Post on 15-Jan-2016
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
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
SlowSlow
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
Climate
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
Human and Economic Resources
Human Resources
Capital & Revenue Funds
Knowledge and Skills
Exchange Rates
Taxes
Licences
Rates
Insurance
Technology
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Cultural Heritage
Language
Political Systems
History
Traditions
Festivals
Food
Music
Sport
Cultural Events
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
Infrastructure
Roads - Railways
Public Transport
Footpaths & Cycleways
Signage
Car Parks
Amenities
Accommodation
Public Services
Infrastructure
Roads - Railways
Public Transport
Footpaths & Cycleways
Signage
Car Parks
Amenities
Accommodation
Public Services
Location, Physiography & Climate
Political Boundaries
Landscapes
Buildings
Habitats & Ecosystems
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
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
LIST YOUR REGIONAL ASSETS
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
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
egi n
ts
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
VISITOR ATTRACTORS
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
egi
sInfrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
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
Festivals and Events
Accessibility
Warm welcome
Safety and Security
Cost and Value for money
egi n
ts
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
Which can you help to influence?
How?????
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
egi n
ts
Infrastructure
Location, Physiography and Climate
Culturalheritage
Human and Economic resources
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
Unique Selling Points
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
Unique Selling Points
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
Unique Selling Points
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
Image
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