extensive on-site mobility and several collaborations with Deutsche Bahn have already been initiated to achieve this.
Goals summarised by 2024:
- 33,000 rail arrivals by guests per year (= tripling compared to 2018)
- Expand and promote alternatives to the car even more (promote free local mobility, e-bikes and other environmentally friendly modes of transport)
▹ We are working towards attractive meeting zones in town centres
▹ We make leisure infrastructure equally accessible to everyone
▹ We take the interests of all stakeholder groups into account when organising events
All stakeholder groups benefit from attractive, lively village centres. Designated, traffic-calmed and pedestrian-friendly meeting zones serve as a basis for active retail, appealing catering and local-friendly events.
Goals summarised by 2024:
- One town centre meeting zone per town by 2024
- Locals can use services at the same or better conditions as guests
▹ We make the "Wilder Kaiser" brand even more valuable
▹ We take measures for more even capacity utilisation throughout the year
▹ We improve the quality of life through tourism value creation
In order to improve the added value of tourism without increasing the pressure on nature and the local population, occupancy should only be increased in the low and shoulder seasons. However, new hotels that primarily generate more overnight stays in the high season are not desirable.
At the same time, many hosts do not yet charge the market price at certain times. The tourism association wants to advise on this and also provide tools to increase added value without additional overnight stays. A strong Wilder Kaiser brand and an increase in advance sales of additional services should also increase guests' willingness to pay.
Targets up to 2024 summarised:
- - 20% increase in overnight stays in the low season
- - Increase in overnight stays in the mid-season by 50% (starting from a very low level)
- - Price increase for flats all year round by 4% per year (incl. inflation)
- - Price increase for rooms in the high season by 4% per year (incl. inflation)
- - Price increase in the active programme of 4% per year (incl. inflation)
- - Increase the willingness to pay for the Wilder Kaiser brand through high-quality marketing
- - Increase the share of advance sales of additional services to 30% by 2024
▹ We combine tourism with agriculture & forestry
▹ We combine tourism with regional craftsmanship
▹ We combine tourism with science & research
There's no question that "regional" is in vogue. While some people have only really learnt to appreciate the "Hofladl" around the corner due to corona, lockdown and restricted access to retail, the Wilder Kaiser region has long known the value of its numerous and diverse producers. The diversity and quality of regional products, as well as the interaction between agriculture and forestry, crafts and tourism, were also repeatedly addressed as part of the citizen participation project "Lebensqualität am Wilden Kaiser". The "Marketplace" project was an important step towards bringing regional quality to the fore and bringing consumers and producers together.
▹ We promote dialogue and enable co-design
▹ We show appreciation for associations and landowners
▹ We support our existing, family-run tourism businesses
What kind of tourism benefits everyone? We ask ourselves this question, not least as part of the "Quality of life at the Wilder Kaiser" participation project - because where better to answer it than in a round table where everyone can contribute their ideas and criticism? We want to continue along this path of participation and co-design. Appreciation for local residents, landowners and associations is the basis for dialogue and co-design.
Goals summarised by 2024:
- Give citizens the opportunity for dialogue, participation and co-design
- Appreciation for associations and landowners
▹ We strengthen leadership qualities and employee engagement
▹ We improve the regional image of the tourism industry
▹ We strengthen regional feel-good factors and income
The aim is for many citizens to be connected to tourism and benefit directly from it. It is therefore important to demonstrably improve the conditions for entrepreneurs and employees in tourism. With the "Kaiserschaft", a group of particularly committed tourism employers, the StaffCard and the recruiting coach, concrete measures have already been taken to this end. The region is taking a proactive approach with its own training programmes, such as the "KaiserEDU Talent Workshop", which aims to counteract the shortage of skilled workers, which has been exacerbated in part by the pandemic.
Goals summarised by 2024:
- Improve the image of the industry locally
- Improve pay and benefits at company and regional level
- Improve framework conditions such as childcare, accommodation and mobility
- Expand support for employers in finding and retaining employees
“Tourism isn’t the ultimate goal – it’s one of several means to enhance quality of life in a region. To achieve this, we need to look at the positives – such as leisure opportunities, infrastructure, gastronomy, social encounters and more – but also address the downsides honestly: traffic, energy and land consumption, noise, waste, and overcrowding. And we must work together to find solutions,” says Lukas Krösslhuber, Managing Director of the Wilder Kaiser Tourism Association, on the participatory approach behind Strategy 2024.
Krösslhuber explains why the work programme was revised ahead of schedule: “The update was originally planned for 2024. But the participants in our Change as an Opportunity workshop series brought such energy and commitment that we seized the moment and took the next step early. And that means taking even greater responsibility – for people and for nature.”
How is this being put into practice? “Firstly, through a clearly defined and long-term self-image – a firm commitment to sustainable tourism at every level. And secondly, through concrete projects: both existing ones that we’re now intensifying – from free local mobility and green events to the common good balance sheet and saying no to fireworks – and new project ideas that have emerged directly from the process. All of them reflect the path we’ve chosen,” says Krösslhuber.
Strategy 2024 - Vision Mission
