BARRIERS & SOLUTIONS

Agenda
Introduction Feedback on Survey General Feedback Interesting facts Questions to the audience Review of Diagnostic Review General Feedback Interesting facts Questions to the audience TOV & SPK

MTCBC

Introduction to Destination Management (using ABRON as an example) Regional Assets Terms used Added 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 development Exercise Partners form groups and devise action plan for working with each other Feedback 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 dont just provide tourism products or services
They provide tourism/visitor experiences

Taxi back Home Residence

Air Travel

Taxi to Airport Restaurant Meal Trip to Waterfalls

Taxi to Airport

Roads Airport Services Air Travel Car Rental Hotel Meals

Visit with Relatives

the total travel experience

SUSTAINABLE DESTINATION MANAGEMENT - CONCEPT DIAGRAM

hy sop Philo ent
e la er R om t s Cu tion

and

tion Destina

shi

em n ag Ma

Valu es

Su st Ma nag ainabili ement ty

p - O

Ambassador schemes

Audit and Inventory

io n Destinat
Im a ge
Information Technology (ICT)

Ma nag ement
At tr
Vision

COMPETITIVE (MICRO) ENVIRONMENT

Competitive analysis Carrying capacity

r Visito
Cost and Value

actors

gi c

al Resource stewardship and maintenance

Qu

at er

io n

Political will

-S
tra
te

GLOBAL (MACRO) ENVIRONMENT

alit y

Collaborative Safety for money working, n and Partnership gio al Security e and Destination Integration Management Location, Physiography Warm Structures

Hospitality

Local produce

et

welcome

and Climate Cultural heritage Human and

Activity tourism

Training and Skills Public development Sector involvement

a hip ers ea d

t al

Promotion, including branding

Economic Informal Research, Accessibility resources recreation Private Infrastructure Monitoring Sector and involvement Evaluation Visitor Festivals attractions and Events Heritage Arts and Destination Crafts sites information and Planning Statistics

ss

Sen s

vel

eo fP la c

l le

Visitor information and Signposting

e/ Loc a

l di stin c

el rag cou En

Marketing

Revenue generation

Access to finance

Visitor management

tive nes s

e n, Op

Market segmentation

Visitor satisfaction

b olla nt c are nsp tra

ora

ti v e

c ul

e tu r

Sh are

k no wle d

ge

an

de xpe r ie

nce s

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 !!!!!

Location, Physiography and Climate Cultural heritage Human and Economic resources Infrastructure

Location, Physiography & Climate

Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

Location, Physiography & Climate Political Boundaries Landscapes

Buildings
Habitats & Ecosystems Climate

Slow

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 and Climate Cultural heritage Human and Economic resources Infrastructure

Human and Economic Resources Human Resources Capital & Revenue Funds Knowledge and Skills Exchange Rates

Taxes
Licences Rates Insurance Technology

Location, Physiography and Climate Cultural heritage Human and Economic resources Infrastructure

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

Location, Physiography and Climate Cultural heritage Human and Economic resources Infrastructure

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

Cultural Heritage
Language Political Systems

Human and Economic Resources

Human Resources

Capital & Revenue Funds

Knowledge and Skills Exchange Rates Taxes Licences Rates Insurance Technology

Location, Physiography and Climate Cultural heritage Human and Economic resources Infrastructure

History
Traditions Festivals Food Music

Sport
Cultural Events

Infrastructure
Roads - Railways Public Transport Footpaths & Cycleways Signage Car Parks Amenities Accommodation

Public Services

LIST YOUR REGIONAL ASSETS

Location, Physiography and Climate Cultural heritage Human and Economic resources Infrastructure

VISITOR ATTRACTORS

Cost and Hospitality Value Safety for money Local nal and i o g produce Security e
Location, Physiography Warm and Climate welcome Cultural heritage Human and Economic Accessibility resources Infrastructure

As

et

Activity tourism

Festivals and Events Heritage sites

Visitor attractions Arts and Crafts

Informal recreation

Cost and Hospitality Value Safety for money Local nal and i o g e produce Security
Location, Physiography Warm and Climate welcome Cultural heritage Human and Economic Accessibility resources Infrastructure

VISITOR ATTRACTORS

As

et

Activity tourism

Festivals and Events Heritage sites

Visitor attractions Arts and Crafts

Informal recreation

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

Cost and Hospitality Value Safety for money Local nal and i o g produce Security e
Location, Physiography and Climate Cultural heritage Human and Economic Accessibility resources Infrastructure

As

Warm welcome

et

Activity tourism

Festivals and Events Heritage sites

Visitor attractions Arts and Crafts

Informal recreation

Which can you help to influence?

Cost and Hospitality Value Safety for money Local nal and i o g produce Security e

How?????

As

Location, Physiography and Climate Cultural heritage Human and Economic Accessibility resources Infrastructure

Warm welcome

et

Activity tourism

Festivals and Events Heritage sites

Visitor attractions Arts and Crafts

Informal recreation

STRATEGIC
MANAGEMENT

control
Public Sector Involvement Planning Research & Monitoring Info & Stats

Vision

Cost

Destination Management Structures Competitive money Cost time analysis

Private Sector Involvement

Political Will
Revenue generation Carrying capacity

Access to finance

No control

What are your USPs

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-analysis
Strengths Whales Close to the City Weaknesses Lack of facilities No infrastructure outside of city

Heritage (castles/ churches)

Adventures walking and cycling routes Opportunities Local myths and legends

Seasonality
No collaboration Threats Fish Disease

Simon Deluxe
Creative Industry Accommodation in summer at University Campus

Global warming
Unemployment Lack of access

Market segmentation
Dare group

RELEASE Morangie Bay

SELF

OTHER

CONTROL

Unique Selling Points

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

Political Will MB has full political support for collaborative working between all sectors to make the visitor experience the best it can be Public & Private Sector Involvement In 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 Bay
Planning MB works to a 15 year sustainable development plan. Plan 15 reviewed each year Access to Finance The 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 Generation 25% 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 Bay
Information & Statistics Regular attitudinal surveys are carried out by clusters and annual visitor surveys are carried out by the public sector these inform Plan 15 Research Monitoring & Evaluation Lavelle 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 Struture The Morganie Bay Destination Management Group comprises representatives of private/public sector working together for the benefit of the region

Morangie Bay Destination Management Group

Visitor Visitor stewardship ambassador programme Industry Tourism Partnerships
Cluster Groups Research Planning Quality Green Accreditation Training Transport Visitor Centres / TICs ICT

Destination Management Services

Community Community Tourism Groups

Environment Eco-Interest Groups

Natural & Built Heritage Transport

Indicators Destination Audit Strategy Action Plans & identified delivery responsibilities Monitor Performance

Morangie Bay
Carrying Capacity

Unique Selling Points

Morangie Bays Plan 15 analyses the carrying capacity of different attractions each year and uses a C thermometer - 20 OK, doing well - 25 Caution: preventive measures! - 30 Alert: remedial action!! - 35 - 40 Number of groups using the Lavelle City Canal Walk per day -

Unique Selling Points

Morangie Bay
Competitive Analysis
Morangie Bay continually monitors its competition..

Strengths
high

Hygienics

Motivators
A9 A21 A31 A8

Strengths

A8 The quality of the accommodation A10 Overall welcome and friendliness A35 Interesting villages, towns, locations to visit A32 Beaches and coastline

Claimed Importance

A34A25 A20 A17 A27 A5 A16 A12 A7 A24 A19

A4 A1 A2 A13 A22 A33A29 A18 A30 A15 A28 A23 A6 A14 A11

A3

A10 A26 A32 A35

A26 Place for peace and quiet and relaxation

A31 Unspoilt countryside A4 Choice of hotels, B&Bs, guesthouses etc A29 History and heritage A18 Facilities for walking rambling and cycling A33 Chance to see wildlife in natural habitats

Savers
low

Hidden Opportunities Real Importance

high

low

Areas for Improvement

high

Hygienics

Motivators
A9 A21 A31 A8

Priorities

A9 Standards of service A21 Quality restaurants and dining A23 Availability of tourism information

Claimed Importance

A34A25 A20 A17 A27 A5 A16 A12 A7 A24 A19

A4 A1 A2 A13 A22 A33A29 A18 A30 A15 A28 A23 A6 A14 A11

A3

A10 A26 A32 A35

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

Savers
low

Hidden Opportunities Real Importance

high

low

Destination Driven

Experience Driven

PLANNING: ( broad steps to deliver on the vision)

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).

And
Lavelle City is rated as one of the most likely places to be abducted by aliens..

What are your USPs

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)

Indicators Sustainability, 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)

Indicators Visitor 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.

Train The Trainer

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.

PHILOSOPHY

&
VALUES

Killi Mountains
Vision To 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..

CONCLUSIONS: Critical issues for a successful destination management

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

2)
3) 4)

Positioning and differentiating our destination and image management

Improvement of collecting reliable data and competent analysis of the data Improvement of the competitiveness of the destination, providing through the chain, positive visitor experience

5)
6) 7)

Product innovation and management

Capitilizing on the opportunities provided by new technologies Greater professionalism in service levels and overall HR management

8)
9) 10)

Synergy between all the stakeholders in creating the destination vision

Public-private sector partnership in the key areas of management and marketing , Continuously adapting to the dynamically changing macro, competitive and market environments