1. Dr. Aris Ikkos, ISHC Israel CVB Why and How to Create it

2. Israel CVB: Why and How to Create it What does a conference bring to a city? The role of CVBs CVB Characteristics Setting up a CVB in Israel

3. City Impact – Assumptions 1 event of 650 delegates 80% comes with partner Event length: 3 days –Plus 1 day before and 1 day after 100% comes back at some point for leisure 11,700 overnight stays 6,500 room nights –at € 186 per night in total 1,170 arrivals –who spend € 110 per person per day

4. Hotel sector1,070 Retail sector1,080 Travel Trade80 State430 –Athens Airport Tax 70 –VAT 310 –City Tax 50 Total2.660 e.g. Financial Impact for Athens (‘000 €)

5. Israel CVB: Why and How to Create it What does a conference bring to a city? The role of CVBs CVB Characteristics Setting up a CVB in Israel

6. Micro-marketing: done by individual companies (e.g. hotels, conference centres, PCOs, DMCs, transport companies etc.) Macro-marketing: done by collective bodies, cooperative or public bodies 2 levels of Marketing

7. Demand – Drivers (PCOs) Source: JBR Hellas – PCO Questionnaire 2005

8. Critical Success Factors Accessibility Geographic location Sufficient volume of international business Flexible use of the facility Re-investments Long term strategy Integrated concept: –Conferences are not developed in isolation –Support of local residents –Partnership with local, regional and national actors –Organised and market focused tourism promotion –Professionally organised Convention Bureau –Good possibilities for entertainment and experiences –Sufficient hotel accommodation in the area

9. … are the dominant DMOs … target:  MICE business  but, also, Leisure Tourism … can be:  National (e.g. Netherlands CVB)  Regional (e.g. Scottish CVB)  Local (e.g. Sydney CVB, Turisme de Barcelona, Brussels Congress) Convention & Visitors Bureaux ( CVBs) …

10. CVB Vision To promote the destination as a premier business (& leisure) destination and to provide industry leadership by securing business for the community and encouraging the full support of relevant industry forces.

11. Thessaloniki – the effect of TCVB On average: 580 pax, 3 days i.e. in 2005: over 220.000 room nights Number of Conferences in Thessaloniki

12. Istanbul – the effect of ICVB Number of events ICVB data Number of events

13. Trade shows and exhibitions (event organizations during shows, presentations) Int’l sales visits and/or workshops, roadshows National sales visits Workshops of industry associations (ICCA, EFCT, IACVB) Database Marketing ( ICCA, UIA ) Bidding and presentations Mailing campaigns, extension of Database Promotional materials, newsletters, e-bulletin Fam trips and site inspections PR activities CVB Marketing Activities - 1

14. Advertising in MICE industry magazines International Association memberships (UIA, MPI, WTO) Web-site, e-marketing Representation Companies Abroad Sponsorships Membership Marketing Business and social events Training & Education & Statistics CVB Marketing Activities - 2

15. Israel CVB: Why and How to Create it What does a conference bring to a city? The role of CVBs CVB Characteristics Setting up a CVB in Israel

16. International CVB Benchmark Survey Conducted May-July 2004 Response rate: 30%, 100 CVBs Respondents: –69% non-US (52% Europe) –31% US Directed by Dr. D. Koutoulas

17. CVB General Characteristics CVB Profile Target MarketsOwnership

18. CVB Budget and Main Expenses Average11,9 Maximum152,3 Minimum0,15 Average excluding largest budget 6,0 Annual Budget – million €Main Expense Categories

19. CVB Personnel TotalFull Time Part Time Seas onal Average7547226 Maximum90350340076 Minimum2--- Average excluding largest CVB 463186

20. Budget-To-Personnel Ratio* (in ‘000 €) Average 153 Maximum 375 Minimum 56 * The budget-to-personnel ratio is calculated by dividing a bureau’s annual budget by the number of its staff (each part- time and seasonal employee is counted as a half staff member).

21. Israel CVB: Why and How to Create it What does a conference bring to a city? The role of CVBs CVB Characteristics Setting up a CVB in Israel

22. Essentials for a successful CVB Managerial autonomy Financial autonomy Professionalism Impartiality

23. Turisme de Barcelona Founded : September 1993 (1 year after Barcelona Olympics) Shareholders:50% Public 50% Private Management: Private Sector 19942003 Personnel4195 Budget (mln. €)4.1 11.4

24. Turisme de Barcelona - Budget € 4,100 € 11,400

25. Public Sector Private Sector ISRAEL CVB Scope: managing brand «Israel» with an aim to –Preserve and develop tourism in Israel –Maximise returns to public and private investments Setting up Israel CVB:

26. Israel CVB Supporting Depart- ments Department of Relations w. Institutions Director Product Develop- ment Dpt. Market Develop- ment Dpt. PR Depart- ment Analysis & Marketing Department Planning and Operation based on a Marketing Plan

27. a.ikkos@jbrhellas.gr www.jbrhellas.com/tourism Thank you Question Time

28. Visitation (x1000) of various European Attractions Notre DameParis 10000 Sacre CoeurParis8000 Tour EiffelParis6200 Musee du LouvreParis5700 Centre PompidouParis5500 National GalleryLondon4900 British MuseumLondon4800 BA London EyeLondon3900 Tate ModernLondon3600 Cite des Sciences Paris2600 Musee d’OrsayParis2100 Sagrada Familia Barcelona2100 Tower of London London2000 Zoo in SchonbrunVienna 2000 Sconbrunn PalaceVienna1800 Πηγή: Γραφεία Στατιστικής Διαφόρων Πόλεων Natural History MuseumLondon1700 Victoria and Albert Mus.London1400 Arc de TriomphParis1400 Caixa de CatalunyaBarcelona1400 Aquarium of BarcelonaBarcelona1400 Science MuseumLondon1400 P.Espanyol de MontjuicBarcelona1300 National Portrait GalleryLondon1300 Barcelona Bus TuristicBarcelona1300 Centre de la FundacioBarcelona1100 ΑcropolisAthens1100 Hundertwasser HausVienna1000 Museum FC BarcelonaBarcelona 1000 Musee de l’ArmeeParis1000 Parc ZoologicBarcelona1000 Tate BritainLondon1000