BARRIERS & SOLUTIONS. Agenda Introduction Feedback on SurveyTOV & SPK General Feedback Interesting...

BARRIERS & SOLUTIONS

Agenda

Introduction Feedback on Survey TOV & SPK

General FeedbackInteresting facts

Questions to the audience

Review of Diagnostic Review MTCBCGeneral FeedbackInteresting facts

Questions to the audience

Introduction to Destination Management (using ABRON as an example)Regional AssetsTerms usedAdded Value

Exercise

Feedback

BREAK

Destination Management in Partner Areas Exercise Determine Strengths & Opportunities (Partners work in own groups) Feedback Each partner highlights their Strengths & Opportunities for developmentExercise Partners form groups and devise action plan for working with each otherFeedback Partner Guru feedback their action plan

Summary

The Next 6 Months

Introduction to Destination

Management

TOURISM DESTINATION

• The fundamental unit, on which all the many complex dimensions of tourism are based,

• The focal point in the development and delivery of tourism products and the implementation of tourism policy,

• The basic unit of analysis in tourism,

• Cluster: co-location of activities (products and services) that are linked horizontally, vertically or diagonally along the value-chain and served by public and private sector,

• Offers a broad range of products, experiences and services under the destination brand,

• Physical, but also intangible (image, identity, personality).

Destinations must understand that they don’t just provide tourism products or services…

“They provide tourism/visitor experiences”

““the the totaltotal travel travel

experience”experience”

ResidenceResidence

Taxi to AirportTaxi to Airport Airport

ServicesAirport

Services Air TravelAir TravelCar

RentalCar

Rental MealsMeals

HotelHotelRoadsRoads

Visit with RelativesVisit with Relatives

Trip toWaterfalls

Trip toWaterfalls

RestaurantMeal

RestaurantMeal

Taxi toAirportTaxi toAirport

AirTravel

AirTravel

Taxi backHome

Taxi backHome

Qu

ality

Imag

e

Sustainability

Sen

se of P

lace / Local d

istinctiveness

Open, transparent collaborative cultureShare knowledge and experiences

En

cou

rage

lead

ersh

ip a

t al

l lev

els

Customer Relationship Management

Audit and Inventory

Resourcestewardship and maintenance

Training and Skills development

Visitor information and Signposting

Visitor management

Visitor satisfactionMarket segmentation

Marketing

Promotion, including branding

Collaborative working, Partnership and Integration

Information Technology (ICT)

Ambassador schemes

Vision

Political will

Public Sector involvement

Private Sector involvement

Planning

Access to finance

Revenue generation

Destination information and Statistics

Research, Monitoring and Evaluation

Destination Management Structures

Carrying capacity

Competitive analysis

D tes t i n ation

l

Managemen - Operationa

Philosophy and Values

o

V t isit r A

tt rac ors

a

i

o

n

Desn

t in t Manageme t - S

trategic

Hospitality

Local produce

Activity tourism

Informal recreation

Visitor attractions

Arts and Crafts

Heritage sites

Festivals and Events

Accessibility

Warm welcome

Safety and Security

Cost and Value for money

CO

MP

ET

ITIV

E (

MIC

RO

) E

NV

IRO

NM

EN

T

SUSTAINABLE DESTINATION MANAGEMENT - CONCEPT DIAGRAM

GLO

BA

L (MA

CR

O) E

NV

IRO

NM

EN

T

R

egional Assets

Infrastructure

Location, Physiography and Climate

Culturalheritage

Human and Economic resources

CO

MP

ET

ITIV

E (

MIC

RO

) E

NV

IRO

NM

EN

T

COMPARATIVE ADVANTAGES – REGIONAL ASSETS

• Natural and/or man made resources available in the destination:

• Physical resources

• Historical and cultural resources

• Capital resources

• Size of the local economy

• Infrastructure and superstructure

• Human resources etc.

COMPETITIVE ADVANTAGES – THE REST OF THE WEB

Ability of the destination to use or mobilize these resources over the long term.

A DESTINATION WITH DIVERSIFIED AND ABUNDANT RESOURCES MAY NOT BE AS COMPETITIVE AS

ANOTHER DESTINATION, WHICH HAS RELATIVELY LIMITED RESOURCES BUT HAS THE ABILITY TO

EFFECTIVELY USE AND ENHANCE THESE RESOURCES, STRENGTHEN THEIR QUALITY AND

EFFECTIVENESS AND BEST ADAPT TO SITUATIONAL CONDITIONS !!!!!

Infrastructure


Culturalheritage


Location, Physiography & Climate

Political Boundaries

Landscapes

Buildings

Habitats & Ecosystems

Climate

SlowSlow



Landscapes

Buildings


Climate



Landscapes

Buildings


Climate

Infrastructure


Culturalheritage


Human and Economic Resources

Human Resources

Capital & Revenue Funds

Knowledge and Skills

Exchange Rates

Taxes

Licences

Rates

Insurance

Technology

Infrastructure


Culturalheritage


Cultural Heritage

Language

Political Systems

History

Traditions

Festivals

Food

Music

Sport

Cultural Events

Infrastructure


Culturalheritage


Infrastructure

Roads - Railways

Public Transport

Footpaths & Cycleways

Signage

Car Parks

Amenities

Accommodation

Public Services



Landscapes

Buildings


Climate

Infrastructure

Roads - Railways

Public Transport

Footpaths & Cycleways

Signage

Car Parks

Amenities

Accommodation

Public Services

Cultural Heritage

Language

Political Systems

History

Traditions

Festivals

Food

Music

Sport

Cultural EventsHuman and Economic

Resources

Human Resources

Capital & Revenue Funds

Knowledge and Skills

Exchange Rates

Taxes

Licences

Rates

Insurance

Technology

Infrastructure


Culturalheritage


LIST YOUR REGIONAL ASSETS

Infrastructure


Culturalheritage


Hospitality

Local produce

Activity tourism

Informal recreation

Visitor attractions

Arts and Crafts

Heritage sites


Accessibility

Warm welcome

Safety and Security


egi n

ts

Infrastructure


Culturalheritage


VISITOR ATTRACTORS

Hospitality

Local produce

Activity tourism

Informal recreation

Visitor attractions

Arts and Crafts

Heritage sites


Accessibility

Warm welcome

Safety and Security


egi

sInfrastructure


Culturalheritage


VIS

ITO

R A

TT

RA

CT

OR

S

You have been asked to organise a world story telling festival in your region

List the key visitor attractors that you would

a) require the public sector to focus on

b) require the private sector focus on

Hospitality

Local produce

Activity tourism

Informal recreation

Visitor attractions

Arts and Crafts

Heritage sites


Accessibility

Warm welcome

Safety and Security


egi n

ts

Infrastructure


Culturalheritage


Which can you help to influence?

How?????

Hospitality

Local produce

Activity tourism

Informal recreation

Visitor attractions

Arts and Crafts

Heritage sites


Accessibility

Warm welcome

Safety and Security


egi n

ts

Infrastructure


Culturalheritage


STRATEGIC

MANAGEMENT

control

No control

Cost money Cost time

Vision

Political Will

Public Sector Involvement

Private Sector Involvement

Planning

Access to finance

Revenue generation

Info & Stats

Research & Monitoring

Destination Management Structures

Carrying capacity

Competitive analysis

What are your USP’s

Vision of Morangie Bay

By 2015, Moranie Bay will be internationally recognised as a ‘model’ tourism destination, achieving a unique balance between its environment, communities, industry and visitor satisfaction, achieving long-term economic and social benefit for the region.

SWOT-analysisStrengths Weaknesses

Whales Lack of facilities

Close to the City No infrastructure outside of city

Heritage (castles/ churches) Seasonality

Adventures walking and cycling routes No collaboration

Opportunities Threats

Local myths and legends Fish Disease

Simon Deluxe Global warming

Creative Industry Unemployment

Accommodation in summer at University Campus Lack of access

Market segmentation

OTHERSELF

CONTROL

RELEASE

Morangie Bay

Dare group

Unique Selling Points

Morangie BayVisionMorangie Bay – where nature, culture and people thrive in a sustainable environment

Political WillMB has full political support for collaborative working between all sectors to make the visitor experience the best it can be

Public & Private Sector InvolvementIn MB there is an excellent working relationship between the private & public sectors – each promote Morangie Bay clusters & business, meet regularly and are involved in joint initiatives for the benefit of the region


Morangie BayPlanningMB – works to a 15 year sustainable development plan. Plan 15 – reviewed each year

Access to FinanceThe Banks & Insurance companies are on the board of the Morganie Bay Destination Management Group & provide disounted loans and group insurance schemes for cluster groups

Revenue Generation25% of Morangie Bays GDP is based on income from destination based enterprises and it is set to grow by 4 % in the following year


Morangie BayInformation & StatisticsRegular attitudinal surveys are carried out by clusters – and annual visitor surveys are carried out by the public sector – these inform Plan 15

Research – Monitoring & EvaluationLavelle City University has an ongoing research programme that feeds into Plan 15. Each year a mystery caller survey is done on a different sector – all enterprises have access to statistics and research

Destination Management StrutureThe Morganie Bay Destination Management Group comprises representatives of private/public sector working together for the benefit of the region

Destination Management Services

ResearchPlanningQualityGreen AccreditationTrainingTransportVisitor Centres / TICsICT

VisitorVisitor stewardship

ambassador programme

IndustryTourism

Partnerships

Cluster Groups

CommunityCommunity

Tourism Groups

EnvironmentEco-Interest

Groups

Natural &Built Heritage

Transport

Destination Audit

Strategy

Action Plans & identified delivery responsibilities

Indicators

Monitor Performance

Morangie Bay Destination Management Group

Unique Selling PointsMorangie BayCarrying CapacityMorangie Bay’s Plan 15 analyses the carrying capacity of different attractions each year and uses a thermometer C

-- 20-- 25-- 30-- 35-- 40---

OK, doing wellOK, doing well

Caution: preventive measures!Caution: preventive measures!

Alert: remedial action!!Alert: remedial action!!

Number of groups using the Lavelle City Canal Walk per day


Morangie BayCompetitive Analysis

Morangie Bay continually monitors its competition…..

Strengths A8 – The quality of the accommodation

A10 – Overall welcome and friendliness

A35 – Interesting villages, towns, locations to visit

A32 – Beaches and coastline

A26 – Place for peace and quiet and relaxation

A31 – Unspoilt countryside

A4 – Choice of hotels, B&B’s, guesthouses etc

A29 – History and heritage

A18 – Facilities for walking rambling and cycling

A33 – Chance to see wildlife in natural habitats

Hygienics Motivators

SaversHidden

Opportunities

A1A2

A3A4

A5

A6

A7

A8A9

A10

A11

A12

A13

A14

A15

A16

A17

A18

A19

A20

A21

A22

A23

A24

A25

A26

A27

A28

A29

A30

A31

A32

A33

A34

A35

Real Importance highlow

Cla

imed

Im

port

an

ce

high

low

Strengths

Areas for Improvement Priorities

A9 – Standards of service

A21 – Quality restaurants and dining

A23 – Availability of tourism information

Hidden Opportunities

A6 – Choice of self-catering accommodation

A14 – Range & availability of local produce, arts and crafts and souvenirs

A17 – Range of water based activities, e.g. sailing, surfing, swimming

A7 – Choice of camping and caravanning facilities

Hygienics Motivators

SaversHidden

Opportunities

A1A2

A3A4

A5

A6

A7

A8A9

A10

A11

A12

A13

A14

A15

A16

A17

A18

A19

A20

A21

A22

A23

A24

A25

A26

A27

A28

A29

A30

A31

A32

A33

A34

A35

Real Importance highlow

Cla

imed

Im

port

an

ce

high

low

Destination Driven

Experience Driven

Analysis of the current situation,Analysis of the opportunities and needs,Selecting the target market,Setting objectives,Prioritisation and selection of areas for focus and investment (infrastructure,

human resources, product development, technology and systems development, related industries and procurement),

Marketing plans (destination image, branding, positioning, distribution channels, promotion tactics etc.),

Evaluate results (measure perfomance, monitor governance, identify gaps and respond).

PLANNING: ( broad steps to deliver on the vision)

And……Lavelle City is rated as one of the most likely places to be

abducted by aliens………..

What are your USP’s

Indicators

Economic Performance, e.g.

•Total visitor expenditures (secondary data)

•Ratio of travel/tourism employee compensation to overall employee compensation (secondary data)

•Ease of starting a tourism-related business (expert opinion)

•Travel and tourism GDP and/or overall GDP (secondary data)

IndicatorsSustainability, e.g.

•Preservation of natural capital (expert opinion)

•Maintenance of ecological integrity (expert opinion)

•Resident access to tourism infrastructure (resident survey)

•Level of political support in facilitating tourism efforts (expert opinion)

•Taxes generated from tourism expenditures (secondary data)

•Visitor perception of destination having reached its tourism carrying capacity (visitor survey)

IndicatorsVisitor Satisfaction, e.g.

•Perceived richness of destination culture and history (visitor survey)

•Satisfaction with overall destination quality of service (visitor survey)

•Level of repeat visitation (secondary data)

•Perception of resident hospitality (visitor survey)

•Quality of the destination experience (visitor survey)

Indicators

Management Action, e.g.

•Satisfaction with destination management (DM) action in dealing with competitive pressures(expert opinion)

•Quality of involvement in human resource development programming and support (expert opinion)

•Satisfaction with destination materials to help with trip planning (visitor survey)

•Number of quality special events (secondary data)

•Average visa fees per visitor (secondary data).

OPERATIONAL

MANAGEMENT

Flag up your strengths!

Flag up areas you wish to develop

Train The Trainer

Promote the Setting up and Development...

Setting up• Know Your Area.• Dynamics of a Group.• Encourage Triangulated Participation.• Three Stage Contact Process – Letter, Call & Meeting.• Business Analysis – SWOT, Needs etc.• Incentives.

Development• Assess the Capacity of the Group – Training

Needs.• Sense of Place – Know Your Area / Market.• Consider the Unique Selling Points of the

area.• Keep up-to-date with Current Tourism /

Economic / Cultural Trends.• Devise and Implement a Strategy based on

experience, knowledge and findings.• Promote Product Development – Eco Accred,

Local Produce, Logo, Marketing, Embrace Technology etc.

• Utilise Existing Skill-base within the Group.

Train The Trainer

PHILOSOPHY

&

VALUES

Killi Mountains

VisionTo improve the standard of

living within the Killi Region without destroying the culture

or environment

How can we enchant you…?

• The magic of the area is the people and their stories.

• All the stories are related to the people who live there and the place in which they live.

• Story Festival in the Killi Mountains

• Story Living Room Festival

• Story telling in the city

Sense of Place Local Distinctiveness

Quality

Sustainability

Customer Relation Management

Encouraging leadership at all levels

Share knowledge & Experience

Open, collaborative culture..

1) Knowledge and understanding of the needs of our target markets and the “new tourist”

2) Positioning and differentiating our destination and image management

3) Improvement of collecting reliable data and competent analysis of the data

4) Improvement of the competitiveness of the destination, providing “through the chain”, positive visitor experience

5) Product innovation and management

6) Capitilizing on the opportunities provided by new technologies

7) Greater professionalism in service levels and overall HR management

8) Synergy between all the stakeholders in creating the destination vision

9) Public-private sector partnership in the key areas of management and marketing,

10) Continuously adapting to the dynamically changing macro, competitive and market environments

CONCLUSIONS: Critical issues for a successful destination management

BARRIERS & SOLUTIONS. Agenda Introduction Feedback on SurveyTOV & SPK General Feedback Interesting...

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