Strategies to Optimize Sports Tourism Opportunities for Sustainable Development in the Caribbean

Lisa Delpy Neirotti, Ph.D. The George Washington University, Washington, DC

Paulton Gordon, MTA University of Technology, Jamaica

AGENDA

• Definitions • Facts & Figures • Sport Tourism Objectives • Success Factors • Case Studies • Recommendations •

Defining Sport Tourism A 3-DIMENSIONAL CONCEPT INVOLVING SPORT AND TOURISM ► TRAVEL TO PLAY SPORT (Active: Competition/Recreation) ► TRAVEL TO WATCH SPORT (Passive: Amateur/Professional) ► TRAVEL TO SPORT ATTRACTIONS (Nostalgia)

When it comes to generating travel, there is no power greater than sports.

• Global Sport Tourism is estimated at $480 Billion ($6.4 bil

Caribbean region) • Sport Tourism growth 14% compared to overall tourism

market of 2-3% (Repucom, 2015)

• In U.S. 73.5 million adults traveled 100 miles or more, round-trip, to attend an organized sporting event in the past five years

• $200 billion in travel spending generated in the last year • The sports-related travel market generates 97.7 million

room nights annually (Longwoods International)

Sports-Related Travel A Priority

According to a study by Hilton Worldwide’s Embassy Suites Hotels: • 93% of parents surveyed have delayed or skipped buying something

for themselves to pay for their child’s sports travel • 92% are willing to forego a number of activities to facilitate their

children’s sports travel, such as family vacations, social functions and family gatherings, or another child’s event

• 64% of survey respondents confirm that they have taken time off of work to accommodate their child’s sports team travel schedule

According to the 2016 U.S. Luxury Travel Report: • Travelers in the top 5% of household income and net worth rank health

and fitness activities as their #1 vacation pastime • Participating in outdoor sports; being a spectator at a live sports event;

participating in a “once in a lifetime” activity; and participating in an athletic competition all finished in the top seven vacation activities for luxury travelers

Why pursue sport tourism market?

– Economic Impact • Increase # of visitors • Increase length of stay & amount spend • Generate tourism in slow periods

– Destination/Nation Branding – Media Exposure – Community benefit – Infrastructure development – Political diplomacy

Success Requires….

• Collaboration of key stakeholders (tourism, sport, corporations)

• Clear objectives (short & long term) – how fit with regional development plans

• Strategies for opportunities and risks

• Fiscal responsibility (say “no” or push back on requests)

Case Study: ICC Cricket World Cup 2007

• $300 million on facilities in 8 islands

• Improvements to airports, roads, health facilities, and additional hotel rooms + educational legacy

• The start of sport tourism development in Caribbean • Issues: lack of visitors (early fall out of India & Pakistan;

high prices & restrictions discourage dispora; tickets sold but no shows)

• Proliferation of venues – what are alternative uses

Case Study: Barbados

• Identified “sport tourism” in 2012 Strategy and Action Plan

• Grow local events

• Hosted Chelsea football club training clinics • Adventure/Action sports - surfing

Case Study: Jamaica

• Reggae Marathon, Negril

• Intl spend on avg $280/day (37% on accommodations) • Domestic spend on avg $131.50

• Racers Track & Field Club

Recommendations

• Caribbean well suited for high growth activities like adventure racing, triathlon, Mt. Biking, boardsailing, surfing and fishing.

• Consumers want ”experiences” and to be active thus a unique sport event or activity is appealing.

• Focus on existing assets and build from there.

Leverage All Opportunities

What annual events are held? ►Can these grow in number and prominence? What one-off events were/will be held? ►Can these be leveraged to host other events such as junior, master, or regional competitions? Disabled? Meetings? Camps? Training? ►How maximize opportunities around each event?

In Summary

1. Know what sport events or participants you want to host and why

2. Be sure you have the physical, economic and personnel resources

3. Do not expect economic impact to happen – be proactive

QUESTIONS? Lisa Delpy Neirotti, Ph.D. Professor of Sport & Event Management, Tourism Studies The George Washington University - School of Business Tel. 202-994-6623 delpy@gwu.edu (MBA, MTA, & On-line degrees and professional certificate programs available) Paulton Gordon University of Technology