CORK TOURISM STRATEGY 2016 VISITCORK

Growing tourism in Cork a collective strategy

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CORK TOURISM STRATEGY 2016

Foreword

A vibrant tourism sector is crucial numbers of 21.3 percent or the strategic tourism group and CORK STRATEGIC TOURISM for every major region in the world. projected increase in revenue of 27 local authorities in fostering this TASK FORCE MEMBERS It creates jobs and contributes percent for the period 2015–2020. collaboration and partnership significantly to the local economy. is invaluable. Fiona Buckley There has been an increase in visitor With this in mind, Cork strategic Head of Strategic Partnerships numbers across Ireland and Cork tourism group have created a new Together we are working to & Futures, Fáilte Ireland finds itself in an excellent position to tourism proposition for Cork: put Cork back on the map Deirdre Cole capitalise on this upturn. Cork also ‘Cork is Ireland’s ‘Maritime Paradise’ as a destination brand, while Project Officer Fáilte Ireland sits within the experience brands, with a significant maritime history showcasing everything Cork Ireland’s Ancient East and the Wild Paula Cogan spanning over a thousand years, has to offer to the visitor. Atlantic Way, which represents a Director of Sales & Marketing set in a beautiful soft coastal massive opportunity as Cork can The River Lee Hotel, Interim environment where the land, further benefit by leveraging their This plan aims to identify key Director of Sales EMEA& Strategic the people and their culture will success. priorities in each business sector Accounts, The Doyle Collection allow you to discover a quirky – actions that will help to further Derry Cronin way to stimulate all of your senses. enhance the visitor experience, Managing Director of the Cronin However, we must act now thus giving the Cork tourism Travel Group and VP of the ITOA to affirm Cork’s position in the Collaboration amongst the key proposition real substance. consideration set and to ensure that Ann Doherty stakeholders is crucial. We must we can grow our share of visitors Chief Executive Cork City Council develop a single-minded focus and revenue. Cork as a tourism Ger O’Mahoney Tim Lucey which will help to ensure the brand proposition is, as yet, not fully Chair, Strategic Tourism Task Force Chief Executive is developed in a seamless and known across many international Cork County Council measurable way to the visitor. Partner PWC markets and segments. Peter Nash To realise this, a well-coordinated Although there is some good Head of Strategy Development execution of the agreed actions work being developed, the lack of Tourism Ireland and a supporting structure to lead a consolidated plan means Cork this with the many stakeholders will Ann-Marie O’Sullivan will not be best placed to capitalise be essential. The efforts of the Cork CEO AM O’Sullivan PR Ltd.

on the projected growth in visitor

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Contents

01 GLOSSARY OF TERMS

02 EXECUTIVE SUMMARY

03 THE NATIONAL CONTEXT

04 TOURISM IN CORK – THE CHALLENGE

05 THE VISION FOR DESTINATION CORK – THE OPPORTUNITY

06 THE OPPORTUNITY FOR GROWTH

07 STRATEGIC FRAMEWORK

08 IMPLEMENTATION FRAMEWORK

09 CRITICAL MEASUREMENTS OF SUCCESS

10 APPENDIX

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01 Glossary of Terms

CORK THE SUPPORTING THEMES Refers to both city and county. The supporting themes are important to how people PROPOSITION will consume the proposition. The core, single-minded reason They are not hero themes, to choose Cork that will motivate but they are key ways in which visitors and will differentiate Cork. a visitor experiences a destination. It is not intended that this will be Visitor satisfaction here is crucial. seen by visitors, rather it will guide the development of experiences Within the key hero theme and and communications material. supporting themes, a number of signature experiences and HERO THEME supporting experiences will The hero is what will differentiate be developed to deliver on Cork and be a leading substan- the proposition. Signature tiation to the overall Cork Experiences will include the proposition. branded experiences, Ireland’s Ancient East and the Wild INDUSTRY Atlantic Way. Supporting experiences could include food Visitor attractions, activity and beverage and the cultural, providers, transport, music and artistic vibe. accommodation and other hospitality providers

VISION A future focus that will guide all actions.

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02 Executive Summary

The objective for this project is This report will set out the strategy clear: to grow Cork’s share of that will make Cork a compelling domestic and international visitors. and must-see tourism destination. This will be achieved by maximising Cork is in a unique position; not Cork’s potential as a tourism only does the county boast a wide destination within Ireland’s Ancient range of interests that stretch right East and the Wild Atlantic Way. across the county, it is also perfectly At present, Cork is not fully situated within two of the appreciated either internationally experience brands that Ireland or domestically for all it has to offer. has to offer. Research shows that international visitors are unaware of what Cork By leveraging these experience has to offer and domestic visitors brands and developing a distinctive are not considering Cork as a tourism proposition for Cork within potential domestic holiday as them, it can compete both they have an outdated view of nationally and internationally with what is on offer*. other tourist destinations. This will (*Source: 2015 Primary Research) build upon the good work being developed in Cork by industry, local Born of the recognition of a need authorities and the tourism bodies. for a coordinated tourism effort for the county, Cork County and Cork Primary research was conducted City Councils jointly commissioned together with several rounds of this strategic tourism development stakeholder engagement to project with the support of Fáilte develop a compelling, authentic Ireland, Tourism Ireland and industry proposition supported by an stakeholders. implementation framework with clear ownership and deliverables. The Cork Strategic Tourism Task This is to ensure that Cork is Force was therefore established future-proofed in growing its share with representatives from City and of domestic and international visitors. County Councils, local industry, Fáilte Ireland and Tourism Ireland. 5 CORK TOURISM STRATEGY 2016

03 The National Context Revenue from Tourism is a crucial sector for THE AIMS OF PEOPLE, overseas tourism... national and regional economies PLACE AND POLICY GROWING TOURISM TO 2025 ARE: and it has the potential to will grow to €5 • Revenue from overseas tourism, contribute significantly to local billion in 2025 from economic revival. At present, in real terms and excluding air tourism, in real terms, brings fares and ferry charges, will grow €3.5 billion in 2014 in roughly €3.5 billion per to €5 billion in 2025 from annum to the national economy. €3.5 billion in 2014 This growing indigenous industry • 250,000 people will be employed is already a massive contributor to in tourism, compared with an employment figures. It is estimated estimated 200,000 at present 250,000 people some 200,000 people are • There will be 10 million overseas will be employed in employed in the industry at present. visits to Ireland, compared to tourism, compared 7.6 million in 2014 Tourism and the strength of the with an estimated economic market also serve as a WORKING WITHIN KEY 200,000 at present reminder to international investors EXISTING POLICIES that Ireland is back in health Within this policy, both Fáilte following the economic crisis Ireland and Tourism Ireland have and this in turn will encourage significant roles to play at a national more businesses to invest in the and international level, while local There will be 10 country. The Minister for Transport, authorities will play a role in local Tourism and Sport set out an economic and community million overseas ambitious tourism policy which development, leading on visits to Ireland, the Government hopes to achieve destination product and tourism by 2025. The new policy, entitled infrastructure development at a compared to 7.6 People, Place and Policy, Growing regional level. million in 2014 Tourism to 2025, places focus on growing a tourism sector significantly over the next ten years. *Source: Department of Transport, Tourism and Sport

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It is essential that LEADER funding and other funding is significantly influenced by this strategy to define maximum impact.

Fáilte Ireland is the National Tourism Development Authority responsible for developing and improving the Visitor Experience in Ireland in Ireland and enabling the Irish industry to perform effectively in domestic and international markets,in order to deliver competitive advantage and sustainable growth for the industry.

Tourism Ireland’s primary objective is to promote the island of Ireland as a tourist destination in international markets, encouraging overseas visitors to choose Ireland over competing holiday destinations.

At a national policy level, Cork is recognised as a potential growth platform for inbound traffic. ‘A National Aviation Policy for Ireland’, specifically identifies the unique position of Cork Airport as a ‘gateway’ to each of the two main tourism policy propositions – Ireland’s Ancient East and the Wild Atlantic Way – and recognises that Cork Airport offers a significant advantage to the region and as a potential hub for visitors coming to Ireland.

As part of this strategy both Local Authorities and Fáilte Ireland are committing to prioritising capital investment in the region for key experience development projects.

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In this vein, both Fáilte Ireland and Tourism Ireland will utilise the National Guiding Principles, which are set out below:

1. 4. 7. The resources of the National In Cruise Tourism, the activities Adoption of the VICE model of Tourism Development Authority of the Port of Cork, the local sustainable tourism development, (Fáilte Ireland) will be prioritised authorities, Cruise Ireland and planning outcomes in terms of their in favour of programmes which relevant stakeholders will deliver on impact on Visitor, Industry, assist the tourism sector to secure the agreed outcomes of the Community and Environment an increased share of international National Cruise Strategy, will be adopted. leisure and business tourism. due for completion in Q1 2016. 8. 2. 5. The national objectives of economic In leisure tourism, efforts will be The national aviation policy for growth in revenue and jobs will be concentrated on further developing Ireland including strategy for Cork kept to the fore, to reflect the three existing experience brands Airport, as a gateway, will be ambitions of National Tourism (Ireland’s Ancient East, the Wild necessary to integrate into the Policy, Local Government Policy and Atlantic Way and Dublin). strategy. the National Programme for Jobs. 3. 6. 9. In Business Tourism, all international Enterprise support programmes Collaboration amongst private and efforts will be optimised under the will be aimed specifically at public sector stakeholders will be Meet in Ireland brand, under which international sales strategy and critical to ensure a ‘joined up’ the Cork Convention Bureau skills, revenue growth and yield approach to tourism development. operates in overseas markets. management.

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On review Cork has plenty STRENGTHS OPPORTUNITIES of strengths and weaknesses »» Geographic location »» Ireland’s Ancient East between Ireland’s Ancient East but key its future success is »» Wild Atlantic Way and the Wild Atlantic Way. making it a famous, must- »» A single proposition visit destination with a single »» Strong current assets across the »» Increased visitor numbers proposition that is fully county e.g. West Cork, Fota Island, engaged with by stakeholders Blarney Stone, Ballymaloe, Midleton »» Increased access to Cork by air Distillery, the Blackwater and and sea on the ground. Doneraile »» Relative proximity to international »» The characterful people gateways, Dublin and Shannon. »» Strong tradition of music »» Single minded engagement of all types on the ground

»» Progressive Thinking »» Stories and experiences that cross promote each other »» Strong International trading legacy » Development of the Event Centre. »» The artisinal producers and » the English Market

»» Second largest natural harbour in the world

»» Marine and coastline accessibility. »» A young, vibrant population WEAKNESSES »» High standard of accommodation »» The lack of awareness offered in 3/4/5 star hotels and of the City and County guest houses. »» Negative domestic perceptions »» The lack of a single THREATS cohesive proposition »» Other destinations internationally »» The lack of joined up »» Other parts of Ireland thinking on the ground e.g. Ireland’s Ancient East, Wild »» A lack of many iconic tourist Atlantic Way and Dublin attractions

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04 Tourism in Cork - The Challenge

Today, Cork attracts It is imperative that all stakeholders experience brands developed by This brand defined four key pillars approximately 17.5% of all (local authorities, industry, Fáilte Ireland – Ireland’s Ancient of economy, education, quality overseas visitors who Fáilte Ireland and Tourism Ireland) East and the Wild Atlantic Way – of life and visitor. The visitor pillar have a single-minded focus and which have been built into the remained to be developed and come to Ireland and is understand fully all that Cork has national policy document People, integrated within the overall Cork second only to Dublin in to offer as a destination. There is Place and Policy, Growing Tourism proposition, and a leisure tourism terms of tourist bed nights. a need to create and develop a 2025. These experience brands are proposition is required if Cork is distinctive visitor proposition being marketed internationally and to grow its tourism related economy. with the consumer at the centre are expected to deliver in a The first three have been completed The success of Cork’s inclusion of all decision making. The aim significant uplift in visitor numbers and this report marks the completion in the Wild Atlantic Way has been is to deliver a visitor-facing, to the regions. Cork’s location of the fourth pillar, the visitor pillar. of great benefit to the county. world-class visitor experience represents a huge opportunity for Tourism figures have been that is delivered and promoted the county to embed itself within improving year-on-year through- On review, Cork has an abundance in a coordinated manner. these two core experience brands. out Ireland, and it is imperative of strengths and opportunities that

that Cork capitalises on this uplift. must be leveraged to create a WHY NOW? If Cork is to take advantage of the famous, ‘must visit’ destination 2015 is the perfect time to additional numbers visiting the area amongst visitors that is engaged by The majority of visitors to Cork and grow its number of bed nights, stakeholders on the ground. are from Great Britain, and mainland re-evaluate Cork’s tourism a considered and integrated Europe. Often they pass through offering for a number of approach to its tourism strategy Cork via access points such as Cork reasons. and a compelling, motivating Airport/Port of Cork. However, proposition needs to be developed. research shows they often do not 1. Ireland is experiencing significant consciously decide to visit Cork*. growth within the tourism sector 3. A brand proposition for the and Cork needs to position itself in Cork economy was finalised by It is not always a planned such a way that it can grow its share stakeholders in 2013 that looked destination on their itinerary. of visitors who come and spend at the creation of an integrated The consequence of this time and revenue in Cork. place brand. The proposition for the is fewer bed nights and therefore Cork place brand has been defined lower revenue generated in the 2. Cork has a unique location that as ‘A powerful mix for your success local economy. no other county in Ireland can lay … in the best small country in the (*Source: 2015 Primary Research) claim to. It lies within the two key world to do business.’

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The Vision for Destination Cork 05 The Opportunity

There is an opportunity to:

• Make Cork a ‘famous for’ and ‘must visit’ destination for domestic and international visitors, whilst leveraging Ireland’s Ancient East and the Wild Atlantic Way

• Create sustainable growth by developing responsible tourism across Cork

• Create significant revenue and economic contribution to the local economy

The ambition is to create sustainable growth for tourism in Cork. The growing significance as an economic driver or the importance of attracting increased revenues from both overseas and domestic markets to support businesses, communities and jobs cannot be overlooked. The average visitor to Cork spends €94.59 a day for example*.

(*Source: Cork City Data, 2013 and Cork Visitor Survey)

This will complement and build upon plans already being undertaken by industry.

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06 The Opportunity for Growth VISITOR CENTRICITY Development of a Strategic Framework 2016–2020 This framework must include three important elements:

VISITOR-CENTRICITY Ensuring the visitor is at the centre of all actions. The creation of a visitor-centric experience is a core objective. All other objectives must work to deliver this. 2016-2020 CREATION OF A SINGLE COMPELLING PROPOSITION DEVELOPMENT Giving visitors a reason to visit Cork via the creation OF A STRATEGIC of a compelling yet responsible, visitor-led tourism FRAMEWORK proposition.

A JOINED-UP VISITOR EXPERIENCE Developing a singled-minded reason joined-up tourism experience with a single point of view and clear priorities, and one that embraces existing promotional vehicles, as well as developing new A JOINED UP CREATION OF ones among public and private operators. EXPERIENCE A SINGLE WITH A SINGLE COMPELLING POINT OF VIEW PROPOSITION

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Strategic CULTURALLY CURIOUS 07 Framework The Culturally Curious seeks authentic experiences. They want to get under the skin of an experience; they want to immerse themselves Ensuring the visitor is at in the local stories and artisanal produce. Often this cohort will travel as a couple or on their own, the centre of all actions. as opposed to going in large groups. They want The creation of a visitor-centric to broaden their minds by exploring new experience is a core objective. landscapes, history and culture. They are All other objectives must work motivated by the discovery of local areas that to deliver this. offer real and quality experiences accompanied by engaging stories.

WHO IS THE VISITOR? SOCIAL ENERGISERS There are three key international segments Social Energisers like to holiday in groups or and domestic segments that the Cork as couples. They are looking for cool, exciting tourism strategy will target: trips somewhere new and vibrant. They want exciting and intense, action-packed holidays. INTERNATIONAL AND DOMESTIC They want to be busy both day and night. They PRIORITY SEGMENTS tend to be a younger cohort in their twenties, Three international and domestic or early thirties, although not exclusively so. segments have been identified as Social Energisers are attracted to event-led priorities for Cork. They are warm to activity including music and water sports. Ireland, attracted to what Cork can offer and represent a significant opportunity. GREAT ESCAPERS All age groups (15+) are represented. Great Escapers are usually couples, often with babies or quite young children. The most important aspect of any break for them is the chance to spend quality time together. They value time out from busy family lives and careers. They want to rebalance themselves and take stock of their lives and what is important. They want to come home refreshed and revitalised with their batteries recharged.

For more detail please see Appendix 3

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Where do current visitors come from?

Great Britain

Mainland Europe

North America

Other Areas

254k 485k 451k 99k

PRIMARY MARKETS OTHER SPECIFIC France FOR INTERNATIONAL VISITORS LOCATIONS TO TARGET Bordeaux; Carcassonne; Paris; Rennes There are four key target markets, the U.S.A., Routes to and from Cork in our key markets Germany Great Britain, France and Germany. Specific locations will be more of a Düsseldorf; Munich In 2013 these markets (including the rest focus because of direct access to Cork. UK of Europe) accounted for 97% of leisure Other key markets, which have access to Birmingham, Bristol, Cardiff, Edinburgh, visitors to Cork. the international gateways, Dublin and Glasgow, Jersey, Liverpool, London (*Source: Cork City Data 2013 and Cork Visitor Survey) Shannon, will be targeted. (City Airport; Gatwick; Heathrow; Stansted); Manchester; Southampton; Newcastle and Leeds. U.S.A Boston (May 2016); New York (2017)

Other significant cities

Amsterdam; Barcelona; Brussels, Madrid

14 Strategic CORK07 TOURISM STRATEGIC STRATEGY FRAMEWORK 2016 07 Framework

Give visitors a reason to visit Cork via the creation of a compelling, visitor-led tourism proposition

Three leading visitor affluent. Visitors seek them out, motivations* that offer share them and live in FOMO opportunities for Cork (fear of missing out) of others who have them.

There are three defining visitor 3. CREATIVE IMMERSION motivations that will be drivers for Visitors seek to develop their tourism over the next decade and creative potential through the will therefore be critical in shaping travel experience. Instead of buying a true visitor-led proposition. a vase they want to learn how to make one. This trend encompasses 1. LOCAL IMMERSIVE EXPLORATION cooking, dancing, sports and wellness. Visitors expect to Consumers have developed a participate in the experience deeper appreciation for locally and leave connected with the relevant and authentic experiences. destination and reconnected with Mind-sets have shifted to a keen themselves through new learnings. interest in community-based exploration where getting to know (*Source: MCCP Trendstream tm) what local places have to offer in a meaningful way enhances 4. IMPLICATIONS the experience. • There needs to be a focus on developing experiences which 2. EXPERIENCE ECONOMY are immersive and allow visitors to get to experience true local life People signal their status via the consumption of experiences rather • Cork must show it has distinctive, than goods and travel forms a key unmissable experiences on offer part of this. Unique experiences are and that can be experienced in social currency, and not just for the multiple ways

15 Strategic CORK TOURISM STRATEGY 2016 07 Framework “When I was a child we used go to Goleen in Cork, and I have brought the children there …it was beautiful, we loved it.” Connected Families “If we had known there was a funky side to Cork then we would have stayed longer” Culturally Curious Developing a tourism For domestic visitors Cork is proposition for Cork synonymous with West Cork, “I discovered the fish was fresh. which holds nostalgic memories of their own childhood-family holidays. She was after buying it at the A number of strands of research market that morning … I said were undertaken to understand the There is a lack of an understanding that’s fantastic” Culturally Curious needs of the visitor, as well as public of what the city and the rest of engagements with the trade, to the county has to offer. help define how best to position Cork as a destination. “The people are lovely anytime I KEY LEARNINGS FROM THE RESEARCH* have met people from Cork they KEY LEARNINGS Once Cork is discovered there have always been great craic” FROM THE RESEARCH are many pleasant surprises Social Energisers Potential visitors have a narrow Visitors who found themselves in understanding of what Cork has to offer Cork were pleasantly surprised by the: “Cork is a compact city and easy International visitors have no real 1. Soft, beautiful, peaceful to walk around, you can give awareness that Cork is both a city coastline – making escaping people, in an hour and a half, a and county and limited knowledge more serene and easy of what to do in Cork. Unsurprisingly, 2. A strong artisanal and foodie good idea of what the city has Cork is not featuring on their culture, enabling discovery to offer. It is not so crowded like itineraries. It is a blank canvas. and multi-sensory experiences Dublin but it is still a city.” It currently has no iconic Great Escapers 3. Authentic, compact city, making experiences beyond the Blarney it easy to connect and feel at Stone. Visitors to Fota Island are home “I did not realise Cork was a city less inclined to visit the rest of Cork. They see Fota Island as a 4. Quirky place giving way to and a county (GB 47%; France destination in itself. unexpected experiences 62%; Germany 58%)*”

(Source: * Primary Research 2015, Millward Brown, Strategic Marketing)

16 Strategic CORK07 TOURISM STRATEGIC STRATEGY FRAMEWORK 2016 07 Framework

A new unifying Proposition for Cork

A number of successful tourism destinations brands were reviewed with similar geographical and cultural components to Cork. This review identified the importance of being single-minded, the need for a stand-out focus for the proposition, yet realising the need to have layers. See Appendix 4 THE PROPOSITION FOR CORK REASONS TO BELIEVE for further detail. Cork is a lush coastal playground backed In this context ‘Maritime’ means any by rolling hills with an endless succession aspect that is shaped by water. It refers to To understand what people felt Cork was of ports, coves and bays that are a magnet the vibrant energy and brightness brought best at and what would compel visitors to for sailors and those who just love to be to the people, place and activities that are come to Cork, a number of engagement by the sea. It has a maritime history influenced by water. Cork has the longest workshops were held with key trade spanning over a thousand years, including shoreline of any county in Ireland, the last stakeholders. Crucially the proposition the most influential periods of European sunset in Europe and one of the deepest would need to unify the diverse range exploration. Meet Cork’s free-thinking natural harbours in the world. of experiences (including both Ireland’s people who will share their stories and Ancient East and Wild Atlantic Way) their passion for what’s real in life. ‘Paradise’ means abundance. A Maritime available across the city and county so Here you will discover an immersive and Paradise is the wild and rugged yet serene that Cork could put its best foot forward quirky way to experience history and coastline that can be experienced through as a single-minded proposition. It would heritage that will stimulate all your senses. land or sea. See the colourful towns and also have to become an important villages; taste the abundance of local organising principle to galvanise the IN SHORT artisanal produce, savour the many stories wide range of stakeholders from the Beara and traditions from the locals. Hear the Peninsula to East Cork. The three strands ‘Cork is Ireland’s Maritime Paradise with a quirky and quick-witted Cork personality that were core were the coastline, the rich significant maritime history spanning over with its uplifting tone, with lyrics around heritage, inspired mainly by the sea and a thousand years, set in a beautiful soft every corner, and experience a local the local artisanal produce and creative vibe. coastal environment where the land, the people and their culture will allow you to creative vibe that stimulates all five discover a quirky way to stimulate all of senses. It is the layering of these things your senses.’ together that creates a true maritime paradise. This is truly ownable by Cork as is evidenced by a recent post on the Lonely Planet*:

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‘Cork is a curious and compelling place. Millions of Irish migrants passed through here in the nineteenth century on their way to North America, leaving evocative traces of their passage.

The city, county and nearby ports of Cobh and Kinsale, are looking elsewhere these days, with a reputation for fine food, numerous cultural gems and an infectious love of a good time.

The city’s understated confidence is grounded in its plethora of food markets and ever-evolving cast of creative eateries, and its selection of pubs, entertainment and cultural pursuits.

Further afield, you’ll pass inlets along eroded coastlines and a multitude of perfectly charming old fishing towns and villages. The scenery is every bit as enchanting as the best bits of Ireland.’

(*Source: Lonely Planet)

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The proposition can be flexed across Taking into account the images and text the three key international segments. you have seen and read, how likely are you to visit Cork in the foreseeable future?

Market Very/Fairly likely • For the Culturally Curious it means exploring something new and unexpected. For example: GB 64% the storytelling festival on Cape Clear, the Germany 55% story of Cork harbour, the Butter Museum and France 60% importantly it will still include Blarney Castle. The stories for each of these experiences will How much do you agree or disagree with complement each other with the multi-sensory the following statement: Cork seems like and local elements. my kind of place? • For the Social Energisers it means enjoying Market Strongly/slightly agree lots of new, quirky activities such as kayaking GB 82% at night, Triskel Arts Centre, live music events, and water sports. The sense of adventure Germany 77% needs to be dialled up together with a sense France 88% of ‘cool.’ Source: Millward Brown, 2015 • For the Great Escapers it means escaping and indulging in the local artisanal produce found in all the many colourful towns and villages.

The proposition has been tested across our key international markets and has been well received. Once people see the proposition their intention to visit Cork increases.

19 Strategic CORK TOURISM STRATEGY 2016 07 Framework

The Proposition Framework THE PROPOSITION Cork tourism proposition The proposition is supported by a key hero theme which is Maritime Stories and Connections. This will be Ireland’s Maritime Paradise realised by Ireland’s Ancient East and the Wild Atlantic Way. The hero themes will be supported by experiences HERO THEME that the visitor will enjoy. There are two types of The Maritime stories and connections supporting experiences: The maritime stories and connections bring to life the stories of Cork’s unique and globally influential history. 1. Maritime and Outdoor leisure This theme will be delivered through IAE and WAW. 2. Local Creative Vibe (artisanal produce, music & craft). SUPPORTING EXPERIENCE THEMES Maritime and Outdoor Leisure Activites The port and the coastal lands of Cork has created a wealth of maritime and outdoor activities, set in a scenic and unique lifestyle setting that allows you to explore the beautiful coastline in a number of different ways.

Local Creative Vibe The fresh vibe is inspired by the maritime energy that exudes from the people of Cork. It includes fresh food and drink from the Atlantic Sea, music and also craft and design.

KEY INGREDIENT Multi sensory (sight, see, sound, touch, taste)

PERSONALITY Quirky (tone) 20 Strategic CORK TOURISM STRATEGY 2016 07 Framework

Developing a joined-up tourism Implementation experience with a single point of view Framework Plan Goals: and clear priorities THE GOALS OF THIS PLAN ARE TO: THESE GOALS WILL BE ACHIEVED BY DELIVERING EACH OF THE All stakeholders and key visitor touchpoints must work FOLLOWING ENABLERS: closely together to ensure a cohesive, cross-promoted 1. Increase visitor numbers and duration of stay, and extend seasonal patterns where possible experience is presented to the visitor. There is a need 1. Develop a compelling, ownable proposition for the strategic priorities to be aligned and a clear 2. Increase the revenue value of visits to Cork for Cork to position it as an irresistible roadmap for success to be outlined to ensure all 3. Increase visitor traffic throughout Cork tourism destination that encompasses stakeholders are working to present one unified existing offerings. This will position it as 4. Encourage repeat visits by leveraging offering to the visitor. This will be realised through a compelling and ‘must see’ element of the Ireland’s Ancient East and the Wild Atlantic the implementation framework. The single point Ireland offering. of view is the proposition. Way. 2. Develop a visitor-centric tourism offering that is sustainable in and beneficial to the local Underpinning the implementation framework will be economy and deliver visitor-led experiences strategic priorities that will adhere to the standards that support and deliver on the ‘Maritime of the VICE model that is best practice within tourism. Paradise’ proposition. This identifies sustainable tourism as the interaction 3. Generate awareness and motivate tourists to between visitors, the industry that serves them, consider Cork. the community and culture that hosts them and their collective impact on and response to the environment 4. Facilitate and enrich the consumer journey where it all takes place. with integrated experience enablers.

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THE HARD PERFORMANCE METRICS VISITORS NUMBERS Critical • Visitor numbers – an increase of + 21.3% for the period 2015–2020 measurements • Revenue (spend-per-capita) 30% of success – an increase in 27% for the period 2015–2020 + 21.3% Measuring success and milestones IMPORTANT CONSIDERATION METRICS Measuring the success of this project We have proposed a number of key metrics that will be will be done in two ways, through used to measure implementation and consideration: hard performance metrics and also through the measurement of • Awareness and consideration of Cork 2015–2020 consideration metrics. These are amongst key overseas markets based on Fáilte Ireland market • Intent of travel to Cork and inclusion on their predictions for Ireland’s Ancient East itinerary (e.g. I intend to travel to Cork as part REVENUE and Wild Atlantic Way for overseas of my visit to Ireland) visitors, based on Fáilte Ireland • Brand proposition awareness of Cork (knowledge) 38 % Overseas Visitor Data, Oxford (I associate Cork as the place that is …) + 27% Economics, CSO. We propose that these are to be tracked as part of U&A study

2015–2020

Projected growth Stretch growth

22 Implementation CORK TOURISM STRATEGY 2016 08 Framework

METRIC SET 1: METRIC SET 4: Critical 2016-2020 overall strategic metrics for success: 2016 measurable objectives: • Projected visitor numbers– an increase of + 21.3% • Development of business tourism, measurements (stretch target is 30%) for the period 2015–2020 March–May & Sept–Nov of success • Projected revenue (spend-per-capita) – an increase • Increase in visitors from key markets in 27% (stretch target is 38%) for the period – new access routes 2015–2020 • Increase in domestic leisure visitors Measuring success and milestones – more short stays from 1 to 2 nights will be done in 4 key ways. There are METRIC SET 2: • Increase number of overnight stays key overarching strategic metrics for Priority KPIs for 2016: the project, KPIs and measurable • Increase occupancy levels in Cork by 3% • Extend visitor shoulder season/ reduce peak seasonality objectives for 2016 and brand • Increase average daily rate of spend by €5 • Increase visitor spend consideration metrics. • Increase length of stay • Increase paid bednights • Increase % of leisure travellers to Cork • Increase employment Increase average rates for hotels and guesthouses • Central ticketing sales METRIC SET 3: (ticketing, events, key visitor attractions) Additional measurements of success. • Number of times Cork represented a key Measuring awareness of Cork: exhibitions/workshops as Brand Cork • Establish benchmarks for awareness of Cork • Ireland’s Ancient East and the Wild Atlantic • Build positive awareness of Cork’s proposition, Way–number of domestic promotions within Ireland’s Ancient East and Wild Atlantic Way • Joint marketing activity to promote Cork as a region • Increase local, domestic and international awareness • Number of familiarisation trips with key agents of and warmth / positive sentiment towards Cork’s brand proposition • Increased aspiration to visit • Increase international engagement with proposition

23 09 THE IMPLEMENTATION FRAMEWORK CORK TOURISM STRATEGY 2016

The Implementation 09 Framework

There are four plans to support each of the enablers. These plans will build upon existing plans for Cork that have been implemented by industry bodies, so to as to complement the work already being undertaken.

Definitions: • ‘Lead Player’ is responsible for progressing the action in partnership with the other stakeholders. However they may not necessarily hold sole accountability for its implementation. • “Partners” are those that must work together with the lead to achieve the action • “Dependencies” represent those that should be consulted and whose activities might affect or be affected by the outcomes

The overarching priorities are twofold: 1. To create strong awareness and engagement with the new single-minded proposition across the industry and in the target markets: Cork is Ireland’s Maritime Paradise with a significant maritime history spanning over a thousand years, set in a beautiful soft coastal environment where the land, the people and their culture will allow you to discover a quirky way to stimulate all of your senses.’ 2. To deliver a tangible and coherent set of visitor experiences that are easy to find and navigate for the visitor.

The following are the macro plans that will ensure these are delivered. 24 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Plan 1

Realising an ownable proposition for Cork to position itself as a compelling tourism destination within Ireland’s Ancient East and the Wild Atlantic Way

What success will look like: A. Cork will have a clear proposition in the mind of the visitor B. All stakeholders will be aligned around the delivery of the proposition within Ireland’s Ancient East and the Wild Atlantic Way Experience Brands C. All existing activities in Cork will be aligned to bringing the new proposition to life within Ireland’s Ancient East and the Wild Atlantic Way Experience Brands D. Cork will be perceived by visitors, stakeholders and locals as a key destination within Ireland’s Ancient East and the Wild Atlantic Way

25 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 1 Action 2 Action 3 Action 4

Develop and define the new Maritime Communicate the new proposition and Create a brand management system Promote and support the development Paradise proposition with supporting how it sits within Ireland’s Ancient East and for the proposition so that all activities of relationships amongst entities to allow sample itineraries, experiences and the Wild Atlantic Way brands to internal (actions, communications etc.) operate a collective response to the demand of narrative which maximise the opportunity audiences – the trade, local stakeholders to deliver on the Maritime Paradise segments. from Ireland’s Ancient East and the Wild – across the region. Develop a proposition Proposition and strategy and to ensure Atlantic Way. toolkit. adherence to the brand architecture of Support needs to be given to make sure Ireland’s Ancient East, the Wild Atlantic that those people and organisations Develop and define what makes the Cork Communicate the new proposition and Way and Tourism Brand Ireland. developing tourism products are meeting proposition, with supporting sample how it sits within Ireland’s Ancient East the needs of the target segments. itineraries and experiences which can and the Wild Atlantic Way brands to Create a brand management system to Lead Player and Key Partners be brought to market through Ireland’s internal audiences – the trade and local ensure that all activities are aligned with Visit Cork Ancient East and the Wild Atlantic Way. stakeholders – across the region. Develop the Maritime Paradise proposition. Any Tourism Industry a proposition toolkit. activities which fall outside of this should Lead Player and Key Partners Representative Organisations be deprioritised. The brand management Visit Cork Lead Player and Key Partners Regional Tourism Organisations system should sit within the brand Fáilte Ireland Visit Cork architecture of Tourism Brand Ireland Dependencies All industry – Local Authorities Tourism Industry and the experience brands: Ireland’s service/hospitality, activity, visitor Representative Organisations Dependencies All industry – attractions and facility providers. Regional Tourism Organisations Ancient East and the Wild Atlantic Way service/hospitality, activity, visitor Local Action Groups (LAGs) attractions and facility providers. Dependencies Fáilte Ireland Lead Player and Key Partners Cork Airport Cork Airport Visit Cork, Tourism Industry Port of Cork Short Term (2016) Create toolkit Port of Cork Representative Organisations IHF and communicate in 2016 Tourism Industry Representative Regional Tourism Organisations Short Term (2016) Regular tourism review Organisations Long Term (2017-2020) Dependencies All industry – meeting of all key stakeholders to share Regional Tourism Organisations Continue service/hospitality, activity, visitor learnings and review progress Local Action Groups (LAGs) to embed attractions and facility providers. Long Term (2017-2020) Short Term (2016) Define proposition Cork Airport, Port of Cork, Deepen relationships to ensure cohesion and articulate the itineraries Local Action Groups (LAGs) and aligned thinking and execution Chambers and Business Organisations Long Term (2017-2020) Implement Short Term (2016) Define and implement in 2016

Long Term (2017-2020) Monitor and refine

26 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Plan 2

Delivery of visitor-centric experiences that are sustainable, beneficial to the local economy and support the ‘Maritime Paradise’ proposition

What success will look like: A. Maximised revenue and length of stay of visitors to Cork B. Increased accommodation revenue C. Expanded tourist season to shoulder periods benefitting the local economy D. Activities within Cork that will be segment-led and consistent with the Maritime Paradise proposition E. A compelling set of on-the-ground signature experiences that will motivate the visitor to come and stay and will deliver against the Maritime Paradise proposition through Ireland’s Ancient East and the Wild Atlantic Way experience brands in an integrated way F. Cork will be fully leveraged within Ireland’s Ancient East and the Wild Atlantic Way

27 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 1 Short Term (2016) Audit existing Action 3 Action 4 experiences that deliver on the proposition

Long Term (2017-2020) Launch and Using Fáilte Ireland’s National Experience Prioritise the Cork Harbour Experience Develop Cork City into the primary implement new experiences. Development Framework, compile Development Plan and extend relevant destination gateway for the Wild Atlantic Submit for capital investment and Signature & Supporting Experience Maritime themes/stories across the region. Way. implement Development Plans that leverage the Cork proposition and make it tangible for Develop and implement a plan for Develop Cork City as the primary the visitor, giving Cork stand-out appeal Cork City and Harbour to make it a key destination gateway for the Wild Atlantic in Ireland’s Ancient East and the Wild Action 2 destination that can leverage its position Way. Atlantic Way. This framework incorporates as a gateway to Ireland’s Ancient East experience auditing. Lead Player and Key Partners and the Wild Atlantic Way. The story that Implement the Experience Development Local Authorities connects Cork City with both experience Plans to deliver a portfolio of new Cork Airport Signature Experiences need to be brands needs to be considered. motivating and visitor-centric experiences Port of Cork developed which support the Cork for market. Lead Player and Key Partners Dependencies Industry Maritime Paradise proposition and which Local Authorities Visitor attractions can sit within either Ireland’s Ancient East Fáilte Ireland or the Wild Atlantic Way. The bundling of Implement the Experience Development Dependencies a number of activities together and the Plans to deliver a portfolio of new Industry Short Term (2016) Leverage Cork’s creation of trails should be considered. motivating and visitor-centric experiences Visitor attractions unique position and work with key This will also help to disperse visitors for market Port of Cork partners to highlight this across Cork. To be considered as a Short Term (2016) Develop a plan Lead Player and Key Partners Long Term (2017-2020) Submit for Fáilte Signature Experience an attraction must to make the proposition tangible Visit Cork Ireland capital investment and implement be a strong motivator for overseas visitors Local Authorities Long Term (2017-2020) Submit for Fáilte Develop a plan to make the proposition to visit Cork. OPW Ireland capital investment and implement tangible Lead Player and Key Partners Industry Long Term (2017-2020) Fáilte Ireland Visitor attractions Launch and implement new experiences. Local Authorities Dependencies Fáilte Ireland Submit for capital investment and Dependencies All industry – Short Term (2016) implement service/hospitality, activity, visitor Develop an implementation plan attractions and facility providers Long Term (2017-2020) Cork Airport Submit for capital investment and Port of Cork implement Regional Tourism Organisations Local Action Groups (LAGs)

28 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 5 Lead Player and Key Partners Action 6 Action 7 Tourism Industry Representative Organisations Create and deliver new events and Regional Tourism Organisations, Support the industry to deliver best-in- Network building – enable small/emerging activities that will appeal to the key Local Authorities class storytelling experiences at all Ireland’s businesses to leverage off larger and segments and reframe existing activities Ancient East ‘Maritime Paradise’ visitor complementary businesses Dependencies All industry – accordingly. This will include food, music, touchpoints. service/hospitality, activity, visitor festivals and creative vibe. Develop a attractions and facility providers Key to delivering a more seamless visitor calendar of festival events that will help Festival organisers Storytelling is a key part of the visitor experience and encourage increased to extend the traditional peak visitor Fáilte Ireland experience allowing visitors to connect spend and economic dispersal is the season. All new events & activities will link with the place and its people in a truly ability for visitor attractions, and activities, into Ireland’s Ancient East and the Wild Short Term (2016) Develop and reframe authentic ‘local’ way. Storytelling is a key etc. to cross-sell to each other. Activities Atlantic Way. experiences and activities element of the Ireland’s Ancient East should be able to recommend to visitors Review gaps in existing calendar brand and important in telling the story of other things they that visitors might like to of experiences and activities A number of supporting experiences Ireland’s Atlantic Culture along the Wild see, as well as promoting other businesses Develop a wider calendar of events need to be developed to deliver a best- Atlantic Way. All who engage with visitors across the region. Networking events and activities to ensure there is a good in-class holiday experience. These must need to be trained on how to deliver a should be created to allow business space to extend season be visitor-led at their core. They should best-in-class storytelling experience. owners to connect with each other and include activities such as festivals, music Long Term (2017-2020) Launch and learn how their businesses can support Lead Player and Key Partners events, food and crafts. The first step is communicate the new/reframed activities each other. These events should be led by Fáilte Ireland to take stock of what existing activities and measure their impact on visitor Industry, using Industry Ambassadors and Industry there are and reframe them to fit within number facilitated by the Local Authorities with the Cork Maritime Paradise proposition. Dependencies the support of local partners Chambers of Gaps can then be identified and filled as Visit Cork Commerce and Industry bodies. required. While both local authorities will Local Authorities Lead Player and Key Partners be key to driving this workstream, industry Industry Industry Local Enterprise Offices participation will be crucial for success Regional tourism organisations Dependencies Chambers Network in leading the implementation of the Short Term (2016) Develop a training plan activities. The development of a calendar to deliver best-in-class story telling for all Short Term (2016) Create a series of of festivals that support the proposition key attractions in Cork ongoing networking events centered is required. This will involve reviewing and around cross-selling and delivering on the Long Term (2017-2020) scaling current festivals to support the Cork proposition proposition and developing new festivals Launch and implement the training plan where necessary. Long Term (2017-2020) Review and refine

29 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 8

Identify and develop an experience portfolio to cater for Cruise tourism

Cruise tourism is a key driver of visitors to the region, alongside leisure tourism. A plan to leverage cruise visitors needs to be drafted. Experiences and activities that appeal to these visitors need to be identified and communicated. This will require local authorities to work with Cork Airport, the Port of Cork, ground handlers and local industry to package the right activities.

Lead Player and Key Partners Local Authorities, Cruise Ireland

Dependencies Visit Cork Industry Port of Cork

Short Term (2016) Work with Port of Cork and local Cruise Tourism industry to understand what experiences are most suited to cruise tourism. Create a comprehensive plan that leverages the synergy already created from the good work being undertaken, to create experiences that will be tailored for cruise tourism

Long Term (2017-2020) Launch and implement the plan and measure the uplift in cruise tourism

30 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Plan 3

Generate awareness and consideration of Cork amongst visitors as a tourism destination and support business development

What success will look like: A. Increased numbers of overseas visitors B. Cork will be perceived as a key destination amongst domestic visitors and sit firmly in their consideration set C. Significant increased awareness of Cork within Ireland’s Ancient East and the Wild Atlantic Way experience brands D. Increased visitor traffic through Cork entry points (port, airport, bus stations and train stations)

31 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 1 will ensure the Cork proposition is Short Term (2016) Develop a plan that Action 4 integrated into tourism agency overseas will ensure the Cork proposition is and domestic sales and marketing activity integrated into industry, partners and Integrate the Cork proposition into Develop an engagement plan to bring all Long Term (2017-2020) Tourism stakeholders’ overseas sales and national and overseas tourism marketing, relevant stakeholders, community and Ireland and Fáilte Ireland to ensure Cork is marketing activity. sales and publicity plans for Ireland’s industry on board with the new a feature where relevant and appropriate Long Term (2017-2020) Integrated Ancient East and the Wild Atlantic Way so proposition and ensure that their role in in, primarily overseas, sales and marketing into part of the Ireland offering as to increase awareness of the Cork the delivery of the proposition is clear. of Ireland’s Ancient East and the Wild proposition and consideration among Produce supporting proposition content Atlantic Way priority overseas markets and domestic and toolkit for industry and stakeholders. visitors. Action 3 An engagement plan is required to Action 2 The Cork Proposition needs to be Communicate the Maritime Paradise educate all stakeholders on the new integrated into the overall ‘Brand Ireland’ proposition as it relates to Ireland’s Ancient proposition and ensure everyone is proposition. Work needs to be done on Develop and implement a sales and East and the Wild Atlantic Way, to aligned and has identified ways that they pushing awareness of Cork as part of the marketing plan to maximise overseas and domestic, international and external can develop their visitor experience in line Ireland experience so it becomes a chosen domestic marketing and business stakeholders across the region. with the proposition. A specific destination on visitors’ itinerary when they development outcomes in addition to engagement plan, with a supporting come to Ireland. This is a piece of work agreed agency activity. Align to existing proposition toolkit, needs to be created Communicate the new proposition to that needs to be completed by the local access routes. for artisanal craft producers as they will external audiences – visitors (domestic authorities in collaboration with Tourism have a key role in developing and and international), and external Ireland and, locally, with Fáilte Ireland. An delivering experiences. Develop and implement a sales and stakeholders across the region. overseas, highly targeted sales plan needs marketing plan to maximise overseas and Lead Player and Key Partners to be developed for overseas markets Lead Player and Key Partners domestic marketing and business Visit Cork Fáilte Ireland Local Authorities which includes targeting specific trade Visit Cork, Fáilte Ireland development outcomes in addition to Dependencies Industry events that will draw visitors to Cork. Dependencies Industry agreed agency activity. Align to existing Partner marketing activities with food and Short Term (2016) Develop a plan that access routes. Short Term (2016) Maximise visibility transport players will also be developed so will engage with all relevant stakeholders through Fáilte Ireland tourism offices that Cork is front and centre for Lead Player and Key Partners and communities in Cork that can be with Irelands Ancient East and the Wild destinations that offer direct access. Visit Cork aligned to the Wild Atlantic Way Atlantic Way. Visit Cork to work with engagement plans Lead Player and Key Partners Dependencies industry and Fáilte Ireland to develop Tourism Ireland Cork Airport material to optimise communications Long Term (2017-2020) Fáilte Ireland Local Authorities channels and visibility in-destination Ongoing – review the levels of Local Authorities Industry Fáilte Ireland engagement with the proposition Tourism Ireland Long Term (2017-2020) Ongoing Dependencies Cork Airport Port of Cork – ensure communications channels are Port of Cork Industry groups Industry being optimised to deliver on the Short Term (2016) Develop a plan that ‘Maritime Paradise’ proposition

32 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 5 East and the Wild Atlantic Way level. Create a list of and recruit desirable socialisation activity celebrity and community ambassadors Long Term (2017-2020) Review the Long Term (2017-2020) Create a socialisation plan of the Action 8 key visitor touchpoints for their Launch a plan that introduces the proposition to build awareness and effectiveness of delivering the proposition ambassadors and clearly defines their role engagement amongst all stakeholders for the visitor Ensure Ireland’s Ancient East and the Wild across key touchpoints of the visitor Atlantic Way attractions are cross journey (including taxi, retail and promoting the Cork Maritime Paradise hospitality). Action 6 proposition across the region. Action 7

The Cork proposition needs to be Develop a plan to create a number of Ireland’s Ancient East and the Wild embedded into local communities if it is to ‘ambassadors’ for the Cork tourism Create an improved system of dynamic Atlantic Way attractions will need to be be successful. This is crucial for the proposition. This is to include celebrity communication around visitor-led familiar with the overall Cork tourism creation of an authentic visitor experience. ambassadors for overseas leverage as well itineraries with offers which can be pushed proposition and what tourist activities will Key influencers within communities need as destination ambassadors. through communications channels in a support it. They will need to be given the to be identified and brought on board timely manner. required information and encouraged to with the new proposition. It then needs to A plan to create a number of designated cross-promote activities across the region be clearly communicated to all so that ‘ambassadors’ for the tourism proposition Communicate offers and itineraries as to ensure that everyone is benefiting. everyone is aware of what Cork is offering must be considered – this will include they are available and push them out via Lead Player and Key Partners and how they can contribute to its diaspora celebrities as well as local the most relevant channels. This needs to Visit Cork, Industry success. This includes key touchpoints ambassadors. These ambassadors will be a flexible system to match supply with such as taxi drivers, the retail sector and Dependencies Fáilte Ireland Tourism embody the proposition and act as key demand. the hospitality trade. Ireland Regional tourism organisations touchpoints for visitors to Cork. They must Lead Player and Key Partners Lead Player and Key Partners Short Term (2016) be aware of the segments and their Visit Cork Visit Cork Develop and implement the portal different needs and be able to tell the Industry Local Authorities story of the Cork proposition as well as Long Term (2017-2020) Dependencies Dependencies cross-promote Ireland’s Ancient East and Ongoing review of how effectively Cork Airport Industry the Wild Atlantic Way experiences and the portal is performing Port of Cork Fáilte Ireland other experiences across the county. Fáilte Ireland Port of Cork Lead Player and Key Partners Tourism Ireland Cork Airport Visit Cork Regional tourism organisations Short Term (2016) Review current Dependencies Local Authorities Fáilte communication channels, identify areas Short Term (2016) Develop and Ireland Tourism Ireland Regional tourism for improvement and make implement a plan that will ensure the organisations recommendations proposition is lived and breathed at key Short Term (2016) Create a plan that touchpoints of the visitor journey. Long Term (2017-2020) will enable the training of individuals for Ensure alignment with Ireland’s Ancient Implement recommendations for the ambassador programme at a local improved communication system

33 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 9

Create a Visit Cork portal to channel all content and activities into a single destination.

Create a Visit Cork portal to channel all content and activities into a single destination Lead Player and Key Partners Visit Cork, Industry Dependencies Fáilte Ireland Tourism Ireland Regional tourism organisations Short Term (2016) Develop and implement the portal Long Term (2017-2020) Ongoing review of how effectively the portal is performing

34 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Plan 4

Facilitate and enrich the visitor journey with integrated tourism infrastructure and destination/ experience enablers

What success will look like: A. tourism offering where all touchpoints will be customer centric B. A seamless visitor experience across Cork C. Cork will be perceived as a visitor friendly, easily navigable and consumable destination D. A tourism offering that will be aligned with both cruise and business tourism activities

35 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 1 Long Term (2017-2020) Action 3 Action 4 Implement the plan to secure long term

supply of skills that will support the Upskill staff in the industry to cross- Develop visitor infrastructure required to Develop an integrated transport system industry delivering on the proposition promote key destinations within Cork, promote the Maritime Paradise proposition that leverages local transport networks, Review annually projected skill gaps Ireland’s Ancient East and the Wild within Ireland’s Ancient East and the Wild where possible, to seamlessly disperse Atlantic Way. Atlantic Way and to visitors in Cork. This visitors throughout Cork. Secure the long term supply of relevant will include digital (maps, signage) to support the flow of visitors throughout skills to deliver on the Cork Maritime Transport throughout the region has been Cork and to copper fasten Cork as a Smart Paradise proposition. Key area of focus identified as an area where the visitor Action 2 City and County should be within the service industry. experience may suffer. A plan needs to be developed to overcome this. All current Support innovation and the creation of A plan needs to be created to upskill staff Infrastructure needs to be created to potential transport options need to be new tourism businesses and new jobs. so that they are able to cross-promote key facilitate the flow of visitors throughout considered and leveraged for visitors destinations within Ireland’s Ancient East Cork. This will make it easier for visitors to where possible. This will require a and the Wild Atlantic Way. The role of Revise investment plan and support local navigate Cork and allow key attractions coordinated effort between local storytelling, local producers and food has development of industry to facilitate job and messages to be promoted. authorities and private transport been identified as a key part of the overall creation. Lead Player and Key Partners operators. visitor experience. However, there is a gap Lead Player and Key Partners Local Authorities Lead Player and Key Partners in some relevant skills that are required to Industry Dependencies Local Authorities deliver on the Cork Maritime Paradise Dependencies Fáilte Ireland Industry Dependencies proposition. This gap is particularly Industry Industry Public and private transport prevalent in the hospitality sector. Local Short Term (2016) Review current Fáilte Ireland providers Authorities will work with stakeholders, infrastructure and design a plan for the Tourism Ireland such as the industry and CIT, to ensure the most effective infrastructure that will Short Term (2016) Review current Port of Cork necessary skills are being developed and support the flow of visitors. transport system and identify where there Cork Airport to create a plan to secure the future Long Term (2017-2020) are gaps in the service for visitors. Create Regional tourism organisations LEOs supply of the required skill set. Implement the new infrastructure plans solutions where feasible to fill these gaps. Short Term (2016) Align investment Lead Player and Key Partners and review their effectiveness Long Term (2017-2020) Implement the plan to support local development SOLAS recommended approaches to fill the gaps Long Term (2017-2020) Implement in transport service Dependencies Fáilte Ireland Industry

Short Term (2016) Plan for upskilling staff to cross-promote Review and assess skills available and projected gaps

36 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

Action 5 Action 6 Action 7

Work progressively with Cork Airport to Educate the industry on who the key Create a responsive plan to ensure ? develop new routes and increase visitor segments are, what they want and how adequate availability of good value numbers. to engage with them, through Ireland’s accommodation. Consider alternative Ancient East and the Wild Atlantic Way, options, such as sharing economy Lead Partner Definition to show the value of the Cork ‘Maritime accommodation facilitated hosting and The Lead Partner is Responsible for Work progressively with Cork Airport to Paradise’ proposition to their businesses campus accommodation. progressing the action in partnership with developevelop a comprehensive plan with and the local economy and for everyone the other stakeholders. However, they may Cork Airport to grow visitor numbers by involved in the tourism sector to live the not necessarily hold sole accountability increasing capacity on existing routes and Hotel capacity has been identified as a proposition on a day-to-day basis. for its implementation. through the delivery of sustainable new serious issue within Cork City. Capacity routes. Leverage the synergy already needs to be assessed and plans for created from the current work being This initiative relates to educating additional or alternative sources of Tourism Industry Organisations Definition undertaken on route development. everyone involved in the industry on the accommodation need to be considered to The term Tourism Industry Organisations covers local representation of a broad Lead Player and Key Partners benefit of tourism to them, ensuring that enable the projected increase in visitor range of key stakeholders, including Visit Cork those dealing with visitors understand numbers. who they are, how to recognise the national sectoral organisations such as Lead Player and Key Partners Dependencies different segments and how to best the ITOA, accommodation associations, Industry Cork Airport engage with them. This action will require culinary and beverage associations, Industry regular review and retraining where Dependencies Local Authorities heritage & cultural bodies, transport Fáilte Ireland necessary. Fáilte Ireland associations, activity associations Tourism Ireland and community based Regional Tourism Lead Player and Key Partners Short Term (2016) Regional tourism organisations Groups and Local areas Development Fáilte Ireland Review capacity versus projection Short Term (2016) Groups across Cork City and County. Dependencies and determine the size and scale of Work with Cork Airport to understand Key public stakeholders Industry the accommodation need. what experiences are best suited to leisure Stakeholders Definition Identify means of dealing with seasonal tourism. Create a comprehensive plan to Short Term (2016) The term Stakeholders covers a wide variations and event-specific demand grow visitor numbers through the delivery Training workshops to educate the range of businesses and organisations of sustainable new routes and increased industry across the county that are Long Term (2017-2020) which are relevant and key to the delivery capacity on existing routes. Leverage the effective and measurable Develop an implementation plan of a given action, including non-tourism synergy already created from the current Long Term (2017-2020) to address the gaps identified business groups, special interest groups, work being undertaken. Review and retrain where necessary educational establishments, media and relevant contributors to delivery both Long Term (2017-2020) regionally and nationally. Launch and implement the plan and measure the uplift in visitor numbers

37 CORK TOURISM STRATEGY 2016 The Implementation 09 Framework

The implementation framework Players, Partners and Dependencies. The Lead Player in successful implementation of the Tourism Strategy. progressing the delivery of the Action in conjunction This senior, experienced individual will and develop with Visit Cork Ltd. will be the first agency listed for programmes which deliver on the proposition and We intend to establish Visit Cork Ltd, which will be each Action. The role of that Lead Agency will be to fulfil the key KPIs. Crucial to this will be the creation charged with responsibility for the implementation of take responsibility for the development of a business/ of integrated visitor-centric experience programmes the Strategy. A series of service level agreements activity plan which will secure the implementation of that make the proposition real for the visitor and (SLAs) will be developed between Visit Cork Ltd and the Action. In taking on this responsibility the Lead support sales and revenue targets and building the key funding/resourcing agencies to recognise the Agency will scope and define the requirements for industry and stakeholder wide engagement and significant commitments that will, in conjunction with delivery of the Action including timeframes, agency collaboration. the State Tourism Bodies, through an appropriate and dependencies required inputs, any necessary supportive funding and resourcing model to be • Tourism Marketing Manager: this role will be focussed financing required and a programme for developed, support Visit Cork Ltd in its work. on marketing the destination as one proposition, implementation. In undertaking this work the Lead as defined by the brand and supported by relevant Agency will be supported by the direct involvement of and targeted programmes. The Marketing Manager Visit Cork Ltd will have a governance structure which the Tourism Destination Manager. will be responsible for the creation of effective and will ensure that its Board of Directors will have the tailored consumer and trade sales and marketing necessary capacity and skillset to deliver on the The Steering Committee will act as the gatekeeper of programmes which deliver the defined sales and implementation of the strategy. The Board will be the overall strategy and offer guidance whilst revenue KPIs, working closely with relevant state made up of membership from the key agencies overseeing the development and delivery of the Cork agencies, industry and key local stakeholders. involved in the tourism industry and representatives Tourism Strategy. A SLA will be put in place to lay out from local industry. key deliverables. STEERING GROUP To ensure the success of the implementation of the leisure Visit Cork Ltd will employ a Tourism Destination The Board, comprised of representatives from local Tourism strategy. Manager as a programme manager with the requisite Owners/ custodians of the strategy authorities, the DAA, local industry, Tourism Ireland and skills to lead the implementation of the Strategy. The Essentially mirrors of the current group Fáilte Ireland, will ensure the strategic plans are Company will also employ a Tourism Marketing implemented in conjunction with the relevant agencies. Manager and supporting administration staff as The board will be responsible for ensuring that action required. THE BOARD is taken and achieved by leveraging the synergy Responsible for the delivery and implementation of the Leisure between leisure and business tourism. The proposed Tourism strategy and Cork Convention Bureau (Business Tourism) In delivering on this Collective Strategy, Visit Cork Ltd. structure will follow the successful model of the Cork Make-up: 2x local authorities (Director of Service or above); 2x will require the active support and engagement of a Convention Bureau. councillors; Failte Ireland; Cork Airport; Industry x up to 6. significant range and number of agencies and industry partners. The Implementation Framework in the The Executive: The structure will include two key roles: Strategy sets out a flavour of what inter dependencies • Tourism Destination Manager: this role is focussed THE EXECUTIVE will be required in this regard. The Implementation Charged with delivery of the Leisure Tourism strategy on programme management and leading on the Framework sets out a range of Actions which list Lead Make-up: Destination Tourism Manager and Marketing Manager

38 CORK TOURISM STRATEGY 2016

10 Appendices

Cork Strategic Pat Casey Partnership) We would like Tourism Task Force: (Casey Communications) Maeve Dineen Advisory Group Paula Cogan (Cork City Council) to thank all who (River Lee Hotel) Ann Doherty Deirdre Cole (Cork City Council) George Barter contributed (Fáilte Ireland) Liz Donavon (Travelnet.ie) Peter Conway (Cork County Council) David Bennet (Discovering Cork) Louis Duffy (Cork County Council) Tracey Coughlan (Cork County Council) David Bennett (Fáilte Ireland) Sinéad Dunphy (Cork County Council) Steve Cox (Cork International Coral Festival) Maria Benson (Cork Convention Bureau) Ruth Farrell (C.I.T.) Hilary Creedan (C.I.T.) Darragh Brady (Fáilte Ireland) James Fogarty (Clarion Hotel, Cork) Derry Cronin (Cork County Council) Jean Brennan (Cronin Travel Group) John Forde (Cork City Council) John Cullinan (Cork County Council) Fiona Browne (BAM Ireland) Seamus Fox (Cork City Council) Kevin Cullinane (Ballyhoura) Enda Buckley (Cork Airport) Bernadette Freyne (Sustainable Solutions) Declan Daly (Ardfield Farmhouse) Louise Burke (Cork County Council) Shirley Gallagher (IRB Duhollow) Jackie Dawson (SYSPRO) Joe Burke (Kinsale Chamber of Commerce) John Gately (Cork County Council) Janice Dawson (Montenotte Hotel) Siobhan Burke (Kinsale Chamber of Tourism) Adrian Gregan (Sheep’s Head Way) Jenny De Saulles (C.I.T.) Rose Carroll (Fáilte Ireland) William Hammond (Cork County Council) Ian Dempsey (Cork Folk Festival) (West Cork Development

39 CORK TOURISM STRATEGY 2016 10 Appendices

Conor Healy Jim Kennedy Jack McGouran Macdara O’Hici Sarah Sinnott (Cork Chamber of Commerce) (Atlantic Sea Kayaking) (Cork Jazz Festival) (Cork County Council) (Cork County Council) Cora Healy Ailish Lee Claire McSweeney Damien O’Mahony Ann Slattery (Cork Chamber of Tourism) (Cork County Council) (Blackrock Castle) (Cork City Council) (Ballyhoura Development) Madeline Healy Sara MacKeown Paul Montgomery Michael O’Neill Amanda Slattery (Cork County Council) (Port of Cork) (Cork Vintners) (Fernhill House Hotel) (Ballyhoura) Seamus Heaney Michael Magner Pauline Moriarty John Paul O’Shea, Mayor Mary Sleeman (Cork Convention Bureau) (Vienna Woods Hotel) (Cork County Council) (Cork County Council) (Caravan and Camping) Clodagh Henehan Deborah Maguire Paul Moynihan Eileen O’Shea Deirdre Smith (Cork County Council) (Blarney Chamber of (Cork City Council) (Bantry Development & Tourism) (Cork Jazz Festival) Kela Hodgins Commerce) John Mulcahy Eileen O’Shea Geoffrey Spratt (Dunowen House) Aaron Mansworth (Fáilte Ireland) (Cork Film Festival) (Cork School of Music) Ryan Howard (Cork International Hotel) Niamh Murphy Michelle O’Sullivan Miriam Tobin (SECAD) Michael Martin (Hopkins Communications) (Cork Chamber of Commerce) (Skibbereen Chamber Kate Howey (Fota House) Irene Murray Valerie O’Sullivan of Commerce) (Kinsale Tourism) Cllr Mary Shields, (Cork County Council) (Cork City Council) Jean Van Sinderen-Law Gillen Joyce Lord Mayor Cork City Peter Murray Jean O’Sullivan (UCC) (The Titanic Experience) Lorraine May (Crawford Art Gallery) (West Cork Development Gillian Vaughan Suzanne Kearney (Cork Midsummer Festival) Claire Nash Partnership) (Cork County Council) (SECAD) Joe McCarthy (CBA) Lawrence Owens Hendrick Verwey Ray Kelleher (Cork County Council) Conor Nelligan (Cork Business Association) (Cobh Tourism) (Clarion Hotel, Cork) Jennifer McCarthy (Cork County Council) David Precious John Walsh Mary Kelly (Cork County Council) Barrie O’Connell (West Cork Development (West Cork Islands) (Cork Racecourse) Mary McCarthy (Cork Chamber of Commerce) Partnership) Aisling Ward Justine Kelly (National Sculpture Factory) Sinead O’Crowley Con Quill (C.I.T.) (Cork County Council) Ian McDonagh (Clonakilty Chamber of Commerce) (Blarney Caravan Park) Frankie Whelehan Paul Kenneally (Cork County Council) Peter O’Donoghue Roisin Liston (Choice Hotels) (BAM Property) Hal McElroy (Cork County Council) (Tourism Ireland) Paola Zambelli (Trident Hotel) Josephine O’Driscoll Stephen Ryan (Cork County Council) (Cork County Council) (Fota Wildlife Park)

40 CORK TOURISM STRATEGY 2016 10 Appendices

1.2 The approach: of Ireland’s Ancient East and the A two phase process Wild Atlantic Way experience brands, Jenny De Saulles and Fiona Monaghan, where key actions were outlined PHASE 1: that would enable the delivery of The first phase of the process was the proposition. The implementation focused on understanding what Cork framework was then further developed is ‘best at’ in order to create a unique, and refined by the Cork Strategic visitor-led proposition that Cork can Tourism Group. truly own. This involved a series of OpenMindsTM workshops with the Cork Strategic Tourism Group and subsequent INDUSTRY STAKEHOLDER Challenge and Build workshops with ENGAGEMENT wider stakeholders, including the trade. From these workshops a number of Workshops: propositional territories were created May 18th – Workshop with wider and subsequently tested among the stakeholders including industry key segments (both domestic and Sept 16th – Workshop with wider international). The output of this was stakeholders including industry a refined, single-minded proposition. This proposition was then tested October 16th – Workshop with wider internationally among the key markets stakeholders including industry of GB, France and Germany. November 5th – Workshop with local authorities and the heads of the PHASE 2: experience brands, Ireland’s Ancient The second phase was focused on the East and the Wild Atlantic Way. creation of an implementation framework that will guide the delivery of the proposition and ensure it is tangible for visitors. This involved a full-day workshop with the local authorities and the heads

41 CORK TOURISM STRATEGY 2016 10 Appendices

2. Role of tourism for • Expenditure on marketing an individual TOURISM AS A DRIVER IT IS ENVISAGED THAT county to consumers in overseas OF RURAL ECONOMIES LOCAL AUTHORITIES WILL: local authorities and markets is unlikely to provide an • Refers to 2014 Report of the communities • Continue to act as primary developer adequate return on investment as Commission for the Economic of public tourism infrastructure the level of awareness of Ireland’s Development of Rural Areas – People and Place • Continue to progress tourism product internal administrative boundaries is low Energising Ireland’s Rural Economy A Central Role in Tourism development with the support of Fáilte among overseas consumers and should which focuses on a range of measures including tourism which are intended for Local Authorities and Ireland funding from the Government be borne in mind by Local Authorities. Public capital programme Direct participation in marketing by to support the economic regeneration Communities of rural communities. • Act as a link between Fáilte Ireland and Local Authorities should therefore The Dept of Transport, Tourism and communities by supporting community be targeted at regional destination LOCAL AUTHORITIES – SUPPORT brand propositions which align with Sport is participating in the Inter COMMUNITY TOURISM INITIATIVE and industry effort with regard to major Departmental Group tasked with national tourism initiatives, such as the national brand propositions and to The success of the Gathering in 2013 implementing the actions. Gathering strategic international direct points has provided a foundation on which to of access to a region. • Local Authorities’ support of community develop a more structured role for • Support community and industry tourism effort provides a foundation Local Authorities in support of effort in destination development on which the tourism potential of rural community initiative in tourism. LOCAL SUPPORTS FOR TOURISM • Contribute to capacity building in areas can be realised. Government’s Action Plan for Effective tourism nationally by co-ordinating • Referred to the roll out of Local • The brand architecture and consumer Local Government – Putting People exchange of knowledge between Enterprise Offices based in Local segmentation model developed by First envisages the local government established and developing Authorities, the establishment of Local the tourism agencies shall provide system performing a strategic role in tourism destinations Community Development Committees relation to economic development in and the development of Local Economic the framework under which rural • Provide a range of advice and support partnership with the relevant government and Community Plans highlighting tourism can be supported. through the Local Enterprise Offices departments and agencies. the potential for a more integrated Tourism is a key area in which Local approach to the delivery of supports SUPPORTING VOLUNTEER Authorities can promote economic ALIGNMENT OF LOCAL AUTHORITY at Local Authority level. EFFORT IN TOURISM ACTION WITH NATIONAL POLICIES development in conjunction with • LEOs will fully engage with Fáilte Ireland Volunteer effort has proven to be • Local Authorities to act in community effort. to maximise state support to the micro a key asset in hosting major events such co-operation with one another and small business sector. as the Special Olympics in 2003 and the • Tourism Ireland to continue to lead Gathering in 2013. There may be potential

overseas tourism destination marketing for volunteer programmes to be encouraged. The department will engage with other relevant bodies to examine the potential of this where it is of benefit to overseas visitors. 42 CORK TOURISM STRATEGY 2016 10 Appendices

The Culturally immersed themselves in a place, giving HOLIDAY BEHAVIOUR – 3. Who the visitor is HOW LONG AND WHERE? Curious segment their senses a holiday too – the sights, the sounds, the smells, the tastes. The Culturally Curious choose *What visitors say they They enjoy connecting with nature and accommodation so that they can see WHO ARE THEY? want from a holiday: getting off the beaten track. They like and do as much as possible: hotel, The Culturally Curious desire authentic 1. People want to find new places people to show an interest and educate self-catering, B&B or touring caravan. and real experiences. They want to get and tell new stories about their trip them – to feel they’ve connected. under the skin of the locals and – they don’t want Cork to be just They really appreciate personal guides. They will usually choose somewhere experience their home as they do another place in Ireland; they want They are motivated by real stories that with access to scenery and good walks. themselves. Often this cohort will travel a new experience can give them a real insight that they The Culturally Curious take a higher as a couple or on their own, as opposed would not get otherwise. number of short breaks than average. 2. People are now, more than ever, to going in large groups. They are out For holidays other than their short breaks, drawn to places that give them to broaden their minds and expand their WHAT THEY DON’T WANT: they are three times more likely to stay the opportunity to connect on experiences by exploring new landscapes, To party all night long, to see things longer. However, they need to feel that a more human level history and culture. They are curious about they’ve seen before, to do packaged a destination is truly diverse otherwise 3. People are looking for multisensory everything and are delighted to discover or ‘laid on’ activities they are unlikely to return for a while experiences – they want to be the world for themselves. once they’ve been, preferring to move stimulated in new ways through MOST LIKELY TO BE SEEN: on to new discoveries. places, people, food and music WHAT THEY WANT FROM A HOLIDAY: • Looking for interaction with 4. They want to instantly see the vibe They’re interested in all that a place locals and hearing their and picture it as a ‘place for people has to offer and they want it to be a true stories in beautiful locations like me’. People want inspiration representation of local culture. They won’t • Soaking up new information in and guidance on how to enjoy choose a brand or visit a place just to castles, gardens, museums, Cork e.g. maps and trails follow the herd. This is their own country houses and art galleries (Source: Primary Research, 2015) exploration and they really want to • Enjoying good food and wine, cover everything and to ‘do’ a place. particularly local specialties, THE INTERNATIONAL AND The Culturally Curious love to discover including local pubs DOMESTIC SEGMENTS history and to find ways of getting the The international and domestic market will real local insight. • Attending unique local festivals and cultural events be crucial for Cork tourism around key Independent, ‘active’ sightseers, they are Irish holiday periods such as mid-term looking to encounter new places and breaks. They will be key in helping experiences that are out of the ordinary. extend the visitor season among the The Culturally Curious like to feel that they shoulder months. have not only learnt something, but also

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The Social Energisers the city by day for its vibrancy and unique • Creative adventures during the day time Segment atmosphere, as well as enjoying the • New, different activities that offer nightlife – Social Energisers will go advantage, fun and adventure for something unusual as long as it has WHO ARE THEY? the ‘wow’ factor they’re looking for. • Exploring a city vibe as well as Social Energisers like to holiday in groups They’re hungry for experience so they’re coastal activities or as couples. Think of a group of friends likely to be packing everything in. taking a long weekend in Dublin or Belfast. HOLIDAY BEHAVIOUR – They’re looking for a cool, exciting trip HOW LONG AND WHERE? WHAT THEY DON’T WANT: somewhere new and vibrant. Social Energisers will most likely stay in Peace and quiet is off the agenda. They want exciting and intense, action- a hotel close to the action. Some of them Social Energisers want to get back home packed holidays. They want to be doing stay in B&Bs, guesthouses and hostels, revitalised not rested. They want to be things 24/7. as long as there’s lots going on around active for their whole trip. them that’s new and different; they are WHAT THEY WANT looking for what’s new and in the now. FROM A HOLIDAY: MOST LIKELY TO BE SEEN: This is the most likely group to go to Social Energisers really like having a laugh • Doing the latest energetic, European cities and even further afield, and sharing the adventure with their popular activities in search of these kinds of experiences. friends. They love new experiences and • Soaking up the lively atmosphere in a They are also more likely to take a shorter exploring new places; the more out pub, particularly old pubs with good break of two or three nights than the of-the-ordinary, the more exciting, food, music sessions and conversation average holiday-taker in the UK and Ireland. the better. It’s great if there is a wide range with the locals of activities to do in a relatively small area, • Checking out festivals and enjoying so they don’t have to plan too far ahead. entertainment with a great vibe – They’re up for being spontaneous, as this whether on the street or in a club often leads to even more fun and laughter and a really great break. Social Energisers • Live music, comedy tours, street art – want to be at the heart of it all – the local scene is where they want to be wherever’s social, wherever it’s happening. • Discovering the ‘in’ places to shop, cool But their definition of a good time is wider places to eat, and the best sightseeing than just partying. They’re also looking for opportunities interesting events, fun activities and gigs. • Visiting attractions where fun is part of Always ready to try new things – exploring the deal and there are great things to see

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The Great Escapers Segment important that getting away from it all HOLIDAY BEHAVIOUR is easy enough – they want to get the – HOW LONG AND WHERE? ‘wow’ moment without too much effort. Great Escapers are more likely to WHO ARE THEY? Most importantly, Great Escapers want to stay in self-catering accommodation. Great Escapers are usually couples, come home refreshed and revitalised, Some of them go camping, tour in often with babies or quite young children. their batteries recharged. a caravan or stay in a hostel to get access The most important aspect of any break to beautiful scenery. Great Escapers are for them is the chance to spend quality more likely to take short breaks than WHAT THEY DON’T WANT: time together. Most are in serious need the average traveller. They are more likely To make connections with others on the of time out from busy family lives to stay to favour domestic tourism than holiday be it locals or other tourists. and careers. go to Europe or further afield on holiday. They don’t need to, they’re there to be with each other. However they do look for WHAT THEY WANT FROM A HOLIDAY: an authentic local experience during their holiday in the service they get in bars, Great Escapers are on holiday for a restaurants etc. break from the everyday, but above all to reconnect with their partner. What they want from a holiday is: to connect with the MOST LIKELY TO BE SEEN: landscape, to feel the earth beneath their • Escaping to breath-taking landscapes feet, to soak up the beauty of it all. and feeling connected with themselves A sense of history, of their place in the and the land around them vastness of nature – they want to feel part • Actively exploring more remote and of it. Against this kind of backdrop Great exciting places, on foot or by bicycle; Escapers can spend real quality time such as scenic coastal landscapes, bonding with those closest to them. islands and headlands They can rebalance themselves and take stock of their lives, concentrating on • Standing enveloped in each other’s what’s important in life. They appreciate company on the top of a mountain peace and quiet between activities, or cliff, visiting a castle or a landmark he point is the trip itself. • Enjoying a relaxed meal of fresh local It’s ‘down time’, it’s being off the beaten produce at a restaurant, or a fun evening track, and it’s a Great Escape. But it’s in an authentic pub

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4. The tourism proposition doesn’t stand out among these locations; WHAT THEY REALLY there is currently no compelling reason LIKED ABOUT CORK: to add Cork to their travel agenda, it is 1. Soft, beautiful, more peaceful coastline 4.1 Developing a tourism currently lacking in iconic experiences, making escaping more serene and easy proposition for Cork other than the Blarney Stone. This is a 2. Artisanal and foodie culture blank canvas for us to create something enabling discovery and multisensory unique and motivating. In order to understand how best to experiences (Source: Primary research, 2015) position Cork as a destination primary 3. Authentic, compact city, making it research was conducted among the key easy to connect and feel at home segments, both domestic The visitors reported that visiting Cork 4. Quirky place giving way to unexpected and international, in 2015. wasn’t part of their chosen itinerary; experiences it wasn’t on their agenda as a must see • In Cork, a number of international when they came to Ireland. The ended up WHAT THEY REALLY LIKED visitors were spoken to via in-depth in Cork by chance or as a result of travel ABOUT THE PROPOSITIONS: interviews. These stretched across the connections. Had they known what there • Landscape and coast, local fresh food, Culturally Curious and Social Energiser was to see and do in Cork, they would doing something different and unique, segments from key markets such as have dedicated time in their journey heritage and culture Great Britain, U.S.A, France, Germany, to explore it. Spain, Italy and Canada. • Doing things differently, home of the free spirit, quirky • Focus groups were conducted amongst FOR DOMESTIC VISITORS their domestic equivalents. Cork is West Cork, as this holds nostalgic • Connecting with a place, the local memories of their own childhood-family people and their way of life INTERNATIONAL holidays. There is a lack of distinction • Local fresh food, creativity and diversity VISITORS TO CORK around Cork city and what it offers. (Source: Primary Research, 2015) Currently have no real knowledge of Cork Fota Island is also seen as a destination in beyond the Blarney Stone. Cork is not on its own right and almost separate from their radar. They don’t have an under- Cork as a holiday offering. standing of what there is to do in Cork. (Source: Primary research, 2015) They are often on a set time limit and stick However, Cork carries some positive and to the quintessentially Irish locations of surprising experiences. Dublin, the Ring of Kerry, the Cliffs of Moher and the Giants Causeway. Cork

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4.2 Arriving at the brands Ireland’s Ancient East and 3. Local engagement is key to delivering BE SINGLE-MINDED IN Wild Atlantic Way. This is the role of a coherent story; connecting all the FOCUS TO TELL A STORY: tourism proposition the Tourism Proposition. All the elements parts is vital A strong single-minded idea is key to that visitors love about Cork will sit within getting any defined tourism proposition How can all the things visitors and support this proposition for Cork. What these learnings mean across. This doesn’t mean elements like about Cork be tied up under cannot sit within this. Portland is for the Cork proposition: an extremely strong performer in terms one compelling idea? What is it Learnings from other destinations which of fostering an irreverent and natural have developed successful tourism BE INSIDE OUT: that makes Cork different? food and drink culture. This is due to propositions were examined. It must be remembered that a To create a true identity for a destination a consistent, clear proposition that proposition must be credible, proposition, it needs to be lived and is communicated across all touchpoints. motivating and differentiating. This included locations such as: breathed by the local people across all • Bristol the touch points. Manchester has been successful in this regard. People had to • Manchester There are 3 key attributes qualify to use the tourism brand for that make Cork different: • Yorkshire their business by passing strict measures 1. The coastal history and culture, • Cornwall which made the brand aspirational and creativity in a beautiful, soft, and prevented a weakening of the image. • Hamburg coastal environment • Austin/San Antonio 2. Multi-sensory experience, immersive, fresh HAVE A STRONG • Portland CONNECTING NARRATIVE: 3. The personality: vibrant energy If there is to be a true fusion between the • Lisbon Coastline urban and rural areas, there needs to be a The blend of these three attributes creates • Santiago credible and compelling link and story that a richer, deeper and more unique can be told that shows a connection experience but needs a bigger, KEY LEARNINGS: between the two as one destination. all encapsulating idea that all three can sit Yorkshire does this very well as they 1. Being single-minded is key within. There is a need for a unifying position themselves as the ‘county a. The trap is to be a little of everything single-minded idea for Cork that allows of York’, not just referencing the key without one overarching theme that it to stand out as somewhere interesting historic city, but promoting York as being can be delivered and communicated and different to visit within Ireland, one the most historic cities in England. while also allowing Cork to coherently sit 2. There is a real opportunity for Cork to as part of the two signature experience stand out within its peer set but with a more developed, integrated offering

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4.3 The Experience the proposition promise. Such experiences can be a combination of products, Development Framework activities, attractions and interactions that combine to enable visitors to forge The experience development a deep connection with the area. framework defines the role of Signature Experiences may be story- signature, supporting and ancillary based, thematic or geographical in nature, experiences for delivering the or a combination of all three, but they are of sufficient scale and appeal to serve as ‘Maritime Paradise’ proposition. motivators for visitors to come to a particular area within the wider WHAT IS AN EXPERIENCE? proposition. For example: Fota Island. A tourism experience is multi-faceted and hard to define. But in all cases, SUPPORTING EXPERIENCES experiences have compelling ideas, Add value to signature experiences themes and stories at their heart. and really bring them to life for visitors. They are unique to an area, or made Supporting experiences(primarily at the unique to that place through business level) may not have the sufficient differentiation. Experiences are always individual power to attract international personal, they engage the senses, and visitors to an area in their own right, create a lasting memory. An experience is but they offer the necessary variety what a visitors gains from the combination within a certain radius of the Signature of the place, its attractions and activities, Experience and are key to engaging the people they encounter there and the visitors in a seamless and immersive stories they share. As such, an experience experience. often requires collaboration between many providers and stakeholders to create something that is truly immersive and ANCILLARY EXPERIENCES integrated. Experiences can be classified as: The wider tourism offering that must also deliver a memorable and pleasurable SIGNATURE EXPERIENCES experience. For example interaction with Truly iconic experiences within an overall local people and the experiencing of the proposition (such as Ireland’s Ancient East quirky Cork personality. and the Wild Atlantic Way), that deliver on

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Strategy development and facilitation Design: VISITCORK led by MCCP The Planning Agency Hurrah Hurrah 49