Since its creation, SPL Terres de Limousin has been committed to implementing a strategy shared by all players in the tourism sector.

A survey of local authorities and representatives of the tourism industry revealed a number of needs: improve our offer ; rejuvenate our image; to create a common brand that would bind all players together.

Strategic priorities emerged from the 35 hours of interviews conducted by 4V:

Work on image and communication around an umbrella brand. Review the tourism (institutional) organization, with a focus on pooling resources. Transform the tourism offering and professionalize its operators. Implement more effective promotional initiatives.

This is the ambitious program that awaits SPL Terres de Limousin, which has already set itself several short-term objectives: Deploy the collective brand at the end of the study to be launched this autumn, which will lead to the establishment of an identity portrait; A new website to boost the destination’s visibility and meet the expectations of better-identified customers, High-performance social networks for inbound marketing, enhanced press/influencer relations; genuine customer relationship management. Strengthen collaboration with tourist offices, true sentinels of the region; Reorganize the SPL team and pool certain resources with the tourist offices to ensure effective support for flagship initiatives. Our traditional missions are not being called into question, but we are aiming for a major mobilization on missions that will be considered a priority by all.

Presentation of the local public companyLand of Limousin

SPL tool presentation

On July 1, 2021, SPL Terres de Limousin began operations.
This creation meets the expectations expressed by the professionals consulted during the Assises Départementales du Tourisme organized in November 2018.

Its missions are those laid down by law for a departmental tourism committee:

federate, inform and stimulate all public and private players in the region;
analyze, advise, evaluate and draw up the department’s tourism development strategy;
collect, manage, qualify and make available tourist information (tourist observation);
promote its tourism offering in France and abroad;
manage and lead sub-departmental industries in order to develop their marketing.

In addition to these missions to develop and promote the region, the department has a more assertive role to play in supporting tourism performance and assisting institutional, associative and private players in the tourism sector.

This organization is original for several reasons:

By its legal status :

It marks a strong commitment by all the department’s local authorities to work together to develop tourism, by providing the project with ambitious financial resources (around €4M).

Thanks to the unanimous commitment of Haute-Vienne's local authorities:

Since the Communauté Urbaine de Limoges Métropole and the 12 communities of communes in the area are members of the SPL.

The expression of socio-professionals :

72 members divided into 6 colleges, within a Technical Committee to which the structure must present its program and actions at least twice a year. An elected representative also sits on the SPL’s Board of Directors.

The strategy and objectives of SPL Terres de Limousin

Since its creation, SPL Terres de Limousin has been committed to implementing a strategy shared by all players in the tourism sector.
A survey of local authorities and representatives of the tourism industry revealed a number of needs:
- improve our offer ;
- rejuvenate our image;
- to create a common brand that would bind all players together.
Strategic priorities emerged from the 35 hours of interviews conducted by 4V:
- Work on image and communication around an umbrella brand.
- Review the tourism (institutional) organization, with a focus on pooling resources.
- Transform the tourism offering and professionalize its operators.
- Implement more effective promotional initiatives.
The objectives
This is the ambitious program that awaits SPL Terres de Limousin, which has already set itself several short-term objectives:
- Deploy the collective brand at the end of the study to be launched this autumn, which will lead to the establishment of an identity portrait;
- A new website to boost the destination’s visibility and meet the expectations of better-identified customers,
  - High-performance social networks for inbound marketing,
  - enhanced press/influencer relations;
  - genuine customer relationship management.
- Strengthen collaboration with tourist offices, true sentinels of the region;
- Reorganize the SPL team and pool certain resources with the tourist offices to ensure effective support for flagship initiatives.
Our traditional missions are not being called into question, but we are aiming for a major mobilization on missions that will be considered a priority by all.