WAVA CONFERENCE 22 OCTOBER 2012

DAN-YR-OGOF CAVES

• Why WAVA needs to be re-established, and how the RTPs can help?

• Visit Wales - Our contribution to a successful WAVA.

• A review of the 2012 season. • Looking forward to 2013? Facts and figures on

Welsh tourism, and how the attractions industry fits into this picture.

WHY WAVA NEEDS TO BE RE-ESTABLISHED, AND HOW THE RTPS

CAN HELP?

Wales Attractions Characteristics:

• Location

• Constant Improvement

• Quality

• Promotion

• Footfall

LOCATION, LOCATION, LOCATION

Conrad Hilton: “You need three things for a successful business - location, location, location.”

Wales Attractions: Peripheral, Rural, and Surrounded by sea

CONSTANT IMPROVEMENT

Adrian Barsby: “There are no quick fixes in an economic downturn. But it’s still possible for tourism businesses to succeed if they commit to constant improvement.”

Wales Attractions: Slow Reinvestment

REFLECT ON WINNERS AND LOSERS 2012

• On par

• -5%

• -10%

• -15%

• More than 15% down

• Who was up and why?

QUALITY, QUALITY, QUALITY

Adrian Barsby: “A homage to the quote from Conrad Hilton ie “You need three things for a successful business - location, location, location.” But it seems to me that quality is even more important, especially in difficult times.”

Wales Attractions: Product? People?

PROMOTION

•Fragmented?

•Agreed Marketing Framework?

•Sufficient exposure for Attractions v landscape?

•Strong strategic PR function?

•Sufficient emphasis on Big Tickets / Icons?

•Too many marketing areas?

•Have we the right Marketing Mix?

•Traditional v new media.

FOOTFALL, FOOTFALL, FOOTFALL

WAVA has been dormant for a number of years. So why call a meeting now?

Because Footfall is down – what can be done to redress Footfall?

Address Location, Constant Improvement, Quality, Promotion, Footfall

BENEFITS OF RE-ESTABLISHING WAVA

• To address the issues of Location, Constant Improvement, Quality, Promotion, Footfall

• Get organised• The common thread here is that attractions, at the heart

of these structures are all suffering.• A more focussed unambiguous message for attractions• A united group of attractions would provide a voice for

the sector and wider industry • Pool funds and resources to appoint a secretariat to

serve the attractions

WHAT COULD THE NATIONAL ASSOCIATION ACHIEVE?

• Better communication (public/private and internal)• A secretariat to manage administrative procedures• Clarity of attractions role and needs• Coordination of funding and efforts• Better dispersal of visitors• Develop tools such as an attractions pass?• A shared customer database• Trade body to represent attraction stakeholders to

strategically influence• Improved business performance• Engage in destination management planning

BEING PROACTIVE IN PROMOTION

• A challenge in the context of Visit Wales operating on a reduced budget

• Provide more support for consortia and fund marketing activities over the border

• Activities such as familiarisation visits (trade bodies and press experiencing attractions first hand) would improve information dissemination and profile

• Better understanding of the markets, residents, staying visitors, day visitors

• Improving Wales' competitiveness in the market place

FUNDAMENTAL REASONS

• Accelerate reinvestment – achieve constant improvement

• Benchmark standards with other attractions• Quality standards should be the concern of

individual attractions and staff • Training could be an area of focus but uptake is

traditionally low• Improving communication • Increase visitor numbers overall• Increase member attractions footfall

HOW THE RTPS CAN HELP?

• Current Activity

• Future Activity

TOURISM PARTNERSHIP NORTH WALES

•Research activity - Consortium Review by Moffat Centre, Attractions’ Consumer Research

• Attractions Learning Journeys - NE England, South Wales, Belfast/ NI

•Reduce marketing – effective / reducing marketing costs for attractions

•Place stronger emphasis on publicising North Wales Big Tickets - To secure day visitors to the larger attractions in North Wales

•Fund Great Days Out aggregate print run and distribution over the border

•Strategic PR through consortia eg Attractions of Snowdonia - Webber Shandwick

•Attractions North Wales consortia meeting every 4 months - Best Practice

•Web site http://www.attractionsnorthwales.co.uk sourcing 200k unique visits pa

•Destination Management Partnerships – improving the overall visitor experience

•Push for QR coding on attractions leaflets

•Push for online ticketing and evaluating Web Ticket Manager software system.

•Promoting WiFi at attractions.

TOURISM PARTNERSHIP MID WALES

•Currently  support for attractions in Mid Wales takes place as part of TPMW and its partners programmes for  support for businesses, currently this includes:  •Skills support via Medrwn and  other partners•Marketing ( esp. development of new media and online marketing)• Free Press and PR opportunities via TPMW contracts•Grant support for  business development, IT and interpretation,  environmental efficiency.•Developing a better locally sourced food offer (  Attractions to be focussed on under this year’s MWLFT Programme)•General support and  communication via TPMWs Industry Communication Network  contract with MWT•Attractions are part of all the Destination  Development and Community Programmes  and Initiatives on going throughout the region.

CAPITAL REGION

•Support is mainly channeled through Southern Wales Attractions Partnership (SWAP) •SWAP includes public, private and voluntary attractions – membership currently 65 •Financial support from CRT directed towards secretariat; professionalization; visitor research; development of gardens product •SWAP now integrating with Southern Wales campaign and administration •Information on special events held at attractions distributed through www.southernwalesevents.co.uk •All attractions can access CRT Skills support •SWAP and Cardiff Bay Partnership represent the sector on South East Wales Tourism Forum (with channel through to WTA) •Attraction-specific research e.g. case study and ‘toolkit’ on improving catering offer at attractions

SOUTH WEST WALES TOURISM PARTNERSHIP

VISITOR FIGURES 2011GBTS figures for overnight trips to the 4 regions are: 

• North  3.419 million

• Mid    1.433 million

• SW     2.243 million

• SE    2.452 million

 

Day Visits 2011 (from GB Day Visits Survey): 

• North    26 million 3.7 million Overall visits Attractions

• Mid        10 million 1.7 million by region 2011 - VW

• SW        21 million 4.7 million

• SE         43 million 5.8 million

LOOKING FORWARD TO 2013

• On par

• -5%

• -10%

• -15%

• More than 15% down

• Who will be up and why?

Potential Lessons for NW Attractions Consortia

Best Practice Demonstrated through Application to NW Consortia

Communication Staying in touch with other consortiaBuilding formal communications mechanisms

Communication with (and understanding the shared aims of) existing attractions consortia to develop a common language towards greater pan regional partnership activities.

Shared responsibility Seek out mutually beneficial projectsSeek out economies of scaleMarket each others products and services

Active joint marketing of attractions promotions and product. Efficiencies can be achieved in membership fees which may be lowered as a result of combining resources throughout attractions.

Commitment Build a collaborative spirit and spread responsibility for making it workCommitment from above is crucial. Where support comes from is important

Focus on the top 5 positive pan-regional common purposes and develop these (take focus away from what cannot be done and turn towards what can be).

Organisation Clarity concerning ‘who does what’Consider an umbrella or coordinating structureMaintain a narrow focus on what your organisation does wellWork with consortia not individual attractions

A forum could be tabled to narrow the focus of a pan-regional initiative with clearly designated responsibilities. Centralise governance of the consortia perhaps through the appointment of a secretariat to support one main consortium, or all existing consortia. Communicate any message of change through existing consortia and the public sector and set the scene for change.

Potential Lessons for NW Attractions Consortia

Best Practice Demonstrated through Application to NW Consortia

Finances Refocus funding Determine who has the funding and who is most likely to do the work (these are not necessarily the same organisations)

Centralise administration of the consortium and identify change leaders to channel funds wisely.

Print V Web Based Marketing• Both crucial to remain competitive and have broad audience appeal (each

attracts a response)• Some success from initiatives such as Ten Top’s Cheque Book system• Attractions pass scheme tentatively raises some interest (proceed with

consultation)• Explanation of infrastructure could come from experts in this field• Members could pay a subscription according to visitation or location

Print V Web Based Marketing• The sheer volume and variety of consortia leaflets and marketing

materials is likely to confuse visitors.• Take care not to dilute the offer of individual attractions but…• Raise the region’s profile• Agree and pilot an infrastructure (benefits to free attractions include

expenditure on retail and food and increased profile)• More focus on television campaigns

TPNW Websites Unique Visitor Targets 2009/2012 -