BARRIERS & SOLUTIONS

1. BARRIERS & SOLUTIONS

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

3. Introduction to Destination Management

4. 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).

5. Destinations must understand that they don’t just provide tourism products or services… “They provide tourism/visitor experiences” Air Travel Taxi backHome Taxi toAirport Restaurant Meal Residence Trip toWaterfalls Visit with Relatives Taxi to Airport Roads Hotel Airport Services Car Rental Air Travel Meals “the total travel experience”

7. 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.

8. 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 !!!!!

11. Location, Physiography & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

12. Location, Physiography & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate Slow

14. Location, Physiography & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

15. Location, Physiography & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

16. Location, Physiography & Climate Political Boundaries Landscapes Buildings Habitats & Ecosystems Climate

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

20. Cultural Heritage Language Political Systems History Traditions Festivals Food Music Sport Cultural Events

21. Cultural Heritage Language Political Systems History Traditions Festivals Food Music Sport Cultural Events

22. Cultural Heritage Language Political Systems History Traditions Festivals Food Music Sport Cultural Events

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

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

26. Cultural Heritage Language Political Systems History Traditions Festivals Food Music Sport Cultural Events 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 Infrastructure Roads - Railways Public Transport Footpaths & Cycleways Signage Car Parks Amenities Accommodation Public Services

27. LIST YOUR REGIONAL ASSETS

28. VISITOR ATTRACTORS

29. VISITOR ATTRACTORS

30. 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

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

32. STRATEGIC MANAGEMENT

33. control Public Sector Involvement Planning Research & Monitoring Vision Info & Stats Destination Management Structures Cost money Competitive analysis Cost time Private Sector Involvement Political Will Revenue generation Access to finance Carrying capacity No control

34. What are your USP’s

36. 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.

37. SWOT-analysis

38. Market segmentation Dare group RELEASE Morangie Bay SELF OTHER CONTROL

40. 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

41. 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

42. 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

43. 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 GroupsNatural & Built Heritage Transport Indicators Monitor Performance Destination Audit Strategy Action Plans & identified delivery responsibilities Morangie Bay Destination Management Group

44. Morangie Bay Unique Selling Points Carrying Capacity Morangie 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 well Caution: preventive measures! Alert: remedial action!! Number of groups using the Lavelle City Canal Walk per day

45. Unique Selling Points Morangie Bay Competitive Analysis Morangie Bay continually monitors its competition…..

46. Strengths Hygienics Motivators high • 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 A8 A9 A21 A31 A10 A26 A32 A3 A4 A35 A1 A2 A13 A29 A22 A33 A15 A18 A30 Claimed Importance A28 A23 A6 A14 A11 A20 A34 A25 A17 A27 A5 A16 A12 A7 A24 A19 Hidden low Savers Opportunities Real Importance low high

47. Areas for Improvement Hygienics Motivators high • 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 A8 A9 A21 A31 A10 A26 A32 A3 A4 A35 A1 A2 A13 A29 A22 A33 A15 A18 A30 Claimed Importance A28 A23 A6 A14 A11 A20 A34 A25 A17 A27 A5 A16 A12 A7 A24 A19 Hidden low Savers Opportunities Real Importance low high

48. Destination Driven Experience Driven

49. 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).

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