BUENOS AIRES CITY TOURISM PERFORMANCE. Juan Carlos Belloso 26 September 2017, Buenos Aires

Transcription

1 BUENOS AIRES CITY TOURISM PERFORMANCE Juan Carlos Belloso 26 September 2017, Buenos Aires

2 Content 1. Buenos Aires Tourism Trends 2. City Tourism Performance Research 3. Key Performance Areas selected 4. Other relevant performance areas identified 5. Showcase: Best Practice Examples 6. Conclusions

3 1. Buenos Aires Tourism Trends

4 Buenos Aires Tourism Trends - Tourism is one of the main drivers of the economic development of the City of Buenos Aires (6,4% contribution to GDP in 2014) - 10,8 million tourists 2016 (approximately 20% international) - The most visited city in South America (the most popular destination in South America - TripAdvisor 2016) and one of the 25 best tourist destinations in the world - # 1 in the Americas and # 17 worldwide in the International Congress and Convention Association (ICCA) ranking in 2016

5 Buenos Aires Tourism Trends Positive trend since 2016

6 Buenos Aires Tourism Trends Key marketing segments with high potential for growth - Cruise tourism (259,000 passengers 2016/17) - Luxury segment (high spending and economic impact) - Regional tourism (objective to position Buenos Aires as one of the most attractive and competitive cities in the region) - MICE Tourism (# 1 in the Americas and and # 17 worldwide in the ICCA ranking) - LGTB (the first urban destination chosen by this group in the region)

7 Buenos Aires Tourism Trends Key marketing segments with high potential for growth - Shopping tourism (Fashion, Arts, Design) - Health and wellness tourism (objective to position the city as a regional and international reference in this segment)

8 Buenos Aires Tourism Trends MICE New Convention Centre in Recoleta

9 2. City Tourism Performance Research

10 Key Performance Areas Analysed 1. Destination management 2. Economic Perspective 3. Social and Cultural Perspective 4. Environmental Perspective

11 3. Key Performance Areas Selected

12 Key Performance Areas Selected 1. Destination Management 2. Social and Cultural Perspective

13 1. Destination Management

14 1. Destination Management - Highlights Efficient DMO in place (ENTUR)

15 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Directorio Consultivo Advisory Board Ministry of Innovation, Modernization and Technology ENTUR Executive Direction Internal Audit Unit Technical, Administrative and Legal General Directorate Communication and Competitiveness of the Offer Tourist Promotion Market Intelligence and Observatory

16 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Innovative market intelligence and observatory

17 1. Destination Management - Highlights Innovative market intelligence and observatory

18 1. Destination Management - Highlights Innovative market intelligence and observatory

19 1. Destination Management - Highlights Innovative market intelligence and observatory

20 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy

21 1. Destination Management - Highlights Long term strategic vision and strategy ENTUR Strategic objectives Increase by 2019 the average travel expenditure per foreign tourist in CABA by 35% cumulative (average expenditure in current pesos). Positioning Buenos Aires in the next 4 years among the 10 most attractive cities in the world according to TripAdvisor rankings. Increase by 2019 the number of foreign tourist s arrivals to CABA. Increase the number of jobs in the tourism industry in CABA by 2019 by 10%.

22 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement

23 1. Destination Management - Highlights Active stakeholder engagement

24 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story

25 1. Destination Management - Highlights Consistent and attractive brand positioning and story

26 1. Destination Management - Highlights Consistent and attractive brand positioning and story

27 1. Destination Management - Highlights Consistent and attractive brand positioning and story BRAND STRATEGIC PILLARS 1. Intensity / Experience / Passion 2. Culture and Entertainment 3. Contrasts

28 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story Sound marketing and promotional strategy

29 1. Destination Management - Highlights Sound marketing and promotional strategy ENTUR Strategic Vision To be referents and leaders in the creation, management and execution of innovative plans and programs. Align to the strategies of the Ministry of Modernization, Innovation and Technology of the City, and the Ministry of Tourism of the Nation. Position Buenos Aires among the 10 most attractive and competitive cities in the world

30 1. Destination Management - Highlights Sound marketing and promotional strategy ENTUR Promotional objectives Duplicate growth of tourists Capture new markets Strengthen current markets Promote and disseminate the city's new offer by coordinating work with the private sector

31 1. Destination Management - Highlights Sound marketing and promotional strategy

32 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story Sound marketing and product development Use of digital platforms and technologies

33 1. Destination Management - Highlights Use of digital platforms and technologies

34 1. Destination Management - Highlights Use of digital platforms and technologies

35 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story Sound marketing and product development Use of digital platforms and technologies Tourist assistance and Tourist information centres (TICs)

36 1. Destination Management - Highlights Tourist assistance and Tourist information centres (TICs)

37 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story Sound marketing and product development Use of digital platforms and technologies Tourist assistance and Tourist information centres (TICs) Visitor satisfaction monitoring

38 1. Destination Management - Highlights Efficient DMO in place (ENTUR) Market intelligence and observatory Long term strategic vision and strategy Active stakeholder engagement Consistent and attractive brand positioning and story Sound marketing and product development Use of digital platforms and technologies Tourist assistance and Tourist information centres (TICs)

39 1. Destination Management - Highlights Performance measurement and monitoring Surveys, research and reports Monthly report of tourism indicators. Report on international markets (IPT). Annual report on MICE tourism Annual report on international congresses ICCA ENTUR BA Yearbook. Tourism projections by market. Bus Touristic survey Tourism reports by segment.

40 2. Social and Cultural Perspective

41 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions

42 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions

43 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions Increasing number of events of all kinds (national and international)

44 2. Social and Cultural Perspective - Highlights Increasing number of events of all kinds (national and international)

45 2. Social and Cultural Perspective - Highlights Increasing number of events of all kinds (national and international)

46 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions Increasing number of events of all kinds (national and international) Community engagement initiatives

47 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions Increasing number of events of all kinds (national and international) Community engagement initiatives Accessible tourism strategies

48 2. Social and Cultural Perspective - Highlights Accessible tourism strategies

49 2. Social and Cultural Perspective - Highlights Accessible tourism strategies

50 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions Increasing number of events of all kinds (national and international) Community engagement initiatives Accessible tourism strategies Strategies to improve safety and security

51 2. Social and Cultural Perspective - Highlights Wide and attractive offer of cultural resources / attractions Increasing number of events of all kinds (national and international) Community engagement initiatives Accessible tourism strategies Strategies to improve safety and security Authenticity as a way to keep differentiation and relevance

52 3. Other relevant performance areas identified

53 Sustainable Construction program Environmental Protection Agency - Responsible for environmental sustainability issues - Developing an environmental quality index', made of 12 different indicators, and aspects such as the monitoring of water quality and the survey of contaminated sites in the city (odours, noise, pollution, etc.) - Generates certificates of environmental impact attitude - Some initiatives A Climate Change Plan (updated last year with 2030 vision). Contingency plans. Environmental sustainability A Biodiversity Plan (north and south coast) Producción más limpia (P+L) program

54 Environmental sustainability Cycle paths and public green spaces

55 Connectivity and Mobility

56 Technology and new business models - Smart City initiatives Internet connectedness Open data Government services Public transport

57 4. Showcase: Best Practice Examples

58 Showcase: Best Practice Examples 1. Mi BArrio Project 2. Big Data Project

59 Mi BArrio Project

60 Mi BArrio Project A project developed by ENTUR in collaboration with Universidad Austral and other local and international experts Type of project: x-ray of the districts of Buenos Aires through the eyes of the neighbours. Objective: capture each neighbourhood s identity, so as to redesign and revalue touristic routes and identify new opportunities

61 Specific objectives: Mi BArrio Project Understand and describe the identity of the studied neighbourhoods from the citizens and referents perspective Obtain information that permits the generation of original proposals with a differential value in each neighbourhood Redirect the touristic flow to cold areas, enabling new commercial businesses and decongesting overexploited areas

62 Mi BArrio Project

63 Mi BArrio Project

64 Mi BArrio Project

65 Mi BArrio Project

66 Mi BArrio Project

67 Mi BArrio Project Matadero s Project Plan

68 Big Data Project The first city of South America with own development of a bigdata tool applied to tourism Currently in an advanced stage of the development. The platform of tourist indicators will provide a wealth of information for strategic decision making and tourism management

69 Big Data Project

70 6. Conclusions

71 - High contribution to Buenos Aires GDP - Most visited city in South America - Steady growth since 2016 Conclusions - Leading some key segments in the region (Cruise tourism, MICE, LGTB, Shopping, Health and Wellness, other) - Destination Management and Social and Cultural key performance areas - Consistent destination mid / long term strategy - Differentiated brand positioning and sound marketing and promotional strategy

72 - Innovative market intelligence (Big data) - Use of digital and social media platforms and technologies - Authenticity and culture as a way to differentiate - Community engagement initiatives (i.e. Mi Barrio / Vamos los Barrios ) - Initiatives to improve connectivity and mobility, safety and security and environmental sustainability - Smart city initiatives in place Conclusions

73 Thank you