The provision and distribution of visitor information

Transcription

1 The provision and distribution of visitor information Presented by Sandwalk Partners July 2015 SANDWALKPARTNERS.COM Ideas Strategy Growth

2 Sandwalk is a boutique consultancy that improves and grows businesses. ABOUT SANDWALK PARTNERS The Partners have successfully managed large and medium scale businesses as CEO, COO and CFO, delivered major transactions and been advisors to boards and management on executing improvement and growth strategies that create valiue. We work with clients to: - Identify problems and their causes - Find solutions and new opportunities - Execute and manage agreed strategies and transactions Our experience covers a broad range of industries: - Arts, Culture & Heritage - Entertainment - Energy - Tourism - Loyalty Marketing & Rewards - Freight - Retail - Hotels - Private Equity - Food & Beverage - Technology - Infrastructure - Brand Licensing - Call Centre - Building Materials 2

3 Each of the partners have extensive careers in successfully managing and growing businesses, executing major transactions and consistently unlocking value. THE PARTNERS David Antaw Experienced COO, CFO and consultant with a career of proven commercial successes (Pioneer International, Energy Australia, Sydney Opera House) CPA & Fellow of CPA Australia, has a Bachelor of Business degree and a Master of Commerce Focus is on creating value-adding strategies and developing sustainable increases in cash flow Andy Lown Former Chief Executive at Tower Records, UK and consultant to a number of UK technology & entertainment start-ups, securing funding and identifying expansion strategies Conceived & executed key commercial development strategies for major visitor/tourist precincts, generating new and incremental revenue streams Innovative, change catalyst in commercial environments, particularly retail and e-commerce Simon Spellicy Significant international experience gained as MD, Senior VP and GM in roles in Asia, Europe, Middle East and the Pacific Primary focus has been in tourism, hospitality and service industries, including 6 years as GM- Tourism at Sydney Opera House Proven business turnaround, performance improvement and change management success in private and public sector 3

4 Sandwalk have significant experience working in cultural, arts, tourism & commercial organisations. OUR EXPERIENCE 4

5 CONTENTS 1. Visitor information centre trend 2. Case studies 3. Learnings 4. Visitor information network model 5. Curating web content for easy engagement 5

6 NATIONAL TREND IN VIC VISITATION * *Source: Graph from Blue Skies for Visitor Information Centres Southern Queensland Tourism Industry Conference (2012). 6

7 WHO IS VISITING? People who attend VICs tend to be older holiday makers, travelling as couples or families with children; 30% of holiday makers and 20% of VFR will go to a VIC during their visit; 44% of VIC visitors are from within the state; VIC visitors tend to be older couples or families (around 65% are 30+; 35% 55 or older); The primary reason for visit is general information (70%) or to collect a map (63%); Around 23% are looking for accommodation options. *Sources: VIC research published by Destination NSW, Tourism & Events Queensland and TRA. Detailed sources are listed in the Appendix. 7

8 HOW DO THEY ENGAGE? Top three features sought: Knowledgeable, professional staff, customer service; Unbiased and authoritative information; and Regional displays and stories. Use of Technology: Around 20% prefer a web or computer interface to a mobile tablet or app; Around 20% find mobile applications too difficult to use; Less than 10% used touch screen portals; 97% prefer to speak to a person rather than use a portal. Source: The Future of Visitor Centres in WA (2014) ; Blue Skies for Visitor Information Centres (2012). 8

9 HOW DO VIC S INFLUENCE VISITORS? 83% of those surveyed had participated in additional activities as a result of their visit to a VIC; 72% had increased the duration of their stay; 22% spent additional nights in the local area; 27% stayed overnight elsewhere in the state; Average extended overnight stays were for an additional 2.9 nights locally and 6.1 nights overall in the state; 59% stated that additional activity resulted in additional expenditure they hadn t planned; Unplanned spend averaged an additional $181 per adult, an 89% increase. 9

10 CONTENTS 1. Visitor information centre trend 2. Case studies 3. Learnings 4. Visitor information network model 5. Curating web content for easy engagement 10

11 RESEARCH Canberra and Region Visitor Centre, Canberra ACT. Dorrigo Rainforest Centre, Dorrigo NSW; Hunter Valley Visitor Centre; Sea Acres Rainforest Centre, Port Macquarie NSW; Southern Gateway Centre, Bulli Tops Snowy Region Visitor Centre, Jindabyne NSW; Wollongong ihub Melbourne Visitor Centre, Federation Square; Manchester Visitor Information Centre, Manchester; NYCGO, New York; Sydney Visitor Centre, The Rocks; Tourist Information Network, Cape Town;

12 CASE STUDY 1 NYCGO, NEW YORK CITY The centre is a futuristic attraction in itself and a great way to discover the nooks & crannies of NY nycgo.com Multiple high profile locations, flagship on 7 th Ave: - Times Square, China Town, City Hall, Macy s Herald Square. State- of-the-art facilities providing real time information. Integrated, design consistent, brochure wall featuring maps, pamphlets and discount coupons. Customised itineraries, selling tickets, tours, Broadway shows. Multilingual Information Specialists - 11 languages. NYC Official Visitor Guide and NYC Official Visitor Map. Internet access for users to browse nycgo.com, member websites with exclusive visitor centre only offers. 12

13 Choose your category, and matching destinations will be highlighted on the touch-screen tables. Save your selections to disc to create your own itinerary, print it, it or send it to your mobile device for your own portable, personalized tour route. Searchable, downloadable and mobile ready content at NYCGO

14 Multiple high profile locations, partnered and free-standing

15 CASE STUDY 2 - MANCHESTER Generally visitors want to talk to a member of the team despite all the technology. Jane Randal, Head of Visitor Economy, Visit Manchester. Key Objectives: To truly reflect the original modern essence of Manchester; Increased opportunity to showcase the tourism product of Manchester; Increase the products and location spread that can be accessed by visitors to increase economic impact; Increase the relevance of information to that day creating interest in what s going on that day/evening; Increase the ways that visitors can gain information; Services and products relevant to locals and visitors. 15

16 Combining clean design, accessible technology and expert staff

17 Merchandise is fully integrated, on message and design driven

18 MANCHESTER continued Impact of technology: Better visitor dispersal and less queuing; 58% of visitors discovered new places to visit through technology; 66% cited technology at VIC as a reason to visit again; 70% accessed information through a member of the team; 46% used the Surface Tables (32% independently, 14% assisted); 27% used a computer (18%, 9%); 13% Media Walls (10%, 3%). 18

19 CASE STUDY 3 - MELBOURNE Worlds best example of a centre that has invested in its staff and facilities to create an interactive and engaging delivery of information TTF maximising Sydney Visitor Economy Report 2013 Location is key - central presence in Federation Square supported by prominent signage - 40% uplift in visitation. Extensive multilingual services. Focus is personal face-face service - no digital devices: - Their research suggests visitors use digital (web) to research pretravel but want information face-to-face in market. Brochure take-up increasing - brochure selection carefully curated and presented. Developing partnerships with local businesses. 19

20 Service is centred on expert staff, with technology adding content

21 CONTENTS 1. Visitor information centre trend 2. Case studies 3. Learnings 4. Visitor information network model 5. Curating web content for easy engagement 21

22 LEARNINGS FROM CASE STUDIES Case studies and benchmarking show that the most successful visitor information centres have a number of common characteristics: They are visitor destinations in their own right; Clear and consistent branding across web, signage, displays; Highly visible, high traffic locations servicing locals and visitors; Contemporary Apple store design, adaptable fixtures and fittings; Traditional maps & brochures integrated with digital technology; Skilled, knowledgeable and multilingual staff with areas of specialisation, supported by volunteers; Focus on what s on today/tonight/right now; Ancillary revenue streams (retail, merchandise, licensing, F&B) key to underpinning core function. 22

23 LEARNINGS FROM RESEARCH Our research also shows common features of successful visitor information centres: A strong web-presence as first contact point; An integrated mix of onsite digital technologies (web-kiosks, digital signage, mobile apps) and traditional maps and brochures; Well informed and motivated staff providing a highly valued interface between customers and various information sources; Location is critical to engaging and providing an effective service to the largest available audience; Regional displays and stories offering a sample of what visitors can see and do. 23

24 CONTENTS 1. Visitor information centre trend 2. Case studies 3. Learnings 4. Visitor information network model 5. Curating web content for easy engagement 24

25 VISITOR INFORMATION NETWORK Learnings from current visitor trends, research and case studies suggest a network distribution model for delivery of visitor information across a region. Flagship An attraction in its own right, engaging & welcoming - a Beacon to the Region. High visitation, strong commercial performance, sufficient infrastructure to host a suite of services. Partner Local attractions and venues that are points of significant current visitation and have the resources and capability to deliver a broad suite of services while sustainably covering costs; Hub Locations with lower visitation/less commercial potential but important community sensitivities, offering a reduced suite of services at low cost; Express Small, potentially mobile centres, opened to meet seasonal or other event driven opportunities. Limited, focused offering, some with small but robust/short-term commercial potential. 25

26 FLAGSHIP VISITOR INFORMATION CENTRE Visitors seek must-visit information hubs and attractions in their own right [to] purchase quality local merchandise, experience friendly, professional service, visual and interactive displays * Beacon to the region. Sale of produce, goods and wine by local and regional designers, growers and producers. Talks, product launches, exhibitions and events. An integrated mix of digital traditional info, maps and brochures. Well informed and motivated staff to interface between customers and information. Selected information in languages of major international markets. Bundled experiences with local attractions and business partners. Trusted source of what s on for locals and visitors. Source: A way forward for Queensland VICs in a technology-friendly environment Tourism & Events Qld 26

27 BRANDING Leading visitor centres increasingly broaden services, content and branding to bring locals and visitors together VIC as a Community Hub and Beacon to the Region ; Know-all, serve-all model - trusted source of info for locals & visitors; Create an emotional link with locals (proud to be local); A portal for local businesses to curate & promote products & experiences. Leverage use of i icon to assist visitor recognition and engagement; Built around a consistent, design & colour palette; Recognisable and flexible enough for roll out across the network; Commercially leveragable for branded and licensed merchandise. 27

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30 FLAGSHIP VIC - 360º VISITOR ENGAGEMENT FRAMEWORK The flagship VIC becomes a place where the region s community, arts, lifestyle and tourism assets are showcased as compelling experiences for locals and visitors. Events Shows Synchronizes assets into integrated experiences underpinned by: History Art Regional Fare Capability Platform Web, digital, social Sales, marketing, promotion, ticketing Content curation, management, distrib Staff, Ambassadors, Dining Accom Retail Community Hub Sense of place Compelling must do destination Interactive/social Destination brand Collaborative partnerships with attractions to optimise: Value proposition Seamless integration Visitation Dwell time Conversion Yield Exhibitions Attractions Underpins sustainable commercial revenues 30

31 VISITOR INFORMATION - CONTENT DISTRIBUTION MODEL Content curated by the Flagship should be filtered to the other outlets to optimise engagement at each location, with information, experiences and offers relevant to adjacent attractions. FLAGSHIP OUTLETS Events Shows Partner History Art Capability Platform Dining Retail Content filtered to needs of each outlet Hub Regional Fare Accom Activities Tours Express 31

32 CENTRALISED MANAGEMENT FRAMEWORK The variable operating environment of each of the outlets will require a streamlined, centralised management framework for optimization. This will ensure consistency in: Content curation and presentation; Branding, messaging; Promotion, marketing and sales; Retail planning and inventory management; Licensing and merchandising; Schedule of integrated activities and events; Commercial revenue streams; Performance and ROI; Enhanced value to partners. 32

33 EXAMPLE CENTRALISED MANAGEMENT FRAMEWORK The centralised management framework will provide consistent design, curation, interpretation and delivery of relevant content, service and visitor experience across all channels. 33

34 ADVANTAGES OF THE NETWORK MODEL A networking model uses partnerships, collaboration, strong brand messaging and community engagement to help deliver the destination s marketing goals: leverages resources & infrastructure of existing high-visitation attractions and community locations; It avoids the investment required to establish a dedicated network of VICs; Unifies stakeholders and creates a sense of collaboration Ensures consistent, targeted, on-brand theming and messaging reaches all touch points across the region; Socialises and embed the destinational brand; It helps propagate marketing campaigns through all channels It provides a better and more coherent visitor journey 34

35 OUTCOME - A SEAMLESS, ENGAGING VISITOR JOURNEY The outcome will be a Visitor Information Network that creates a journey of increasing engagement from online, through arrival, to conversion and immersion in a range of compelling visitor experiences. Online On Arrival Transaction Point Immersive Experiences Retain Share Attract and Motivate Welcome and Orient Engage Convert Immerse Immerse & Dwell Recom -mend Return Low Engagement Each step on the journey increases the visitor s engagement High Engagement

36 CONTENTS 1. Visitor information centre trend 2. Case studies 3. Learnings 4. Visitor information network model 5. Curating web content for easy engagement 36

37 London and Copenhagen take the guess-work out, curating simple lists of must dos in several categories Visit Lex (US) focuses on core regional attractions visitcornwall.com is highly, & easily customisable

38 For Newtown (Sydney) the precinct s artistic, lifestyle & counter-culture cred are at the heart of the brand Visit Helsinki combines clean, image driven presentation, curated must-dos and simple customisation

39 REFERENCES AND FURTHER READING The future of visitor centres in WA Report commissioned by Tourism WA (2014); Blue Skies for Visitor Information Centres Theresa Phillips and Angela McNeill, presented at the Southern Queensland Tourism Industry Conference (2012); Maximising Sydney s visitor economy, Submission in response to the City of Sydney s draft Economic Development Strategy and Tourism and Retail Action Plan Tourism and Transport Forum (2013); The DMO Visitor Center of the Future Troy Thompson, presentation to e- tourism summit (2010); Visitor information centers & services in the digital age Roger Brooks (2014); The Impacts of Regional Visitor Information Centres on Visitor Behaviour in South Australia: Summary of Results Study undertaken by TRA and SATC (2011); A Way Forward for Queensland VICs Tourism and Events Queensland (2014); NYCGO.com, Annual Summary (2013);

40 VISITOR CENTRES VISITED, CONSULTED OR EXAMINED Canberra and Region Visitor Centre, Canberra ACT. Cape Town Visitor Information Network, South Africa; Changi Airport, Singapore; Dorrigo Rainforest Centre, Dorrigo NSW; Glasshouse Visitor Information Centre, Pt. Macquarie NSW Hunter Valley Visitor Centre, Cessnock NSW NYVCGO New York, US; Manchester Visitor Information Centre, Manchester, UK; Melbourne Visitor Information Centre, Federation Square, Melbourne Vic; Microsoft Visitor Information Centre, Seattle, US; Sea Acres Rainforest Centre, Port Macquarie NSW; Snowy Region Visitor Centre, Jindabyne NSW; Southern Gateway Centre, Bulli Tops NSW; Sydney Information Centre, The Rocks, Sydney NSW; Wollongong i-hub, Wollongong NSW;

41 CONTACT US David Antaw M: E: Andy Lown M: E: Simon Spellicy M: E: Sandwalk Partner Pty. Limited 2 MacDonald Street Paddington NSW 2021 Ideas Strategy Growth SANDWALKPARTNERS.COM