A Strategy for VisitArran

Transcription

1 A Strategy for VisitArran

2 Summary VisitArran is recognised as the key business association on the Isle of Arran, situated just off Scotland s West Coast. The company was established as a destination management organisation (DMO) in 2007, and operates on a business-to-business level from an office located within the Visitor Information Centre in Brodick. VisitArran is a private limited company, and is run by eight voluntary Directors (the Board). Day-to-day management is conducted by an Executive Director who is employed by the company. Each Director represents varying aspects of the Arran business community, eg retail, accommodation, production, food, services, land and enviornmental management, attraction and activity. VisitArran s key objectives, and as a result, this Strategy, will tie in with Scottish Tourism Alliance Tourism , VisitScotland s Tourism Development Plan 2, and Ayrshire & Arran Tourism Strategy 2012/17. 3 As well as having representation at a strategic level with key stakeholders (North Ayrshire Council, national bodies, LEC etc), VisitArran delivers marketing opportunities, advice and support to all partner or participating businesses (PBs) in return for a voluntary contribution based on turnover. These private contributions cover core operating costs. In addition, we have received funding in the past from several public agencies to support our marketing strategy. Our future success in delivering our objectives depends upon us maintaining and developing this Private/Public funding model. VisitArran operates as a conduit to bring different agencies together for the benefit of the island as a whole. The organisation needs to maintain and sustain development to ensure that the Isle of Arran meets the demands of the 21C visitor, thereby supporting our fragile island economy. 1 Scottish Tourism Alliance, Tourism Scotland 2020: The Future of the Industry in Our Hands (2012) 2 VisitScotland, Tourism Development Plan: Delivering the Visitor Economy(2013) 3 Ayrshire & Arran 2012/17 Tourism Strategy (2012) 2

3 Contents Summary 2 Introduction 4 Where is VisitArran Now? 5 Marketing 6 Visitor information 7 Strategic Awareness 7 Infrastructure 7 Where is VisitArran Journey Going? 11 Key Performance Indicators 12 How Will VisitArran Get There? 14 Finance 14 Partner Contributions 15 Generated Income 16 Measurement 17 Conclusion 20 3

4 Introduction Arran is widely recognised as Scotland in Miniature. Everything that mainland Scotland has to offer can be seen on Arran scenic beauty, flora, fauna, excellent produce, community spirit. Arran offers every visitor the opportunity to enjoy island time in no time the brand tagline. VisitArran endorses and promotes all that Arran has to offer. The visitor demograph indicates that 55% of visitors to Arran come from Scotland, 36% from rest of UK and 9% international; of these visitors over 70% are aged 45yrs + 4. Scottish Tourism Economic Activity Monitor (STEAM) data suggests that tourism had an economic impact of 38.28m in 2012, with over 228,000 visitors (NB - STEAM data was disputed as being overly high by VisitArran Board in July 2013). VisitScotland statistics for Ayrshire & Arran indicate that 780,000 visitors came to Ayrshire & Arran in 2011, spending 207m. There is no updated area data available at time of print. One of VisitArran s key aims is to market the island collectively, enhancing the visitor offering to provide a great experience for island visitors. We want tourism on Arran to excel, bringing visitors who will love Arran and return time after time, growing the tourism generated economy year on year to 45m by Our cohesive approach will improve income at a higher rate than other destinations in Scotland and the UK and will move Arran towards becoming an all year round world class destination. In order to do this VisitArran needs to continue to develop, improving the customer journey, and working collectively for the benefit of the island economy. This will require sustainability for VisitArran and commitment from all involved. Delivery of this strategy will identify how the VisitArran Board will ensure the development of VisitArran over the next 5 years until VisitArran Ferry Desk Survey 2013; voluntary exit poll of 21 questions 4

5 Where is VisitArran Now? As at Jan 2014, VisitArran has 145 participating businesses (PBs) from all sectors of the tourism industry accommodation, retail, food & drink, produce, haulage, attraction, activity, and service providers. Each business contributes to the running costs of the organisation, related to business turnover. Local community organisations are also involved. Electronic communications are sent out regularly to PBs, covering various aspects and development within the tourism industry. This is also recognised as a good way to share infrastructure developments and suchlike. Scottish Tourism Alliance (STA) is the national organisation run by the tourism industry for the tourism industry and VisitArran is a member of the STA, working to meet the aims of the Tourism2020 document STA produced in VisitScotland (VS) is a national, government funded organisation that markets Scotland both home and abroad the National Tourism Development Plan was developed to assist delivery of the STA s Toursim2020 Strategy. VisitArran works closely with VisitScotland, and has been involved in consultations on specific agendas. The Ayrshire & Arran Tourism Team (AATT) is a pan-ayrshire organisation set up for an initial five years (from 2012) by the Ayrshire & Arran Tourism Leadership Group (TLG), to deliver the Ayrshire & Arran Tourism Strategy, concentrating on development of service within the sector. VisitArran again works alongside the AATT, to develop and enhance the visitor experience. VisitArran has representation on the TLG. In short each organisation compliments the other: Scottish Tourism Alliance VisitScotland VisitArran Ayrshire & Arran Tourism Team 5

6 The VisitArran PBs recognise that we can achieve more by working together than we can independently, and all agree to operate in line with a Code of Conduct: VisitArran Code of Conduct All VisitArran partners will: 1. Adopt and apply the agreed brand values for the destination 2. Work together in an open and ethical way with true spirit of partnership in order to maximise the benefits to the destination 3. Ensure all marketing and PR communications for the destination will be positive and consistently delivered in line with the brand values 4. Maximise the PR opportunity for the area through delivery of a good quality experience which meets and exceeds customer expectations assisting in developing the potential for repeat visits and recommendations 5. Commit to significant new detailed market research and the sharing of information on consumers and trends in order to better inform decisions 6. Support staff development improving knowledge of the destination and providing better customer service as a result 7. Ensure appropriate balance between commercial business and wider Arran community 8. Maximise any opportunity to cross refer business whilst being respectful of the fact that individual businesses have commercial sensitivities 9. Primarily discuss any issues associated with destination management within VisitArran rather than being aired to the business and wider community 10. Support the development of VisitArran by being Ambassadors for the Partnership Marketing Additional funding was sourced in 2012 for Destination Marketing from VisitScotland s Growth Fund and Argyll & Isles LEADER programme. Along with VisitArran s contribution, this enabled VisitArran to deliver a 120K marketing campaign in 2012/13. The project was put out to tender and R//evolution Marketing was subsequently appointed in June Campaign delivery was successful and innovative, exceeding all targets set by funders. However, whilst the campaign does maintain some legacy, this funding stream is now completed. 6

7 Visitor Information A free Visitor Guide magazine is produced by VisitArran annually. This A5 72pp booklet is recognised as the key visitor information guide for Arran. Since 2013 production of this magazine was has been completed out-of-house. The Visitor Guide had to be reprinted in Autumn 2013 over 40,000 copies were distributed through events, ferry information desk, PBs and other promotions. Advertising space is sold in the booklet to cover printing and production costs, and PBs can advertise at a highly discounted rate. An information desk on MV Caledonian Isles is operated by VisitArran. PBs can provide leaflets and information that is display-racked by VisitArran staff. Additionally, VisitArran PBs can man the ferry desk to promote their own businesses, and can choose to advertise on the ferry poster sites at a reduced rate. Visitor information is also provided via the website, with pages dedicated to accommodation, activities, retail, what s on etc. Social media has proved popular with visitors, with VisitArran responding to any queries directly. Strategic Awareness With such a wide variation of partner businesses involved, VisitArran is considered to be the economic voice of the island, and as such the Board is able to have representation at a high level within local and national bodies. These include VisitScotland, LEADER, CalMac, North Ayrshire Council and Ayrshire & Arran Tourism Team, among others. All contribute greatly to the development of the tourism sector within their geographical remit areas, and by default, Arran. This involvement enables greater consultation over infrastructure developments that will support the rural economy of the island, as outlined below. Infrastructure Transport Arran is accessible by two ferries the main route being Ardrossan Brodick, and a smaller vessel operating between Lochranza and Kintyre. Trains from Glasgow Central Station operate hourly to Ardrossan Harbour, stopping at various stations en route. Bus services on the island are operated by Stagecoach, and tie in with ferry times. This 7

8 ensures visitors can travel directly to their destination by public transport weather permitting. Ferry Travel Ferry transport to the island is operated by Caledonian MacBrayne, and has greatly improved over the years, with additional sailings in summer months. This has come about primarily through CalMac consultation with the Arran Ferry Committee, which has representation from various sectors on the island including VisitArran. It is recognised that the existing pier is no longer fit-for-purpose; a new harbour will be developed by Caledonian Maritime Assets Limited (CMAL) at Brodick, commencing Winter 2014/15. Ardrossan can be difficult to access in rough weather, and a port of refuge may be sought by CalMac at Gourock. Consideration of the berthing issues at Ardrossan will be taken into account when any new vessels are commissioned for the route. VisitArran Board has been, and will continue to be, involved in these discussions. Bus VisitArran has engaged in discussions with Stagecoach as the island s bus company, and also with Strathclyde Partnership for Transport with regards to providing bike buses which would ease congestion on Arran s already busy roads. Further consultation has taken place regarding bus size and timetabling. Rail/Air Arran has no train lines, but the train links between Glasgow and Ardrossan Harbour are well used and offer excellent access to Arran. VisitArran has discussed linking in train times with additional summer sailings but the decision on this matter will be made by Transport Scotland. Similarly, Arran has no airport. This is something that the Board may consider a potential asset to Arran s infrastructure. Maritime Watersports and maritime have huge economic potential for Arran. However, much of this is dependent on step-ashore facilities being available. Currently ports surrounding the Isle of Arran, both on Kintyre and in Ayrshire have facilities to allow sailors to berth at pier or pontoon. Lochranza is the only village on Arran which has a step-ashore pontoon, and VisitArran has been working with North Ayrshire Council and other agencies on feasibility of further development. Around the island, there may be options of moorings and pontoons. 8

9 The aforementioned new harbour development at Brodick will be managed by CMAL (Caledonian Maritime Assets Ltd), and this may offer opportunity for the installation of a pontoon space that could lead to Brodick offering step-ashore facilities, although funds for such need to be established. VisitArran has been involved in discussions on this matter alongside NAC and CMAL. Roads Arran s roads are in a poor state of repair. Visitors comment frequently, and there is concern that the negative media attention does long-term damage to the island s tourism economy. VisitArran sees long-term investment from statutory partners as being essential to improve road infrastructure. However, during 2013, and early in 2014 there were road closures undertaken for essential repairs, causing distress to the economy of the areas concerns, and to the island as a whole. Following discussions with VisitArran fuller consultation is now conducted with the business community by North Ayrshire Council prior to any roadwork planning. Environment & Interpretation Arran s natural beauty is what draws people to the island each year. It is vital that the island is cared for and any development is made does not detract from the island s scenic charm. Interpretation and signage on Arran is non-uniform, with each statutory agency operating their own branding, and many routes/paths not being signed at all. VisitArran considers this to be of negative impact to the island, and is working with various agencies to develop an interpretation and accessibility strategy that can be implemented for the benefit of all. Since 2011, the Arran Trust has been developed as the island s visitor gifting scheme. Community groups and businesses can apply to the Arran Trust for part-funding for projects that support the sustainability of Arran. For example, path building, species reintroduction, access to heritage projects etc: Arran Trust A registered charity, the Arran Trust is a stand-alone business. However, due to the nature of the visitor and business engagement, and also because the administration of the charity is conducted by VisitArran personnel, the two are inextricably linked. Argyll & Isles LEADER funded visitor gifting development in 2012/13. Through this funding stream, a new website was created for Arran Trust, along with marketing materials and in addition a short-term job was created until Dec The project 9

10 is overseen by seven voluntary Trustees, and day-today management is conducted by VisitArran s Executive Director. Income from the Arran Trust is generated through a variety of ways. Some businesses operate an optional surcharge on bed nights, whilst others have collecting cans. Product sponsorship is also increasing, raising awareness of the Trust, whilst generating income. All of the above has been achieved through careful use, and enhancement of, existing resources, not least of which is the voluntary work of the Board of Directors. 10

11 Where is the VisitArran Journey Going? The next few years are extremely exciting for Scotland encompasses not only Homecoming, the culmination of VisitScotland s previous themed years, but also Glasgow 2014, Ryder Cup and the referendum vote. The eyes of the world will be on Scotland and VisitArran will aim to capitalise on this and other themed years. A new programme of focus years was launched by VisitScotland in These will be: 2014 Year of Homecoming 2015 Year of Scotland s Food and Drink 2016 Year of Innovation, Architecture and Design 2017 Year of History, Heritage and Archaeology 2018 Year of Young People VisitArran requires to maintain and build upon the momentum attained through the Destination Marketing campaign, and determine progress of the marketing of Arran as a quality destination. VisitArran will look at embracing these themed years, promoting Arran s famous food & drink produce, the island history and environment, and activities and attractions for young people to enjoy. Sustainability is key for VisitArran s continuation and development. The organisation requires to ensure the legacy created and built upon since 2007 continues. In order to attain full potential, VisitArran will require to maximise appropriate marketing opportunities, without threat to existing delivery. The work of the VisitArran is based upon five strategic objectives: Visitors: VisitArran encourages all partners to provide a high quality experience for visitors to Arran. Industry: VisitArran promotes collaborative and partnership working to develop excellent services in line with Tourism , 5 Scottish Tourism Alliance, Tourism Scotland 2020: The Future of the Industry in Our Hands (2012) 11

12 respecting the needs of the community and environment both now and in the future. Community: VisitArran involves the community in tourism / destination planning and activities by working with appropriate local organisations Environment: VisitArran ensures that tourism is managed in order to minimise any negative impact and where possible to achieve a positive effect on the environment Public Sector: VisitArran aims to convince public sector groups to support our drive for growth In short, we will work with partners to improve customer service and delivery of experiences that meet needs of the 21C visitor, in accordance with VisitArran principles, the key performance indicators noted below and other strategies aforementioned. Key Performance Indicators Each strand of the business will have equal importance and from this, an Action Plan that the Board will work to has been formed. Within the Action Plan, all KPIs are noted. These will tie in with local and national tourism guidelines as previously noted. For the next five years VisitArran s KPIs will be: Customer Satisfaction: Maintaining overall customer satisfaction at 98%+, ensuring that visitors will return or recommend Arran as a destination. Organisational Effectiveness Increase tourism revenue at 5% above previous level Maintain public/private sector funding at <1:1 ratio Develop Arran Trust to ensure sustainability for the core work of both Arran Trust and VisitArran Measurement and Control Identify and promote best practice for collation and analysis of baseline and segment data. Develop systems for collection and analysis of visitor feedback Improve Service Offering and Delivery Deliver/facilitate bespoke Arran training programme for frontline staff and management. 12

13 Facilitate inter and intra agency working between sectors Promote importance of, and encourage use of, local products and services Improve Infrastructure Support local infrastructure groups to implement and identify agreed priorities, eg Coastal Way, bike paths, potential public transport initiatives etc. Ensure all VA policies are recognised, aligned with and supported by Public Sector partners. Continue to develop Arran Trust to support environmental infrastructure improvements and access. Support development of maritime facilities on Arran, specifically step-ashore. Work with partners to develop and improve island-wide interpretation and signage. Marketing Implement a marketing strategy that takes account of changing marketing environments. Maximise use of social media for visitor information & engagement. Work alongside, and build partnerships with, key agencies to support joint marketing of Arran as a destination. Encourage development of product packages Promote and encourage local events for visitors Support development of golf product on Arran 13

14 How Will VisitArran Get There? VisitArran currently has limited resources. There is a need to increase the sustainability and effectiveness of the company of the next four years. Finance currently comes from all the participating businesses, each donating an annual discretionary contribution dependent on turnover. VisitArran has delivered great value for the public funds invested in the organisation but these are likely to be harder to secure during the period of this Strategy. In 2013, public: private funding ratio was 1:1, utilising and concluding existing funding streams from LEADER and VS Growth Fund. It is important therefore that VisitArran develops sustainability to ensure delivery of the company continues to the benefit of all stakeholders. Finance Currently there are three sources of funding: PB contributions Magazine advertising Public Sector funding support for specific projects It is anticipated that VisitArran requires to increase annual generated income and utilise opportunities for doing so as follows: 2014 PB Contributions 50K Generated income 5K Arran Trust running costs 5K Total VA income 60K Aspirational match funding 50K 2015 PB contributions 53K Generated Income 5K Arran Trust running costs 5K Total VA income 63K Aspirational match funding 53K 14

15 2016 PB contributions 56K Generated Income 6K Arran Trust running costs 6K Total VA Income 68K Aspirational match funding 56K 2017 PB contributions 58K Generated Income 7K Arran Trust running costs 7K Total VA income 80K Aspirational match funding 58K 2018 PB Contributions 60K Generated Income 8K Arran Trust running costs 7K Total VA Income 75K Aspirational match funding 60K 2019 PB Contributions 62K Generated Income 9K Arran Trust running costs 8K Total VA Income 78K Aspirational match funding 62K 2020 PB contributions 65K Generated income 10K Arran Trust running costs 8K Total VA income 83K Aspirational match funding 65K PB Contributions Currently partner businesses contribute 0.3% of turnover to VisitArran, with a minimum commitment of 230 per annum. It is proposed that this can be added to by charging a minimal website listing fee for additional businesses. This would generate additional funds, whilst still allowing the key business to have their original listing as before. In addition, an increase in partner businesses will increase revenue. Business participation has increased from 90 in 2012, to 140+ in April It would be hoped to engage more service operators, including trades, who in turn would have services recommended by their VA partners. 15

16 Generated Income There are several strands to this eg training, magazine and services offered: In-house Training Customer care is vital and whilst the Ayrshire & Arran Tourism Team will be delivering Ayrshire Smiles, there may be opportunity for VisitArran to deliver a bespoke course specific to the Arran Welcome. On the basis of 50 partner business each contributing 20 to such a scheme, this would generate 1K+ per annum, assuming that staff turnover. This does not take account of businesses that may wish additional staff to be trained. Teamwork is essential if the Arran tourism industry is to meet the targets of Tourism2020. Workshops can be tailored to suit business need, and vary in cost, whilst still allowing businesses local access to support, at a reasonable rate. An example might be a 10 charge per head for a teamwork setting with 6 staff, for a two hour basic teamwork approach. Analytics are an important part of any business. More than 56% of holidays are now booked through internet. 6 Many island businesses are unaware of significance of analytics and how they can be used for development. Charges could be 20 per business for a workshop of 6 businesses. In all cases, funding support for businesses may be available from Business Gateway. Cost to VisitArran: Staff time; resources; room hire if required; appropriate public indemnity insurance. Out-sourced Training VisitArran could also deliver training through a third party, which would reduce costs to the company, but may not offer same engagement. In addition, third parties may not wish to have their services offered by VA when they could do so themselves Cost to VisitArran: Trainer fees as appropriate; room hire Agency Training By recommending specific training agencies for additional courses, VisitArran would access commission fees. Cost to VisitArran: Staff time in sourcing 6 VisitScotland: Public Perceptions of Social Media, Jan

17 Magazine The Visitor Guide is a potential source of revenue. Currently the 68pp booklet generates 16K in advertising revenue and meets production costs. As the magazine is so popular and is recognised as the key visitor guide for Arran, it is felt this revenue could be increased to 20K+ with a more dynamic approach to selling advertising. In addition, the guide is given freely. If a nominal charge of 50p was incurred this would reduce number of magazines printed, and so reduce costs whilst generating income. However, the appeal of the information for advertisers is may be that the information is freely issued, resulting in greater readership. Potential also for a joint publication with other local publications and/or VisitScotland. Cost to VisitArran: Staff time; possible drop in advertising revenue. Consultancy Services Over and above the remit of the company, VisitArran provides business support in a variety of additional fields marketing, website, event management etc. If the company is to develop then it may be appropriate to charge for these services accordingly. Cost to VisitArran: Staff time; staff training in specifics Sponsorship VisitArran will invite sponsorship from partner agencies for specific events, meetings and/or exhibitions. Cost to VisitArran: Staff time Business Tourism Development VisitArran will engage in development and delivery of business tourism opportunities for the island. This area has as yet never been considered and could offer huge economic potential for the island economy. Cost to VisitArran: Staff time; additional support resource Customer Satisfaction Measurement The previously used STEAM data has now been replaced with a new value and volume tourism research programme system DREAM. The first analysis of this will be available in Spring 2014, and will be ongoing. Any increases in visitor numbers will be evidenced in this way. 17

18 VisitArran will: Improve use of ferry desk facilities, to maximise resources with limited output from the company. Use qualitative analysis to improve service offering for visitors. Develop electronic resources to assist with information and surveys to offer enhanced delivery and ensure sustainability of the service all year round. Organisational Effectiveness VisitArran will: Engage with local businesses to build increase in tourism-generated revenue to 46m by 2020 in line with local and national strategies. Liaise with, and develop partnerships between local businesses and community groups. Use KPIs to measure progress and develop action plans accordingly. Maintain and increase the number of VisitArran participating businesses year on year. Record meetings and maintain reports as required. Improve Service Offering and Delivery VisitArran will: Deliver an Arran specific customer service training programme to PB staff as required. Continue to develop links both between and within different sectors of the industry, promoting use of Arran produce as best practice at all times. Work towards delivering product to tie in with the themed years aforementioned, and encourage all PBs to do likewise. Support and promote events run by community groups and social enterprise. Improve Infrastructure VisitArran will: Participate at a high level in decisions that affect the Arran community s economy both directly and indirectly. This may be with both local and national agencies, including Public Sector. Support growth and development of Arran Trust as a separate business alongside VisitArran, supporting the fragile environmental infrastructure of Arran. Take account of new initiatives that will offer opportunity to develop maritime and step-ashore facilities, specifically the new Brodick Harbour, but also island wide. Engage with local and national stakeholders to identify appropriate signage and interpretation for Arran. Continue to support local community groups for infrastructure developments that will support the island economy 18

19 Marketing VisitArran will: Promote the Arran brand as a mark of quality at all times. Attract a younger profile visitor to Arran. Deliver marketing in accordance with current marketing trends, including social media, emarketing, exhibitions, radio campaigns, guerilla marketing, etc. Support and encourage development of product packages between partners both on and off island. Offer a platform for local and visiting groups, promoting events. Support development of new events and funding streams that may assist. Support development of golf product on Arran, working with and encourage golf clubs to liaise with local businesses and vice versa. Realise the potential for mobile version of Arran app, as and when broadband width is adequately sufficient. 19

20 Conclusion VisitArran will implement this Strategy and continue to be the key business association for Arran, drawing together businesses both directly and indirectly related to tourism. We will support inter and intra agency working to meet the needs of the 21C visitor and develop promotion of Arran as a world class destination. VisitArran will encourage and promote events on Arran through all forms of media, to ensure that visitors have an enhanced experience when they visit our island. We will maintain and develop links with community organisations and ensure that any progress is made to the economic benefit of the island as a whole, whilst protecting and preserving Arran s natural assets through the continued growth of the Arran Trust. Our local welcome will be extended to promotion of local produce on menus, and in venues ensuring continuity of the Arran brand throughout. This is all achievable with the continued commitment from all stakeholders involved. 20