most politicians and industry players only waking up long enough to blame others for the mess.

Everyone knew the problems -- poor value for money, bad service, not enough to do, and some hotels not worth the money they are charging -- but until now no one has been really serious about facing up to the truth.

Terminally declining visitor numbers have finally jolted the entire industry into coming together to take a root and branch look at tourism and plan for a revival.

The fruit of this new realism is the Bermuda Alliance for Tourism (BAT), which was launched on Friday following more than a year of work from all sectors of the industry and Government.

The unprecedented co-operation between public and private sector has produced a three year plan to re-launch the Island, and while no one would admit its a last chance strategy, the industry can scarcely countenance failure.

Visitor numbers fell to a 20-year low last year of 543,126, but BAT envisages the Island dealing with 600-650,000 well-heeled tourists.

A full-time marketing director will be formed who will report to a steering group drawn from a variety of Government departments and the private sector, including Bermuda Hotel Association (BHA), the Chamber of Commerce, Bermuda Industrial Union, the Visitor Industry partnership, and the Bermuda Experience Network.

There will be a public sector chairman (Tourism Director Richard Calderon) and a private sector chairman (BHA President Billy Griffith), and separate committees will concentrate on improving the product, marketing and distribution, and communications.

Marketing will be targeted towards specific, different types of visitors, such as cruise passengers, business, families, "romance /escapers'', and explorers.

For example, romance-escapers needs - pampering, fine dining - will be different from families, who will be looking at activities and amenities.

Higher yield cruise passengers and summer air visitors are to be targeted, and business groups will be wooed more aggressively in the winter.

BAT has drawn up "essence anchors' which capture the allure of the Island -- intimacy, heritage, community, sophistication, and technology.

A key problem identified has been cost/value for money, so more effort will be made at converting those with an interest in the Island into bookings. This will involve reviewing incentive structures.

The goal by 2003 is to have Bermuda firmly branded as a luxury destination, but this will require trying to tap new, wealthy geographical markets.

While no figures are mentioned, the BAT reports suggests trimming advertising towards North America and concentrating on other areas which will attract high-yield visitors.

While North America will not be ignored, marketing will be carefully tailored towards exploiting newer markets -- such as Germany and northern Italy -- which will provide a good return of wealthy, sophisticated travellers. This will involve new marketing partners to ensure the selective target audience is hit.

Increased efforts will be made to target the `baby boomer' generation aged 36-55 who have a household income of $125,000 or more.

Marketing will be directed at the four stages of the visitor's experience: planning, selection, on-Island, and post-trip. The emphasis will vary for the different target audiences.

The BAT strategy recognises that "Bermuda is too expensive for the value it offers''. The Island must provide "customised activities'' which require greater co-ordination from bodies across the community. Research from BAT has developed a plan for bridge the gap between what visitors want and what the Island has to offer.

The three year strategy involves improving the product in the first year and better marketing of the Fall into Spring period to boost visitors between October and April.

Year two will see a relaunch of the peak summer season, while the third year envisages further growth of peak, high yield visitors, as more properties come on stream, such as the Tucker's Point Club at the former Marriott Castle Harbour Resort.

Short term goals include: property upgrades; Island-wide development plan; improved staff training; integrated transport plan including possible water taxis and limousines; new sporting events such as high-powered boat racing and game fishing tournaments; food and wine festivals; upgrading the Railway Trail; and launching a clean-up campaign.

One long-term option suggested is developing an icon which defines the Island in the way Sydney Opera House symbolises Sydney.

Other long term goals are: connecting the Railway Trail throughout the Island; implementing the Hamilton development plan including docks, promenade and performance/conference centre; showcasing St. George's as World Heritage centre; enhance the snorkel park at Dockyard; assess visitor needs at the National Centre; ensure a balance between cruise and air arrivals.

Government will strive to secure new air routes to the Island and to increase competition on existing routes, but Tourism Minister David Allen said that the high-yield customer Bermuda is chasing means price will not be the main factor.

Government has provided the kickstart to improve the Island's properties with the Hotel Concessions Act, which provides duty breaks for major capital works.

Hotel owners know the only way to justify the high prices Bermuda charges which far outpace almost all our competitors is to offer them the best, and that means heavy spending to upgrade buildings and service.

The Bermuda Industrial Union has recognised that staff attitudes have got to change and service standards must improve.

The strategy cannot succeed without the help of everyone on the Island. It means everyone who comes into contact with a visitor -- from Customs officers at the airport to taxi drivers, shop staff and waiters -- has to realise the vital role they have to play to contribute to the Bermuda experience.

The industry feels more confident about this initiative than previous efforts to revive tourism because substantial problems at home are being addressed rather simply marketing a flawed product.

Everyone knows what to do and everyone seems to be on board.

At present, the goodwill is there, and if the strategy fails in three years time, it will not be for want of trying.

CHART Short Term Long Term goals