BARRIERS & SOLUTIONS

Agenda Introduction Feedback on SurveyTOV & SPK General Feedback Interesting facts Questions to the audience Review of Diagnostic ReviewMTCBC General Feedback Interesting facts Questions to the audience 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 don’t just provide tourism products or services… “They provide tourism/visitor experiences” “the total travel experience” Residence Taxi to Airport Airport Services Air Travel Car Rental Car Rental Meals Hotel Roads Visit with Relatives Trip to Waterfalls Restaurant Meal Restaurant Meal Taxi to Airport Air Travel Air Travel Taxi back Home

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 & 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 & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

Human and Economic Resources Human Resources Capital & Revenue Funds Knowledge and Skills Exchange Rates Taxes Licences Rates Insurance Technology

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 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 Events Human and Economic Resources Human Resources Capital & Revenue Funds Knowledge and Skills Exchange Rates Taxes Licences Rates Insurance Technology

LIST YOUR REGIONAL ASSETS

VISITOR ATTRACTORS

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

Which can you help to influence? How?????

STRATEGIC MANAGEMENT

control No control Cost moneyCost 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-analysis StrengthsWeaknesses WhalesLack of facilities Close to the CityNo infrastructure outside of city Heritage (castles/ churches)Seasonality Adventures walking and cycling routesNo collaboration OpportunitiesThreats Local myths and legendsFish Disease Simon DeluxeGlobal warming Creative IndustryUnemployment Accommodation in summer at University CampusLack of access

Market segmentation OTHER SELF CONTROL RELEASE Morangie Bay Dare group

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

Destination Management Services Research Planning Quality Green Accreditation Training Transport Visitor Centres / TICs ICT Visitor Visitor stewardship ambassador programme Industry Tourism Partnerships Cluster Groups Community Community Tourism Groups Environment Eco-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 Bay Carrying Capacity Morangie Bay’s Plan 15 analyses the carrying capacity of different attractions each year and uses a thermometer C OK, doing well Caution: preventive measures! Alert: remedial action!! 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 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 HygienicsMotivators Savers Hidden Opportunities A1 A2 A3 A4 A5 A6 A7 A8 A9 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 Claimed Importance 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 HygienicsMotivators Savers Hidden Opportunities A1 A2 A3 A4 A5 A6 A7 A8 A9 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 Claimed Importance 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)

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.

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 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..

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