Flims Laax Falera Strategy 2024–2028

The local communities will take responsibility for tourism in future. The new tourism organisation will operate strategically and centrally. Competences, organisation and processes will be optimised. All communities must support the long-term goals. A transparent approach with medium-term planning is required for the use of community contributions.

Tourism is economically important, so municipalities must play an active role in shaping it. There is a need for reorganisation with clear roles and responsibilities, as well as the development of untapped potential through year-round offerings and new target groups.

Scope of services

Processes should be optimised to increase efficiency and effectiveness in the destination system. Innovation and new ideas should be encouraged to drive projects forward. The competitiveness of the destination must be strengthened. Sustainable, environmentally and socially responsible projects are crucial for long-term success. A positive corporate culture should promote cooperation and learning. In addition, it is important to focus on the needs of stakeholders in order to increase their identification with the destination. To this end, Quant is developing a new Destination Strategy 2.0 for 2024–2028, including analysis, strategic orientation and conception of the destination strategy. The process was carried out in close consultation with the Board of Directors of FLFM AG. Quant then accompanied the transformation process and the implementation of the strategy.

Objectives

Taking into account the changed structures, the latest findings from the SECO study and the future scenarios, the following specific objectives for the Flims Laax Falera destination were defined in collaboration with the Board of Directors:

• Improving bed occupancy and first-time arrivals, as these are key drivers of value creation.
• Pressure on holiday apartments will continue to increase. The creation of additional attractions in the destination should improve the occupancy rate of these beds.
• Promoting collaboration within the network
• through the introduction of ‘project logic’ with the aim of involving key players more closely.
• Establishment of a fund for the modular financing of projects (infrastructure and product innovation) with overarching benefits.
• Cash flow and use of funds should be presented transparently (accountability).