A Strategic Framework for Action 2004-2007
Foreword
Minister’s Foreword
Ian Pearson MP, Minister with responsibility for Enterprise, Trade and Investment,
“we live in a new Northern Ireland...”
Tourism has the capacity to become a key sector in the transformation of Northern Ireland and to contribute significantly to economic growth. This will only happen if we develop and market a world class visitor experience, continually strive to provide a high quality and competitive product and do so in a sustainable way.
Over the past five years, the number of overseas visitors to Northern Ireland has grown at almost three times the rate experienced by our near neighbours in the Republic of Ireland. We are starting from a lower base but I am optimistic that this growth trend will continue and that tourism will take its rightful place as a significant economic driver for Northern Ireland over the coming years. An equally important growth area is our domestic market, encouraging more people from Northern Ireland to take holidays and leisure breaks at home.
We cannot underestimate the challenge associated with convincing more visitors to come here, making sure that they enjoy a world class experience once they arrive and that they become lifelong ambassadors for what Northern Ireland has to offer. At the core of this strategic framework is the importance of working together – as an industry and as government – focusing on delivery.
We live in a new Northern Ireland. There is now a unique and timely opportunity for tourism to take a lead as we go forward. This strategic framework is a significant first step and I commend it to you.
Chief Execuitve’s Foreword
Alan Clarke, Chief Executive, Northern Ireland Tourist Board
In fulfilment of its role as the lead body for tourism in Northern Ireland, the Northern Ireland Tourist Board has prepared this strategic framework for action. The framework deliberately concentrates on identifying the most effective response to the challenge of attracting visitors, increasing the competitiveness of tourism businesses and stimulating effective communication with our industry partners.
While NITB has led the preparation of the strategic framework, it is intended for all of those involved in the business of tourism whose contribution is so critical to success. The deliberate emphasis on priorities will ensure that our collective energy is focused to maximum effect and that full advantage is taken of the opportunity presented.
Tourism Ireland’s Chief Executive
Paul O’Toole, Chief Executive, Tourism Ireland
Tourism Ireland believes wholeheartedly in the potential of Northern Ireland. Tourism in Northern Ireland is now at a crossroads, with the unique opportunity to map out a new vision for itself, an opportunity to bring together all the required stakeholders to turn that vision into reality, and an opportunity to promote that new reality overseas in a way that was never possible before.
Tourism Ireland looks forward to contributing fully to this process at each step of the way.
Introduction
Where we are today
In 2002 tourism contributed £395m to the Northern Ireland economy, of which £274m was spent by visitors and £121m by people from Northern Ireland who took their holidays at home. Tourism supports around 20,000 full-time equivalent jobs. The sector represents approximately 2% of GDP.
Our Tourism Challenge
The challenge for tourism in Northern Ireland is to attract more visitors and then make their stay memorable so that they are encouraged to return and to recommend Northern Ireland. It is also important to encourage people from Northern Ireland to take holidays and leisure breaks at home.
Our Objectives
In line with NITB’s Corporate Plan, the strategic framework’s target is to increase visitor tourism revenue by 9% every year, visitor numbers by 7% and to increase Northern Ireland’s share of visitors to the island of Ireland. The framework sets out the steps needed to address this challenge. It will deliver improvements in tourism performance across three key objectives of Attracting Visitors, Business Enhancement and Communicating Effectively.
Our Principles
The strategic framework provides guidance on the development of tourism over the next three years. In adopting a sustainable approach it seeks to strike a balance between economic growth, impact on the environment and community support. The approach is customer focused and market driven in that it recognises the need for high quality, excellence and a personal approach in everything we do. Success will depend on everyone involved in tourism working together, focusing and resourcing efforts and measuring results. The outcome will be a balanced business strategy.
Action Programmes
The strategic framework will be delivered through ten programme areas – four relating to attracting visitors, four relating to business enhancement and two relating to communication. Each programme area will be supported by a range of action plans designed to deliver on the targets for growth. Each programme area will be measured and a mechanism to ensure implementation will be established by NITB.
New working arrangements will mean that actions are carried out by those best placed to deliver - centrally, regionally and locally. Action programmes will run from April 2004 until March 2007.
Making it Happen
This framework will require commitment across the public and the private sectors, both centrally and regionally. As the strategic leader for tourism in Northern Ireland, this will mean a new focus for NITB as catalyst, co-ordinator and facilitator, properly resourced and skilled.
Summary
Attracting Visitors
Marketing the best to promote the rest
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1)
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Know the Visitor
Market intelligence
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• Adapt to the changing visitor
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• Make intelligence based investments and decisions
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• Inform our industry and encourage customer focus
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2)
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Develop a Compelling Proposition
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• Position and differentiate Northern Ireland – ‘stand out’
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• Northern Ireland brand study
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• Tourism as the leader in influencing the perception of NI
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• Winning themes and signature projects as brand drivers
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3)
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Reach the Consumer
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• Three tiered approach
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• Segmentation exercise
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• Maximise market/product fit
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• Personalised approach using leading edge technology
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4)
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Take Care of our Visitor - every step of the way
First and lasting impressions
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• Gain a competitive advantage
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• Make it easy to get here and get around
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Business Enhancement
Working together to deliver our promises
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5)
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Develop Signature Projects
Deliver international ‘stand out’ for Northern Ireland
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• Giant’s Causeway/Antrim and Causeway Coast area
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• Titanic/(Maritime) Belfast
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• Walled City of Derry
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• Christian Heritage/Saint Patrick
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• Mournes National Park area together
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6)
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Focus on Winning Themes
Deliver a competitive advantage for Northern Ireland
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• Short breaks
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• Excellent events
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• Business tourism
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• Activity tourism
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• Culture and heritage tourism
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7)
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Develop Internationally Competitive Enterprise
Focus on quality
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• Business audit and development programmes
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• A selective approach to development
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• Use NITB and Invest NI business development support
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8)
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Deliver Memorable Experiences
The less tangible side of tourism
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• Fulfil visitor expectations
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• Develop people and skills
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• Business leadership programmes
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• Go that extra mile
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• An integrated approach
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Communicating Effectively
'One voice' tourism
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9)
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Share Information
Tell others about our successes
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• Proactive PR activity
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• Celebrate and showcase success
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• Set up opportunities and channels for information delivery
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10)
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Strengthen Effective Relationships for Delivery
Work together
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• NITB as strategic leader for tourism in Northern Ireland
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• Define and clarify roles and responsibilities for delivery
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• Build confidence and trust
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Attracting Visitors
Marketing the best to promote the rest
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Why?
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What needs to be done?
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1)
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Know the Visitor
Good market intelligence appropriately interpreted and disseminated will enable the industry to target its efforts and resources at those segments that have the greatest ability to maximise tourism revenue and potential from all of our key markets.
Our key partners in delivery will be Tourism Ireland, Visit Britain and regional tourism partnerships (to include key stakeholders for the delivery of tourism programmes)
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• Adapt to the changing visitor
Northern Ireland is a changing destination, how is the profile of our visitors changing? Increasing trend towards shorter breaks taken more often; increase in the time-constrained consumer; increase in the older (over 55s) consumer; changes in lifestyle; changes in purchasing behaviour; a greater interest in the environment.
• Make intelligence based investments and decisions
Match marketing and development to customer requirements (current and future).
• Inform our industry and encourage customer focus
Effective marketing is underpinned by good market intelligence. We need to provide the industry with more timely and more relevant information and tools for their planning.
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2)
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Develop a Compelling Proposition build and maintain a strong brand identity
A strong and clear brand, reinforced by the use of common messages and images will enable the industry to adopt a more consistent approach.
Our key partner in delivery will be Tourism Ireland
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• Position and differentiate Northern Ireland
If we are to achieve ‘stand out’ for Northern Ireland and maximise our competitive advantage, we need to be conscious of how we portray ourselves. We need to take proactive measures to improve our image at home and abroad.
• Northern Ireland brand study
Identify our key attributes, strengths, weaknesses and unique assets.
• Tourism as the leader in influencing the perception of Northern Ireland
Use success stories in tourism to build reputation, ownership and pride/proactively use events and journalist visits.
• Winning themes and signature projects as brand drivers
Develop and market distinctive Northern Ireland products.
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3)
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Reach the Consumer
We must convert our best
prospects in the marketplace into visitors on the ground. We must ensure that we use the right tools to target the right people, in the right way, in the right place and at the right time.
A three tiered approach will
provide us with a framework to
focus our marketing efforts and
resources.
Our key partners in delivery will be Tourism Ireland in overseas markets and regional tourism partnerships
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• Three tiered approach to realise the potential of our ‘best fit’ target markets:
Tier 1 Our domestic and closer to home markets, specific overseas segments already delivering results (including VFR), as well as those with direct access
Tier 2 Segments that match with our internationally competitive products, for example current focus includes Sweden and golf; Germany and cruising; France and angling; Italy and English as a foreign language
Tier 3 Maximising the potential of key emerging segments in international markets (future tier 1 and 2 markets)
• Segmentation exercise
Use information on where our target consumers are in the decision making process to guide marketing tactics for each tier.
• Maximise market/product fit with compelling campaigns and clever packaging
Work with Tourism Ireland and Visit Britain to make the most of what we have now and to plan for best fit in the future.
• Personalised approach using leading edge technology
Product database (content, distribution and key links)
Customer database and Customer Relationship Management
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4)
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Care of our Visitors - every step of the way
We must ensure positive first and lasting impressions, aiming to exceed visitor expectations. We need to make it easy for our visitors, from the first point of contact onwards.
Our key partners in delivery will be DETI, DRD and regional tourism partnerships
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• Gain a competitive advantage through:
Initial impressions and welcome on arrival
Visitor information – content, availability and dissemination
Visitor servicing – high quality and leading edge
Deliver a memorable experience worth paying for
• Make it easy to get here and get around – international access and integrated transport
Access and transport – it is essential that direct access into NI is increased and improvement made to transport linkages
Booking mechanisms – easy and available
Signage – a customer focused approach
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Business Enhancement
Working together to deliver our promises
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Why?
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What needs to be done?
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5)
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Develop Signature Projects
Signature projects have been identified for their potential to deliver world-class excellence, drawing visitors from home and
overseas.
We need to work with our strategic partners to promote the development of these investment intensive signature projects. In achieving international ‘standout’ the projects will have a significant impact on Northern Ireland’s tourism performance.
Our key partners in delivery will be stakeholders with relevant expertise and experience for each signature project
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A number of best prospect signature projects have been identified for progress in the short to medium term:
• Giant’s Causeway/Antrim and Causeway Coast area
• Titanic (Maritime)/Belfast
• The Walled City of Derry
• Christian Heritage/Saint Patrick
• Mournes National Park area
We will seek to promote the identification of additional signature projects as longer term opportunities.
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6)
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Focus on Winning Themes
Winning themes are those with potential to help deliver a competitive advantage for Northern Ireland.
We need to work with our strategic partners to develop winning themes that match market requirements with the ability of Northern Ireland’s various regions to deliver.
Our key partners in delivery will be stakeholders with relevant expertise and experience for each winning theme
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• Short breaks
In the city, in the countryside, in key resorts. Patterns confirm a continued growth in shorter breaks. In 2002, Republic of Ireland holiday visitors generated £11m in NI, while GB residents on holiday generated a further £15m. Domestic short breaks in NI using commercial accommodation were worth around £50m in 2002.
• Excellent events
Research confirms that events are an effective tool for changing perceptions and attracting visitors – particularly off season. Working with key strategic partners (such as the Northern Ireland Events Company and local councils), we will identify new opportunities to showcase excellence and plan investment requirements.
• Business tourism
Business tourism is worth £16 billion in the UK today and has potential far beyond the conference or event itself. Business tourists spend on average three times more than leisure visitors, making this the most lucrative, high spend, high yield form of tourism. In 2002, 30% of NI visitors came on business and generated £99m. Our focus here will be on conferences, meetings and incentive travel, to allow more potential for discretionary spend.
• Activity tourism
Activity tourism brings significant benefits with regard to regionality and seasonality. In addition, activity tourists tend to be high spending. For example, golf trips generate around £13–14m a year for Northern Ireland. The variety and distinctiveness of Northern Ireland’s natural resources – our rural areas and lakelands – offer opportunities for tourism growth. We will therefore focus on current strengths and build future winners.
• Culture and heritage tourism
Almost 200,000 visitors participated in culture and heritage activities in 2002. The figures in the Republic of Ireland reached almost 1.7 million indicating that there is potential for growth within this key sector. We will work with key strategic partners to promote the opportunities presented.
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Communicating Effectively
'One Voice' tourism
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Why?
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What needs to be done?
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9)
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Share Information
We need to find new ways to tell others about our successes.
Our key partners in delivery will be regional tourism partnerships
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• Proactive PR activity
to communicate our achievements and highlight tourism heroes
• Celebrate and showcase success
tourism and business awards to acknowledge and promote best practice
• Set up opportunities and channels for information delivery
stakeholder survey to establish models of best practice
encourage networking amongst those involved in the industry
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10)
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Strengthen Effective Relationships for Delivery
To ensure the success of this strategy key stakeholders need to work together to determine who is best placed to deliver.
Our focus should be on more effective ways of working, to maximise impact and reduce duplication; sahring responsibility in order to share success.
Our key partners in delivery will be DETI, and regional tourism partnerships
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• NITB as the strategic leader for tourism in Northern Ireland
Work together (centrally and regionally) to align policies and marshal resources with action programmes. For example funding will only be given where thre is a good strategic fit
Develop a more focused and integrated framework for regional and local delivery
Develop public and private partnerships to deliver winning themse and signature projects
• Delivery
Define and clarify roles and responsibilities
• Build confidence and trust
A healthy flow of information to key community and media contacts from whom we need buy in.
Including launch and update events.
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Acknowledgements
This strategic framework for action is the outcome of a sustained period of consultation with our colleagues in the industry, our strategic partners, and a range of stakeholders.
The Northern Ireland Tourist Board is grateful to all those who invested their time, effort and knowledge in its development.
A special word of thanks goes to the members of the Industry Steering Group whose individual expertise, wisdom and experience contributed so much to the development of the framework.
We would like to hear from you!
Please give us your comments on our proposed way forward. Use the method of your choice to get in touch with Stephen Bill at NITB by 22 December 2003.
Stephen Bill
Northern Ireland Tourist Board
St Anne's Court
59 North Street
Belfast
BT1 1NB
Email: s.bill@nitb.com
Fax: 028 9031 5951
Telephone: 028 9089 5529
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