Measuring Destination Performance Peter Lane DP:UK EUTO TH Sept

Topics To Be Covered  An overview of measurement and the tools used  What prompted greater activity in the UK  The response – DP:UK  Other initiatives

The Guiding Principle If you can’t measure it how can you manage it?

The quality of a “tourism experience” Tourist NEEDS and WANTS QUALITY Reality = Expectations Services & Activities The experience The Reality Expected Benefits Expectations before travel Expectations

Quality Loop users satisfaction measurement Output measurement Expected qualityTargeted quality Perceived qualityDelivered quality

QSP System Lodging Tourist Attraction Entertainment Shopping Beaches Services Tourist Satisfaction Probability of Return Frequency of Return

Un Cliente Satisfecho Es Un Cliente Leal % R E T E N CI O N 100% 80% 60% 40% 20% Muy insatisfecho Muy satisfecho GRADO SATISFACCION Zona de defeccion “Terrorista” Z. de aprecio Zona de indiferencia “Apostol”

Filling the Gaps Visitors’ perception of what they receive More effective communication of accurate images and messages Better market research and customer feedback Closer working between all players with a strategy for Regular inspections, quality control, improvement Better communication, labelling and information Visitors’ expectations Managers’ perception of visitors’ needs Setting quality standards for services and facilities Actual quality provided product development and agreement on targets and standards schemes and training services for visitors

Community benefits without conflict Improved enterprise performance Increased income/employment COMMUNITY VISITORS TOURISM ENTERPRISES Intact or improved environment DESTINATION Satisfied customers

Tourism Value Chain Tourism Value Chain Pre visit image/ messages Pre visit information Making Bookings Initial welcome Information in destination Places to stay Places to eat Journey to destination Attractions and amenities Infrastructure and environment Farewell and return journey After visit contact and memories

Leadership Model Leadership 10% People Management 9% Policy and Strategy 8% Resources 9% Enablers Processes 14% People Satisfaction 9% Customer Satisfaction 20% Impact on Society 6% Results Business Results 15%

Specific Activities Volume and Value measurement Visitor surveys Tourist Information Centre Data Destination Benchmarking Data sharing eg European Cities Marketing

Catalyst for Action in England The Best Value Process The Best Value Process

“The continuous search by a council to improve the quality, efficiency and effectiveness of all its activities for the public” What is/was Best Value ?

THE MANTRA 4 C’s C C C C E E E 3 E’s Not forgetting the F F 2 F’s

PRINCIPLES OF BEST VALUE  Radical reappraisal of all services by reference to a common framework known as the four Cs. IChallenge ICompare IConsult ICompete

Supported by: F The three Es I Economy I Efficiency I Effectiveness F What matters is what works.

What did it mean for Local Authority services ? There was no hiding placeThere was no hiding place

Hence the two F’s

The Local Authority Response

Destination Performance - UK

VISION To achieve a coherent network of local authority tourism organisations operating in accordance with the principles of best practice.

Mission To improve the quality of tourism provision amongst local authority tourism departments and destination management organisations by offering advice on the components of best practice and encouraging the sharing of comparative information.

Objectives  > To work at a national level with the Audit Commission and DCMS to draw up performance indicators and measures  > To work with other like-minded national and regional organisations to assist destination development by providing support, comparative data, advisory publications and case studies  > To develop a national network of similar destinations with a shared agenda > To be recognised as a strategic group for issues relating to tourism performance and policy  > To act as a platform for consultation and comment on tourism performance and policy  > To act as a catalyst for discussion of such issues amongst relevant organisations

MEMBERSHIP

Specific Activities  Performance Management / Baseline  Research  Group Meetings  Advisory Publications  Web site (

The Future  Partners for England  English Tourism Intelligence Partnership  The importance of place making  Delivery of tourism services  Performance management

European Dimension  Tourism Sustainability Group and Report  Quality  Competitiveness  Sustainability  Employment  Data  Knowledge sharing

What Next?