DesTination Dublin A Collective Strategy for Tourism Growth to 2020 DESTINATION DUB_FINAL COVER.indd 3 20.01.14 12:44 Contents

Foreword 2

Executive Summary 4

1 Introduction – The Challenge 15

2 The Opportunity For Growth 25

3 Developing a New Desination Brand for Dublin 39

4 ‘Dublin Plus’ – A New Way of Working for a Greater Dublin 47

5 Action Plan 53

6 Collaborating for Success 71

7 Immediate Actions 83

8 Assessing Progress 87

9 Membership Process 91

1 Foreword

Tourism brings much-needed The Taskforce brought together senior The articulation of strategy is only the stakeholders from industry, state agencies and first step. Implementation is key. Successful foreign exchange, creates jobs and local authorities with international destination implementation of this strategy will stand or fall experts to develop a seven-year strategy to on effective collaboration. Many parties have a contributes to a better quality of achieve the shared goal of restoring growth from stake in the success of this endeavour. Working major markets. in isolation, these individual stakeholders are life for Dubliners. The Grow Dublin Our point of departure was to take stock of powerless to effect the step change that is called a valuable body of pre-existing work on tourism for. However, working in unison, evidenced by Taskforce was established by Fáilte and Dublin. The Taskforce then undertook our analysis of best practice in competitor cities, research designed to put in place three vital transformation can be wrought. Ireland in late 2012 with the aim of foundation stones: a thorough understanding Therefore we propose a flexible Alliance of of the motivations and needs of key segments all stakeholders, taking a sectoral approach, to reversing the downward trend in of potential visitors; insight into how Dublin take this work forward. The intention is that this is currently perceived as a place to visit; and a strategy document will serve as the template tourism to Dublin, which had begun thorough grasp of competitor city destinations. for the work of this Alliance. Assuming that This knowledge in turn enabled the crafting of a the fine collaboration evident in the work of in 2007, and driving growth to Dublin fresh articulation of Dublin as a destination – the Grow Dublin Taskforce prevails into the a proposition that is highly appealing, distinctive implementation phase, there is every cause for City and Region in the period to and inherently true. optimism about a successful outcome. To anchor our ambition for Dublin, a number So this document should be read not as 2020. of growth scenarios were considered. The most a body of work completed but as a call to stretching scenario envisages growth in visitor action by all in the industry, by the relevant numbers of 7% a year in the seven year period. In representative bodies, by the state agencies this scenario, the total number of visits reaches responsible for developing tourism, by tourism- 6.2 million by 2020 with international tourist related enterprises and by the citizens of Dublin, spending doubling to just under €2.5 bn. The all of whom stand to benefit from the increase in achievement of this target is predicated on an economic activity generated by visitors. unprecedented level of collaboration among stakeholders, the maintenance of the prevailing Lucy McCaffrey, GDT Chairperson level of public sector funding and the creation of a new private sector funding stream. Based on these assumptions, the strategy elaborates the actions that will deliver this growth.

2 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘The Grow Dublin Taskforce stakeholders learned a great deal as we worked. Most importantly, we learned that success will stand or fall on effective collaboration. Many parties have a stake in the success of this endeavour. Working in isolation, these individual stakeholders are powerless to effect the step change that is called for. However, working in unison transformation can be wrought. A flexible alliance of all stakeholders will take this work forward. The intention is that this strategy document will serve as the orchestral score for this alliance, inspiring all the players to play in unison’.

LUCY MCCAFFREY – Chair, The Grow Dublin Taskforce

3 Executive Summary

Since 2007, when 4.5 million visitors This highlights the need for a new The Challenge for Dublin tourism strategy for Dublin, underpinned by a from overseas brought €1.45 billion compelling new Dublin brand proposition to Tourism is important to Dublin – in terms of redress this competitive deficit. revenue from visitors and the jobs that it creates, into Dublin, the city and region has The Grow Dublin Taskforce was established as well as the contribution that it makes to the in late 2012 with the aim of identifying how to lives of people living in the wider Dublin area, experienced a decline in tourist bring substantial growth in tourism to Dublin comprising Dublin City and Region. However, city and region in the period to 2020. This was a Dublin is underperforming against its potential: numbers and revenue. Tourist senior tourism sector group representing major although the last 2-3 years have shown the stakeholders in the public and private sectors. beginnings of a recovery, awareness of Dublin numbers in 2012 were down 18% It consulted extensively throughout the tourism and what it offers the visitor is not well-known sector in Dublin City and Region in order to in our main potential markets; tourism to Dublin from the 2007 peak, and revenues achieve consensus for the way forward. has declined since its peak in 2007; and most The Taskforce conducted extensive significantly, Dublin has slipped behind its main were down 12.6%. Over that period, research among visitors and potential visitors city competitors in Europe, cities that have in key markets to determine their interests shown sustained levels of 5-8% growth to which Dublin has lost tourist business to and motivations, and to identify the ways in Dublin must aspire. Returning to 2007 levels which the Dublin offering addresses them. and accelerating growth beyond this peak is an cities that are positioned with greater Based on that research the Taskforce set urgent priority for Dublin. This strategy sets out about developing a strategy to return Dublin a clear roadmap for growing Dublin’s tourism in clarity, stronger impact and more to growth, underpinned by a new, compelling, the years ahead, driven by an ambition to catch and authentic Dublin proposition. This strategy up with and exceed the growth levels of its competitive appeal. and the new proposition will provide the basis competitors. for mobilising all stakeholders – public bodies, private enterprise and citizens – in developing and delivering a memorable visitor experience. Throughout this document ‘Dublin’ refers to the wider Dublin region, comprising Dublin City Council, Fingal County Council, South Dublin County Council and Dún Laoghaire-Rathdown County Council.

4 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Throughout this document ‘Dublin’ refers to the wider Dublin region, comprising Dublin City Council, Fingal County Council, South Dublin County Council and Dún Laoghaire-Rathdown County Council.

5 The Opportunity

While tourism into Dublin clearly benefits Ireland • Cruise visitors, who come to Dublin as This proposition, the elements in it, and the ‘future success as a whole, Dublin needs to differentiate itself part of a European cruise. language through which it is articulated will as a ‘must-visit’ destination for anyone visiting • Event visitors, coming to Dublin permeate all our communications with our Ireland. In view of the growing trend towards specifically to attend an event or festival, target markets. We envisage stakeholders in will depend on more trips of shorter duration - particularly whether sporting, cultural, business or any the industry will adopt it in their own marketing to cities - Dublin must distinguish itself as a other type of event. collateral; Dubliners will use it when talking collaboration stand-alone city destination and an aspirational with friends and colleagues abroad; experience European short-break destination. This is where Focusing on these sectors represents a strategic developers will use it when designing new there is a significant opportunity for Dublin: to decision to concentrate limited investment cost- projects. N.B. As a proposition, this is a & cooperation combat a low level of awareness of what Dublin effectively in attracting Dublin’s best prospects summation of Dublin’s core competitive appeals, offers and communicate the variety and vibrancy where the greatest return on investment is likely whose purpose is to guide the way in which between of Dublin’s attractions to a growing number of to be generated. Other leisure segments can be Dublin is projected. It is not a marketing slogan potential visitors in key target markets, where expected to follow as a result of success with or tagline. return on investment is likely to be greatest. Social Energisers and the Culturally Curious, who the various are typically early adopters of trends. A New Way of Working A Visitor-Focused Strategy to Achieve Growth public bodies, A New Dublin Proposition • The Grow Dublin Taskforce identified five sectors that offer potential for significant Having conducted extensive research in overseas The Grow Dublin Taskforce clearly identified industry groups, growth and the best return on investment: markets to find out what prospective visitors that future success will depend on collaboration ‘Social Energisers’ – young couples and look for when choosing a destination and having and cooperation between the various public and service adult groups looking for excitement, new consulted Dublin stakeholders to assess Dublin’s bodies, industry groups, and service providers experiences, and fun, social getaways to potential for meeting visitors’ requirements, the with an interest and stake in the tourism novel destinations. Grow Dublin Taskforce distilled these findings economy to an extent that has not happened providers…’ • ‘Culturally Curious’ – mostly older couples into a proposition that captures Dublin’s unique optimally before. Together, the participants in or solo travellers with time (and money) to appeal for visitors: the Grow Dublin Taskforce have subscribed to a spend. unifying way forward to grow Dublin’s tourism • Conference and incentive visitors, whose ‘Dublin is the vibrant capital city based on the new Dublin proposition: expenditure is amongst the highest of bursting with a variety of surprising all visitors and who are more prone to experiences – where city living ‘We will work together to unlock visit in times when cash flow for Dublin thrives side by side with the natural Dublin’s vibrancy and diverse, businesses is critical – in the shoulder and outdoors.’ surprising experiences.’ off-seasons.

6 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 The way in which Dublin stakeholders will work The three growth scenarios and the likely together to apply this principle will be elaborated growth rate associated with each are as 3 by the groups or organisations responsible for follows: Scenario growing each sector, as resources are raised and Game-Changer = ‘Peak Performance’. allocated to each of the programmes proposed within this strategy. The Grow Dublin Taskforce assessed three 1 This is the most ambitious scenario, and the one possible growth scenarios and agreed that the Scenario the Grow Dublin Taskforce has agreed to pursue, third, and most ambitious, scenario identified Status Quo = ‘Business as Usual’. subject to sufficient funding being raised. This below – ‘Game-Changer/Peak Performance’ – would see the strategy being realised in full. This should be pursued, subject to raising sufficient envisages widespread collaboration, with public funding to deliver it. There was agreement that If there is no change in policy, it is assumed funding maintained plus significant new private a new stream of funding from the private sector that Dublin will maintain market share within sector funding. It assumes that this funding will be necessary to make this a reality. the context of projected growth for Northern model would be sustained throughout the and Western Europe as a whole 1 at about 2.2% target period; that the strategy would be fully growth in visitors and 1% in revenue per year. implemented through the proposed collaborative Alliance; and that overseas marketing of Dublin would be repurposed to project the new Dublin 2 destination brand in key markets. Scenario Improved Collaboration = ‘Return to Growth’.

If tourism to Dublin were to resume the growth it enjoyed between 1999 and 2007, we could expect visitor numbers to grow by 4.7% a year, and visitor spending to increase by around 5% a year.

1 United Nations World Tourism Organization (UNWTO) regional figures.

7 The Opportunity

In this scenario, if Dublin were to perform at Action Plan • Bringing Dublin to life: Dublin’s diversity the same level as the top quartile of European will be collated into a coherent and cities in the years 2008 to 2012, we could expect The thrust of this strategy is to maximise accessible experience-development visitor numbers to grow by 7% a year, and visitor tourism numbers and value, in order to grow framework under key themes across Dublin spending to increase by around 8.6% a year. The the economy of Dublin and thereby ultimately city and region (urban and extra-urban). total number of visits would reach 6.2 million contribute to an improvement in the quality This will drive both the evolution of by 2020, representing a 70% increase on 2012 of residents’ lives over time, as a result of the segment-focused experience developments and a near 40% increase on the 2007 peak. increase in foreign exchange and tax revenue. The and Dublin’s marketing communications. International tourist spending in Dublin would plans developed by the Grow Dublin Taskforce Core values of the new Dublin brand almost double to just under €2.5bn. aim to achieve this between now and 2020. They proposition will be integrated throughout Growth on this scale would require a include specific programmes for each sector, to convey a sense of variety, vibrancy and significant increase in accommodation capacity. cross-sector enabling projects, and hygiene- surprise. The framework will also provide If the additional accommodation capacity was to critical projects. Dubliners with new ways to engage with be concentrated in hotels, then the number of their city and region and enable them to rooms would need to increase by 25%-30%. Sector-specific programmes mediate and interpret it more effectively to visitors. Sector-specific programmes are designed Summary Table to address the development of the key • Dublin – a world-class business tourism sectors: Social Energisers, Culturally Curious, destination: 70% of business visitors Growth in overseas spending (% pa) 8.6 ‘promotable’ business tourism, events, and cruise to Ireland travel to Dublin. In 2011, Growth in employment* (% pa) 7.6 tourism. These include: international conferences accounted for almost 96,000 overseas visitors to Ireland Growth in employment* (000s, cumulative) 19,600 • ‘Dublin Now Plus’: Expansion of the and a revenue yield of approximately Additional Tax Revenue € 775 million ‘Dublin Now’ Pilot Action Plan into €135 million to the Irish economy, the mainland Europe and US. This Action Plan bulk of which is spent in Dublin. Dublin, Additional Overseas Revenue € 1.19 billion has been centred on three work streams however, is far from fulfilling its potential.

TABLE 1 developed to overcome barriers to growth: The city is well furnished with venues, industry engagement and collaboration; accommodation, facilities, services and digital content and strategy; and in-market attractions. We aim to position Dublin activation. in the world’s top tier of conference and incentive destinations, by targeting conference organisers and potential delegates as well as incentive planners.

8 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 • Dublin – a ‘must-see’ destination on a • Brand Dublin visual identity: The new • A comprehensive digital plan: An European cruise holiday: Over the past Dublin proposition needs a strong and interactive platform will be developed decade, the number of cruise passengers coherent visual identity. This will help to that enables communications between into Dublin has tripled, with an average identify participants in the brand activity, potential visitors, previous visitors and annual growth rate of 12.8 %. While cruise present merchandising opportunities for tourism experience providers. This will visitors spend considerably less per visit Dubliners and visitors, and effectively enable tourism service providers, event than the average visitor to Dublin, the identify Dublin across all communications organisers, retailers and experience number of cruise visitors to Dublin has – both domestic and international. developers to have a conversation with passed 100,000 for the first time in 2013. potential visitors. It will also enable social To achieve optimum growth in visitor • Dubliners as advocates of Dublin as a communications between all interested numbers and revenue, a Cruise Dublin tourist destination: Dubliners can be the parties as is now expected in the digital Forum will be established to promote best ambassadors for their city and region age. On a visionary level, we will seek to Dublin as a cruise destination to cruise if they have the knowledge and recognise engage with some of the leading-edge operators, cruise agents and travellers the benefits they derive personally from technology companies in the city and planning a European cruise. tourism, in terms of employment, facilities leverage the extensive digital expertise and quality of life. The plan is to find ways that is based in Dublin in ‘blue sky’ thinking • Dublin Events Forum: A Dublin Events to encourage Dubliners to broaden their about the future. Our aim is to provide the Forum will be established to bring mental map of the city and to encourage best possible service for visitors through an stakeholders together and to facilitate them to speak positively about the city innovative digital plan and simultaneously collaboration for the mutual benefit of and region to visitors and to their friends, to position Dublin as a forward-thinking, all involved in organising and bidding for colleagues and family abroad. vibrant city. In addition to the tourism events. benefits, this will reinforce Dublin’s • A powerful marketing communications reputation as a leading technological hub. Cross-sector enabling projects strategy: Awareness of what Dublin offers is low among potential visitors; many have Cross-sector enabling projects are projects that a limited, and sometimes distorted, view transcend one or more of the key sectors and are of what the city and region have to offer. not focused purely on one sector. They are also Addressing this will require a creative and ‘mission-critical’ projects in the way that sector- highly targeted marketing communications specific projects are. These include: strategy.

9 The Opportunity

• Improve ease of transport and access: Critical Success Factors • A sectoral approach: Basing development While Dublin is a relatively compact city, it and marketing plans on a sectoral approach can still be a challenge for visitors to find The Grow Dublin Taskforce examined the – as in this strategy, which focuses on their way around. In particular, information organisational and funding models employed by five sectors (Social Energisers, Culturally on connections to the wider Dublin region thirteen international competitor Destination Curious, Business Tourism, Events and can be hard to find, with the result that Marketing Organisations (DMOs), with the aim Cruise Tourism) – will both enable the visitor experience is diminished and of establishing best practice for organisational stakeholder collaboration and drive our tourism revenue is not maximised. We structure, business model, and stakeholder approach to growth. will identify ways to address this, such collaboration. Factors critical to the success of as better information and signage. Fáilte this strategy for growth are: • A project-based approach: Undertaking Ireland is currently working with Dublin discrete projects provides an action- City Council and the National Transport • A collaborative relationship: The process focused approach for stakeholders to get Authority to improve signage and public of developing this tourism strategy involved in a city and region-wide project, transport information to facilitate greater epitomises the collaborative relationship where there is synergy with their own access, particularly to the wider region and approach required to achieve mutually objectives. and the natural environment on Dublin’s agreed goals. This must continue into doorstep. implementation and further planning • A sustainable funding model: Effective stages in future. This needs to be based on implementation of the Dublin tourism • Improve accommodation capacity: A mutual respect and an understanding of strategy requires a balance of funding significant increase in visitor numbers each other’s objectives. from both the private and public sectors. will create the need for more hotel The more collaborative and project-based beds, particularly in the city centre, • City and region-wide stakeholder the approach, the greater the likelihood and for better transport links between engagement: Engagement with of raising the level of funding required to accommodation in the outskirts and the stakeholders in the Dublin City and Region make a difference. city centre. A first step is to provide visitor- – at planning, design, implementation, and oriented information on public transport evaluation stages will be critical. links to areas outside the city centre where visitor accommodation is available.

10 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Resourcing on a Collaborative Basis of tourism services that generate employment, Measuring Progress tax revenues and wider spending in the Successful tourism destinations around the economy. Recognising these shared interests and Evaluating progress will be vital to understand world work on a private-public partnership the level of ambition inherent in our ambitious what works, ensure success and maintain model, whereby resources are shared in pursuit growth targets, the highest degree of public- stakeholder collaboration. of a common goal and the respective strengths private collaboration into the future is not only Detailed targets will be drawn up by of public and private sectors complement each an option, it is essential. the relevant groups or organisations as the other towards this end. This shared resourcing of the sector’s future is implementation phase begins. Key performance The Grow Dublin Taskforce and the tourism not just about the respective cash contributions indicators will cover both quantitative and industry of the Dublin region do not assume of public and private contributors to tourism qualitative measures: in addition to high- that the State can guarantee its funding support in Dublin; it is also about sharing other level quantitative measures relating to at historic levels and neither does it need the important resources such as expertise, research, visitor numbers, revenue, market share, and additional cost of a new State agency for Dublin communications and digital technology, in a employment creation, qualitative assessment alone. The State has been a vital supporter of the truly jointly-owned collaboration. This will build will be undertaken in significant areas, including sector’s development to date and the benefits on the collaboration achieved under the Dublin stakeholder engagement, communications from tourism will continue to warrant public Now initiative and be activated and brokered by effectiveness, visitor satisfaction and propensity support into the future. However, the businesses the Grow Dublin Tourism Alliance. Joint-funding to recommend Dublin, value for money, and which benefit from tourism in the Dublin region will be largely on a project basis, but within the brand impact. will also themselves invest increasingly in their broader context of the strategic aims of the own success, not least in response to the State’s core sectoral groups established to implement proactive steps in reducing VAT and removing this strategy. This will not only underpin joint air passenger duty, as well as appreciating the development of new visitor experiences and 'The complex and multi-faceted proven benefits of national programmes such as the marketing of Dublin, but it will also enable The Gathering. better joint input to the strategic plans and work nature of the tourism economy The complex and multi-faceted nature of the programmes of all State agencies and private tourism economy requires productive synergy initiatives in other areas of Irish life, so that no between public and private sectors to provide opportunities are missed and the best mutual requires productive synergy conditions for growth: certain functions either outcomes are achieved. cannot be, or are best not, delivered by the between public and private sectors private sector alone, for example international destination marketing and city-brand curation. to provide conditions for growth' From these ‘common ground’ functions, the State receives payback on its investment, particularly from the private sector’s operation

11 The Opportunity

Next Steps • Develop a citizen engagement plan. Actions to Attract More Produce a factsheet illustrating the Leisure Visitors Maintaining the momentum generated by new proposition, with key tourism facts the Grow Dublin Taskforce in developing (e.g. jobs, revenue etc.), and distribute it this strategy will be critical to achieving through key channels. • Start to extend ‘Dublin Now’ initiative for Dublin’s growth objectives and to securing Social Energisers into other geographical wider stakeholder buy-in to the way forward. • Develop the first iteration of the markets (‘Dublin Now Plus’). A number of short-term actions have been framework to Bring Dublin to Life, identified as priorities in the first three months. including key themes, with inputs from • Identify and develop partners with These include: Social Energiser and Culturally Curious complementary interests in promoting experience-development teams. Dublin to Social Energisers and the Key Enabling Projects Culturally Curious – such as leading edge • Develop the specifications for thedigital digital companies. Outline plan of activities • Establish the Grow Dublin Tourism platform. Identify a development partner. for the year ahead. Alliance to drive the strategy forward, with representatives from all committed • Develop the visitdublin.com site to create Actions to Attract More stakeholders. an expanded calendar of events, as well as building on existing information over the Business Visitors • Develop a brief for, and commission work wider Dublin City and Region. on, the new Dublin brand identity. • Develop a large conference bid strategy Actions to Attract More with key stakeholders. • Identify key stakeholder partners, who Visitors for Major Events will work together and commit resources Actions to Attract More towards a shared goal within the context of the new private-public funding model. • Establish Events Dublin Forum to bring Cruise Visitors together key stakeholders, including event • Develop a high-impact marketing organisers, and accommodation and • Formally establish a Cruise Dublin Forum communications and media plan to service providers, and develop a major to bring together all relevant stakeholders promote the new Dublin proposition in events strategy. and develop a strategy for attracting and overseas markets. catering for more cruise traffic.

12 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Nobody ever got ahead by standing still The report identifies those visitors we should be targeting and provides us with an outline for a more vibrant sales pitch and, as this report shows, Dublin (as a and a renewed brand. Secondly, it emphasises the need for all interests to move as one in this direction. tourism destination) is in danger of Fortunately, many of the key recommendations contained within this report are currently being implemented by standing still and its brand is becoming Fáilte Ireland and others to reposition Dublin and improve its appeal. However, it will take more than one tourism a bit stale. At the same time, its comp­etitor organisation and the four local authorities to achieve the potential set out in this report. The success of Dublin as a tourism destination will also be cities overseas have been reinventing dependent on tourism operators, arts and culture interests and the wider business community working closely together them­selves. This is there­fore a very timely as never before’. wake-up call to our capital. Shaun Quinn - Chief Executive, Fáilte Ireland

13

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

Introduction – !The Challenge What has been the focus of the Grow Dublin Taskforce?

How valuable is tourism to the Dublin economy?

How has Dublin performed in recent years? 1 Introduction – The Challenge

The Challenge for Dublin

Tourism is important to Dublin – in The Opportunity

terms of revenue from visitors and While tourism into Dublin clearly benefits Ireland as a whole, Dublin needs to differentiate the jobs that it creates, as well as itself as a “must visit” destination for anyone visiting Ireland. In view of the growing trend the contribution that it makes to the towards more trips of shorter duration - particularly to cities - Dublin must distinguish lives of people living in the wider itself as a stand-alone city destination and an aspirational European short-break destination. Dublin area, comprising Dublin City Dublin is not just the capital of Ireland; it should aim to present itself as the capital of 2 and Region. However, tourism to the Irish experience. This is where there is a significant opportunity for Dublin: to combat Dublin has declined since its peak in a low level of awareness of what Dublin offers and communicate the variety and vibrancy of 2007, although the last 2-3 years have Dublin’s attractions to a growing number of potential visitors in key target markets, where shown the beginnings of a recovery. return on investment is likely to be greatest. Grow Dublin Taskforce Most significantly, Dublin has slipped behind its main city competitors in Europe, cities The Grow Dublin Taskforce was established to that have shown sustained levels of growth to assess how Dublin could achieve this growth which Dublin must aspire. Returning to 2007 and regain lost competitive ground. Its work levels and accelerating growth beyond this peak comprised two distinct components: is an urgent priority for Dublin. This strategy sets out a clear roadmap for growing Dublin’s tourism in the years ahead, driven by an ambition to catch up with and exceed the growth levels of its competitors.

2 The term Dublin is used throughout this strategy document to refer to Dublin City and Region, comprising Dublin City Council, Fingal County Council, South Dublin County Council and Dún Laoghaire-­Rathdown County Council.

16 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 1 2 Development of a compelling Development of a powerful destination brand for Dublin: strategy, agreed by Dublin’s tourism stake­holders:

The continued global growth in outbound Capitalizing on this opportunity requires tourism and Region. The Taskforce’s vision and earnest tourism – both business and leisure – suggests stakeholders in Dublin City and Region to work hope is that, by working together, Dublin’s an underlying market opportunity for Dublin. more effectively together, in order to deliver a tourism sector will be able to benefit from Research shows that Dublin’s tourism offering stunning visitor experience and to communicate increased synergy and economies of scale while is widely underestimated by potential visitors; Dublin’s attractions to prime target audiences. attracting more visitors to the whole of the it seems indistinct; it is often seen as part of a This strategy has been developed through Dublin City and Region, comprising the areas generic blended image of Ireland as a whole. extensive consultation with tourism stakeholders under the remit of the Dublin City Council, In some markets, it is seen as one-dimensional in Dublin City and Region. The Grow Fingal County Council, South Dublin County or offering less variety and excitement than is Dublin Taskforce and the sector groups that Council and Dún Laoghaire-Rathdown County actually the case. contributed to the development of this strategy Council.3 This indicates a need to reinvigorate the involved senior representatives from national Delivering the step change envisaged by the Dublin experience; to revitalize the Dublin brand organizations, local authorities and tourism Taskforce will also require improvements in the and communicate it in a compelling way to industry bodies/businesses. The formulation of delivery of visitor experiences and a long-term Dublin’s best visitor prospects; and to galvanize this strategy has been underpinned by visitor commitment by stakeholders across the tourism stakeholders to work effectively together to research in Dublin’s key international markets. industry to maintain the spirit of collaboration grow Dublin’s tourism. Consequently this is a robust, evidence-based exemplified by the Taskforce in drawing up this A core pillar of this strategy is the develop- and future-oriented strategy for growth, which strategy. ment of a clear, contemporary destination brand sets a direction for tourism to Dublin towards for Dublin. This addresses the informational and 2020 and which is shared by a wide and diverse emotional deficit unearthed in research, which range of stakeholders in Dublin City and Region. was characterized by: limited knowledge, errone- A new, vibrant Dublin proposition will ous perceptions and no real sense of the “feel” of provide a customer-focused basis for inspiring Dublin, compounded by different approaches to stakeholders to collaborate more effectively promotion by different stakeholders, and a focus together in pursuit of a shared goal: to increase largely restricted to the city centre. the volume and value of tourism to Dublin City

3 Dublin City and Region.

17 1 Introduction – The Challenge

The Challenge for Dublin '3.64 million overseas visitors spend almost €1.3 billion in Dublin and the wider Dublin region'.

The Economic and Social • Additionally, the impact of tourism Value of Tourism reaches far beyond industries traditionally associated with tourism. The indirect effect of tourism in terms of creating jobs The Value of Tourism to Ireland in the tourism supply chain is significant Tourism makes a major contribution to Ireland’s in businesses that supply goods and economy, bringing in around €4 billion in revenue services to the tourism industry, such as from overseas visitors.4 The number of overseas food producers, retailers, distributors and visits to Ireland grew by 1% in 2012 to 6.3 million haulage companies, printers and marketing and is expected to grow by around 7% in 2013.5 service providers, electricians, artists and This performance against a background of entertainers, laundries, and many, many global economic difficulties, and a European more. recession, demonstrates the resilience of tourism as an economic contributor for Ireland. More significantly it demonstrates the potential for The Importance of Tourism Dublin if the City and Region can position itself to Dublin City and Region powerfully, develop experiences that inspire key markets, and reinforce this with adequate marketing investment. 3.64 million overseas visitors spend almost €1.3 The tourism sector employs 137,700 people billion in Dublin and the wider Dublin region.7 nationally in the accommodation and food This spending has a significant effect in terms of sectors alone,6 with nearly 200,000 working in business profitability and employment. Dublin tourism businesses. has over 151 hotels, a vast number of restaurants In Ireland as a whole, the power of tourism to and retail outlets, and a wide range of events and create jobs is estimated as follows: attractions, a significant part of whose income is derived from visitors. These businesses benefit • Every €1m of tourist expenditure helps to directly from tourism revenue. Their suppliers support 34 tourism jobs. also benefit from the demand for goods and • Every 63 international tourists help support services created by visitors – bakers, farmers, one tourism job. laundries, web designers, printers, electricians, • 1,000 additional tourists support 15 jobs in musicians and many more. the tourism industry.

4 Fáilte Ireland, Tourism Facts 2012 (pub Oct 2013) 7 €1.267 bn from overseas visitors, €246m from domestic visitors, 5 Figures for Jan-Oct 2013: GB + 5%; mainland Europe + 6%; North €104m from Northern Ireland – per Fáilte Ireland, Overseas Visitors America +15%. to Regions 2009-2012 and Associated Revenue (pub July 2013), of 6 Report of the Tourism Renewal Group, 2009 which just over half were on holiday (1.881 m).

18 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 So too do the state and local authorities, as Area of origin of all overseas visitors to Dublin (2003-2012) 9 a result of increased tax revenue – much of Year 10 which is invested in improving facilities and Great Britain Mainland Europe North America Other Long Haul Total services for residents. It is estimated that around Nr. ‘ 000s % of total Nr. ‘ 000s % of total Nr. ‘ 000s % of total Nr. ‘ 000s % of total Nr. ‘ 000s 50,000 people in Dublin depend wholly or largely on tourism for their income. In addition, 2012 1,090 29.9 1,582 43.4 687 18.9 282 7.7 3,641 visitor revenue helps support many leisure 2011 1,310 35.0 1,531 40.9 652 17.4 246 6.6 3,739 and entertainment facilities – from theatres 610 238 and galleries to restaurants and events – that 2010 1,202 35.2 1,362 39.9 17.9 7.0 3,412 enhance Dubliners’ quality of life. 2009 1,446 37.3 1,583 40.8 634 16.4 213 5.5 3,876

Reversing the Decline 2008 1,689 39.2 1,680 39.0 674 15.6 267 6.2 4,310 2007 1,743 39.2 1,711 38.5 761 17.1 235 5.3 4,450 In recent years tourism to Dublin, like other 732 226 sectors of the economy, has shown a decline 2006 1,864 43.3 1,483 34.4 17.0 5.2 4,305 across major market segments. The number of 2005 1,931 49.0 1,175 29.8 625 15.9 206 5.2 3,937 overseas holidaymakers fell by 23% between 2007 965 644 252 and 2012, and the number of business visitors 8 2004 1,819 49.4 26.2 17.5 6.8 3,680 fell by 16% over the same period. Overseas visitor 2003 1,798 52.5 922 26.8 552 16.0 173 5.0 3,445 revenue declined from a high of €1.45 billion in 2007 to €1.11 billion in 2011, with a slight rise to TABLE 1 €1.267 billion in 2012. Visitor numbers from all Dublin’s traditional Expenditure by all overseas visitors volume markets have declined since the 2007 to Dublin (€ m) (2009-2012) 11 peak, as shown in the table 1. Year Great Britain Mainland Europe North America Other Long Haul

Visitor expenditure in recent years from Dublin’s 2012 253 547 291 176 major markets has shown a decline from Great 2011 251 496 216 144 Britain, a decline that appears to be turning around from mainland Europe and North 2010 235 487 258 173 America, and a similar pattern, at a much lower 2009 321 629 270 148 level of volume, from other long-haul markets. TABLE 2

8 Figures relate to overseas visitors only. 9 Source: Fáilte Ireland, Overseas Visitors to Regions 2009-2012 and 10 Overseas visitors only – excludes domestic and Northern Ireland Associated Revenue. visitors. N.B. Changes in CSO methodology in 2009 mean there is a slight 11 Source: Fáilte Ireland, Overseas Visitors to Regions 2009-2012 and discontinuity from 2009 onwards compared with previous years. Associated Revenue.

19 1 Introduction – The Challenge

The Challenge for Dublin

More significantly, when looking at The visitor expenditure table below shows the from Ireland’s largest source market of overseas ‘This new ‘discretionary’ or ‘promotable’ visitors from differential levels of expenditure by region and visitors. Two other recent initiatives informed the Dublin’s main volume markets – those whom it demonstrates the rationale for continuing to focus Taskforce’s analysis of Dublin’s current situation is possible to influence to visit, such as leisure, on stimulating business from Dublin’s traditional and opportunities: approach incentive and conference visitors, as opposed markets in the period to 2020 as the geographical to those whose business requires them to travel markets offering the greatest volume potential. • The Irish Tourist Industry Confederation’s to promoting and who are therefore not open to influence in It was against this background that the Grow report, ‘Capitalising on Dublin’s Potential’, the choice of their destination – the decline in Dublin Taskforce13 (GDT) was established in late which analyses both the challenges and holiday visitors to Dublin from Great Britain is 2012 with the purpose of bringing stakeholders opportunities facing tourism in the city, Dublin must marked. However, holiday visitor numbers from together from across the tourism sector in Dublin and its target markets. It provides a mainland European and North America suggest City and Region to address the fall in visitor series of recommendations on how best recognize a tentative return to growth. numbers and revenue since 2007, and to develop to strategically manage and develop the a plan for restoring and accelerating growth in the international marketing of Dublin. period to 2020. the need for • The work of the Creative Dublin Alliance – Holiday visitors to Dublin from Building on Existing Insights a network led by the Dublin City Manager, experiences main markets (‘000s) (2012) 12 with members from local government,

Year Great Britain Mainland Europe North America To develop a deep understanding of what drives commerce, industry, education, state visitors to choose one destination over another, agencies and the not-for-profit sector that will 2012 364 855 291 the Grow Dublin Taskforce drew upon existing – which is engaged under Activating research. It also carried out a programme of new Dublin in a number of projects, including 2011 548 799 216 inspire and research and consultation, both with the tourism a roadmap for building and managing 2010 438 706 258 industry in Dublin and with consumer groups Dublin’s reputation and image, and an (including previous visitors and potential visitors) effort to engage citizens in identifying thrill our 2009 529 821 270 in key overseas markets. what makes Dublin unique. TABLE 3 As a starting point, the Grow visitors’ Dublin Taskforce built its analysis In light of the progress of its main competitors Expenditure by all visitors to Dublin (2012) on the earlier ‘GB Path to Growth’ (e.g. Amsterdam, Copenhagen, Berlin and Other Long Great Britain Mainland Europe North America work completed by the Tourism Edinburgh), the Grow Dublin Taskforce Haul Recovery Taskforce, which recognized the need to reposition Dublin in the Total spend (€ m) € 253 € 547 € 291 € 176 analysed the tourism market in minds of potential visitors and to propel Dublin Great Britain and elaborated a into their “must-visit” list in order to achieve the Spend per visitor € 232 € 346 € 425 € 624 strategy for restoring growth objective of growing tourism numbers and value. TABLE 4

12 Source: Fáilte Ireland, Dublin Trends 1999-2012. 13 Membership of the Grow Dublin Taskforce is given in Appendix A.

20 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 The participants in the Taskforce recognized that visitors. The impression of Dublin the visitor will Three of the major barriers identified were: ‘business as usual’ would result in a continuing take away will be built up by each and every one loss of market share, and that a step change was of these experiences. • Low awareness and limited perceptions needed. of Dublin in main markets; • Funding poorly employed to achieve This calls for a fresh, reinvigorated approach The Need for a Fresh Way adequate market penetration; to promoting Dublin; one that needs to be of Working • Variable collaboration amongst consistently implemented and sustained over a stakeholders to propel Dublin forward. significant period in order to achieve traction. The international economic slowdown has Other barriers related to: This new approach to promoting Dublin must undoubtedly contributed significantly to Dublin’s recognize the need for experiences that will decline from its 2007 peak. However, this does • A need for improved visitor experiences; inspire and thrill our visitors, thereby ensuring not tell the whole story, as some cities have grown • Inadequate information for visitors – in that they return home as enthusiastic advocates even through difficult economic circumstances. terms of online and printed visitor of Dublin. It must be characterized by a continual Significantly, Dublin has lost market share information as well as directional and search for improvement in both marketing compared to several of its major competitors interpretive signage; tactics and visitor experiences and by greater during this period (e.g. Amsterdam, Copenhagen, • Transport and public realm issues; collaboration amongst all those with an interest Berlin and Edinburgh), which have grown at • Personal safety concerns; in the success of Dublin as a tourism destination. between 5% and 8% per annum over several years, • Residents’ lack of awareness of the value of Collaboration is not just desirable for reasons reflecting their strong destination brand impact visitors; of cost efficiency and synergy; it is essential and competitive appeal. By contrast, overseas • The imperative to engage Dubliners as because the visitor experiences Dublin every visitor numbers into Dublin have decreased by an advocates of their own city and region. moment of every day. As well as tourism-specific average of 3.9% a year over the past six years, and activities, visitors participate in the everyday life revenues have decreased by an average of 2.7%. By means of this strategy, the Grow Dublin of Dublin, through normal, casual interactions In exploring how we can catch up on Taskforce has identified how these barriers with Dubliners – in shops, on buses, and in our competitors during consultation with can be overcome and how Dublin can regain businesses whose main focus is to cater for stakeholders in developing this strategy, a range its international competitiveness. This involves local residents. However, every one of these of barriers to the successful performance of centralised strategic planning and a compelling encounters has the potential to affect the visitor Dublin as a tourism destination were identified. customer-centric destination brand. Critically, it positively or negatively. That is why there is requires those involved to work in collaboration, such a premium on collaboration – to ensure thereby optimising both marketing expenditure that Dublin puts on its best show at every turn - and efforts in developing and improving the because the visitor will not discriminate between visitor experience. services provided for residents and those for

21 1 Introduction – The Challenge

The Challenge for Dublin

The Need for a Strong and appeals, it is also, importantly, the expectations, Compelling Destination Brand memories, stories and associations that ‘As many as 300 brands prospective visitors have of the place. It is the essence of the destination that endows it with In recent years the needs of visitors have its character in the eyes of its visitors, both have been used by various changed. By not adapting to these changing existing and potential - its competitive identity, requirements quickly enough, Dublin has lost which differentiates the destination from all market share. The Grow Dublin Taskforce others in an appealing way. groups to promote recognises that a more visitor-centric approach As many as 300 brands have been used by to marketing and experience development, as various groups to promote various aspects of well as a more strategic, collaborative effort will Dublin which simply causes confusion and is of various aspects of Dublin be necessary to regain market share. little benefit to the customer or to Dublin. Key competitor cities, such as Amsterdam, A new brand proposition is required to Copenhagen, Berlin and Edinburgh have suc- reinvigorate Dublin in the eyes of its potential which simply causes cessfully positioned themselves in the minds of visitors, in order to close the gap with Dublin’s travellers as interesting and exciting destinations competitor cities. This new brand proposition to visit through sound strategic planning, resulting will drive not only the marketing of Dublin but in sustained growth. The fieldwork carried out as also the development of tourism experiences in confusion and is of little part of the Grow Dublin Taskforce project re- Dublin. It will act as a rallying call to galvanise vealed that potential visitors are either not aware Dublin stakeholders behind a coherent and of Dublin and its attractions, or have a limited inspiring identity for the city and region. benefit to the customer view of the city, considering it to be dusty and The Grow Dublin Taskforce has set out to dull, with little of interest to see or do. build a strategy that will inspire stakeholders This points to the need for a new, strong, and Dubliners to work together and become or to Dublin’. compelling Dublin brand proposition as part positive advocates for the city and region. By of a powerful new strategy to redress the underpinning this strategy with a fresh, vibrant competitive deficit and places a new Dublin new Dublin brand proposition, it aims to provoke brand proposition at the core of this tourism both Dubliners and potential visitors to re- strategy. evaluate the city and region and explore what A destination brand represents the city’s it has to offer, with the intention of promoting personality in the eyes of the potential visitor. a new wave of engagement with Dubliners, It represents a set of promises for the visitor. It inspiring investment and driving a commitment is not just the sum of a destination’s assets and to visit.

22 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘A destination brand represents the city’s personality in the eyes of the potential visitor’.

23

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

The Opportunity @For Growth What is the potential for growth?

Where do Dublin’s future opportunities lie?

Which segments offer the best prospects for Dublin? 2 The Opportunity for Growth

Growth Projections

The Grow Dublin Taskforce’s aim is to 1 2 create a destination brand for Dublin Scenario Scenario that will provide potential visitors Status Quo = ‘Business as Usual’. Improved Collaboration = ‘Return to Growth’. with compelling reasons for choosing If there is no change in policy If tourism to Dublin were to Dublin over its competitors. This will – that is if the product offering, branding, resume the growth that it enjoyed marketing and cooperation amongst the various between 1999 and 2007, we could expect visitor be underpinned by an experience- stakeholders remain at present levels – it is numbers to grow by 4.7% a year, and visitor assumed that Dublin would maintain market spending to increase by around 5% a year. This is development and marketing strategy share within the context of projected growth based on recreating past success, and is close to for Northern and Western Europe as a whole15 the growth rate (4.2%) projected in the Medium aimed at delivering significant growth and that recent trends in spend per visit Scenario featured in the ITIC report ‘Capitalising would persist. In this scenario we would still on Dublin’s Potential’. in tourism to Dublin City and lose market share against our key competitor This scenario would see total overseas visits cities and therefore underperform against our to Dublin reach 5.3 million by 2020, representing Region by 2020. potential: a cumulative increase of 45% on the 2012 outturn and 18% above the 2007 peak. It would result We would expect visitor numbers to grow in spending by overseas tourists increasing by a by 2.2% a year, and visitor spending to cumulative 48% over the 2012-2020 period, or at Dublin now has the opportunity to close increase by 1% a year. This would result in an annual average rate of 5% per annum, to reach the competitive gap between its current overseas tourist visits to Dublin reaching just under €1.9bn in 2020. This would require in performance and that of its main competitors. 4.35 million by 2020, compared with 3.64 the region of a 10% increase in accommodation The Grow Dublin Taskforce considered three million in 2012, a cumulative increase of capacity, bearing in mind an anticipated possible scenarios14 for the future of tourism in just under 20%. This would, however, still reduction in the average length of stay since Dublin, based on varying levels of activity and represent a failure to recover to the 4.44 2007 as a result of an increase in short breaks. investment by the tourism sector: million peak reached in 2007 and, with spending by overseas visitors in 2020 of €1.38bn (in 2012 prices), tourism revenue would also still be significantly lower than the peak level of €1.5bn in 2007.

14 These scenarios are underpinned by a robust economic analysis, 15 United Nations World Tourism Organization (UNWTO) regional which is available in appendix A. figures

26 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 3 Scenario Game-Changer = ‘Peak Performance’.

This scenario anticipates the Projections such as these are dependent on strategy being realised in full as a a great many variables, only some of which 8,6% result of seamless collaboration, maintenance of are within our influence. However, the Grow public funding levels, and significant new private Dublin Taskforce is confident that by creating If Dublin were to perform sector funding. a compelling destination brand for Dublin, by If Dublin were to perform at the same level developing experiences that excite potential as did the top quartile of European cities in visitors, and by working more effectively at the same level as did the the years 2008 to 2012, we could expect visitor together to propel Dublin’s tourism economy numbers to grow by 7% a year, and visitor forward, we can realise the potential for top quartile of European spending to increase by around 8.6% a year. In significantly greater visitor numbers and revenue. this scenario, the total number of visits would These steps will be underpinned by a sound reach 6.2 million by 2020, representing a 70% assessment of global trends, a clear analysis cities in the years 2008 increase on 2012 and a near 40% increase on of the markets and segments that offer the the 2007 peak In this scenario overseas tourist greatest potential, and by looking further to 2012, we would expect spending in Dublin would almost double to just afield to learn from international best practice. under €2.5bn. Growth on this scale would require By implementing these steps, we can look a significant increase in accommodation capacity. forward to growth and begin to restore Dublin’s visitor numbers to grow If the additional accommodation capacity was to competitiveness against our main European city be concentrated in hotels, then the number of competitors. by 7% a year, and visitor rooms would need to increase by 25%-30%. By contrast, and to give this aspiration perspective, Berlin grew by almost 11% and spending to increase by Copenhagen by more than 8% in international bednights between 2008-2013, compared to a around 8.6% a year. European average growth rate of +5% over this period.

27 2 The Opportunity for Growth

Global Tourism Drivers

The drivers behind trends in global Immersion Visitors want to feel immersed in the city and their travel and accommodation arrangements, tourism, and those that will influence involved from the inside, as opposed to looking to decide what to see and do, and to find their in. They want to live it, not just look at it. way around while there. travel motivation from Dublin’s main Flexibilit y markets over the coming years, can Visitors are becoming a lot more flexible in terms of when and where they work and when and ‘What really gives a city its edge is be summarised as follows: where they play. The division between work time/place and leisure time/place is blurring. the undiscovered, the opportunity for This means that, while they want to “kick back”, Authenticit y visitors often still want the option of being able immersion. Travellers might want to Visitors increasingly value ‘real’ experiences, to be in touch with friends, family and business rather than those transparently designed for colleagues back home. It also indicates a do some of the standard advertised tourists. Feeling they have experienced the real potential growth in increasingly “hybrid” visitors, Dublin, as opposed to aspects of Dublin created who combine business and leisure in the same stuff but what they really want is specifically for visitors, is important. visit. immersion and getting up close and Esc ape Experience personal with the culture of the With urbanisation on the rise, city living is rapidly As daily life becomes increasingly frenetic and increasing. Visitors want to escape the frenetic, complex, travel presents an opportunity for place. I was travelling a few weeks pressured pace of city and work life on a break release and freedom; visitors crave spontaneous, that gives them a window of relaxation and unique and novel experiences. They are no ago and I found this great café with a reconnection with themselves, their partner, longer destination collectors, but experience- friends or family. They want to experience a seekers. blackboard outside with ‘not In Lonely different city at a slower pace or in a different light, to exchange hassle for fun. This also Effortlessness Planet Guide Book’ on it, that was its often involves the natural environment for its Based on their experience with technological tranquillity, freshness and breathing space. innovations such as mobile phones and tablets claim to fame’. and improved customer service, consumers have become used to the idea of fast, efficient service with minimal effort on their part. It must be easy TOM BUNCLE – for them to choose their destination, to make Destination Branding Expert

28 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Competition for visitors is In order to close the competitive gap, Dublin intense . As strongly branded, ‘must-see’ needs to adopt a similarly strategic approach European destinations, London, Paris and which is business-focused and competitive. Rome are in the top tier. However, these Dublin also needs to regularly review the range traditionally iconic destinations are increasingly of experiences available to ensure they meet our being challenged by other cities. Barcelona and visitors’ requirements Istanbul already receive more visitors than Rome; in fact, if current trends continue, Istanbul will overtake Paris in terms of international visitor arrivals by 2016, to become the second most Our current competitive set. visited city in Europe16 (after London). The cities that we measure ourselves against Tier . Tier . Tier . – our main competitors – include Amsterdam, MEGA cities with Non MEGA - interesting cities Cities with a less defined Prague, Berlin, Copenhagen and Edinburgh. In iconic attractions. with iconic attractions. destination offering. each case, these cities have consistently not only built on their longstanding visitor appeal and London TABLE A TABLE B Budapest Manchester powerful image, but they have also adopted a strategic approach to constantly improving the Paris Vienna Stockholm Lisbon Bruges visitor experience and ensuring that their city Rome Madrid Copenhagen Oslo Bilbao lives up to its visitors’ expectations. In particular Barcelona Florince Munich Riga they have focused single-mindedly on the Amsterdam Venice Cologne Glasgow following actions: Istanbul Brussels Seville Prague Edinburgh Dubrovnik • Attracting their core visitor segments – Berlin Dublin Warsaw those that will deliver the greatest return on investment; Krakow • Working in partnership across their cities; • Pursuing a highly strategic and business- focused approach to drive their city’s Dublin falls behind Tier  & Tier  cities in terms of visitor numbers. international competitiveness; • Additionally, several have worked with organisations beyond the tourism sector to project their appeal.

16 MasterCard Global Destination Cities Index 2013, cited in http:// www.forbes.com/sites/andrewbender/2013/06/07/bangkok-tops- the-worlds-10-most-visited-cities/

29 2 The Opportunity for Growth Status Quo = ‘Business as Usual’

Table 5 INternational Tourism

Visitor numbers Visitor spending Where Will Growth Come From? 2012 change 2020 2012 change 2020 (000s) (%, cum) (000s) (€mn) (%, cum) (€mn)

GB 1090 18 1286 253 9 275

N America 687 24 851 292 14 334

France 273 19 324 94 1 95 The main opportunities for growth Geographical Markets Germany 281 15 322 97 -­ 3 95 Other Europe 1028 16 1193 356 -­ 1 351

up to 2020 will come from Dublin’s City tourism, and a trend Rest of World 282 33 373 176 33 233 towards taking short breaks in traditional volume-producing particular, is growing in popularity TOTAL 3641 20 4349 1267 9 1383 amongst visitors from our traditional, markets. These have been volume-producing markets, such as Improved Collaboration = ‘Return to Growth’

Great Britain, France, Germany and, Table 6 identified, firstly, in geographical to a lesser extent, the USA.The main INternational Tourism focus of this strategy up to 2020 is to Visitor numbers Visitor spending grow visitor numbers and value from terms by country, and secondly, 2012 change 2020 2012 change 2020 mainland Europe and North America, by market sector. Underlying this as well as to regain growth from Great (000s) (%, cum) (000s) (€mn) (%, cum) (€mn) Britain, through implementation of the GB 1090 37 1490 253 37 346 assertion is an assessment of their Tourism Recovery Taskforce “GB Path N America 687 48 1016 292 48 432 to Growth” strategy. France 273 42 387 94 42 134 potential to deliver the best return Tables 5 to 7 below show the projected visitor numbers by Germany 281 42 400 97 42 138 on marketing investment. An geographical market in the three Other Europe 1028 42 1460 356 42 505 scenarios considered by the Taskforce. analysis of all overseas visitors to Rest of World 282 82 511 176 82 319 TOTAL 3641 45 5265 1267 48 1874 Dublin shows that 60% are between Game-Changer = ‘Peak Performance’

the ages of 19 and 44, and only 6% Table 7 INternational Tourism are under the age of 19. 65% of our Visitor numbers Visitor spending visitors travel alone or in couples,17 2012 change 2020 2012 change 2020 (000s) (%, cum) (000s) (€mn) (%, cum) (€mn) with the balance travelling in larger GB 1090 52 1660 253 52 385 N America 687 88 1291 292 88 549

groups or families. France 273 63 444 94 63 154

Germany 281 63 459 97 63 159

Other Europe 1028 63 1674 356 63 579

Rest of World 282 130 648 176 130 404

17 This reflects the importance of business travel into Dublin. TOTAL 3641 70 6176 1267 76 2230

30 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Potential Growth Sectors for Dublin

In developing this strategy, the The sectors identified as offering the Much of this decline can be attributed to best potential for Dublin were: external factors, such as the international Grow Dublin Taskforce assessed recession and the 2010 ash cloud, but the negative trend started sooner – in 2005 in where growth might come from, • Leisure Tourism Great Britain – before these factors exerted an - Social Energisers influence. taking into account the following - Culturally Curious Leisure visitors vary considerably in their age • Events Tourism profile, spending power, mode of travel, interests factors: global tourism trends; the • Cruise Tourism and motivations, needs and expectations. The • Business Tourism challenge is to identify and target those who historic and current volume of will offer Dublin its greatest return on marketing investment. Dublin has great strengths. We need visitor numbers and expenditure Sector working groups were then established to focus our marketing on where we will make to develop plans for each sector. The working the biggest impact rather than deploy limited for Dublin; anticipated outbound groups identified barriers to growth, addressed marketing resources in targeting too wide a range the opportunities, and examined the actions of visitors. This strategy therefore identifies the market growth; Dublin’s ability required to maximise the potential of each most relevant and influential market segments sector. They assessed visitor product and for Dublin, the segments that will be excited and to match visitor motivation with experience development needs, collaboration inspired by what Dublin has to offer and that will opportunities and marketing issues. The main offer the greatest return on marketing investment an appropriate supply of tourism programmes and enabling projects proposed over the target period to 2020. to drive growth in each sector are outlined in Identifying the most valuable market products and experiences; and the chapter 5. The detailed plans for each sector are segments for Dublin is critical. The recent included in the appendices. “GB Path to Growth”,19 identified seven potential for return on investment distinct market segments, each with different Leisure Tourism characteristics and different motivations for in development and marketing. choosing their vacation destination. This proved Leisure tourism accounted for some 1.88 million a valid starting point for assessing the potential holidaymakers18 to Dublin in 2012, spending of different segments in various markets for an average of €348 per person in Dublin. Dublin. While this research was driven by Great Leisure tourism offers significant potential for Britain, we identified the relevance of most of development, but it is also the area that has these segments, and the Social Energisers and suffered the most serious decline – down by 22% Culturally Curious in particular, across Dublin’s at its peak in 2007. main overseas markets.

18 Includes those visiting family or friends, as well as those holidaying 19 GB Path to Growth, The Tourism Recovery Taskforce, 2012 in Dublin. Source: Fáilte Ireland, Overseas Visitors to Regions 2009-2012 and Associated Revenue (pub July 2013)

31 2 The Opportunity for Growth

Potential Growth Sectors for Dublin

Social Energisers Cultur ally Gre at Esc apers Top Tenners E asy-Going Nature Lovers Spoil US CurioUS Socialisers Young couples and Younger couples, some This group tends to be This is the oldest group This group do little adult groups looking Mostly older couples or with babies or young younger, with families. Couples, often older (many 55+); they are on holiday; they want for excitement, new solo travellers with time children. They typically They do not have a (many 45+), somewhat seeking simple rural to completely relax, experiences, and fun, (and money) to spend. want to spend time holiday ‘agenda’ but are inactive, looking to slow retreats where they spoil themselves and social getaways to novel They are independent together in a relaxed very active on holiday, down and relax, enjoy can enjoy the beauty enjoy sensory pleasures destinations. They ‘active sightseers’ looking urban environment, and engaging in many local food and company and peace, do a little like food and drink typically want city breaks to explore new places are also interested in activities. They are and perhaps explore their sightseeing and enjoy and perhaps a little that offer fun, social and broaden their minds. active exploration of the looking to have a fun time surroundings. However, some gentle exploration. pampering. engagement and a range They want to ‘do a place’, countryside. with their partners and to they tend not to be big of day- and night-time both its culture and the occupy the children. For sightseers. activities. beauty of its landscape. this group, relaxation is They respond well to a an additional benefit but breadth of information, not a priority. and of all the groups are best disposed towards Ireland as a destination.

• 17% warm to ROI • 22% warm to ROI • 15% warm to ROI • 16% warm to ROI • 19% warm to ROI • 11% warm to ROI • 14% warm to ROI • 10% warm to NI • 9% warm to NI • 9% warm to NI • 11% warm to NI • 11% warm to NI • 5% warm to NI • 6% warm to NI • 48% under 34 • 68% over 45 • 29% couples • 62% under 45 • 73% over 45 • 83% over 45 • 40% 35-54's • 38% single adult or • 54% couples or retired • 44% B, C1 • 38% families • 30% retired • 34% retired • 41% couples and adult only households couples households households families with young • 25% C1 • 48% B, C1 • 44% C2, D, E babies

32 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 The leisure segments identified as offering the greatest potential for Dublin (Social Energisers, aged 19 to 30; and Culturally Curious, aged 44+) Delivering on motivations were selected because they offer a good potential return on marketing investment. They represent Delivering on motivations that appeal to Social Engineers a significant number of outbound travellers in & Culturally Curious will attract 5 additional segments. key geographical markets that have consistently delivered the most leisure visitors to Dublin. They Attract Win have an interest in the types of experiences that Dublin can offer and are relatively resilient travellers who can not only afford to travel, but are also more SOCIAL TOP TENNERS likely than most to consider travelling outside the ENGINEERS main season when Dublin needs to attract visitors DESTINATION to spread the benefits they bring and thereby help BRAND GREAT ESCAPERS businesses maintain their cash flow. DUBLIN Typically, as early adopters, they tend to set CULTURALLY trends that others follow. By targeting these CURIOUS NATURE LOVERS segments, Dublin will also reach several other segments, partly because many of the marketing communications will cover several segments, but Some of these segments will follow on EASY-GOING also as a result of word-of-mouth and social media because of the success with Social Energisers. SOCIALISERS endorsement by satisfied visitors in our prime This is because they want popular places to segments, as illustrated in the slide below: visit and want to enjoy more niche aspects of what is core for Social Energisers SPOIL US These two segments – Social Energisers and and Culturally Curious. Culturally Curious – offer Dublin’s best potential in all main markets – GB, mainland Europe and North America. However, the emphasis will vary according to each segment’s potential in different markets (e.g. the Culturally Curious segment is likely to be dominant in North America).

33 2 The Opportunity for Growth

Potential Growth Sectors for Dublin

Social Energisers have a broad range of needs and motivations. When they visit a city, they want to be active day and night, and will seek out interesting events, fun activities with local colour. Essentially, they explore the city for its vibrancy and unique atmosphere and are likely to try to pack in many activities and experiences. Social Energisers want to go home exhausted, but with lots of memories and plenty of stories to tell. Social Energisers need to be convinced that Dublin really is a lively, energetic city, with plenty to see and do, day and night. Dublin needs to position itself as a city with a ‘cool’ edge, to Social Energisers – Profile be seen as unique and offering an experience Culturally Curious – Profile that cannot be had anywhere else. While Social Social Energisers are typically young couples Energisers do need a vibrant nightlife, they Culturally Curious visitors are in general or adult groups who are travelling together in will want to know that there is more to Dublin middle-aged couples with time to spend and search of excitement, new experiences and fun. nightlife than overcrowded pubs. Revealing are independent ‘active sightseers’, who wish Their holidays are social occasions, and they seek edgy clubs, authentic restaurants, music venues, to explore new places and broaden their minds. out places that are ‘new’, vibrant and different. theatres and other social attractions that are They want to experience a place, its authentic They tend to live at an intense pace and indulge easy to access and part of the culture of a culture and its natural environment. While they themselves in exciting experiences when they modern European capital will be of paramount comprise a range of different types of couples, travel. importance. The prospect of Dublin as more most are ‘empty-nesters’, who are curious, Their aspiration is to have a good time, and than just an urban space, but also a city by the delighted to discover the world for themselves to share their adventures with friends. They sea, fringed by mountains and full of green again, no longer having the responsibility of love novel experiences and exploring new places spaces and water in the city itself, also needs to looking after young children. – the more out-of-the-ordinary and exciting, be communicated to Social Energisers with an They like to indulge their senses and the better. They are attracted to places where active and ‘green’ story that adds an unexpected experience the sights, the sounds, the smells, there’s a lot to do in a relatively small area, so dimension to their visit. For some this will and the tastes that are characteristic of the that they don’t have to plan too far ahead, and provide a scenic or romantic backdrop; for others destination. They enjoy connecting with nature can be surprised and delighted by what they find the prospect of outdoor activities and adventure. and getting off the beaten track. They like ‘by accident’. people to show a genuine, as opposed to purely service-driven, interest.

34 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 They want to feel they’ve connected with local Dublin’s location has much to offer this group people. They seek personal fulfilment, often by – it has all the attractions of a clean, safe, learning intriguing facts and gaining new insights modern, European capital; a rich history and about the place they’re visiting. They strongly a vibrant, contemporary cultural life; a marine appreciate personal guides, but also like to be and rural hinterland that is readily accessible free to explore on their own. They are self- by public transport. That it is located on the reliant; they won’t choose a brand or visit a place sea, with clean beaches within 20 minutes of purely to follow a trend. the city centre, with numerous golf courses in They are generally seeking a less intense spectacular locations, a range of mountain walks, experience than Social Energisers. They have and a number of beautiful parks – all these are more time and more money to spend. They like a major attractors for the Culturally Curious, but mix of culturally rich city experiences and a taste there is a gap between their perceptions and of the great outdoors. They value authenticity, Dublin’s reality. Our strategy must ensure that and are particularly averse to offerings that are these aspects of the real Dublin are presented constructed solely for tourists. to potential visitors in a compelling way, so that BUSINESS TOURISM – Profile The challenges in addressing this market are their misconceptions are converted into interest mainly ones of perception. People considering and a desire to visit. The second largest ‘promotable’ sector for Dublin is a city break are unsure that Dublin has enough When resources are limited and competition the discretionary business tourism sector. While there to offer, enough to ensure that their days will be is intense, it makes sense to focus on the best are a number of sectors within business tourism, the filled with the variety and depth of experiences prospects in some depth, rather than target all focus for this strategy is on those sectors that can be that make their visit worthwhile and memorable. segments with insufficient impact. Although successfully promoted (conferences and exhibitions, There is considerable competition – from the Social Energisers and Culturally Curious incentive travel, and corporate meetings), chiefly cities such as Prague, Amsterdam, Berlin and segments have been targeted as offering the incentives and conferences. Edinburgh. Dublin needs to establish an image best return on marketing investment, this Business Tourism to Ireland grew by 10%, from and reputation that holds up against such does not mean that other segments will be 943,000 business visitors in 2011 to 1 million in 2012, competition. It needs to deliver a surprisingly ignored. Other segments will also be exposed of which an estimated 70% (c. 700,000) comes to varied and vibrant experience in both the city to messages about Dublin from time to time Dublin. Conference and incentive visitors not only and its coastal and mountainous hinterland, in media that are used to target the two main spend considerably more per trip than leisure visitors which fulfils its marketing promise and inspires segments, as well as through social media (spending on average € 1,400 per conference visitor the Culturally Curious to speak enthusiastically and word-of-mouth from these trend-setting nationally and € 1,350 per incentive visitor, whereas about Dublin on their return home, so that they segments. taking all visitors into account, the average spend per might inspire others to re-evaluate what Dublin visitor to Dublin is € 348), but they are also the largest has to offer and consider visiting. spenders of all types of business visitor.

35 2 The Opportunity for Growth

Potential Growth Sectors for Dublin

The market for conference and incentive tourism A significant programme of high profile events is highly competitive, but the rewards are takes place each year or on a one-off basis, significant. Dublin is competing not just with which attracts visitors to Dublin – from sporting other European cities, but also with cities around events such as the Croke Park Classic, 6 Nations the world to host international conferences Championship matches, and the Big Start of the and attract incentive programmes. As well as Giro d’Italia to concerts at the 02. Other, lower generating immediate revenue, major business profile and niche events also play their part in events also help to promote and internationalise attracting overseas visitors on a regular basis. the city to a global audience. Delegates who leave with a positive impression are likely to become unofficial ambassadors for Dublin and This strategy identifies may return as leisure visitors. the need to: EVENTS TOURISM – Profile • Support existing significant events and, ‘a significent The power of events to attract visitors, where appropriate, to build on them; particularly in the shoulder and off season • Encourage the mounting of new events, when leisure visitors are hardest to attract, which reflect Dublin’s new brand values; number of high is widely recognised. This includes a range • Bid for internationally mobile events that of events: cultural, sporting, business, Dublin could deliver, which might reinforce profile events entertainment etc. Like conferences and Dublin’s new brand values. incentives, events offer an opportunity to deliver business at a time when it is most needed Activities proposed to develop events that will takes place outside the main season, thereby contributing stimulate visitors to travel to Dublin are outlined towards businesses’ cash flow and profitability. in chapter 5 and, in more detail, in the Events each year on Business performance in the shoulder and off- Sector Plan appendix. seasons can sometimes make the difference a one off basis’. between staying in business or not.

36 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 CRUISE TOURISM - Profile

Over the past decade, the number of cruise passengers into Dublin has tripled, with an average annual growth rate of 12.8%. Not requiring accommodation, cruise visitors spend less per visit than the average visitor to Dublin. However in 2013 the number of cruise visitors to Dublin passed 100,000 for the first time. Cruise tourism therefore offers an opportunity to attract additional tourism to Dublin. This will be mainly through the attraction of more ships into Dublin City and Region, as well ‘I was very inspired by the collaboration across such a broad range of stakeholders as by encouraging cruise passengers to consider choosing an itinerary that includes Dublin. on the Grow Dublin Taskforce, leading to really insightful findings. We are very Activities proposed to develop cruise tourism encouraged by the new consumer-centric strategy for Dublin and look forward to are outlined in chapter 5 and, in more detail, in the Cruise Sector Plan appendix. working together implementing it in our priority markets overseas’.

Niall Gibbons – Chief Executive, Tourism Ireland

37

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

Developing a New Desination Brand #for Dublin What has been the focus of the Grow Dublin Taskforce?

How valuable is tourism to the Dublin economy?

How has Dublin performed in recent years? 3 Developing a New Destination Brand for Dublin

Putting the Visitor at the Heart of the Strategy

As the starting point in developing a destination brand for Dublin, research was undertaken among our target Social Energiser and Culturally Curious sectors in our target markets. 6 propositions and 62 experiences were tested and assessed in fieldwork research conducted across five markets with focus groups in Ireland1, Great Britain, France, Germany and North America.

The purpose of this research was to establish visitors’ motivations for travel and their impressions of Dublin, and then to test the six propositions. A clear winning proposition emerged from this process. This was further refined with stakeholders in Dublin, in order to sharpen the substance of the proposition without losing its essence.

1 The research in Ireland included attitudinal research among recent immigrants to Ireland.

40 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Visitor Motivation: Why People Travel

A range of motivations and needs arose from the focus groups: 1 2 3 ‘People want The search for an individual Range of Activities Pleasure, comfort, experience and environment to see the city from the Authenticit y – There was a strong desire Variet y – A diverse range of activities is Food and drink – Each foreign city is amongst prospective visitors to feel they are important in a holiday destination – too much of expected to offer a unique taste in terms of experiencing the real city, not one manufactured the same thing is boring. Variety provides choice local food and drink, which will be an integral perspective solely for the tourist. People want to see the city and enables freedom and spontaneity. part of the holiday experience. But good quality from the perspective of local people. international dishes are also expected and of the local Activit y – While definitions of what reinforce the contemporary and quality aspects Adventures – Adventures can be very constitutes activity vary by age, almost all of the destination; in fact, expectation of poor modest; but the main factor is an openness to city visitors want to engage in some degree food can be a barrier. people’. the slightly unusual or unexpected, for both of activity, from ‘gentler’ activities to greater younger and middle-aged groups. A willingness challenges. Natur al Environment – Although to seek new experiences and to be surprised there is a tendency to think of cities as characterises this spirit of adventure. Nightlife – Some want to relax and others essentially urban, access to an interesting or want to be energised, but all expect some sort scenic natural environment was identified as Independence – In both segments there is of evening entertainment. Otherwise the city being a key differentiating factor in Dublin’s a strong desire to retain one’s individual integrity; appears dull and characterless. favour. to avoid the tourist trail, to explore and discover things for oneself. People – The attitude and personality of a city’s people are of great importance – some cities have the reputation of being hostile, others welcoming. While this is seldom a primary motivator for travel, a less than welcoming city can compromise the visitor’s experience, deter repeat visits, and generate negative word- of-mouth publicity, particularly through 24/7 ‘always-on’ social media channels. People make a city; but they can also destroy its reputation.

41 3 Developing a New Destination Brand for Dublin

Visitor Motivation: Why People Travel

4

Culture ‘the attitude and

Key aT Tr actions – In every city there Authenticity, adventure, independence, activity, personality of a city's are ‘must-sees’ and ‘must-dos’. These frequently nightlife, and a variety of experiences were contribute to the city’s image (e.g. Paris: Eiffel deemed to be the most important motivations Tower; Rome: Coliseum etc.). A ‘fear of missing for travel. people are of great out’ on the ‘must-sees’ and ‘must-dos’ may Across all markets and segments, there was appear counter to the search for authenticity and a strikingly low awareness of what Dublin has visitors’ resistance to being seen just to do ‘what to offer and an inability to make a distinction importance - some cities tourists do’. However, a range of ‘must-sees’ and between Dublin and the rest of Ireland. This ‘must-dos’, plus a variety of other, less iconic confirms both the interdependence of Dublin attractions, comprise the ideal mix to attract and Ireland as well as the need to develop a have a reputation of first-time visitors and encourage repeat visits - powerful distinctive brand to enhance Dublin the ‘must-sees’ drive initial business; a variety of as a ‘must-visit’, stand-out destination within other attractions maintains interest and inspires Ireland. The more Dublin stands out as an consideration of a repeat visit. appealing city to visit, the more it adds to the being hostile, others overall appeal of Ireland. History – Mainly, but not at all exclusively an interest of older age groups, the opportunity welcoming.’ to connect with the historical culture and character of a city is important. As well as being predominantly a driver for older segments, this is of paramount importance in the North American market, for which European cities in general are intensely cultural and full of heritage interest.

42 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Authenticity, adventure, independence, activity, nightlife and a variety of experiences were deemed the most important motivations for travel’.

43 3 Developing a New Destination Brand for Dublin

Dublin’s Perception Deficit

There is a gulf between the image This underlines both the need and an Feedback from these groups identified a clear opportunity to define a differentiating and winning proposition. This was then brought of Dublin in the minds of potential inspiring international image of Dublin, which back for further refinement with stakeholders is at present a blank slate in many people’s in Dublin. In refining this, care was taken to visitors and the reality of the city minds. Dublin has a great deal of offerings that retain the essence of the winning proposition appeal to people in the target segments. But while modifying it into a distinct, compelling and and region. The impression – of the challenge lies in communicating this more differentiating proposition for Dublin, on which effectively. This was evidenced strongly by the Dublin’s tourism industry can build: a somewhat ‘dusty’, traditional research undertaken in international markets: when overseas respondents were presented with city, lacking excitement and the range of experiences that Dublin actually does have to offer, they were surprised, became major attractions – is visibly and inspired by Dublin and expressed a desire to visit. 'Dublin is the vibrant energetically contradicted by the Developing the Dublin Brand capital city bursting actuality of a vibrant, modern Proposition European capital with a rich heritage, The need to address this perception deficit with a variety of through a revitalized brand is clear. The new a thriving cultural scene, world- Dublin brand proposition has been developed through a mix of consumer research and surprising experiences – class food and drink, competitively stakeholder consultation. Six propositions were developed initially, based on previous work priced accommodation, and a host by the Irish Tourism Industry Confederation where city living thrives (‘Capitalizing on Dublin’s Potential’) and the of exhilarating experiences, all within Creative Dublin Alliance (‘Activating Dublin’), and then distilled through extensive stakeholder side by side with the a varied natural environment that is consultation in Dublin. These were then tested on consumers in Dublin’s key geographical exceptional among capital cities. markets (GB, France, Germany, and North America). natural outdoors’.

44 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Each of the elements of the proposition are clarified in the table below:

Element Positioning function Barriers addressed Each part of the The Positions Dublin as the only capital city that This aims to overcome the misconception can deliver on the promise in the proposition. that there is nothing unique about the Dublin City and Region. proposition has a Vibrant capital city Positions Dublin as a contemporary, vibrant, This aims to overcome the idea that Dublin is flourishing and constantly changing European ‘dusty’. capital, with the full range of facilities that a visitor might expect of a capital city. particular function Bursting with a variety of Positions Dublin as offering a dynamic and This aims to overcome the impression that surprising experiences evolving abundance of things to see, do and there is little to see and do in Dublin, and experience – city living, friendly people, that Dublin does not cater adequately for the in articulating the interesting sights, accessible art and music, Social Energisers and the Culturally Curious. world-class food and drink – in a compact and easy to navigate space. position that we want Where city living thrives Positions Dublin as big enough to be This aims to overcome the idea that Dublin is side by side with the interesting, but small enough to be accessible just another mid-sized city, and emphasises natural outdoors and navigable, and as immersed in and its exceptional location, which combines Dublin to occupy in interwoven with the varied natural environment the vibrancy of the city with the tranquillity, of the bay, river, canals, mountains and scenic appeal and adventure potential of the parkland. outdoors. the mind.

Each part of this proposition has a particular This proposition, the elements in it and the or holiday, passing through or staying awhile function in articulating the position that we language with which it is articulated, must – is exposed to the breadth of the promises want Dublin to occupy in the mind of potential permeate all communications within our target encompassed by the proposition. By bringing visitors, and in addressing the barriers that markets and inform the visitor experiences the proposition to life in a compelling way we might prevent them from making the decision to that are developed in Dublin. It will need to be will capture the imagination of potential visitors, come. It is important to recognise that this is a adopted by all stakeholders in developing their persuade them to visit, thrill them with the proposition aimed at guiding the development of own marketing collateral, by Dubliners when Dublin City and Region experience, and inspire visitor experiences in Dublin and the marketing they are talking about their city and region them to return home as committed Dublin of Dublin. It is not a statement that should ever with friends and colleagues abroad, and by advocates. They will not only talk positively be seen as it stands by potential visitors; and it experience-developers when designing their next about Dublin to their friends, but the likelihood is certainly not a tagline that will ever be seen projects. of their wanting to return to Dublin will be on marketing materials. Its role is to guide the greater, because they will know that the range way in which Dublin’s visitor experiences are To ensure the proposition remains authentic, it of activities and experiences in Dublin is ever- developed, presented, promoted and interpreted is vital to ensure every element of the Dublin changing and inexhaustible. imaginatively to convey the brand values experience supports the proposition. In this inherent in the proposition. way, any visitor to Dublin – whether on business

45

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

‘Dublin Plus’ – A New Way of Working $for a Greater Dublin

Why Dublin Plus will be the cornerstone of success

How can Dublin benefit from collaboration amongst stakeholders in the tourism sector? 4 ‘Dublin Plus’ – A New Way of Working for a Greater Dublin

Delivering the ‘Dublin Plus’ Promise

The new Dublin proposition offers But it is not just the immediate Together through the Grow Dublin Taskforce, environment that is part of the Dublin footprint the Dublin tourism industry has subscribed to the promise of surprising and vibrant for the visitor. In terms of accessibility and a focused and unifying commitment that is travelling time, the Dublin visitor footprint intended to inspire and motivate the industry urban experiences that combine extends further afield to encompass other into taking the necessary collaborative action: attractions, such as the Wicklow Mountains, city life with exciting experiences Glendalough, and Bru na Boinne. This adds a powerful suite of attractions to Dublin’s ‘We will work together to unlock in coastal and mountain areas. The marketing arsenal. Significantly, it has the potential to change preconceptions of Dublin as Dublin’s vibrancy and diverse, coastal appeals of Howth, Dún a tourism destination and to increase the appeal of Dublin. It also challenges tourism operators in surprising experiences’. Laoghaire, Dalkey and the Dublin Dublin to think beyond the traditional tourism focus on the city centre and create experiences Mountains are all within 30 minutes for the visitor that encompass this wider tourism Their commitment to this new way of footprint. Importantly, this extension of what working and the enthusiasm with which the of Dublin city centre and provide a Dublin means to potential visitors is based on stakeholders adopt and promulgate the new consumer research in several markets. Dublin destination brand proposition will be the playground for outdoor activities, an This customer-led geographic redefinition of most critical elements in the drive to attract Dublin is motivating and differentiating. It calls more visitors. This will be the catalyst that attribute that is exceptional to Dublin for a new way of thinking and working together will re-energise the industry and enable both to deliver on Dublin’s promise. participants in the tourist industry and Dublin and appealing to our visitors. All stakeholders involved in the Grow Dublin citizens to see the Dublin City and Region in a Taskforce are committed to the new Dublin new light, to talk about it in a new way, and to proposition. They have adopted it as the create new business opportunities. foundation for their individual tourism strategies. They recognise the need both for this radical This will provide the motivation and the focus change and for an alignment across all Dublin for developing new visitor experiences, for tourism stakeholders’ activity. This represents revitalizing existing ones by incorporating the a significant change in terms of stakeholder new brand proposition, and for reinventing cooperation and, thereby, a significant Dublin as a destination that is a vibrant, exciting opportunity for synergy and greater impact. place to visit.

48 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Dublin City Council very much welcomes this new Strategy on Tourism in Dublin and we look forward to proactively working with the other stakeholders on its implementation over the coming years’.

Brendan Kenny – Assistant Dublin City Manager, Dublin City Council

49 4 ‘Dublin Plus’ – A New Way of Working for a Greater Dublin

The ‘Dublin Plus’ Promise

With the new proposition and the energy • Rejuvenate Dublin through a continuous Dubliners might not consider part of their ‘A significant that the industry puts behind it to deliver the process of physical and experience-led own city experience. In doing so, it overcomes strategy, Dublin will be repositioned as one of regeneration, so that Dublin is perpetually the perceived barriers of Dublin being ‘dusty’ Europe’s top destinations for visitors in the Social evolving, energetic and fresh, and always or having a shortage of things to do; but it part of the new Energiser and Culturally Curious segments as has something new, exciting and different should also challenge tourism operators to well as for conference and incentive visitors. to offer the visitor. think how to deliver the expectations inherent in the ‘Dublin Plus’ promise. proposition’s Working together will enable us to: While the reality of Dublin is far from The ‘Dublin Plus’ Promise this ‘dusty and dull’ perception or ill-defined appeal is that • Reinvent Dublin by imagining its stories image expressed by several respondents in our through the eyes of the visitor, finding The new Dublin proposition promises vibrancy international research, the major challenge new ways of revealing Dublin’s unique throughout a much wider area than has clearly lies, firstly, in communications. This it extends the character and what it has to offer now and traditionally been perceived as being in city requires the range of experiences that Dublin into the future. Together stakeholders can visitors’ sights before. This places an onus on has to offer to be communicated to those visitor footprint develop offerings that will directly address stakeholders throughout this wider region to who would find this appealing – hence the the motivations of visitors and provide deliver on this promise of vibrancy. selection of the target segments described unexpected possibilities for visitors to In this, it represents a visitor-centric above. The second challenge lies in ensuring of Dublin well relish the vibe of the city and the natural view of Dublin – a view that appeals to the that these experiences constantly remain outdoors across the wider Dublin region; motivations of those market segments with fresh and appealing to our target segments. the greatest potential for growth. But it must Dublin needs to deliver on this promise to beyond the • Reinvigorate and empower Dubliners, also be one with which Dubliners themselves the visitor at every visitor touch-point, so that whose familiarity with their own are comfortable. What unites these two visitors experience what has been promised city centre city may have prevented them from groups – visitors and residents – is that the new and are enthused by their experience. This noticing or appreciating some of the proposition represents the reality of Dublin, and calls for joined-up thinking and planning latest developments, and help them to it is a motivational definition of Dublin’s reality between all stakeholders responsible for to suburban discover or rediscover its pleasures and for both visitors and residents: Dublin really is promoting Dublin and developing tourism hidden experiences, so that they become the vibrant capital city bursting with a variety products, as well those responsible for areas that are enthusiastic advocates for the city. This of surprising experiences – where city living transport, accommodation, events, will endow their encounters with our thrives side by side with the natural outdoors. attractions, public spaces, and all elements prospective visitors with the potential to A significant part of the new proposition’s of the visitor experience. It calls for a level of accessible for generate passionate conversations that are appeal is that it extends the visitor footprint of collaboration, cooperation and information genuine and inspiring; Dublin well beyond the city centre to suburban sharing that exceeds anything that has areas that are accessible for visitors, but which occurred to date. visitors’.

50 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Early Results

Delivering on the promise of the new Dublin proposition will depend not only on its effective communication and a vibrant Dublin experience, it will also be important to inspire Reinvent confidence amongst stakeholders in the new proposition and for them to see evidence of progress as soon as possible. This will require some early successes, based on an action plan geared to deliver against these promises. Proposals to achieve this are outlined in chapter 7 Immediate Actions, which flow from theAction Plan in chapter 5. Reinvigorate Skills Development

Successful implementation of this new strategy will require an assessment by stakeholders of the skills required to deliver it and their development where necessary. This will range from technical skills, such as multilingual skills, digital expertise, and chef skills to softer skills such as customer service, management and leadership. Rejuvenate Skills development needs will be identified by the appropriate groups/people in the implementation phase.

51

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

%Action Plan What are the actions that will deliver this new tourism strategy?

How will Dublin attract visitors from its target segments in key markets?

How will Dublin ensure the visitor experience is as positive as possible? 5 Action Plan

Action Plan

This chapter sets out the actions, As with the strategy, this action plan represents ‘This action plan the culmination of extensive consultation in terms of key programmes and with stakeholders in Dublin City and Region, taking into account evidence obtained from represents projects, which will deliver this both existing market intelligence and insights obtained from new primary research in the culmination tourism strategy. They are split international markets. This has ensured these recommendations for action are not only robust, into three main categories: specific in terms of their focus on delivering against the of extensive strategy’s marketing and development priorities; programmes for each sector, but they also represent a genuine partnership consultation plan, which has been created with extensive cross-sector enabling projects, and input from the Dublin tourism industry and other stakeholders throughout Dublin City and Region. with stakeholders hygiene-critical projects. This action plan is split into specific programmes for each sector, cross-sector in Dublin City enabling projects, and hygiene-critical projects. The thrust of this strategy is to All of these address barriers identified during maximise tourism numbers and value, in order the consultation process, which threaten to and Region’. to grow the economy of Dublin City and Region prevent Dublin City and Region from achieving and thereby improve the quality of residents’ the strategy’s objectives and maximising its lives. The Grow Dublin Taskforce and its sub- tourism potential. They also identify key actions working groups, made up of a cross section of for overcoming these barriers and implementing tourism sector representatives, have developed this strategy, in terms of high-level programmes plans that represent a roadmap to achieve this and projects that flow from each of these between now and 2020. programmes.

54 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 55 5 Action Plan

The ‘Dublin Plus’ Promise

The three types of programmes and projects It is important to recognise that there is no significantly diminish the visitor experience if not are defined as follows: hierarchical priority between sector-specific and addressed and send the visitor home as less of an cross-sector enabling projects. They have been advocate of the Dublin experience than is both Sector-specific programmes so defined for ease of comprehension. They are desirable and possible (e.g. personal safety and equally critical to the success of this strategy. security concerns, dirty streets, visitor-unfriendly These are high-level programmes that opening hours, lack of joined up planning that fails address the development of Dublin’s five key Hygiene-critical projects to address issues critical to the visitor experience). sectors: Social Energisers, Culturally Curious, The slide below illustrates the relationship ‘promotable’ business tourism, events, and cruise Hygiene-critical projects refer to projects that between sector-specific programmes, cross- tourism. Within each sector-specific programme, may not in themselves drive more tourism sector enabling projects, and hygiene-critical there are several projects aimed at delivering the into Dublin City and Region, but which may projects: objectives for that sector. Delivering the projects within these sector-specific programmes will be fundamental to achieving the growth targets identified. While these sector-specific Steps to strategic implementation programmes are core to delivering a step change for Dublin, this growth will be compromised S E C T O R P R O G RAMMES if the activities identified within cross-sector- ‘Dublin Now’ Plus for Experience Development Reposition Dublin as an Dublin Events Forum Position Dublin as a ‘Must enabling projects and hygiene-critical projects Social Energisers & Framework (Culturally International Business See’ Destination in a are not also simultaneously addressed as a ‘Dublin Now’ approach to Curious + Social Energisers) Tourism destination European Cruise itinerary priority. Culturally Curious

Cross-sector enabling projects CROSS-SECTOR MACRO / E N ABL i n g P R O J E C T S

Delivering a powerful Ensure that the Economic Create a Digital Network Improve ease of transport Improve accommodation Cross-sector enabling projects refer to projects marketing communication Benefit of tourism is for Dublin including Pull- and access around Dublin capacity (grading) that transcend two or more of Dublin’s five strategy personally felt so that Push Strategy key sectors – projects that are not specifically Dubliners become limited to just one sector (e.g. projects such as advocates of Brand Dublin the development of a brand identity for Dublin, a powerful marketing communications strategy, H Y g i E N E C R I T I CAL PROJECTS a digital network for Dublin City and Region, Rubbish presentation & Opening hours of public Natural outdoor Tourism not fully A visitor survey to confirm improved access to public transport, and turning collection to align around attractions to match visitor infrastructure and facilities incorporated in city importance of hygiene Dubliners into Dublin brand advocates etc., visitor journeys needs e.g. Mondays e.g. shower at the 40 foot planning factors all transcend several of the four key sectors).

56 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Details of sector-specific programmes, cross- • digital Content and Strategy sector enabling projects, and hygiene-critical Implementation: Generating and 2 projects are as follows: continually maintaining the relevance PROGRAMME of dynamic, informative digital content, Bringing Dublin to Life Sector-Specific Programmes and enabling multiple stakeholder conversations about their Dublin The breadth and depth of Dublin’s offering are experience, in order to ensure that there beyond question. Dublin has a rich diversity of 1 is both sufficient Dublin-driven and user- experiences to offer the visitor. This diversity will be PROGRAMME generated content available to potential brought to life through a coherent and accessible ‘Dublin Now Plus’ for the visitors. experience development framework by developing Culturally Curious and key themes across Dublin city and region (urban and Social Energisers • Targeted activation in the marketplace: extra-urban). This will guide both the development Innovative and impactful marketing of segment-focused experience developments and The Grow Dublin Taskforce absorbed and campaigns targeting Social Energisers Dublin’s marketing communications. Core values of built on the insights and segmentation analysis through appropriate channels with relevant the new Dublin brand proposition will underpin the undertaken in 2012 in the Tourism Ireland GB motivational messages to inspire them to project to convey a sense of variety, vibrancy and Path to Growth. Research conducted for Fáilte visit. surprise. The framework will also provide Dubliners Ireland in October-November 2012 estimated with new ways to engage with their city/region Social Energisers as representing 34% of British An interim review highlighted the success of the and enable them to mediate and interpret it more visitors to Dublin. ‘Dublin Now’ focused on ‘Dublin Now’ pilot approach. This will be built effectively to visitors. Social Energisers in Great Britain as a primary upon to target the Culturally Curious segment The framework will stretch across all parts of segment and piloted a project to reposition as well as the Social Energisers and eventually be Dublin City and Region (urban and extra-urban). It Dublin.The plan is centred on three important expanded into other overseas markets. This will will cover the range of ‘things to see’ and ‘things to work streams, developed to overcome the be known as ‘Dublin Now Plus’. do’ and it will also be woven in or layered with food barriers to growth: experiences, entertainment, music and artistic/ cultural events. These themes will be identified on • industry Engagement & Collaboration: the basis of visitor appeal, Dublin’s ability to deliver Maximising the participation of Dublin in each theme area, and its credibility in the eyes of City and Region stakeholders in the each segment. development of Dublin visitor experiences, At an enabling level, this will explore ways in their digital footprint and the marketing of which Dubliners can engage more with their city/ Dublin. region and mediate it more effectively to tourists.

57 5 Action Plan

The ‘Dublin Plus’ Promise

At its most basic, the framework for ‘Bringing This latter item will also rely on innovative Dublin to Life’ is simply a list of the components 3 communications to Dubliners about the value that make up a great Irish tourism experience PROGRAMME of tourism to the city and region, building on brought together in imaginative ways according Reposition Dublin as an existing communications by Fáilte Ireland and to the market segment being targeted. Having a international business Tourism Ireland about the contribution tourism themed framework allows us to bring consistency tourism destination makes to Dublin and Ireland. to the way in which we develop plans to match the needs of our target visitors with what is currently There are 3 keys strands to this Reposition Dublin as an available, and to give experience-providers the programme: Make Dublin the vibrant capital international conference insights to refine and improve their offerings. It also destination for business visitors: This aims to destination: The number of meetings held enables us to communicate a revitalized Dublin ensure that every business visitor to Dublin has by international associations, and the business in an accessible and appealing way to prospective a streamlined, professional experience and that travel they generate, are both on the rise. visitors. there is consistency across the board at every The International Congress and Convention This will provide a holistic ‘diagnosis’ of visitor touch-point. Refining these basic requirements Association estimates that the number of experience-development needs, informed by of the business visitor in the first instance will conventions worldwide increased by more than a available market intelligence and work done to underpin the Association and Corporate and thousand to 11,150 meetings in 2012. date in the relevant geographical or thematic area. Incentive programme ideas. Business Tourism to Ireland grew by 10% from All relevant work executed to date by public and/ This is about modernising Dublin’s image in 943,000 in 2011 to 1 million in 2012, of which an or private entities in Dublin will be incorporated potential business visitors’ eyes through the new estimated 70% (c. 700,000) comes to Dublin. into the Experience Development plan for proposition, conveying a coherent and consistent While Dublin already performs reasonably Dublin. Continual experience development is message about Dublin at all Business to Business well in attracting conferences, it is far from most critical for the Social Energiser segment – in touch-points – from sales pitches through to site fulfilling its potential. The new Dublin branding terms of identifying fresh, new experiences and inspections, and making the city easy to access proposition represents an opportunity to fortify encouraging trade responsiveness in developing in terms of information and navigation. It is also Dublin’s appeal as a conference destination experiences that target Social Energisers, thereby about engaging city and regional stakeholders and move it up the agenda for conference enabling them to make the most of their time in so that they are aware of business events organisers. This will build on existing success in Dublin. This framework of experiences will also coming to Dublin and can make the most of the conference area, focusing on three sectors give Dubliners a new way of seeing their city and the opportunity, as well as provide a real Dublin offering the greatest potential: medical science, imagining its potential. welcome to visitors. education, and technology.

58 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Projects within this programme, which aim to build visitor numbers significantly, include:

1. Leveraging Dublin’s innovation and technology success;

2. Clustering appropriate leisure events around conferences.

Create a corporate agents’ reward club and incentive experts’ training programme:

The idea is to:

• Ensure that corporate agents are incentivised for bringing business events to Dublin;

• Enable agents – both home based and overseas – to become ‘experts’ in a selection of incentive programmes by taking part in a series of training platforms.

59 5 Action Plan

The ‘Dublin Plus’ Promise

The emphasis will be on targeting cruise planners The local authorities in Dublin City and Region 4 in cruise companies, who are responsible for will work together to develop a set of templates PROGRAMME cruise itinerary planning and deciding which to help event organisers to understand and Position Dublin as a ‘must see’ destinations and ports will be included in next negotiate the various regulatory requirements destination on a European year’s cruise programme. required in mounting major events. This will also cruise holiday The new Dublin proposition will underpin include advice and good practice on running the overall appeal of Dublin as a potential successful events, over and above the regulatory Over the past decade, the number of cruise destination, which will contribute to demand by requirements. passengers into Dublin has tripled, with an cruise passengers for Dublin and, ideally, lead to average annual growth rate of 12.8%. The an eventual growth in the number of ships calling number of cruise passengers arriving in Dublin at Dublin and Dun Laoghaire. exceeded 100,000 for the first time in 2013. It is Longer-term efforts will be made to persuade estimated that the average cruise visitor spends cruise planners to consider using Dublin as a approximately € 40-100 in the local economy turn-around port and inter-porting hub, in order per day. to establish a more significant and longer-term ‘The task of the marketing A recent study by Bermello, Ajamil & Partners role for Dublin City and Region within the for Dublin Port estimates that this traffic can European cruise scene. continue to grow at a rate exceeding 8% a communications strategy year, reaching 200,000 passengers by 2020 and 400,000 by 2032. Considerable work has already 5 been carried out to attract additional cruise PROGRAMME will be to create a business and to prepare the port facilities that Dublin Events Forum will be needed to accommodate it. An Events Dublin Forum will be established to clear image of Dublin in ‘Cruise Dublin’ Forum bring the various stakeholders together and to facilitate collaboration for the mutual benefit of A Cruise Dublin forum will be formally all involved in organising and bidding for events. the minds of potential established to pursue growth targets and An events strategy will be developed to to promote Dublin as a cruise destination identify a target list of mobile international to cruise operators, cruise agents and those events to attract to Dublin. The events strategy contemplating a European cruise. will also establish a mechanism for generating visitors’. high profile local events with international appeal.

60 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Dublin is a fantastic city with lots to offer any visitor, but we need work together to get the right messages to the right people. If Dublin is to grow its success will very much depend on achieving this, and the work of the Grow Dublin Taskforce along with the roadmap now provided by the ‘Collaborative Strategy for Growth to 2020’ plots a clearly defined route that will help us stay on course to achieve further visitor growth and greater economic success for the city and county over the coming years.’

Oisin Quinn – Lord Mayor of Dublin

61 5 Action Plan

Cross-Sector Enabling Projects

Visual Equity The major proponents 1 of this are likely to be: Project One key point regarding the identity is that it Dublin’s Unique Brand Identity will be important to build visual equity in the • Local Authorities – Dublin City Council, marque – locally, nationally and internationally. Fingal County Council, South Dublin This will require active support at each of these County Council, and Dún Laoghaire- Brand Dublin Visual Identity levels to ensure effective exposure for the brand Rathdown County Council and other local identity and building an association in the minds stakeholders should incorporate the Brand The first step in developing a new brand for of the various audiences of Dublin as a distinct Dublin identity into their communications. Dublin has been the identification of key values destination. At a basic level this should be in the for Dublin, which are inherent in the new In all cases the communications for Brand form of an endorsement on hyper-local proposition: diverse/varied, vibrant, surprising, Dublin should be informed by the positioning communications, and use of the brand natural outdoors. These need to be reflected in and brand strategy – impacting on messaging, identity in a more dominant way across terms of visual imagery and tone in all marketing visual content, and tonality. However specific collaborative Grow Dublin Alliance activity. communications and experience developments. consideration should also be given to role of To underpin this new Dublin proposition, a visual identity and lead brand within brand • National – Fáilte Ireland should consider strong and coherent visual identity is required. communications. use of the Brand Dublin visual identity A visual identity for Brand Dublin will be an within their marketing campaigns to build important tool within the brand strategy Brand Identity Application equity. It will be important to position to assist in generating awareness of Dublin Dublin differently in the minds of domestic and inspiring recognition of what the new Ideally, and subject to brand licensing issues tourists outside of Grow Dublin Alliance. proposition stands for. being resolved, the more organisations and This will assist in identifying businesses businesses that use the brand identity in their • International – Tourism Ireland should that participate in the brand activity in Dublin, own marketing communications and collateral, consider use of the Brand Dublin entail merchandising possibilities for Dublin the greater the recognition for Dublin. Over visual identity in the creation of Dublin businesses, and effectively identify Dublin time this will build equity in the Dublin brand, specific communications and sections across all communications – both domestic and which will contribute to raising awareness of the of communications. Using Dublin as a international. The identity should resonate for positive elements of Dublin, as defined by the primary destination within marketing both the people of Dublin – as a source of pride new proposition. Public sector tourism-related communications should be explored as it and shared vision – and for visitors – to help organisations should incorporate the Dublin offers an opportunity to communicate the them recognise Dublin through this distinct brand in their own marketing communications distinct Dublin proposition and build visual visual marque in marketing communications. wherever possible and appropriate. recognition overseas.

62 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Dublin is of course a successful destination brand already. What this report does is outline the tools, structures, skills and behaviours needed to ensure Dublin will meet the growing and sophisticated international competition for visitors head on and not only survive but thrive’.

Jim Dunne – Creative Dublin Alliance

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Cross-Sector Enabling Projects

Establishing Dublin as a distinct 2 Project brand in the minds of consumers Delivering a Powerful Marketing Communications Strategy (and redefining its meaning with Throughout the implementation of the strategy, citizens) will require a stretch from all the new proposition must be supported by a vigorous, segment-focused, creative, targeted of the stakeholders. However, this is communications strategy for the relevant geographical markets and, internally, for what stakeholders have signed up to Dubliners. The main finding from the field research through the consultation process. carried out in developing this strategy was that awareness of what Dublin offers – and particularly the range of stimulating experiences in Dublin City and Region – was low among potential visitors. Prospective visitors in our target markets often have a limited, or ‘create a clear sometimes distorted, view of what the city and region have to offer. The task of the marketing communications strategy will be to create a clear image of Dublin image of Dublin in the minds of potential visitors, and to communicate Dublin as a ‘must-see’ destination, a vibrant, happening capital, with in the minds easy access to the natural outdoors. This will not only unite stakeholders behind a focused set of messages targeting Dublin’s five key sectors, of potential but it will also enable synergies to be achieved in terms of more focused targeting on these key sectors and the potential sharing of resources to visitors’. do so.

64 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 As the most comprehensive and up-to-date possible service for visitors and to positioning 3 source of information and most valuable channel Dublin as a forward-thinking, vibrant city. Project to other sources, this platform will enable the We should also ensure that we leverage the A Comprehensive Digital Plan cross-promotion of experiences and events by extensive digital expertise that is based in Dublin hotels, transport operators and other frontline to develop a leading edge digital plan. This The digital plan will provide a platform, which staff who deal with visitors face-to-face on a should not only ‘future-proof’ the digital plan as will be used both by the supply side – the daily basis. They will have access to a regular far as possible, but it should also enable Dublin tourism service providers, event organisers, calendar of events, structured by time of day to develop and maintain a leadership position in retailers and experience developers in Dublin and by relevance to different market segments the world of social and digital communications City and Region – and by the demand side – (Social Energisers and Culturally Curious). relevant to tourism. those who are contemplating a visit to Dublin The consumer interface will be populated and visitors who are already here. This will be and continually updated with content that is content-rich, interactive and facilitate social relevant to each segment. Real-time updates communications through a range of appropriate to the calendar will be broadcast via Twitter links to services, businesses and other channels feeds, and come from recognisable personalities 'Recruiting Dubliners as of interest to visitors. representative of the target segments. This will be the prime source of information The existing sites visitdublin.com & ireland. on Dublin for visitors and, ideally, residents com provide many of these features. In pursuing advocates of their own alike. This will build on the existing, successful the strategy, the most appropriate channel will visitdublin.com, and explore innovative ways be chosen for implementation. In the interim of servicing future visitor information and visitdublin.com, already a successful Dublin- city will require them to communications needs. centric site, will be further developed to meet The platform will include a database of the digital needs of the two target segments. It events, facilities, services and products, will be important to provide segment-relevant understand the impact comprising a ‘back-end’ to enable providers to information, such as a regularly updated experience upload and edit details of their offerings, and matrix showing what’s on by time of day and a ‘front end’ for visitors and potential visitors structured to appeal to each segment that tourism makes on to view and interrogate in making their travel On a more visionary level, those responsible decisions and planning their trip. It will also for developing this digital plan for the future will contain an interactive map, which will enable seek to engage with some of the leading edge visitors to search according to their interest and technology companies in the city and participate their own lives’. by theme. in ‘blue sky’ thinking about possible future scenarios that technological developments might enable, with a view both to providing the best

65 5 Action Plan

Cross-Sector Enabling Projects

family abroad. Once reminded of the rich – in terms of economic benefits, employment, 4 breadth of experiences available, they will and social life. Encouraging Dubliners to see Project be more confident and likely to be willing to themselves as part of the bigger economic picture Recruiting Dubliners as Advocates engage with visitors in a way that enhances their will be important. This needs to be constantly of Dublin as a Tourist Destination experience; and they will also be more inclined to communicated in an innovative way, building on do this if they understand the benefits of tourism existing communications by Fáilte Ireland and Dubliners can act as advocates for their own to them – both the direct economic benefit Tourism Ireland about the contribution tourism city. They will communicate positive messages and the spin-off cultural and social benefits. makes to Dublin and Ireland. only insofar as their own experience has been The engagement plan arising from this strategy, positive; and they will make the effort to do so therefore, must have the citizens of Dublin as only if they truly understand the benefit of doing one of its prime targets. 5 so. Taxi drivers will be an early priority Project The first step is to encourage Dubliners to audience in this engagement strategy, as they Improve Ease of Transport and Access get to know their city and region better – to have the opportunity to create important see the attractions that visitors see, to have the first impressions. Initial steps by means of a While Dublin is a relatively compact city, it can experiences that visitors have. Critically, they networking and information session as part of still be a challenge for visitors to find their way also need to understand and buy into the Dublin Fáilte Ireland’s Dublin Now project have proven around. In particular, the connections to outdoor brand – they need to become enthusiastic successful. By circulating them with regular experiences and other attractions in the wider advocates of their own city and region. Various updates about what’s happening, important Dublin City and Region can be hard to find, with mechanisms are proposed, such as a ‘Dublin conferences in town and so on, they can talk to the result both that the visitor experience is less Open Day’, during which a wide range of events, their customers from a position of knowledge than it could be and opportunities to maximise products and experiences is available at little or and understanding and communicate the new tourism revenue from discretionary expenditure no cost to local residents; a day when people are Dublin brand in a positive way. The merits of in areas beyond the immediate city centre are encouraged to visit parts of Dublin unfamiliar setting up an award scheme for taxi drivers who not realised. Better information and signage are to them; repeats of the Culture Night or Open excel in the role of ambassador for the city are priorities to achieve this. Signage is currently Doors events at more regular intervals. In short, also worth exploring. being worked on by Dublin City Council and Fáilte more ways need to be found to encourage Opportunities will also be provided for Ireland. Improved signage, for example, would Dubliners to broaden their mental map of the citizens to feed into other elements envisaged help to underline the proximity of the natural city and to encourage them to think positively in the strategy, such as the events calendar, the outdoors to the city centre. The further away and knowledgably about their own city and development of authentic experiences, and their from the city centre, the more important this region. own stories across the Dublin City and Region. becomes. This is fundamental to delivering the The second step is to encourage Dubliners Recruiting Dubliners as advocates of their ‘Dublin Plus’ promise, whereby the wider region to speak positively about the city and region own city will require them to understand the and outlying rural areas can obtain benefits from to visitors and to their friends, colleagues and impact that tourism makes on their own lives tourism to Dublin.

66 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 An agreed signage framework is already in place accommodation is available. But that will only times are proposed for food waste collection between the National Transport Authority provide a temporary solution. An assessment of that would coincide with the needs of the and Fáilte Ireland, and this is welcome. Public the anticipated increase in demand will need to hospitality trade. transport information should assume no be undertaken in light of the growth scenario local knowledge when it is compiled. This that is adopted and targeted. Anything other will ensure the information and timetabling is than maintenance of the status quo scenario is comprehensible and accessible to both residents likely to increase demand for accommodation and visitors. This will help visitors understand capacity by between 10-30%. the public transport system and encourage them to travel more widely in Dublin City and Region. Hygiene-Critical Projects Opportunities need to be explored, particularly with the National Transport Authority, to The need for these projects, described as identify how visitor information needs might ‘hygiene-critical’ areas to be addressed, arose ‘The idea at the heart of the strategy be serviced in the next generation of transport from in-depth interviews with Grow Dublin presented in this report is a deceptively apps, such as the Hit the Road app and NTA’s Taskforce stakeholders and engagement with Journey Planner app, which are understandably, the trade. These issues were raised as potential simple but really powerful one. By currently focused on residents who are familiar barriers to visitors’ experiencing Dublin in its best recognising the particular combination with the public transport system. light. While not critical as motivating factors, if these were left unaddressed they could damage of city living and natural outdoor Dublin’s image and deter future visits, thereby experiences that Dublin has to offer this 6 frustrating the objective of achieving significant Project tourism growth. strategy has identified the unique appeal Improve Accommodation Capacity that makes Dublin attractive to visitors. Presentation and Collection of Waste A better matching of the supply and demand for It is an idea that resonates as authentic accommodation is required, particularly in peak It was identified that waste is at times left on periods. However, a significant increase in visitor the streets during peak footfall hours causing to those of us who live and work in the numbers will create the need for more hotel beds, unsightliness. This risks giving visitors a negative city and county. It is also an idea that can particularly in the city centre, as well as a need for impression of the city, and particularly the city better transport links between accommodation in centre. The Dublin City Business Improvement inform the surprising experiences we'll the outskirts and the city centre. District (BID) is currently establishing a group need to develop, promote and facilitate A first step is to provide visitor-oriented waste scheme that encourages businesses to information on public transport links to present waste at specified times and provides for to make this city an even better place to areas outside the city centre where visitor it to be collected punctually. Separate collection visit, and to live in’.

Ciaran O’gAOR A – Zero-G

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Cross-Sector Enabling Projects

Natural Outdoor Infrastructure Introducing a visitor orientation into local challenge that Dublin is facing. It is recognised and Facilities authorities’ planning and development mindset that solutions to social and economic/tourism in this way will be useful. issues may not always coincide. However the potential damage to the visitor economy needs To maximise the impact of Dublin’s valuable Opening Hours of Public Attractions to be kept in mind in seeking a solution to this position between the sea and mountains, issue. including the city’s ‘green’ sites such as parks, In order that Dublin merits the reputation of a rivers and canals, there are opportunities to city that is ‘vibrant’ and bursting with surprising Tourism incorporated in city planning make the visitor experience more enjoyable experiences, it is important that operators and and more accessible. Building on facilities and developers work together to ensure that gaps All Dublin and City Region municipalities include projects that are currently in place, the Grow in the calendar for each target segment are tourism in their Local Plans. However, it is Dublin Tourism Alliance will ask each local limited. For example, one improvement to the important to ensure that tourism is incorporated authority to look at the outdoor attractions visitor experience would be for art galleries and further downstream in planning and development in their area and audit their infrastructure to museums to consider closing on different days, decisions. This means ensuring the planning identify those elements that comply with and and to have late opening/late closing at least process assesses tourism implications in decision- reflect the new proposition. one day a week, possibly staggered, in order making at all levels. This will ensure not just that This could include diverse, vibrant or to reduce potential visitor disappointment and tourism angles are considered when making surprising aspects such as events, buildings avoid undermining the drive to portray Dublin as decisions about infrastructural development, but and public art; or it could identify facilities that a ‘happening’ city full of diverse experiences. it will also enable opportunities to be identified, make the visitor experience more accessible for incorporating elements into projects for the or manageable, such as showers or public visitors’ benefit, which might otherwise have been conveniences or wheelchair access. Identifying Personal Security and Safety overlooked. those that do not currently, but could, be upgraded or developed to cater for visitors will Although Dublin is - by international standards – be an important outcome of this audit. a remarkably safe city, in which very few visitors It is recognised that the primary users of experience any problems, there is a perception most such services are local residents and that that this is not so in certain areas. This was tailoring them for the visitor may not always be identified in the ‘Better City for All’ report by financially warranted. Nevertheless, taking visitor the Strategic Response Group. This report needs into account at the outset at planning, outlines a partnership approach to address design and building stages is likely to ensure public substance abuse and perceived anti-social any new amenity will also be of benefit to local behaviour in Dublin City Centre and gives 60 people and thereby avoid additional spend at a recommendations that would need to be fully later stage. implemented to overcome the real and visible

68 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘Building on facilities and projects that are currently in place, the Grow Dublin Tourism Alliance will ask each local authority to look at the outdoor attractions in their area and audit their infrastructure to identify those elements that comply with and reflect the new proposition’.

69

Destination Dublin

A Collective StRategy for Tourism Growth to 2020

Collaborating ^for Success What can Dublin learn from international best practice in other cities?

How can Dublin apply appropriate elements of best practice elsewhere in implementing this new strategy? 6 Collaborating for Success

Competitor Analysis

The Grow Dublin Taskforce has While Dublin has suffered a In order to measure the performance of each city decrease in visitor numbers over the past and compare them with one another and with examined the organisational and decade, other cities within Dublin’s peer European trends and averages,21 the following group enjoyed strong growth in the same business performance factors were analysed for funding models employed by thirteen period, despite a challenging global economic each city and its DMO: environment. international competitor Destination To understand the drivers behind this • Structure and business model growth – and thereby identify key desirable • Stakeholder engagement Marketing Organisations (DMOs), features for a new Dublin implementation • City performance model – the Taskforce reviewed documentation • Critical success factors with the aim of establishing best and conducted one-to-one qualitative and quantitative interviews with CEOs and senior Of all the cities surveyed, Copenhagen and practice for organisational structure, executives from DMOs in the following cities: Amsterdam were identified as having models most suited to delivering Dublin’s new strategy. business model, and stakeholder • Amsterdam This conclusion was based on a mixed-criteria analysis which took into consideration Dublin’s collaboration, so that the Dublin • Barcelona needs, defined as follows: • Berlin tourism strategy to 2020 can be • A high level of stakeholder engagement • Brussels city-wide, with a defined engagement delivered effectively. • Copenhagen structure; • glasgow • Positive, cooperative relationships • hong Kong between stakeholders, and particularly • Lisbon between public authorities and tourism businesses, based on mutual respect and • Liverpool understanding of each other’s objectives; • Prague • A structure that enables high performance • Vancouver in the sectors we have identified as crucial • Vienna (leisure, business tourism, cruise and events • Washington tourism);

21 Provided by European Cities Marketing reports

72 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 'The world is going to change fundamentally over the next 10 years and Dublin is well placed to meet the expectations of the 21st century traveller. However, we will not reach our potential unless we co-ordinate our offer and message cohesively for the visitor. It is time to address our shortcomings and put Dublin firmly in the shop window and make our destination accessible and easily understood to the global audience. I believe that the energy and imagination created by the Grow Dublin Task Force will bring us to where we need to be and I look forward to the implementation of the ideas articulated in this report’.

Richard Guiney – Dublin City Business Improvement District

73 6 Collaborating for Success

Key Features

• A funding structure that requires those • Wonderful Copenhagen and IAmsterdam City Performance stakeholders who benefit to contribute both rated their funding model as 'Both cities (that is, a public/private partnership sustainable and both cities have had Copenhagen in which beneficiaries of promotional sustained funding over the past ten years Copenhagen’s year-on-year growth rate of activities contribute to the cost, ensuring (20 years in Copenhagen’s case) allowing 8.3% from 2008-2012 was the 3rd highest in have a fully that those who benefit from the activity, for strategic planning, vision and growth. Europe (Berlin and Barcelona were highest). The pay for the activity); European average was 5%. collaborative Both cities have a fully collaborative In the International Conference & Congress • Shared responsibility for city goals; city approach to tourism, and a defined (ICCA) world ranking, which benchmarks engagement structure is in place for all sectors cities according to the number of international city approach • A DMO structure that facilitates ambitious in each city (business tourism, cruise tourism, conferences held per year, Copenhagen visitor growth; 22 leisure tourism etc.) which include industry rose from 14th place in 2011 to 8th in 2012. to tourism, representatives and primary public stakeholders Copenhagen’s jump was the highest recorded of • A sustainable funding model. (such as the Mayor’s office). all world cities in 2012. Copenhagen (through its Cruise Network) and a defined • Using these criteria, Copenhagen and Wonderful Copenhagen has an organised separate increased the number of cruise ships berthing Amsterdam scored the highest and second industry network for each sector, such as ‘Cruise from 220 in 2001 to 372 in 2012 (with 840,000 engagement highest respectively. Copenhagen’ and ‘Meet Copenhagen’ in which passengers). all relevant stakeholders are represented. Each Key Features of the Copenhagen stakeholder contributes financially to the sector Amsterdam structure is in and Amsterdam Models that they benefit from and are involved through a Amsterdam ranks 9th in Europe for international representative advisory board in agreeing projects bed nights, with 8.1 million a year (Dublin had place'. and deliverables for that sector. 6.1m international bed nights in 2012). Structure and Business Model Each industry sector then reports back to the Amsterdam was ranked 10th in the 2012 Wonderful Copenhagen board, which comprises ICCA Business Tourism world ranking and has The key aspects of the approach by DMOs in both public representatives (including politicians) sustained a top 10 position for the last 7 years. Copenhagen and Amsterdam, which are relevant and private representatives from across the city. to Dublin, are as follows: Wonderful Copenhagen has become a project- based organisation. They consider this to be • Wonderful Copenhagen and IAmsterdam the best way for them to deliver an ambitious are not-for-profit, public/private strategy. Each initiative is treated as a project, partnerships with a near 50/50 ratio of fully scoped, and a project team is assembled public to private funding. based on competencies required.

22 ‘Ambitious’ in this context means a rate of growth year-on-year higher than the European average.

74 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Brand Critical success factors were identified in the Both Copenhagen and Amsterdam have city- cities analysed, with a view to assessing which wide brands, used both by the public and might be relevant to Dublin. A number of factors the private sectors when selling their city. were considered to be critical by two or more of Copenhagen uses Open Copenhagen and the DMOs surveyed. These include: Amsterdam IAmsterdam. Copenhagen’s brand was championed by • Significant private ownership; ‘Each of the four Dublin local authorities ‘Wonderful Copenhagen’, which employs an • Corporate culture (‘can do’ attitude); promote tourism within its own area. The entire brand management team. • Use of comprehensive data and analysis to ‘IAmsterdam” said that their city is defined by inform strategic planning; inclusion on the Implementation Team of cooperation, with one city, one focus, and one • Organisational flexibility; representatives from Dublin City Council brand: ‘IAmsterdam’. • Stakeholder buy-in; • Project-based approach; and the three Dublin County Councils of • Close alignment with stakeholders/ Fingal, South Dublin and Dun Laoghaire/ Critical Success Factors members needs; • Positive, cooperative relationships Rathdown will ensure that the necessary The success of Copenhagen and Amsterdam between stakeholders, and particularly tourism support infrastructure will in terms of growth, conferences won, and between public authorities and tourism international esteem cannot be attributed to businesses, based on mutual respect and be co-ordinated throughout Dublin any one single factor. However, the way in understanding of each other’s objectives; which these cities have developed a rigorous • A major event which brought all city and county and ensure that the structure, adopted a partnership approach to stakeholders in the city together, strategy is “joined-up” in this regard. doing business, ensured sustainable funding, and emphasising the value of collaboration. built on their already strong brand recognition, This co-ordinated approach will also all imply an exemplary business focus and ensure that large scale events are co- commitment. ordinated throughout the County both to avoid clashes and to compliment, where possible, events throughout the County’.

Noeleen McHugh – Fingal County Council

75 6 Collaborating for Success

Dublin's Approach

Dublin will incorporate the lessons from these • A sustainable funding model: Effective • Represent, redefine and reimagine Dublin Effective successful destinations in implementing the implementation of the Dublin tourism as a destination brand to ensure it remains new tourism strategy. Critical elements will be: strategy requires a balance of funding from fresh and resonates with potential visitors; both the private and public sectors. The • Maximise the impact of the combined implementation • A collaborative relationship: This tourism more collaborative and project-based the investment in resources by the state and strategy epitomises the collaborative approach, the greater likelihood of raising tourism industry; of the Dublin relationship and approach required to the level of funding required to make a • Maximise the return to the state, tourism achieve mutually agreed goals. This must difference. industry and citizens of the current continue into implementation and further investment of resources in the tourism tourism planning stages in future. This needs • Performance measurement: Identifying sector. to be based on mutual respect and an key performance indicators and evaluating strategy understanding of each other’s objectives. progress against objectives will be critical Grow Dublin Tourism Steering Group to success, as well as to ensuring effective Within the Grow Dublin Tourism Alliance, the • City and region-wide stakeholder collaboration amongst stakeholders. This is Grow Dublin Tourism Steering Group will be the requires a engagement: Engagement with dealt with below in chapter 8. body, comprising tourism sector representatives, stakeholders in the Dublin City and Region for overseeing the implementation of the balance of – at planning, design, implementation, and Roles and Responsibilities strategy and evaluation of progress against evaluation stages will be critical. objectives. The following roles and responsibilities are funding from • A sectoral approach: Basing development envisaged to implement this strategy under the Dublin Brand Experience Strategy Manager and marketing plans on a sectoral approach aegis of the Grow Dublin Tourism Alliance: At the core of the strategy lies the Dublin Brand both the private – as in this strategy, which focuses on Experience Strategy Manager, with responsibility 5 sectors (Social Energisers, Culturally Grow Dublin Tourism Alliance for leading and delivering the core programmes. Curious, business tourism, vents and cruise The implementation of this strategy will He/she will be charged with ensuring the and public tourism) – will both make it possible for be overseen by the Grow Dublin Tourism Dublin brand is driven through all marketing stakeholders to work together and drive Alliance. The Grow Dublin Tourism Alliance programmes and experience developments by sectors. our approach to growth. is a partnership alliance whose aim is to drive the sectoral groups/executive networks. Dublin’s tourism forward through supporting • A project-based approach: Undertaking Dublin’s potential as a vibrant destination brand. Executive Networks/Sectoral Groups discrete projects provides an action- Its key objectives are to: Executive Networks/Sectoral Groups will be focused approach for stakeholders to get responsible for driving the strategy for each involved in a city and region-wide project, • Guide implementation of the strategy; particular sector forward: leisure tourism (Social where there is synergy with their own • Facilitate synergies between stakeholders Energisers and Culturally Curious), business objectives. to maximise impact for Dublin; tourism, events tourism and cruise tourism.

76 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Grow Dublin Tourism Alliance DESTINATION DUBLIN Brand Strategy Manager OBJECTIVES Responsible for leading and delivering brand strategy. Supports Dublin’s potential as a vibrant Guides co-ordinates and facilitates the brand strategy Desination Brand through the delivery of brand tools and systems, and – Guide Implementation the GDT Strategy conveying and participating on the Steering Group and – Facilitate synergies between stakeholders Executive Networks. Supported by Brand Dublin Executive. – Represent, Redefine and Reimagine Dublin as a Desination Brand – Maximise the impact of the investment in resources by the state and industry – Maximise the return to the state, industry These executive groups will be comprised of CR and citizens of the current investment of EXE UISE T CUTIVE NETOURISMW representatives from each sector. resources in the tourism sector. A number of projects have been identified for ORK ORK RISM TOU STE implementation in each sector (See chapter 5 OURISM N ER LI IN B G U G Action Plan); other projects may be identified as D CUTIVE NETW R O LEISUREEXE T W worth pursuing as the strategy progresses. Each U O P R DESTINATION Executive Network will manage and drive the G DUBLIN projects within its sector. BRAND STRATEGY Ensuring the efficiency and focus of these MANAGER MULTIPLE BRAND DUBLIN Executive Networks will be important. For ORK PROJECTS instance the cluster of businesses that operate OURISM under the Dublin Now Plus project might EVENTS T CUTIVE NETW EXE BUSINESSEXE T merit expansion into a project-driven Executive CUTIVE NETOURISMW Network to drive progress in developing the BRAND DUBLIN PROJECTS ORK leisure segments. It will also be important to take Each project has a clear objective budget into account existing networks and relationships. and timeline and assist in delivering For instance the Grow Dublin Taskforce the brand strategy acknowledges that there is an existing Business GROW DUBLIN TOURISM STEERING GROUP & EXECUTIVE NETWORKS Tourism Forum and working group, which should Represents stakeholders and support the DDBM. They also be taken into account in exploring potential new facilitate and advocate the impleminentation of the strategy across roles and whether there is indeed a need for a the industry and promote Brand Dublin to the wider public. new network in the business tourism arena.

‘Our research indicates that having stakeholders aligned and working closely together will generate real bottom line value for everyone. It was really encouraging to see the energy and enthusiasm that developed when cross-functional groups came together as part of this project, and we must build further on this’.

Mary Kerins – DAA

77 6 Collaborating for Success

Funding Model

Funding and Resourcing of ambition inherent in our ambitious growth Successful tourism destinations the Future of Dublin’s targets, the highest degree of public-private Tourism Potential collaboration into the future is not only an around the world work on a private- option, it is essential. The Grow Dublin Taskforce‘s public partnership model, whereby The Grow Dublin Taskforce and the recommended new way of working between tourism industry of the Dublin region do not the public and private sectors positions both resources are shared in pursuit of assume that the State can guarantee its funding as strategic collaborators for mutual benefit. support at historic levels and neither does it This will require a new resourcing model in a common goal and the respective need the additional cost of a new State agency order to deliver success. Ahead of elaboration for Dublin alone. The State has been a vital as to how this will work in relation to the strengths of public and private supporter of the sector‘s development to date specific programmes identified for each of and the benefits from tourism will continue to the priority sectors by the new Grow Dublin sectors complement each other warrant public support into the future. However, Tourism Alliance, five key funding principles the businesses that benefit from tourism in will underpin the development of a new towards this end. the Dublin region will also themselves invest funding model: increasingly in their own success, not least in response to the State‘s recent proactive steps in 1. STATE ACCOUNTABILITY reducing VAT and removing air passenger duty, as well as appreciating the proven benefits of The State rightly controls decision-making about national programmes such as The Gathering. disbursement of public funds in the tourism The complex and multi-faceted nature of the sector. In addition to the cost of its expert tourism economy requires productive synergy teams, that spend has typically included an between public and private sectors to provide estimated €15 million in 2013 in such critical areas conditions for growth: certain functions either as marketing, experience development, media cannot be, or are best not, delivered by the visits, trade shows, festivals and events, business private sector alone, for example international tourism, training and education. In addition, destination marketing and city-brand curation,. some €10 million in State capital grants has been From these ‘common ground’ functions, the awarded to tourism infrastructure projects in State receives its own payback on its investment, Dublin in the past three years including projects particularly from the private sector‘s operation of at Temple Bar, the Dublin Heritage Trail, the tourism services that generate employment, tax Independence Trail, Dublinia, Dalkey and revenues and wider spending in the economy. Malahide Castle and at Shackleton‘s Garden in Recognising these shared interests and the level the Liffey Valley.

78 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 2. PUBLIC-PRIVATE COLLABORATION Clearly, all recognise the importance of ensuring a new Dublin Literary Centre or to support a transparently equitable balance of cost and major event bids, each innovatively executed Increased collaboration between the private benefit and the need to manage shared assets to maximise cross-community participation sector and the State will leverage existing State effectively. The private sector is committed and gain. Delivery and subsequent commercial investment and contribute to achieving optimal to investing further in co-development of the performance of these projects will be closely outcomes for all. It will also reduce duplication entire sector through promoting the Dublin monitored against pre-agreed metrics. Rigorous of effort and secure maximum engagement by proposition, developing visitor experiences and measurement of robust targets will be important the private sector in relevant State initiatives. nurturing tourism expertise, so as to leverage – not just to ensure business success, but also This includes not only joint strategic planning (rather than substitute for) investment by the as evidence to demonstrate the efficacy of and therefore more focused decision-making, State. this collaborative funding model and thereby but also the stimulation of the wider Dublin to encourage more extensive take-up and tourism sector to play its full part in actively 4. SHORT-TERM PROJECT-BASED application of it by a wider range of stakeholders. complementing new investment in tourism FUNDING APPROACH initiatives, with consequential benefits for all. 5. LONG-TERM HORIZON While more sophisticated co-responsibility 3. LONG-TERM CO-FUNDING MODEL models for funding and administering Dublin Beyond such immediate short and medium tourism will develop over time, the preferred terms projects, certain tourism initiatives Given the highly competitive market for city model for immediate financial collaboration is will require appraisal using a much longer- tourism, further local and international data project-based. Under the auspices of the Grow term investment horizon. The Grow Dublin analysis will be required in order to identify Dublin Tourism Alliance, representatives of Taskforce acknowledges that the long-term the ideal long-term public-private co-funding each tourism sector identified in this strategy strategic business case for Dublin tourism is model (and the transition path towards it) for will identify specific activities to implement prima facie strong, but it will certainly benefit Dublin. On the one hand, the State is best the programmes and projects outlined in the from more detailed calibration and articulation. positioned to promote Dublin internationally action plan for their sector and draft appropriate The challenge for all stakeholders in Dublin’s as a tourism destination while, on the other, budgets and performance targets for approval tourism sector now is to collaborate to assemble the private sector already spends extensively and action. This will provide an initial schedule the evidence for a compelling long-term to promote its own products at the level of of specific projects aimed at delivering growth. investment strategy, sufficient potentially individual businesses. Nevertheless, both public These will be analysed for their segment to warrant National Strategic Investment and private sectors acknowledge the need to resonance and viability and appropriately co- Funds in partnership with private funds and to stimulate consumer demand and to co-invest funded by both the State and the private sector. leverage the city region’s undoubted assets and in stimulating and satisfying it through the Such projects might, for instance, include the potential. Methodological inspiration might coherent projection of a powerful and mutually- necessary joint infrastructure to develop and be gained from the comprehensiveness of the owned Dublin proposition, in order to fulfil sustain a commercially-managed brand for Dept. of Agriculture’s Harvest 2020, in order the potential and ambition of this strategy. Dublin or the realisation of projects such as, to provide clear evidence of impact and drive

79 6 Collaborating for Success

Funding Model

significant national returns well into the future. 7. gROWTH POTENTIAL Commercial confidentiality aside, this will require stakeholders to commit to provide evidence Dublin’s growth potential is clear, in terms of business impact arising from collaborative of how the city and region offer what target projects. markets are seeking. The link that will enable Dublin to achieve this potential is a truly 6. SHARED RESOURCING collaborative approach, based on mutual understanding, trust, and shared resources. This shared resourcing of the sector‘s future is not just about the respective cash contributions of public and private contributors to tourism in Dublin; it is also about sharing other important resources such as expertise, research, communications and digital technology, in a ‘Dublin’s growth truly jointly-owned collaboration. Indeed, while other international cities certainly feature shared public-private funding models, a key feature potential is clear, of those cities‘ success is how they also share their wider resources. This will build on the collaboration achieved under the Dublin Now in terms of how initiative and be activated and brokered by the Grow Dublin Tourism Alliance. Joint-funding will initially be largely on a project basis, within the city and region the broader context of the strategic aims of the core sectoral groups established to implement this strategy. This will not only underpin joint offer what target development of new visitor experiences and the marketing of Dublin, but it will also enable better joint input to the strategic plans and work programmes of all State agencies and private markets are seeking’. initiatives in other areas of Irish life, so that no opportunities are missed and the best mutual outcomes are achieved.

80 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘The great value in this strategy is that is surfaces a strategic coincidence in tourist preferences and expectations and what Dublin city and county has to offer including the extensive range of amenities and attractions on Dublin’s doorstep ranging from the diverse landscape of our coastline, valleys and mountains, our traditional villages rich in culture and heritage and access to our historical past through the stories of our estate houses and castles’.

Daniel McLoughlin – County Manager, South Dublin County Council

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Immediate &Actions What are Dublin’s immediate priorities in implementing this strategy?

How can the momentum generated by the Grow Dublin Taskforce be translated swiftly into action that delivers visible progress? 7 Immediate Actions

Key Enabling Projects

This chapter lists a number of short- • Develop a citizen engagement plan. Actions to Attract More Visitors ‘Develop a Produce a factsheet illustrating the for Major Events term measures that can be imple- new proposition, with key tourism facts (e.g. jobs, revenue etc.), and distribute it common set mented over the first three months through key channels. • Establish an Events Dublin Forum to bring together key stakeholders, including event of protocols, of the strategy’s implementation to • Develop the first iteration of the organisers, accommodation and service framework to Bring Dublin to Life, providers, and develop a major events ensure that the momentum built including key themes, with inputs from strategy. Identify three international events checklists, Social Energiser and Culturally Curious to bid for over the next three years. Start up by the Grow Dublin Taskforce is experience-development teams. work on developing a mechanism for and good generating major events with international maintained and measurable progress • Develop the specifications for thedigital appeal. platform. Identify a development partner. practice is made towards the targets. • Four local authorities to develop a common • Develop the visitdublin.com site to create set of protocols, checklists, and good guidelines an expanded calendar of events, as well as practice guidelines for event organisers. • Establish an implementation team to drive building on existing information, over the the strategy forward, with representatives wider Dublin City and Region. Clarify the for event from all committed stakeholders. process for event organisers to post details. Actions to Attract As a successful internationally focused, More Leisure Visitors organisers’. • Develop brief for, and commission work on, Dublin-centric site, visitdublin.com will the new Dublin Brand Identity. continue to provide the basis for digital communications with visitors. It will be • Start to extend ‘Dublin Now’ initiative for • Identify key stakeholder partners, who further developed to meet the needs of the Social Energisers into other geographical will work together and commit resources two key leisure segments (Social Energisers markets (“Dublin Now Plus’). towards a shared goal within the context and Culturally Curious) of the new private-public funding model. • Identify and develop partners with complementary interests in promoting • Develop a high-impact marketing Dublin to Social Energisers and the communications and media plan to Culturally Curious – such as leading promote the new Dublin proposition in edge digital companies. Outline plan of overseas markets. activities for year ahead.

84 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Actions to Attract More Business Visitors

• Develop a large conference bid strategy with key stakeholders. Identify three potential conferences to bid for over the next three years.

Actions to Attract More Cruise Visitors ‘This report identifies the size • Formally establish a Cruise Dublin Forum of the prize, it’s now up to all to bring together all relevant stakeholders and develop a strategy for attracting and stakeholders to work together catering for more cruise traffic. to achieve that and more. Through

• Develop a marketing plan to attract more working collaboratively in cruise traffic. Identify key decision makers a cohesive manner Dublin’s in the cruise industry. Visit three cruise companies to apprise them of the new opportunities are unlimited. The Dublin proposition. Identify and exhibit at Grow Dublin Taskforce report is a major cruise trade fair. the launch pad for a new way of working together and realising new potential’.

Paul gALL Agher – Irish Hotel Federation

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Assessing *Progress How will Dublin measure progress in achieving the growth objectives of this new strategy? 8 Assessing Progress

Growth Projections

This chapter sets out the key The brand and the strategy are focused on the Key Performance Indicators geographical markets, tourism sectors, and performance indicators that will be visitor segments that have the greatest potential A clear set of key performance indicators (KPIs) for growth and whose needs and expectations and a measurement framework, are essential to used to monitor progress in achieving can be satisfied by the Dublin proposition: Social enable us to focus our resources and drive towards Energisers (leisure), Culturally Curious (leisure), achieving our objectives. KPIs are proposed as growth over the next seven years. ‘promotable’ business tourism (i.e. mainly follows: conference and incentive sectors), events, and Specific targets will be set by the cruises. Market Share The extent to which growth can be achieved Executive Groups or organisations will depend on successfully working together, • Percentage growth in visitor numbers to on maintaining existing levels of funding and Dublin compared with international trend. responsible for implementing on the extent to which new investment in marketing and development can be attracted. Visitor Numbers and Revenue the strategy in each sector, once We are confident that success will breed further success – as stakeholders see how the new • Number of visitors into Dublin from overseas, resources have been identified. collaborative approach yields results. It will be broken down by business, leisure, cruise, and important to communicate evidence of success by geography and segment. to stakeholders, such as that achieved in the The Grow Dublin Taskforce is ‘Dublin Now’ project, which included events • Total spending by overseas visitors in Dublin, confident that this new tourism strategy, such as the Bram Stoker Festival and New Year’s broken down by business, leisure, cruise, and underpinned by a reenergised, refocused Eve Dublin. The more such evidence of success by geography and segment. destination brand, will drive a significant increase can be demonstrated, the clearer and stronger in visitor numbers into Dublin over the coming the argument for greater collaboration to deliver • Average spend per visitor, broken down by years. The level of the increase will depend on this strategy becomes. business, leisure, cruise, and by geography and a number of factors, some external and some segment. internal. • Average length of stay, broken down by business, leisure, cruise, and by geography and segment.

88 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 Communications Brand Value Measurement

• Percentage of available leisure market • Brand Recognition: Track recognition of Measurement will be tailored around tracking planning a visit to Dublin, by geography the new Dublin brand and associations overall performance and segment performance. and market segment. amongst non-visitors against our desired Ideally and subject to budget, progress against brand attributes – vibrant, variety, these KPIs should be evaluated annually. • Percentage of the discretionary business surprising, diverse experiences, city and Detailed targets will be drawn up by travel market planning a visit to Dublin, natural outdoors the relevant groups or organisations as the by geography and segment. implementation phase begins, according to • Brand Esteem: Poll departing visitors and which growth strategy is aimed for. In addition Stakeholder Engagement track impact of the new Dublin proposition to the quantitative measures outlined above, over time to establish a clear movement other factors will be assessed to add to the • Number and percentage of key trade in the perceptions. (As this is a 6 year evaluation of Dublin’s performance and the partners adopting the new Dublin programme it will be incremental) impact of its new brand. These will include proposition. external rankings (e.g. ICCA rankings, European • Competitiveness: Assess perception of Cities Marketing rankings, city indices, such Experience Development Dublin’s brand attributes (vibrant, variety, as the Anholt-GfK Roper Index, and others), surprising, varied experiences, city and surveys such as residents’ attitudes surveys etc., • Percentage of holidaymakers in each natural outdoors) against similar attributes and brand-tracking surveys, as appropriate and geographical market who would ‘definitely’ in Dublin’s main competitor cities. available. recommend a visit to Dublin. The KPIs to be applied will depend on which of the three scenarios outlined above in chapter Value for Money 2 are selected.

• Percentage of holidaymakers in each geographical market ranking Dublin as ‘good’ or ‘very good’ value for money.

Employment Creation ‘This project has made it very clear - Dublin has never been in better shape and never had more opportunity to amaze more visitors than now. The Dublin region is filled with • Employment in the accommodation, food service and events sectors. tourism potential and it's our job to realise that potential for the good of everybody, together. And best of all, the secret sauce - Collaboration - is free! It's time to do it. Together. Now’.

John MCgR Ane – Dublin Chamber of Commerce

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Membership (Process The Process Behind the Strategy Development and Grow Dublin Task Force Membership 9 Membership Process

The Grow Dublin Taskforce

Background to the Establishment of the Groups. The Working Groups comprised a experience that they will want to repeat and Grow Dublin Taskforce broad representation from the Dublin tourism to tell their friends and family about. Dublin is Ireland’s leading tourist destination industry – both public and private - in order to This presents a considerable challenge: and plays a pivotal role in the visitor experience ensure that appropriate expertise and experience the development of a destination brand is of most visitors to the island of Ireland. In an were brought to bear on the development of the fundamentally different and more complex than era favouring short and more frequent breaks, strategy. branding a product or service. It requires us to Dublin is also well placed to take advantage of The objective of the Taskforce was to deliver capture the essence of Dublin and to ensure the trend towards city breaks. a tourism strategy and implementation plan that the articulation of this essence is both Tourism in Dublin has declined since its peak for the period to 2020 that realises Dublin’s competitive and compelling to potential visitors in 2007, although some markets are showing potential to attract increased levels of tourism. – and it needs to be done in a way that supports signs of recovery. Nevertheless, there are This strategy will require the active collaboration and is supported by the Ireland brand. grounds for believing that Dublin could do much of all involved in communicating, developing The brand proposition must reflect what is better, given its portfolio of attractions and and delivering the Dublin tourism experience, relevant and motivating to potential visitors, events, supporting infrastructure and points of including the city and county councils, the both now and over the next seven years and access. Recent consumer research conducted businesses involved in providing goods and beyond. A refreshed and re-energised Dublin within the key target markets indicates that services to visitors, the cruise and events sectors, brand will ensure growth by reframing Dublin – Dublin’s true potential is far from tapped. and the Dubliners themselves. both for visitors and for Dubliners. It will change Realising this potential, however, requires a existing perceptions and create excitement and coherent and appropriately funded strategy, The Opportunity a focal point for all stakeholders involved in which is owned and implemented by all major The rate of growth of visitor numbers into delivering the visitor experience. tourism stakeholders in the Dublin city and Dublin is below that of Dublin’s main capital region. city competitors, such as Copenhagen and The Process Fáilte Ireland, as the National Tourism Amsterdam – cities that have a more clearly The Grow Dublin Taskforce developed the Development Authority, has a responsibility to defined and coherent offering. Dublin fell out of strategy and the plans for implementing and progress the development of such a strategy. It the Top 10 TripAdvisor Destinations in 2013. The promoting it in three main stages: is the Authority’s strongly held belief that, given aim of the Taskforce is to re-establish Dublin the very multi-faceted nature of the tourism as one of the most desirable, ‘must see’ visitor • Discovery and getting input to proposition offering and its extensive interdependencies destinations in the world. areas across the Dublin economy, this task is best To achieve this, we have defined a compelling, • Visitor proposition research in the US, progressed in a collaborative manner. competitive destination brand idea for Dublin mainland Europe and Great Britain To that end individuals and executives from city and region that is motivating to potential • Stakeholder research and strategy across the public and private sectors with an tourists, gives direction and inspiration to development interest and stake in the future of Dublin tourism stakeholders, and is capable of sparking an came together in December 2012 to form the implementation plan that will attract more Review of earlier work Grow Dublin Taskforce. The Taskforce was visitors and more revenue to Dublin. The The Grow Dublin Taskforce began by reviewing led by a Steering Group that included industry brand will unite the various elements of the all available reports on tourism in Dublin and representatives and executives of the various visitor experience under a unifying theme that competitor cities. These revealed a clear need supporting agencies, supported by Working will attract more visitors and will deliver an for Dublin to develop a powerful, differentiated

92 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 destination brand proposition clearly positioned 4 development Plans of the four Dublin local 7 global Reports in the context of the other important elements authorities set out the framework for the i. Intuit 2020 Trends Report (2010) of the Ireland brand, including those developed future development of the city / county, and ii. OECD Paper on the Middle Classes by Tourism Ireland, Enterprise Ireland, IDA help to emphasise the regional importance of iii. Technology & Tourism 2020 – Vision Tourism 2020 Ireland, Bord Bia, and Culture Ireland. this work: iv. The Economist – Special Report on Aging Substantial guidance was obtained from two i. Dublin City Council: Dublin City Development v. The Economist – Special Report on Middle separate but related projects – the Irish Tourism Plan 2011 – 2017 Classes Industry Confederation’s report Capitalising ii. Dún Laoghaire-Rathdown County Council: Dún on Dublin’s Potential, and the Creative Dublin Laoghaire-Rathdown County Development Plan 8 Fáilte Ireland Reports Alliance’s work on Activating Dublin. 2010 – 2016 i. Dubline Interpretative Matrix iii. Fingal County Council: Fingal Development Plan ii. Dubline Toolkit Documents reviewed in the development 2011-2017 iii. Dublin Destination Study - Destination VAS of a differentiating proposition for Dublin: iv. South Dublin County Council: South Dublin Results (unweighted) County Development Plan 2010-2016 iv. Dublin Doorstep Destination Study - Destination 1 irish Tourism Industry Confederation, VAS Results (unweighted) Capitalising on Dublin’s Potential project: 5 destination Branding v. Future Tourism Demand Insights, Internal Briefing i. Background papers (Research material) i. Destination Branding (2002) Morrison & Anderson Paper ii. Executive Summary ii. How to Brand Nations, Cities and Destinations vi. Topline findings from Segment Research (2012) iii. Main Report (2009) Moilanen & Rainisto iii. Introductions to the Theory of City Branding 9 Tourism Ireland Reports 2 Creative Dublin Alliance: (2011) Keith Dinnie i. Brand Tracker, France, (2012) Millward Brown i. Brand Dublin Roadmap ii. Brand Tracker, Italy, (2012) Millward Brown ii. Discovering Dublin’s Identity 6 Branding iii. Brand Tracker, Spain (2012) Millward Brown iii. The Compendium Designing Dublin: Learning to i. Aaker D.A. (1991) Managing Brand Equity – iv. French Market Profile Learn Capitalising on the Brand Name v. French Review Strategic Plan 2011-2014 iv. Love the City ii. Aaker D.A. (1996) Building Strong Brands vi. Italian Market Profile v. Activating Dublin Scoping Material iii. Blackstone M. (1992) Observations: Building vii. Spain Market Profile vi. City Indicators & International Benchmarking Brand Equity by Managing the Brand’s viii. TI Segmentation, MCCP & Arkenford Reports Relationships, Journal of Advertising Research vii. Activating Dublin City Benchmarks iv. Fyall, A.C. Callod and B. Edwards (2002) 10 Other Dublin Research viii. Activating Dublin Destination Dublin Relationship Management – The Challenge for i. Blue Sail Dublin City plus marketing blueprint ix. Activating Dublin Tourism Business Case Destinations – Annals of Tourism Research ii. Blue Sail Dublin City plus: a shared story v. Kapferer J.N. (1992) Strategic Brand Management iii. Business Tourism Ireland Positioning, (2009) Jump 3 dublin Regional Authority: Dublin’s Role in vi. Sharp B.M. (1993) Managing Brand Expectations. iv. Design Factory, Discovering Dublin Outputs from the National and Global Economy Report 4 - Journal of Customer Marketing. the Discovering Dublin Branding Workshop Synthesis Report. Reports 1 to 3 also available. v. Meeting in Ireland Brand Story, (2010) Tourism Ireland

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The Grow Dublin Taskforce

Brand Strengths and Weaknesses shared vision of its citizens and civic leaders, as access and signage inadequacies, lack of The Taskforce undertook a review and will be a beautiful, compact city, with a distinct investment in infrastructure, lack of physical distillation of brand strengths and weaknesses, character, a vibrant culture and a diverse, smart, connectivity, interregional competition and as well as existing brand insights and green, innovation-based economy. It will be a products lacking sufficient cultural attractions. propositions, and this led to the development of socially inclusive city of urban neighbourhoods, Media and trade reports indicate that Dublin’s a new proposition for Dublin. all connected by an exemplary public transport, tourism product is becoming tired and needs cycling and walking system and interwoven with a new attractions for younger visitors. Existing quality bio-diverse green space network. In short, brand reports, including the Creative Dublin City and County Council the vision is for a capital city where people will Alliance documents, ITIC research materials, and Development Plans seek to live, work and experience as a matter of Discovering Dublin’s Identity Report, all point Tourism is featured in all four local authorities’ choice. Two of the key projects referred to in this to important success factors such as the need Local Plans in the Dublin City and Region: document are the development of Dublin Bay and for accessibility, increasing WiFi, and improving Dublin City Council, Fingal County Council, the development of Dublin’s Cultural heritage. transport links. South Dublin County Council and Dún All reports note that recommendations by Laoghaire-Rathdown County Council. Vibrancy, The Fingal County Council Development people who have influence in and over the diversity, innovation-based, sustainable tourism/ Plan 2011-2017 highlights the importance of experience on the ground are crucial for success environmental focus, green, clean, tourist- collaboration and tourism: and in this respect the general public in Dublin friendly facilities and the need for collaboration and the media are important participants. to the benefit of tourism are all highlighted as • Commitment to developing the airport as the Visitors also want an authentic experience and important in the City and County Development principle gateway to Ireland to see the living city. Thus it is essential that Plans to varying degrees. • Considerable scope for developing tourist Dubliners take ownership and pride in their friendly local resources city, and be receptive to tourists. The Branding In the Dublin City Development Plan 2011-2017 • A clear environmental focus that would Dublin Roadmap highlights the potential of the all developments have tourism in mind and be complimentary to the development of diaspora – as evidenced by the success of The the core strategy highlights three necessary tourism. Gathering in 2013. elements in the vision: The Dún Laoghaire Rathdown Development • A compact, quality, open, clean, connected Plan 2012-2016 recognises the Council’s role in Competitive Brand Development city; promoting sustainable tourism and securing the The Irish Tourism Industry Confederation’s • Real economic recovery, creative networks; development of tourist-orientated facilities in Capitalising on Dublin’s Potential project contains • Creating sustainable neighbourhood the county. a competitive analysis. This makes it clear that communities. although history and culture are key elements in Dublin’s competitive offering, they are not The vision for the city is that within the next Maximising our Potential for Success sufficiently unique or competitive. Dublin 25 to 30 years, Dublin will have an established Dublin’s Role in the Irish and Global Economy 2012 needs to articulate a proposition that reflects international reputation as one of the most Working Paper summarises many of the threats the reality of the city and its region, that sustainable, dynamic and resourceful city to Dublin asserting a competitive advantage. differentiates it from its competitor cities, and regions in Europe, and that Dublin, through the ITIC research materials include others, such that is compelling and attractive.

94 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 ‘The Grow Dublin task force experience has been an exciting 12 month exploratory journey of rediscovery of our capital city, its people, its talent, its natural environs and infrastructure. But what makes Dublin really special is the collaborative approach it takes in driving its tourism strategy as ONE. Collaboration through the GDT process has resulted in enhanced understanding and education across all sectors. This in turn has led to a powerful commitment, energised engagement and an improved vision for Dublin. Most importantly, it has opened our eyes to opportunity. The collective energy of any industry working in harmony leads to strategies being effectively translated into actionable project plans with clear responsibilities. Excitement for the “to be” state easily overcomes the inertia of the status quo’. niCOL A MCgR Ane – ITIC

95 9 Membership Process

The Grow Dublin Taskforce

All reports reviewed emphasise that Dublin must The Dublin Word Cloud clearly demonstrates The Development of the Proposition focus on packaging and communicating itself that associations with alcohol and alcohol-based The next step in Dublin’s destination brand in a way that complements and enhances its activities are stronger than historical or cultural project was to develop a number of propositions existing identity. A complete review of positive associations. This was confirmed by subsequent that capture Dublin’s ability to meet the visitor elements across all reports revealed many research undertaken by the Grow Dublin needs and that incorporate the insights gained. potential proposition elements. These were Taskforce in four countries1. The Taskforce set out a number of defining distilled into a range of propositions for industry characteristics of Dublin, as follows: and stakeholder comment. Six propositions were Dublin is different because: researched during July 2013. Key elements that Addressing Visitors’ Needs were deemed to be important to the distinctive The final piece of the review was to assess what • Of the diversity of the events to be Dublin proposition included: visitors expect or need from a short break. A experienced at any one time in any one visit review of existing research showed visitors • It is on Europe’s doorstep and is easy to • A friendly, green, cultural and fun destination expressing leisure needs as follows: combine with a visit to another European • A compact city with a feeling of intimacy destination • Using technology to market Dublin • New and different – ‘wow’ factor • It is a city of paradoxes • A global city with a small-town feel; a • Be entertained, enthused and to learn • It is a truly interactive modern city walkable city with 78 sq.m. of green space per • Have fun • It is a city of surprises person • Enjoy a variety of experiences (from small- • It is the city by the sea • A city of paradoxes/contrasts (high and scale to large-scale) • It is a compact and concentrated city low, mountain and sea, playful and intense, • Authenticity – meet real people, see living • You can be in the city yet feel like you’re in the historical and modern, traditional and quirky, culture countryside etc.) • Get to the heart of the experience quickly • In a world where the impersonal is replacing • Access to mountains and coast; on the • Belong the personal, Dublin is still a real city of real doorstep of Europe • Hear traditional and contemporary Irish music people • Close to nature • Sense of connection • It is socially inclusive and infectious • Outstanding literary and cultural heritage • Hear interesting stories and learn something • A mischievous, quirky and unpredictable new about Dublin These initial ideas were developed into coherent personality • Experience traditional and contemporary propositions in an interactive workshop assisted • Friendly people culture/history by tourism branding consultants, and these • Experience living culture (and the energy were tested in a variety of ways. Accounts The ITIC CODP report emphasises that the behind that) were created on Facebook and Twitter Dublin proposition must embrace both the city • Social currency (#dublinislistening), and key stakeholders, centre and the wider Dublin region. • Easy access and navigation bloggers and social networkers were involved to In terms of negative image perspectives • Do what the locals do extend the reach of the campaign. Questions that need to be addressed, many documents • Engaging stories were posted to start the debate and real-time reviewed acknowledge the need to redress • Discover a place for myself insights were gathered from overseas visitors to the imbalance between alcohol and cultural • Value Dublin and from Dublin residents. activities.

1 Grow Dublin Taskforce MCCP qualitative visitor research 2013

96 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 The propositions were presented to a broad range of tourism industry stakeholders during an The Taskforce reviewed Dublin’s main issues and Engagement Day, during which they were further refined. The propositions below are those that reassessed the brand objectives in light of the first went to stakeholders, followed by the revised proposition after stakeholder commentary research as follows: from the workshop: • Dublin lacks a differentiating proposition in Initial draft proposition Revised proposition the mind of the potential visitor. This leads to a shortage of reasons to visit. There is no Dublin is a playground of mischief & laughter: Dublin is a city that becomes your playground derived social status from visiting Dublin. Feisty, youthful, intelligent wit, creative & smart, • Dublin is seen mainly in the context of brand evolving but not losing a sense of where we Ireland, and thus carries some stereotypes come from, where you can let your fun side out that conflict with short break motivations. • The Dublin image lacks vibrancy and Dublin is a city of Contrasts: Dublin is Dublin, a city of surprising contrasts modernity, and its cultural and historical unexpected, there is something different, out associations can be seen as dry and dusty. of the ordinary and surprising around the next corner. Get right to the heart of it. Together, these outline the key barriers to the growth of tourism in Dublin: Living the Vibe of Dublin: Access to Dublin life, Excluded – not powerful enough on its own and where the Dubs go, living city, being able to live covered by ‘playground’, above • Lack of awareness of what Dublin offers, and the vibe of Dublin and experience Dublin as a • The distorted and limited view of Dublin as living organism. dusty and old-fashioned.

Dublin is concentrated and compact: Not Dublin, the village city The challenge is to surprise people with the diluted or made for tourists, youthful, intelligent, reality of a Dublin that is modern, diverse and feisty and full on – day and night, a mischievous distinctive. playground In the final stage of developing the proposition, six alternative propositions were Dublin is a place where you can connect with Merged to become: tested and validated in July 2013 in interactive and experience colourful history Dublin. A city of surprising contrasts workshops with key target segments (13 groups, Dublin is the City of Stories, Engagingly told with 90 participants across four overseas markets – Great Britain, Germany, France and Dublin is a Cultural City with a Creative Edge Excluded as a proposition in its own right – Dublin the US – and a group of recent immigrants to needs to be more than the cultural city, given the Dublin. The six propositions that were put to competitive set, but culture is a crucial element to these groups were: be carried across and support all propositions. • Dublin: the capital city where playful energy is Dublin is a city by the sea, beneath the Dublin City, where mountains meet the water catching mountains – much more than urban • Dublin: a capital city of surprising contrasts

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• Dublin: the city that’s bursting with life, Focus on the Visitor Maintaining Momentum packed with things to do around every corner The Grow Dublin Taskforce identified five One of the main conclusions reached by the • Dublin: the capital city that takes you in so sectors – Business, Events, Cruise, Social Grow Dublin Taskforce is that success will you become one of us Energiser, and Culturally Curious – that have depend on collaboration and cooperation • Dublin: the capital city where urban life potential for significant growth: between the various public bodies, industry thrives side by side with Mother Nature groups, and service providers. The process of • Dublin: the capital city of colourful stories • Visitors to Dublin for business reasons; developing this strategy and the sector plans in brought to life. • Leisure: ‘Social Energisers’ – young couples this document was an important first step in this and adult groups looking for excitement, new regard, and the participants in the process are Research findings were clear and unanimous in experiences, and fun, social getaways to novel unanimously enthusiastic about continuing to all markets – the fifth proposition above (‘the destinations. They typically want city breaks engage in the implementation phase. capital city where urban life thrives side by side that offer fun, laughter and lots of day- and Together, the participants in the Grow Dublin with Mother Nature’) holds the most potential. night-time activities.; and Taskforce have subscribed to a focused and It is truly competitive and distinctive as a • Leisure: ‘Culturally Curious’ – mostly older unifying commitment: proposition area for Dublin, but it needs to be couples or solo travellers with time (and strengthened to heighten Dublin’s vibrancy and money) to spend. They are independent ‘We will work together to unlock unexpectedness. ‘active sightseers’ looking to explore new Dublin’s vibrancy and diverse, A further stakeholder engagement places and broaden their minds. They want surprising experiences’. day was held to disseminate and validate to ‘do a place’, both its culture and the beauty consumer findings and to receive input into of its landscape. They respond well to good This commitment, and the enthusiasm with the recommended proposition developed information, and of all the groups are best which the new Dublin proposition is adopted, from research. The final proposition that was disposed towards Ireland as a destination. is the most critical element in the drive to agreed by the Taskforce with the support of all • Visitors to Dublin as part of a European cruise; attract more visitors. It is the catalyst that will stakeholders was: • Visitors coming to Dublin for a specific event; re-energise the industry and enable participants • Visitors arriving in Dublin as part of a to see the city in a new light, to talk about European cruise. it in a new way and to create new business Dublin is the vibrant capital opportunities. It provides the motivation and The Taskforce set up working groups to analyse the focus for developing new visitor experiences, city bursting with a variety of the market in each of these segments and to for revitalising existing ones and for promoting identify ways in which Dublin could realise its Dublin as a destination that is a vibrant, exciting surprising experiences – where potential for attracting those visitors. These place to visit. working groups met on several occasions in 2013, With the new proposition and the energy city living thrives side by side and drew up comprehensive plans for developing that the industry puts behind it, Dublin can be their markets, based on the new Dublin brand repositioned as one of Europe’s top destinations, with the natural outdoors. proposition. both for business travellers and for leisure The reports from these working groups were tourists. reviewed by the Taskforce, and common themes were identified and developed as key projects.

98 Destination Dublin: A Collective Strategy for Tourism Growth to 2020 The Grow Dublin Taskforce Membership

Steering Group Orla Carroll – Fáilte Ireland Noeleen McHugh – Fingal County Council Lucy McCaffrey – Chairperson Noleen McHugh – Fingal County Council Adrian McLoughlin – Gibson Hotel Danny McLoughlin – County Manager South Paul Gallagher – Irish Hotels Federation Mike Adamson – Live Nation Dublin County Council Nicola McGrane – ITIC Justin Green – MCD Promotions Jim Dunne – Creative Dublin Alliance Peter Nash – Tourism Ireland Mary Kerins – Dublin Airport Authority John McGrane – Dublin Chamber of Commerce Social Energisers Working Group Richard Guiney – Dublin City BID Business Tourism Working Group Shane Cahill – Barnacles Hostel Brendan Kenny – Dublin City Council Sue Uda – A Touch of Ireland Elaine Carroll – Dun Laoghaire Rathdown Philip Maguire – Dublin City Council David Monks – Burlington Hotel County Council (from April 2013) Nicola McGrane – Conference Partners Keith McDonald – Extreme Ireland John Tierney – Dublin City Council Jenny Finegan – Dublin Convention Bureau Kevin Moriarty – Fáilte Ireland (until April 2013) Keith McCormack – Fáilte Ireland Kiela Brodigan – Fáilte Ireland Shaun Quinn – Fáilte Ireland Mary Cunningham – MUSA Celine Weldon – Guinness Storehouse Philomena Poole – Fingal County Council Willie Sheils – South Dublin County Council Michael McDermott – Le Cool (until June 2013) Christoph Haustein – Tifco Hotel Group Paul O’Grady – Mercantile Group Paul Gallagher – Irish Hotels Federation Brendan Flynn – The Church Nicola McGrane – Irish Tourism Industry Council Vera Stedman – Tourism Ireland Cllr. Oisín Quinn – Lord Mayor of Dublin, Cruise Tourism Visitors Working Group Cllr. Naoise O’Muiri (until June 2013) Miriam Brady – Dublin Bus Niall Gibbons – Tourism Ireland John McGrane – Dublin Chamber of Commerce Culturally Curious Working Group Ciarán O’Gaora – Zero G Gerry Farrell – Dublin City BID Eugene Garrihy – Dublin Bay Cruises Ailish Smyth – Dublin City Council Sinead Connolly – Dublin City Council Eamonn O’Reilly – Dublin Port Kevin Kidney – Fáilte Ireland Working Groups Ronan Sweeney – Excursions Ireland Orla Carroll – Fáilte Ireland Jim Dunne – Creative Dublin Alliance Sam Johnston – Fáilte Ireland Eleanor Griffin – Howth is Magic Mary Kerins – Dublin Airport Authority Kiela Brodigan – Fáilte Ireland Irish Heritage Trust – Kevin Baird John McGrane – Dublin Chamber of Commerce Sabine Sheehan – Old Jameson Distillery Ann Daly – National Museums Richard Guiney – Dublin City BID Patrick Sutton – Smock Alley Theatre Paul Clegg – Dublin City Council Brian Twomey – Tourism Ireland Lorna Maxwell – Dublin City Council Events Working Group Peter Nash – Tourism Ireland Margaret Geraghty – Dublin City Council Peter McKenna – Croke Park Kiela Brodigan – Fáilte Ireland Clyde Carroll – Dublin City BID Keith McCormack – Fáilte Ireland Ursula Donnellan – Dublin City Council The Working Group and the strategy Aidan Pender – Fáilte Ireland Keith McCormack – Fáilte Ireland development process was facilitated by Miriam Kennedy – Fáilte Ireland Edel Mitchell – Fáilte Ireland MCCP-The Planning Agency, Dublin.

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A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H

AAPPENDIX A Tourism to Dublin:

Projections to 2020

by Jim O’Leary, Independent Economist a Appendix A: Dublin Tourism: Projections to 2020 by Jim O’Leary

The Baseline Scenario

The Baseline scenario is designed to convey the Turning to expenditure, it is common INTERNATIONAL TOURIST VISITS - BASELINE prospects for international tourism in Dublin knowledge that the data on spend per visit over the period to 2020 on a ‘no policy change’ 2012 CHANGE 2020 have been showing a long-term declining trend. basis, that is on the basis of things continuing This is somewhat masked by the volatility of (000s) (%, CUM) (000s) as is in terms of the product offering, the corresponding data series on a year-to- branding, marketing, cooperation amongst GB 1089 18 1286 year basis. When the year-to-year fluctuations the various stakeholders and so on. In these are ironed out using, for example, a three- N America 688 24 851 circumstances, it is assumed that Dublin year moving average, the downward trend is would maintain market share and that recent France 272 19 324 discernible across all source markets (except the trends in spend per visit would persist. Rest of World). This is especially the case when Germany 281 14 322 the data are adjusted for inflation as they should The UNWTO report Tourism Towards 2030 sets Other Europe 1027 16 1193 properly be (since it is not the amount of money out projections of international tourist arrivals tourists spend that matters from an economic Rest of World 281 33 373 by region for successive decades out to 2030. For point of view, but the amount of goods and the purposes of the present exercise, the market TOTAL ABOVE 3638 20 4349 services they purchase). in which Dublin competes is taken to be the Cruise 86 157 221 combined Northern Europe and Western Europe INTERNATIONAL TOURIST SPENDING - BASELINE regions as defined by the UNWTO. International TOTAL 3724 23 4570 2012 CHANGE 2020 tourist arrivals into these regions are projected TABLE 1 by the UNWTO to increase at an annual average (€MN) (%, CUM) (€MN) rate of 2.2% over the period to 2020. On this basis, international tourist visits GB 253 9 275 Thus it is assumed in the Baseline scenario to Dublin are projected to reach 4.35 million that total international visits to Dublin will by 2020, compared with 3.64 million in 2012, N America 292 14 334 increase by 2.2% per annum between 2012 and a cumulative increase of just under 20%. France 94 1 95 2020. The Baseline projections incorporate some Incidentally, this would still see them fall short variation around this average by major source of the 4.44 million peak reached in 2007. Table Germany 97 -3 95 market (reflecting recently published OECD 1 provides corresponding data for each of the Other Europe 355 -1 351 forecasts of GDP growth for 2012-2017) as main source markets. follows: Britain 2.1% per annum; North America In relation to visitors from cruise ships, it has Rest of World 175 33 233 2.7% pa; Germany 1.7% pa; France 2.2% pa; Other been assumed that the 11.5% average annual TOTAL ABOVE 1267 9 1383 Europe 2% pa; rest of the world 3.6% pa. growth rate achieved from 2003 to 2013 will be sustained out to 2020. (indeed, 2013 will Cruise 3 157 9 register 20% growth.) Inclusive of the cruise TOTAL 1271 10 1392 business, therefore, overseas visitor numbers are projected to reach almost 4.6 million in 2020, a TABLE 2 cumulative rise of 23%.

2 Combining the projections for numbers In the same vein, it might be argued that type of exercise is not currently to hand. of visits with the assumptions in relation to Dublin’s position in the Tourism Area Life Cycle In its absence, we have approached the spending per visit, results in a projected increase is such as to make it vulnerable to decline in the question from a different perspective and of just 1.1% per annum in total tourism revenue absence of measures designed to regenerate its come up with two scenarios that at least have over the period 2012-2020, or a cumulative attractiveness. the merit of being derived from a recorded increase of about 9%. It is important to realise On the other hand, it is implicitly assumed achievement. The first of these is a scenario that this is a real increase since the spending that the market in which Dublin competes will based on recreating past success, in particular numbers are effectively denominated in 2012 increase at the same rate as the overall tourism reproducing the kind of growth rate in visitor prices. It is also worth pointing out that the market in Northern and Western Europe. numbers that Dublin actually achieved in the projected level of spending in 2020 (€1.38bn in To the extent that short-break/city break eight-year period 1999-2007. Over that period, 2012 prices) would be significantly lower than tourism grows faster than tourism generally, the total number of international visits to Dublin the peak level of 2007 (just under €1.5bn in 2012 this assumption may understate, perhaps to a increased at an annual average rate of 4.7%. prices). significant degree, the growth in the market This coincidentally is close to the growth With visiting cruise passengers assumed relevant to Dublin. rate (4.2%) projected in the Medium Scenario to spend just €40 per visit, the amount spent These methodological weaknesses may that featured in the ITIC report ‘Capitalising on by this sector of the market is a very small be considered to be offsetting. One way of Dublin’s Potential’. Accordingly, in apportioning fraction of the total and its inclusion makes little interpreting the Baseline scenario therefore, is our average growth rate of 4.7% across the major difference to the overall picture. that it implicitly builds in a loss of market share source markets, we have simply made modest The Baseline scenario is subject to some by Dublin over the period. upward adjustments to the corresponding methodological weaknesses that are worth growth rates projected by ITIC. Accordingly, the mentioning. Alternative Scenario I – average annual growth rates projected are as The first is that the assumption that Dublin follows: Britain 4%; North America 5%; France, would maintain market share in a no policy Recreating Past Success Germany and other mainland Europe 4.5%; rest change scenario is arguably an optimistic one. The Task Force is proposing a range of initiatives of the world 7.75%. If, in the face of continuous innovation across that will result in a rebranding of Dublin, This scenario would see total international other European city destinations, there were to more effective marketing of the city and its visits to Dublin reach 5.3 million by 2020, a be no enhancement of the Dublin product, it environs as a tourist destination, more fruitful cumulative increase of 45% on the 2012 outturn might be more realistic to propose that Dublin collaboration amongst stakeholders, better and 18% above the previous peak attained in would actually lose market share. Indeed, this access to and within the city, and a general 2007. Further detail is provided in Table 3. In this is what appears to have occurred over the enhancement of the tourist experience. scenario, cruise passengers are projected to rise 2008-2012 period when international bed nights Given available data, there is no reliable by 15% per annum which boosts the cumulative increased at an annual average rate of just 1% for methodology for modelling the impact that growth rate 2012-2020 to 50% and the total Dublin, compared with average rates of 3.6% and such a suite of measures would have on tourism number of visitors in 2020 to close on 5.6 million. 5% amongst the so-called Second Division and numbers and spending. One way of attempting Premier League cities covered in the 2013 edition to do so would be to analyse the performance of the European Cities Marketing Benchmarking of other cities in the aftermath of such a Report. regime change relative to their performance beforehand. The data required to carry out this

3 a Appendix A: Dublin Tourism: Projections to 2020 by Jim O’Leary

INTERNATIONAL TOURIST VISITS - MEDIUM GROWTH numbers, their inclusion in the revenue data 2008-2012. Amongst the metrics contained in makes little difference. the report are growth rates in international bed 2012 CHANGE 2020 These projections envisage total spending nights: such growth rates are estimated for each (€MN) (%, CUM) (€MN) by international visitors of just under €1.9bn in of the 113 cities that participated in the report. 2020. This would be well ahead of the previous A wide range of performance is documented: GB 1089 37 1490 2007 peak. Details by market of origin are set from growth rates of 15%-plus in the case of N America 688 48 1016 out in Table 4. Turin, Split and Malaga on the one hand to negative rates of more than 5% for cities like France 272 42 387 INTERNATIONAL TOURIST SPENDING - MEDIUM GROWTH Granada, Setubal and Turku. Some of the Germany 281 42 400 highest growth rates for the 2008-2012 period 2012 CHANGE 2020 were recorded by cities effectively making Other Europe 1027 42 1460 (€MN) (%, CUM) (€MN) their debut on the international tourism stage, Rest of World 281 82 511 whose circumstances Dublin could not possibly GB 253 37 346 replicate (e.g. Maribor 14.9%, Novi Sad 10.5%). TOTAL ABOVE 3638 45 5265 N America 292 48 432 But impressive growth rates were also recorded Cruise 86 271 319 by long-established destinations like Berlin France 94 42 134 (10.8%), Hamburg (10.3%), Barcelona (8.9%), TOTAL 3724 50 5584 Germany 97 42 138 Copenhagen, Milan and Geneva (all 8.3%), TABLE 3 demonstrating that cities can defy the more Other Europe 355 42 505 pessimistic predictions of the TALC (Tourism As to revenue, it is assumed for the purpose Rest of World 175 82 319 Area Life Cycle) model. of this scenario that the policy measures Our second alternative scenario therefore TOTAL ABOVE 1267 48 1874 proposed by the Task Force would be (Emulating Success Elsewhere) assumes that in moderately successful in terms of their impact Cruise 3 271 13 the period 2012-2020, Dublin can grow tourism on spending per visit. Specifically, it is assumed numbers at a rate equivalent to that of the top TOTAL 1271 48 1887 that the long-term decline of spending per visit quartile performers in the ECM Benchmarking would be halted. Accordingly, in this scenario, TABLE 4 Report for years 2008 through 2012, that is, cities spending per visit is held constant at its 2012 that achieved annual average growth of 6.8%- level across all source markets in real terms. plus. The fact that 2008-2012 was a period that The result is that international tourist Alternative Scenario II: featured a severe international recession may be spending in Dublin increases by a cumulative taken as testament to the achievability of such 48% over the 2012-2020 period, or at an annual Emulating Success Elsewhere a growth rate by Dublin in what is forecast to average rate of 5% per annum. This is marginally The second scenario of success that we be better times, if the programme of initiatives ahead of the 4.7% rate of increase in the number have constructed is based on what has been proposed by the Task Force is implemented. of visits. The reason is in the mix: we are achieved in other European cities in the recent projecting a stronger growth rate in numbers past. European Cities Marketing most recent amongst the higher-spending visitors. Again, Benchmarking Report provides data on the despite very strong growth in cruise passenger performance of 113 European cities for the period

4 INTERNATIONAL TOURIST VISITS - HIGH GROWTH INTERNATIONAL TOURIST SPENDING - HIGH GROWTH Implications for Hotel Capacity Hotel bed capacity in Dublin is estimated at 15.7 2012 CHANGE 2020 2012 CHANGE 2020 million on an annual basis in 2012. Bed-nights (€MN) (%, CUM) (€MN) (€MN) (%, CUM) (€MN) sold in 2012 are estimated at 7.6 million, giving an average occupancy rate of 48% over the GB 1089 53 1671 GB 253 66 420 course of the year. It is estimated that just under N America 688 88 1291 N America 292 103 594 4.2 million, or 55% of the bed-nights sold, were accounted for by Irish guests (including those France 272 63 444 France 94 91 180 from Northern Ireland) and the balance of 3.4 Germany 281 63 459 Germany 97 91 186 million (45%) by overseas guests. In drawing out the implications for Other Europe 1027 63 1674 Other Europe 355 91 679 accommodation demand of the projections Rest of World 281 130 648 Rest of World 175 130 404 detailed above, it is necessary to scope out what domestic demand might be. For this purpose, TOTAL ABOVE 3638 70 6187 TOTAL ABOVE 1267 94 2463 it is assumed that domestic demand for hotel Cruise 86 330 370 Cruise 3 330 15 accommodation in Dublin will grow in line with the volume of consumer spending, which is TOTAL 3724 76 6557 TOTAL 1271 95 2478 projected to increase at an annual average rate TABLE 5 TABLE 6 of 2% in the Recovery Scenario developed by the ESRI in its in latest Medium-Term Review. Again, in this scenario, we allow some In this scenario, we have allowed that the It is also assumed for the purposes of the variation for the different sources markets programme of initiatives proposed by the Task present exercise that domestic demand for around the 6.8% average as follows: Britain 5.5%; Force will positively impact on spend per visit to hotel accommodation will grow at the same rate North America 8.25%; Mainland Europe 6.25%; the extent that the long-term decline discussed across the three scenarios for Dublin tourism Rest of World 11%. The details are set out in above will not only be halted but significantly that are detailed above i.e. that domestic Table 5. The total number of visits reaches 6.2 reversed. Accordingly, we have assumed that tourism will not respond to the initiatives million by 2020, a 70% increase on 2012 and a spend per visit from North America and Britain proposed by the Task Force. This may well be a near-40% increase on the peak level reached in will rise by 1% per annum in real terms to 2020 conservative assumption. 2007. and that spend per visit from Mainland European The projections for hotel accommodation visitors will rise by 2%. The net result is that demand and implications for capacity utilisation international tourist spending almost doubles under each of the three scenarios for Dublin between 2012 and 2020, rising by a cumulative tourism are summarised in Table 7. In the 94% to just under €2.5bn. This represents an Baseline, bed-nights sold are projected to rise annual average rate of 8.6% which is 1.8% points to 9 million in 2020; in the two alternative faster than the projected rise in numbers. It scenarios bed-nights sold increase to almost is worth noting that about one-third of this 9.9 million and 10.7 million respectively. These differential (0.6% points) is due to the shift figures amount to the equivalent of 57%, 63% towards higher-spending visitors noted earlier. and 68% of 2012 capacity, on an annual basis.

5 a Appendix A: Dublin Tourism: Projections to 2020 by Jim O’Leary

HOTEL BED-NIGHT DEMAND IN 2020 However, it is also reasonable to assume that 9,000 under the medium-growth scenario and the resultant growth in employment would be over 19,000 under the high growth scenario. (000s) 2012 BASELINE ALT I ALT II somewhat slower on account of rising labour Overseas 3421 4072 4940 5791 productivity. Labour productivity is projected (ii) Tax revenue to increase at an annual average rate of 1% in Failte Ireland estimate that out-of-state tourism Domestic 4182 4900 4900 4900 the period out to 2020. This is in line with the spending of €3.2bn in 2012 (inclusive of Northern Total 7603 8971 9840 10690 corresponding assumption made by the ESRI Ireland) generated €1bn of tax revenue for the (% of in the Recovery Scenario of its recent Medium- Exchequer. On this basis, the €1.27bn spent by

capacity) Term Review. The implication, as summarised overseas visitors to Dublin in 2012 would have Annual 48.3 57.0 62.6 68.0 in Table 8, is that the annual rate of growth in generated almost €400m in tax receipts. employment attributable to overseas tourism in Applying the same ratio to the three sets of July 60.4 71.3 78.2 85.0 Dublin would be trivial in the Baseline scenario projections for 2020 yields tax revenue from TABLE 7 (at just 0.1%), but would be very substantial in overseas visitors to Dublin of: €435m, €590m each of the alternative scenarios. and €775m for the Baseline, Medium Growth It is important to realise that these capacity In the medium growth scenario employment and High Growth scenarios respectively. In other utilisation rates are calculated on an annual growth is projected at 4% per annum, or a words, by 2020 the Medium Growth scenario is average basis. If the seasonal pattern of cumulative 36% by 2020; in the high growth yielding €155m more per annum and the High occupancy evident in 2012 were to be replicated scenario, employment grows by 7.6% per annum Growth scenario €340m more per annum in tax in 2020 there would of course be considerable or a cumulative 80% by 2020. revenue to the Exchequer than the no-policy variation around the annual averages. In the change scenario. peak season month of July, for example, the ECONOMIC IMPACT These figures are denominated in terms of occupancy rates (again assuming 2012 capacity) MEDIUM HIGH 2012 prices (i.e. in real terms). Assuming a real BASELINE would average 71% under the Baseline, 78% GROWTH GROWTH interest rate of 2%, we can convert the flows Growth in overseas under the medium growth scenario and 85% 1.1 5.0 8.7 of tax receipts projected for the period to under the high growth scenario. spending (% pa) 2020 into net present value (NPV) terms. The Growth in 0.1 4.0 7.6 results of these calculations are interesting. The employment* (% pa) NPV of the difference between the flow of tax Economic Impact Growth in revenues projected under the Medium Growth employment* (000s, Negligible 8,600 19,200 cumulative) scenario and the baseline amounts to €0.6bn; (i) Employment the corresponding figure in respect of the High * Employment in Dublin The three scenarios developed above: the attributable to overseas Growth scenario is €1.3b. Baseline; the Medium Growth and the Higher tourism

Growth alternatives see expenditure by overseas TABLE 8 tourists in Dublin increasing in real terms at annual average rates of 1.1%, 5.0% and 8.7%. It is reasonable to assume that output of the Accordingly, it is estimated that employment Dublin tourism industry attributable to overseas attributable to overseas tourism in Dublin in tourism activity would increase at similar rates. 2020 would be boosted to the tune of almost

6 DESTINATION DUBLIN

A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H 1

BAPPENDIX B1 Grow Dublin Taskforce

Sector Plan:

Social Energisers b Appendix B1: Grow Dublin Taskforce | Sector Plan: Social Energisers

Introduction

8 Introduction Dublin is Ireland’s leading tourist destination 9 The Dublin proposition and plays a pivotal role in the experience of 9 About the Social Energisers sub-working group most visitors to the island of Ireland. In an era favouring short and more frequent breaks, 9 Executive summary Dublin is also well placed to take advantage of 9 Presenting Dublin coherently the trend towards city breaks. Dublin is currently 9 Activity to date experiencing a recovery in its tourism fortunes unlike any other Irish tourist destination. Yet 10 Definitions and participants there are grounds for believing that Dublin could 10 Definitions do much better, given its portfolio of attractions 10 Programme and events, its supporting infrastructure, and its multiple points of access, provided it puts in 10 Project place a more coherent and appropriately funded 10 Action/task strategy. Recent consumer research conducted 10 Participants within the key target markets indicates that Dublin’s true potential is far from tapped. 10 Barriers and opportunities Fáilte Ireland, as the National Tourism 11 Audience/partners and target market Development Authority, has a responsibility to 11 Audience/partners progress such initiatives. It is the Authority’s strongly held belief that given the very multi- 11 Target market faceted nature of the tourism offering and its 12 Programmes extensive interdependencies across the Dublin 12 Programme 1: Dublin Now Plus economy, this task is best progressed in a collaborative manner. 12 Project 1.1: Extend Dublin Now into other markets To that end individuals and executives 12 Project 1.2: Develop a content strategy for Social Energisers from across the public and private sectors 12 Project 1.3: Develop social innovation with an interest and stake in this topic formed the Grow Dublin Taskforce. The Taskforce 13 Project 1.4: Set up partner marketing network is led by a Steering Group which is assisted 13 Programme 2: The Experience Development Framework in its deliberations by supporting Working Groups comprised of executives of the various 13 Bringing Dublin to life supporting agencies and which expand and contract to include representation from the wider Dublin industry throughout the process

8 Introduction

The Dublin proposition Social Energisers want to be at the heart of it experiences that are easily accessible? The agreed Dublin proposition that has been all – wherever is social, wherever it’s happening. • Surprising – does it surprise? Does it contain developed following extensive stakeholder and But their definition of a good time is wider new experiences and convey existing consumer consultation is: than just partying. They’re also looking for experiences in a novel way? interesting events, fun activities, gigs. Always • City living thriving side by side with the Dublin is the vibrant capital city bursting ready to try new things – exploring the city by natural outdoors – does it bring the city with a variety of surprising experiences – day for its vibrancy and unique atmosphere, living that thrives side by side with the natural where city living thrives side by side with a as well as enjoying the nightlife – they will go outdoors to life in an engaging way? natural outdoors. for something unusual as long as it has the ‘wow’ factor they’re looking for. They’re hungry Activity to date About the Social Energisers sub-working for experience, so they’re likely to be packing Stakeholders met on several occasions in group everything in. September 2013, setting themselves the tasks of Social Energisers is one of five sub-working The challenge we face is to continually identifying the following in relation to the Social groups that have been established, each focus- renew and develop how we present the energy Energisers sector: ing on a different sector believed to have poten- that Dublin has for this sector. We need to tial for growth. put in place programmes that can give Social • The target audience for suggested Energisers opportunities to soak up the programmes, projects and actions Executive summary atmosphere of Dublin in ways that are authentic • The barriers that might inhibit growth, Dublin is the vibrant capital city with huge levels and fun, both in the daytime and at night. and the opportunities or needs that might of social energy. For young people seeking a The current report sets out some of the overcome them fun destination, it offers an exceptional mix of programmes that will help Dublin to realise the • The programme areas within which projects exciting night life and action-packed days, a potential in the Social Energisers sector and to and actions might be focused wide range of out-of-the ordinary adventures to contribute to the three GDT objectives. • Some detail of the projects and actions that awaken the senses. might be appropriate and feasible, within For these reasons, it is particularly attractive Presenting Dublin coherently each of the defined programme areas. to tourists in the Social Energisers sector. Social In order to ensure that the development of Energisers tend to be young couples /adult Dublin as a destination is coherently presented, groups looking for excitement, new experiences, all of the programme ideas and activities and fun, social holidays in somewhere new and advanced must take into account the core different. They really like having a laugh and elements of the DUBLIN PROPOSITION. sharing their adventures with their friends. This means ensuring that Dublin’s core brand They love new experiences and exploring new values are reflected in every sector plan, places – the more out-of-the-ordinary, the more programme and project; these include: exciting, the better. It’s great if there’s a lot to do in a relatively small area, so they don’t have • Vibrancy – is it dynamic, contemporary; does to plan too far ahead. They are up for being it add a sense of self-perpetuating energy? spontaneous, as this often leads to more fun and • Bursting with a variety of experiences laughter, and a really great break. – does it show the variety of compelling

9 b Appendix B1: Grow Dublin Taskforce | Sector Plan: Social Energisers

Definitions and participants Participants Barriers and opportunities The following people contributed to the work of the A number of barriers to growth were identified Definitions Social Energisers sub-working group. in the Social Energiser sector, and in many cases, Programme the GDT strategy will advance opportunities to The management of several related projects in Kevin Moriarty Fáilte Ireland address these. a ‘programme’. Examples of such programmes Kiela Brodigan Fáilte Ireland would be a city-wide celebration where several Mark Rowlette Fáilte Ireland • Information: It was felt that there is both work streams need to work separately but are Michael McDermott Le Cool a shortage of information for tourists and critical to the delivery of the platform. These Celine Weldon Guinness Storehouse barriers to accessing it. Information sources would be managed under the programme Paul O’Grady Mercantile Group tend to be fragmented and inconsistent and to ensure that the dependencies are being Brendan Flynn The Church it can be difficult not only for visitors, but also considered – including time constraints, budgets Lidija Radacic Barnacles Hostel for locals and even for those working in the and deliverables. Keith McDonald Extreme Ireland industry to get easy access to what they need Elaine Carroll Dún Laoghaire Rathdown to know. Itinerary planning can be difficult Project Co. Council as is finding experiences well suited to one’s A short-term or temporary piece of work with Vera Stedman Tourism Ireland particular interests. defined start and finish, undertaken to meet • Transport: There are shortcomings in the unique goals, objectives and challenges that are transport infrastructure in several areas: not considered ‘business as usual’. access to the city from the airport; movement around the city; and access from the city to Action/task the environs. This may be another example of Outcome-based activity assigned to one the information deficit, in that guidance as to or several people that ensures that a small how to make use of the infrastructure can be scale task (such as sending an update etc.) is hard to access. completed in a defined period of time. • Support: Specifically for experience developers, for whom support and information is also fragmented. There is no obvious ‘go-to’ source of help on what processes there are and how to overcome obstacles that event organisers often face. • Engagement: Specifically of Dubliners, who currently don’t fully appreciate their role in welcoming visitors and enthusing them with the value of what Dublin has to offer. This includes business people who might not necessarily see themselves as being in the tourism area, such as the small retailer, the ‘corner shop’.

10 • Public bodies: In some cases they are not Audience/partners and target market so that they will become advocates for it always good at putting themselves in the within their network and will draw their shoes of the visitor, and can put bureaucratic Audience/partners networks to Dublin to experience the culture. obstacles in the way both of the experience The audience for the Social Energisers sector • Industry stakeholders. In addition to developers and the tourists. There is a plan includes: experience developers, there are many other tendency to keep in mind the needs of • Local Authorities. The four Dublin local industry stakeholders who stand to benefit Dubliners only when developing amenities. authorities are critical facilitators and from effective tourism marketing and who • Experiences: These can appear to lack partners in tourism marketing. In addition, have an interest in ensuring that it is fine- vibrancy for the Social Energiser and are there is some sense that local authorities tuned to best effect. insufficiently integrated, which might be in cities abroad might be worth addressing, Target market addressed for example by forming them for example in the case of cities with which The target market for the Social Energisers into itineraries. Additionally the appropriate Dublin is twinned, or might become twinned, sector includes: experiences that do exist are not always fully with this being a potential route by which to appreciated – quality food is an example engage with visitors. • Social Energisers in foreign markets. These of this. This can be addressed by how the • Development agencies. It may be possible are of course the prime target market for experiences are packaged. to make use of the extremely knowledgeable this sub-group. They are defined as young • Collaboration: Stakeholder organisations and experienced networks that IDA Ireland (18-34) people without children, who typically such as experience developers and and Enterprise Ireland have in a wide range of travel either as couples or as groups. They operators have traditionally operated in geographical markets. are looking for fun and laughter, spontaneity, isolation from one another, with insufficient • Experience developers. In order to ensure buzz and excitement and out of the ordinary communication between them, and they have both efficiency and effectiveness of the experiences. not collaborated enough on approaches to marketing process, it will be necessary to get • Dubliners. The importance of Dubliners – in gaining funding. buy-in from those who have ownership of the this case, specifically those in the Social • Culture: This broad area, which includes diverse experiences offered to the visitor. Energiser sector – was recognised for two history, architecture, museums, galleries, • Multinationals. Many multinational reasons: first, in so far as their presence and music, theatre and literature, was felt to have companies with a presence in Dublin are activity in the city and its environs plays been under-emphasised in far in relation either headquartered, or have a significant a significant part in creating the vibrancy to Social Energisers. The way these are presence, in geographical markets which which is sought by visitors; and second as presented needs to be more vibrant and alive would be targets for the GDT, and that value an important market in their own right, to the interests of Social Energisers. could be generated by engaging with these who both serve as a useful test-bed for • Not enough known about Dublin in target companies and their staff to promote Dublin. new experiences, and can become valuable markets: Many people in the potential target The workforce in many of these companies ambassadors for Dublin if these experiences markets just don’t know enough about Dublin falls into the Social Energiser category and are positive. and what it has to offer, and for that reason provide links to key networks of families they have not even considered it when they and friends who will visit Dublin because of are deciding what short break destination to to their links with business here. The Social choose. Energiser experiences must be made obvious to them to enhance their Dublin experience

11 b Appendix B1: Grow Dublin Taskforce | Sector Plan: Social Energisers

Programmes it to extend the concepts into the French, present content that is: German and USA markets. • Clearly directed at the Social Energisers The Social Energisers sub-group proposed two • Develop strategies to ensure that Dublin Now market and distinguished from other forms of main programmes: can work with Dublin’s own Social Energisers tourist information. – so that they can draw in tourists attracted • User-generated and ‘viral’ – the dissemination • Building on the Dublin Now initiative; and by the proposition. and distribution channels must be authentic • The establishment of an Experience and reflect the immediate experiences of key Development Framework. Likely outputs from this project are new and influencers. innovative approaches to repositioning Dublin, • ‘Live’ and interactive – it must relate to Both of these programmes reach across the along the lines of: what’s happening now. leisure sectors, covering both the Culturally • Tapped in to what Dublin’s own Social Curious and Social Energisers. The Experience • Developing and theming experiences to Energisers do, clearly authentic and not a Development Framework is elaborated in more target Social Energisers more effectively. tourist product in the normal sense. detail in the Culturally Curious sector report. • New ways of marketing to Social Energisers, with a particular emphasis on digital media. In terms of distribution and dissemination, Programme 1: Dublin Now Plus • A brand destination marketing project. content needs to be ‘harvested’ from those • Creating a buzz for Social Energisers and for who generate it and in ways that make it easier The Dublin Now initiative is a focused approach Dubliners themselves. to target the precise audiences who need it. to reposition Dublin in the eyes of British tourists • Engagement with and networking amongst Various social media and viral campaigns are and to develop Dublin as a go-to destination for relevant and peer influencer Dublin Industry. certain to feature at an ‘underground’ level. Social Energisers. There is huge potential for These, however, will probably be complemented growing visitor numbers in this area. Dublin is Project 1.2: Develop a content strategy for by more traditional B2B and B2C campaigns, already regarded as being very good at delivering Social Energisers and potentially by a physical drop-in hub. This exciting night-time experiences – what’s needed physical hub could take the form of a dedicated now are better ways of communicating and Social energisers are less likely to get all their space, or more likely several ‘Social Energiser selling the idea of a vibrant, rejuvenated and information about a likely destination from hubs’ such as cafes that are empowered with energised Dublin and a wider range of activities in ‘official’ sources. They rely heavily on informal information to disseminate. It is crucial that this the daytime as well as at night time. networks of fast-changing information, on hub is authentic and not a typical ‘tourist office’. what’s ‘happening’ now. Project 1.1: Extend Dublin Now into other Project 1.3: Develop social innovation markets Energised content The challenge to develop a content strategy for In the Social Energisers space, innovation and The Dublin Now initiative is focused particularly Social Energisers is to find some way of directing entrepreneurship are very likely to be ground-up on the British Social Energisers market. The idea these positive, informal channels, so that it happenings, ‘pop-up’ outlets, installations or with this project is to: becomes easier for Social Energisers to find out events. They happen overnight and tap into very what’s going on, and where, and we need to fast-moving trends and subcultures. They’re over • Assess and consider the success of Dublin ensure that such channels reflect the vibrancy before mainstream business even becomes aware Now in the British market; and learning from of the Dublin proposition. Such a strategy must of them, and their innovators have moved on.

12 Develop a social entrepreneurship laboratory contemporary projection of itself. Among the Programme 2: The Experience The challenge here is to find ways of leveraging elements that make up how Dublin is perceived Development Framework the entrepreneurial vigour of those who among the Social Energiser market is the fact develop and mediate the experiences that that Dublin is home to many companies who Social Energisers gravitate towards. This needs are brand leaders in their own right, as well as Bringing Dublin to life to happen in ways that are sustainable and hi-tech IT companies with a global reach. The Experience Development Framework is the iterative. Dublin has had unique success in attracting process whereby Dublin’s experiences are brought Young entrepreneurs in this space know what some of the world’s most successful companies to life in ways that can engage, excite and surprise they want to do, and they generally have a good to set up their European headquarters here. The our segments. The framework must stretch idea of how to go about it – how to influence cachet of companies such as Microsoft, Google, across all the quarters (urban and extraurban) and the influencers, how to permeate social media, Facebook, Dropbox and Twitter (to name just a must cover the range of ‘things to see’ and ‘things how to get talked about in the right places. But few) is considerable, and is particularly strong to do’ and it must also be woven in or layered they don’t always have experience at translating among the Social Energiser demographic. These with food experiences, entertainment, music and those disruptive and creative skills into the are the big cool IT companies who already play artistic/cultural events. more pedestrian achievement of longer-term such a central role in how young people (in Fáilte Ireland is about to publish its new business success and negotiating the process particular) socialise and get their information corporate strategy 2013 – 2016, under which and regulations that are necessary to creating about what’s happening in the world. These the organisation’s developmental priorities successful events. And they may welcome public companies are also a key draw for global Social will, from this point forward, be guided by a support for their business ideas. Energisers who work here and draw in family national Experience Development Framework. The main idea here is to find ways that and friends as tourists. It is crucial to reach out A dedicated Experience Development team has young energised entrepreneurs can be guided to these people as a key advocate group. They recently been assigned to devise this national or mentored in the skills that are needed to must experience the best Dublin has to offer framework, which will then be appropriately build sustainable businesses, but without Social Energisers and they will in turn contribute applied to all key strategic propositions and compromising their enthusiasm and sense of to drawing in tourists. projects, both those currently in train and those adventure. There are likely to be opportunities Alongside these, Dublin has is the home of planned. across the range of sectors: world brands such as Guinness and Jameson; and The Experience Development Framework • Street entertainment, happenings, ‘funky’ it also has wide acclaim as a hub for music, film must deal with the visitor experience from the events. and popular culture. moment they arrive until they depart, and it • Cafés, restaurants and other food outlets that The main idea here is to develop structures must have specific interventions aimed at key tap into Social Energiser interests. that can help to make the most of these global market segments as required. • Music and youth culture promotions. assets – through joint initiatives in marketing, in the arts and in event management. Any such Project 2.1 Project 1.4: Set up partner marketing net- initiatives should involve the senior management work of the IT companies, and should bring benefits Continue to build on the experience both to Dublin and to corporate members of development success from the Dublin Now The perception of Dublin internationally is such a partner network. pilot programme which enables and empowers a complex and composite one that reflects Dublin’s Industry and peer influencer group for the city/region’s resources, history and Social Energisers to create and develop targeted experiences.

13

DESTINATION DUBLIN

A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H 2

BAPPENDIX B2 Grow Dublin Taskforce

Sector Plan:

Culturally Curious b Appendix B2: Grow Dublin Taskforce | Sector Plan: Culturally Curious

Introduction

16 Introduction Dublin is Ireland’s leading tourist destination 17 The Dublin proposition and plays a pivotal role in the experience of 17 About the Culturally Curious sub-working group most visitors to the island of Ireland. In an era 17 Executive summary favouring short and more frequent breaks, 17 Presenting Dublin coherently Dublin is also well placed to take advantage of the trend towards city breaks. Dublin is currently 17 Activity to date experiencing a recovery in its tourism fortunes 18 Definitions and participants unlike any other Irish tourist destination. Yet 18 Definitions there are grounds for believing that Dublin could 18 Programme do much better, given its portfolio of attractions 18 Project and events, its supporting infrastructure, and its multiple points of access, provided it puts in 18 Action/task place a more coherent and appropriately funded 18 Participants strategy. Recent consumer research conducted 18 Barriers and opportunities within the key target markets indicates that 18 Barriers Dublin’s true potential is far from tapped. 18 Opportunities Fáilte Ireland, as the National Tourism Development Authority, has a responsibility to 19 Audience/partners and target market progress such initiatives. It is the Authority’s 19 Audience/partners strongly held belief that given the very multi- 19 Target market faceted nature of the tourism offering and its 19 Programmes extensive interdependencies across the Dublin 19 Programme 1: ‘Dublin Now Plus’ for Culturally Curious economy, this task is best progressed in a collaborative manner. 20 Project 1.1: Industry Engagement To that end individuals and executives 20 Project 1.2: Content creation, curation and distribution from across the public and private sectors 20 Project 1.3: Activation in the market place with an interest and stake in this topic formed 20 Project 1.4: Identification and development of task leaders in Dublin the Grow Dublin Taskforce. The Taskforce 20 Programme 2: The Experience Development Framework is led by a Steering Group which is assisted in its deliberations by supporting Working Ideas underpinning the Framework 21 Groups comprised of executives of the various 22 Project 1.1: Dublin as a city of enlivened themes/trails/areas supporting agencies and which expand and 24 Project 1.2: Development of a culture week or month idea contract to include representation from the 24 Project 1.3: Scaling up the festivals of Dublin wider Dublin industry throughout the process. 25 Project 1.4: Developing the role of artists as ambassadors

16 Introduction

The Dublin proposition engagement with stakeholders at a sub-working Presenting Dublin coherently The agreed Dublin proposition that has been group level. In order to ensure that the development of developed following extensive stakeholder and The Culturally Curious are mostly older Dublin as a destination is coherently presented, consumer consultation is: couples with time to spend. They are all of the programme ideas and activities Dublin is the vibrant capital city bursting independent ‘active sightseers’ looking to advanced must take into account the core with a variety of surprising experiences – where explore new places and broaden their minds. elements of the Dublin proposition. This means city living thrives side by side with a natural They want to ‘do a place’, both its culture and ensuring that Dublin’s core brand values are outdoors. the beauty of its landscape. If they had children, reflected in every sector plan, programme and these have grown up and left home. They are project; these include: About the Culturally Curious sub-working group out to broaden their mind and expand their • Vibrancy – is it dynamic, contemporary; does Culturally Curious is one of five sub-working experience by exploring new landscapes, history it add a sense of self-perpetuating energy? groups that have been established, each and culture. They are curious about everything • Bursting with a variety of experiences – does focusing on a different sector identified as and are delighted to discover the world for it show the variety of compelling experiences having potential for growth. themselves once again. that are easily accessible? They’re interested in all that a place has to • Surprising – does it surprise? Does it contain Executive summary offer and they want it to be authentic. They new experiences and convey existing Dublin is the vibrant capital city with a very rich won’t choose a brand or visit a place just to experiences in a novel way? cultural and artistic heritage that is both deep follow the herd. This is their own exploration • City living thriving side by side with the natural and broad. It also has the sea, the mountains, and they really want to cover everything – to ‘do’ outdoors – does it bring the city living that rivers, canals, parkland and an easily accessible a place. The Culturally Curious love to discover thrives side by side with the natural outdoors rural hinterland – offering the Culturally Curious history and always find ways to get real insight. to life in an engaging and accessible way? an unrivalled mix of the cultural and the natural. Independent, ‘active’ sightseers, they are looking For these reasons, it is particularly attractive to to encounter new places and experiences that Activity to date tourists in the Culturally Curious segment, and are out of the ordinary. The Culturally Curious Stakeholders met on 3 occasions in September the challenge we face is to continually develop like to feel that they have not only broadened 2013, setting themselves the tasks of identifying and renew how we present and animate our their minds, but also immersed themselves in the following in relation to the Culturally Curious cultural and natural richness. a place, giving their senses a holiday too – the sector: To meet the potential in this segment, sights, the sounds, the smells, the tastes. They • The target audience for suggested we need to work together to put in place enjoy connecting with nature and getting off programmes, projects and actions programmes that can enable Dublin to engage the beaten track. They like people to show an • The barriers that might inhibit growth, with tourists at deeper levels and provide rich interest and educate them – to feel they’ve and the opportunities or needs that might and life enhancing experiences. We need to connected. They really appreciate personal overcome them motivate the segment more vigorously and help guides. • The programme areas within which projects to overcome the image of Dublin as a place and actions might be focused with not much to do. The current plan sets out • Some detail of the projects and actions that some of the programmes that will help Dublin might be appropriate and feasible, within to realise the potential for the Culturally Curious each of the defined programme areas. segment. It is a key output from a process of

17 b Appendix B2: Grow Dublin Taskforce | Sector Plan: Culturally Curious

Definitions and participants Participants Barriers and opportunities The following people contributed to the work of the Definitions Culturally Curious sub-working group. Barriers Programme The following barriers were identified: The management of several related projects in Kevin Baird Irish Heritage Trust a ‘programme’. Examples of such programmes Orla Carroll Fáilte Ireland • What is the sell? It’s not clear that the would be a city-wide celebration where several Sinead Connolly Dublin City Council industry knows what it is selling. There is a work streams need to work separately but are Ann Daly National Museum of perceived lack of coherence in the way Dublin critical to the delivery of the platform. These Ireland is branded, and there is no clear marketing would be managed under the programme Eugene Garrihy Dublin Bay Cruises ‘hook’. to ensure that the dependencies are being Eleanor Griffin Howth is Magic • Dublin is perceived by consumers as rather considered – including time constraints, budgets Kevin Kidney Fáilte Ireland stuffy, ‘dusty’ and old fashioned and not and deliverables. Peter Nash Tourism Ireland vibrant. The real personality of Dublin as a Patrick Sutton Smock Alley Theatre vibrant city is not well presented. Project Brian Twomey Tourism Ireland • There’s a lack of knowledge about what A short-term or temporary piece of work with Dublin has to offer, and a corresponding defined start and finish, undertaken to meet difficulty in providing/accessing information. unique goals, objectives and challenges that are Too much of Dublin’s personality is ‘hidden’; not considered ‘business as usual’. we assume too much pre-knowledge and we don’t tell the story in an engaging and Action/task motivating way. Outcome-based activity assigned to one or several people that ensures that a small Opportunities scale task (such as sending an update etc.) is The perceived barriers point to what needs to be completed in a defined period of time. done and the opportunities that currently exist; these include opportunities/needs to:

• Package the offerings that we have in ways that leverage the variety of experience that Dublin has to offer in line with the Culturally Curious needs and motivations – cultural offerings (literature, history, art) and events combined with the natural environment, food, entertainment, sport and so on • Use our strong cultural assets more imaginatively and engagingly– especially literary and artistic heritage

18 • Uncover and personalise the hidden stories • Industry stakeholders. Private and public Programme 1: Dublin Now Plus for of Dublin, to make what is implicit in the sector providers of products and services Culturally Curious Dublin narrative both explicit and clear to who stand to benefit from effective tourism audiences who come to the city with very marketing and who have an interest in little knowledge of Dublin’s layered history ensuring that it is fine-tuned to best effect. The Dublin Now project is a pilot action plan for and heritage delivering incremental growth to Dublin City • Develop more coherent ‘pathways’ for Target market and Region. Using the segmentation model tourists that can bring to life the depth and The target market for the Culturally Curious identified via the GB Path to Growth report the breadth of Dublin’s offering sector includes: current pilot project’s objective is to reposition • Involve local communities of Dubliners more Dublin in the minds of Social Energisers in Great centrally in personalising and mediating the • Potential tourists who fall into the Culturally Britain in order to activate and convert this experience of the city to visitors. Curious segment. important target segment in our largest single • The people of Dublin, who have the capacity source market. The plan is centred on three to act as ambassadors for their city and important work streams, developed to overcome Audience/partners and target market region. the barriers to growth: Audience/partners The audience for the Culturally Curious sector • Industry Engagement plan includes: • Content creation, curation and distribution with a focus on digital media and platforms • Local Authorities. The four Dublin local Programmes • Targeted activation in the marketplace. authorities are critical facilitators and partners in tourism marketing. In addition, The Culturally Curious sub-group proposed a An interim review highlighted the success of there is some sense that local authorities number of programmes centred on developing the approach. Taking the learnings from the pilot in cities abroad might be worth addressing, and communicating themes which can bring the ‘Dublin Now’ approach will be built upon for example in the case of cities with which Dublin to life in a way that is appealing to this to target the Culturally Curious segment. The Dublin is twinned, or might become twinned, segment. These themes are aligned with the Dublin Now project was developed to deliver with this being a potential route by which to needs and motivations of the Culturally Curious on the new Dublin proposition, developed to engage with visitors. segment and it is proposed that they are brought motivate our segments based on their needs and • Development Agencies. It may be possible to life through two main programmes which differentiate Dublin from its competitive set. In to make use of the extremely knowledgeable complement each other. the same way the proposition will be used as a and experienced networks that IDA Ireland strategic filter for the Culturally Curious. and Enterprise Ireland have in a wide range of 1 An immediate segment specific action plan to Like the Dublin Now pilot project which geographical markets. deliver growth to Dublin - Dublin Now Plus focused solely on Social Energisers in Great • Statutory bodies. Including Fáilte Ireland, 2 A longer term developmental programme – Britain, a market by market approach, or Tourism Ireland and Bord Bia. Experience Development, which aims to build Dublin Now Plus, will be used for targeting the • International (and local) media and on what we have and improve the experience Culturally Curious segment. influencers of consideration – content of a given proposition creators, bloggers and so on.

19 b Appendix B2: Grow Dublin Taskforce | Sector Plan: Culturally Curious

Project 1.1: Industry Engagement Project 1.3: Activation in the market place Programme 2: The Experience Development Framework Industry engagement is at the centre of the There is a role for traditional B2B and B2C Dublin Now approach. It comprises: marketing and communications campaigns including but not limited to online, offline and The breadth and depth of Dublin’s offering • Leveraging consumer insights to support and print media. This is a requirement that applies are beyond question. However, there is now empower Dublin Industry to activate digital to all sectors and is covered in more detail in the a compelling argument for pulling together channels to attract international visitors. main document. the diversity of offerings, utilising a strong • Networking events to encourage cross process known as an experience development promotion, packaging and sharing of Project 1.4: Identification and development framework. This framework will bring together learnings and ideas of task leaders in Dublin personal and individual experiences that tourists • Ensuring and enabling consistent segment might have in Dublin as a whole, and more specific messaging about Dublin Dublin needs its own local champions to particularly in its different quarters (urban and proclaim its tourist offering more clearly and extra-urban) in a way that is meaningful and Project 1.2: Content creation, curation and enthusiastically. And we need to find innovative motivating. distribution and imaginative ways of identifying who these The framework will stretch across all the might be. To do this we need to investigate and quarters (urban and extra-urban) and will cover Those in the Culturally Curious segment are develop communications strategies that will the range of ‘things to see’ and ‘things to do’ well educated and seek to discover authentic meet these requirements. Among the initial and it will also be woven in or layered with food experiences. They are likely to do considerable suggestions of how this might work are: experiences, entertainment, music and artistic/ research in advance of coming to a destination. • A Dublin-region TV programme similar to cultural events. The challenge has always been interpreting and Nationwide that would get an on-the-ground, At an enabling level, it will explore ways in activating the proposition and presenting what Dublin theming development story to a wider which Dubliners can engage more with their we have in a way which is meaningful. There is audience in Dublin itself. city/region and mediate it more effectively to a need to create and curate culturally relevant • A Dublin-based social entrepreneurship TV tourists. At its most basic, the framework for content that will ultimately engage, inspire and programme based on city/region experience “Bringing Dublin to Life” is simply a list of the motivate our target segment to travel to Dublin theme development, and focused primarily on components that make up a great Irish tourism and enhance the in-holiday experience. Content energising the Dublin story through a vibrant experience brought together in different ways will reflect chosen themes developed to bring mix of events, activities and resources. There which are motivating to Culturally Curious. Dublin to life and showcase the experiences that is considerable scope here for involving the Having a framework allows us to bring are engaging and motivating. Targeted, broad community and voluntary sector. consistency to the way in which we go about spectrum business to consumer and business to matching the needs of our target visitors with business distribution channels will ensure the what is currently available, and to give providers right message is getting to the right person at the insights to refine and improve their offerings. the right time. This will provide a holistic ‘diagnosis’ of visitor experience development needs for Dublin’s proposition, informed by available market intelligence and work done to date in

20 the relevant geographical or thematic area. In Ideas underpinning the Framework Dublin: culture/a city of quarters the case of Dublin, all relevant work executed Examples of ideas and themes generated by Culture and artistic heritage are at the heart to date by Public and/or Private entities will be the sub-group to be incorporated into the of what Dublin has to offer. A project centred incorporated into the Experience Development Framework and built upon are: on culture needs to drive reappraisal of Dublin plan. as a vibrant city of culture and it needs to The framework of experiences will also give Project 1.1: Dublin as a city of enlivened encompass the richness and variety of Dublin’s Dubliners a new way of seeing their city and themes/trails/areas contribution in the fields of theatre, literature, imagining its potential. It will provide them with music, storytelling, dance, art and design, and a new way of mediating and interpreting the city The development of integrated or themed architecture in a variety of ways. These should for visitors. ‘pathways’ has the potential to bring together span the city centre and the outer Dublin region There will be three main phases in the the range of cultural, social, natural and activity so that the consumer can experience the full development of the Framework to Bring Dublin experiences that visitors have in Dublin, and to proposition. to Life. do so on the visitors’ terms. Initiatives in this space might also include ‘pop-up’ events or • Heritage: leveraging the artistic and literary Phase 1: Define the themes in line with festivals offering a deeper themed engagement heritage of Joyce, O’Casey, Beckett, Behan, consumer segmentation motivations with aspects of Dublin life and culture. Plunkett et al. in imaginative new ways and utilising the proposition as the The likely outcomes of such a project will that are respectful of the work and seek strategic filter e.g. Culture, Creative, be multiple small-scale activities carried out by to emphasise their connectedness to the Literary, Music, Viking, Medieval, individuals, groups and companies that taken city and region. This should build upon the Maritime, Coastal, Creative, Dublin’s together will add up to a substantial mediation/ considerable work that Dublin City Council Villages, Dublin Outdoors (Dublin animation initiative. The big idea here is that has done in this area and on Dublin’s status as Mountain Partnership, Outdoor collectively such projects will be underpinned a UNESCO City of Literature Tourism Project) by collaboration within and across quarters, and • Depth and breadth: emphasising the depth Populate with already existing between different interest groups. and breadth of Dublin’s language, including workstreams e.g. DubLine, It is expected that the pathways will be the strong vernacular wit and banter, the joy Independence Trail, Merrion Square, various and will reflect the culture, heritage, and enthusiasm with which Dubliners use Cultural Quarter, No.14 Henrietta St., aesthetics, environment and social infrastructure language, and the rich heritage of ‘song and Victorian Fruit Market of the different urban and extraurban quarters. story’; it needs to connect the ‘high’ literary They include the following, which are outlined in world with the life and language of the city. It Phase 2: Define the projects that deliver on the some detail below: needs to connect the literature which Dublin themes (and therefore the proposition) is famous for, with the work of contemporary some potential projects are already • Dublin: culture/city of quarters writers and artists. worked up and outlined below. • Dublin: an active and exciting natural • Lived experience: developing ways of Phase 3: Resources and timeframes. environment opening up the lived experience of Dubliners • The Dublin food trail in language that is authentic and compelling – the example of the words scribbled on the walls of Kilmainham Gaol are an idea of how this might happen.

21 b Appendix B2: Grow Dublin Taskforce | Sector Plan: Culturally Curious

• Animation and activation: finding ways of At the heart of all this initiative is the strong area, late Georgian high society, and so on. animating the city across its different quarters sense that Dublin’s cultural and artistic heritage • Uncovering the hidden variety of Dublin’s – bringing the cultural richness to life in new, amounts to more than the sum of its parts, that quarters, in particular the continuity of interesting and imaginative ways. the different areas of artistic endeavour have interest across the entire day (morning, • Scale: finding ways of scaling up events, much to contribute to each other, for example, in: afternoon, and night) for food, entertainment, festivals and other gatherings so that they music, the arts, and so on. can become more attractive to a wider • Providing suggestive or interesting arenas audience of the Culturally Curious. (formal and informal) for performance Dublin: an active and exciting natural • A Literary Ireland Visitor Experience (ALIVE): • Enabling active engagement with cultural environment a modern, interactive, experiential Dublin artefacts – such as through active mediation When compared against other European capital city-centre attraction celebrating Ireland’s • Combining multi-practice events, where cities, Dublin is fortunate in its proximity to the literary imagination. It will interpret Ireland’s various arts and heritage streams come sea, the mountains, and an easily accessible writers and the stories they have created in a together – music and theatre, dance and rural hinterland, not to mention the many compelling, visually-stimulating way, and will street spectacle, history and performance, fine parks in the city itself. Culturally Curious appeal to overseas visitors and the domestic and so on. visitors to Dublin, when researched are known market. to appreciate this, and we need to identify ways • City and region quarters: considering The idea is to enliven/animate/amplify the in which we can leverage the idea of nature and ways of connecting Dublin’s culture to the cultural experiences that are available in the the city. Such initiatives might include: geographical and historical quarters of the various quarters of Dublin (for example, those city and region. Like Berlin and London, that are now familiar from Culture Night and • Ways of improving access to natural Dublin is very much a city of districts, villages those that DubLine uses, and there is also the amenities – the coast, the canals, parklands, and suburbs that each has its own history, interesting proposals to develop a cultural rivers etc – perhaps extending cycle ways, identity and points of interest. These include: quarter in the Parnell Square area). In practice, better information on bus, train, DART and - The six core quarters identified in the this might involve: LUAS routes, etc. to develop a set of themed Culture Night literature nature based activities - Maritime villages/towns such as Howth/ • Practising artists working with cultural or • Integrated offerings that combine the best Sutton, Malahide, Skerries, Blackrock, Dún heritage bodies to mediate Dublin’s culture in of Dublin’s natural and built environments, Laoghaire, Dalkey and Killiney more engaging ways, and seeking to achieve including themed nature experiences covering - City villages such as Markets Area, deeper personal resonances with tourists. a range of activities for different parts of Liberties, Stoneybatter, Portobello, • Integrating the cultural activities more closely the day – for example, walks, food, cookery Kilmainham/Inchicore and so on with the physical streetscape they inhabit, classes, evening events and entertainment - Inner suburbs such as Rathmines, Rathgar, and building connections between cultural and so on. Sandymount, Fairview, Glasnevin, legacies and the real living and vibrant city • Differentiate clearly between the different Drumcondra, Ballsbridge, and so on quarters. types of nature that Dublin has to offer, and - Vibrant residential hubs such as Swords, • Finding the historical ‘triggers’ or personal examine ways that each could be animated, Finglas, Blanchardstown, Clondalkin, details that might open up otherwise enlivened or facilitated – for example, the city Tallaght, Rathfarnham, Dundrum, disregarded history and artefacts – life in the parks, the coastal amenities, and the wider and so on. tenements, in the docks area, in the markets rural hinterland.

22 • Differentiate clearly between the types of The sea – coastal and bay areas City parks and squares activity that are available: from low intensity Although Dubliners have often turned their Dublin’s city parks and squares come in all activities such as a walk on the beach or the backs to it, the sea is a feature of Dublin that shapes and sizes and offer a range of leisure pier to high-energy activities such as hiking most tourists are captivated by. For example, the activities and points of interest. In the city, they through the Dublin Mountains, sea-kayaking very idea that it is possible to get from the city offer a place to rest and relax between visiting or swimming in the sea. centre to a three-mile-long beach within twenty museums and galleries; and some of them • Promote the idea that so much of what is minutes is a huge and undersold attraction. (particularly St Stephen’s Green and Merrion available is cost-free to the tourist, including The coastal and bay areas also present a huge Square) include monuments and artworks that many of the cultural offerings and that there range of outdoor activities (at all energy levels) are interesting in their own right. is the potential to interweave the cultural such as: Away from the city centre, Dublin has parks experiences with nature, the coast, and city that are justly renowned – particularly the life. • Kayaking in Howth National Botanic Gardens in Glasnevin and the • Bird watching in Dollymount – and walking in rose garden at St Anne’s, Raheny, and we should Tourists in the Culturally Curious category place the footsteps of Capt Bligh bear in mind that many people in the Culturally a high value on both cultural and nature-related • Swimming at the Forty Foot in Sandycove Curious demographic have a keen interest in activities. They like to visit museums, but they • Walking over Killiney Head. gardening (particularly those from Great Britain). also like to fill their lungs with mountain air, or The Phoenix Park is a special case. It is have leisurely walks in a parkland setting, or eat Most of the seaside ‘resorts’ are easily accessible Dublin’s green lung, it is the largest enclosed city freshly-caught fish in a seaside setting. The more by bus and/or rail. park in Europe and it offers a range of nature adventurous also like to take on more vigorous The project idea here is to find ways to unlock trails and cycle ways, as well as monuments activities. We need to get across the idea of the even greater potential that Dublin’s bay and buildings of interest. It is home to Dublin ‘an activity for everyone’ – from bird watching and coastal areas offer. For example, we could Zoo which is already one of Dublin’s premier and cookery classes to mountain biking and improve ‘tourist’ signposting, develop marked attractions. sea swimming. We also need to ensure that walks, and enhance the marketing, packaging The project idea here is to find ways there are appropriate activities for the different and branding of the Dublin seaside experience. of packaging Dublin as a city that offers times of the day, so that tourists can enjoy a full And this needs to happen in ways that offer rich an interesting mix of the built and natural programme. learning and multi-sensory experiences. environments, where tourists can combine Project ideas in this area match onto the Many Culturally Curious tourists, especially typical sightseeing activities with feeding the three main nature resources available to Dublin: those from central Europe and many parts of ducks or smelling the roses. the sea, the rural and mountain hinterland, and North America live a very long way from the sea, the city’s many parks and squares. and their most likely experience of it might be a crowded beach in southern Europe or Florida. We need to imagine just how exciting it can be for visitors to encounter a coastal environment that still retains so much of its wild and natural features.

23 b Appendix B2: Grow Dublin Taskforce | Sector Plan: Culturally Curious

Hills, mountains and rural experiences Project 1.2: Development of a culture week Project 1.3: Scaling up the festivals of Dublin Dublin’s proximity to the wild and beautiful or month idea Dublin is a city and region of festivals, events, hinterland of the Dublin and Wicklow mountains The success of culture night is very encouraging, exhibitions and celebrations. Specifically within and to the rich farming lands of North County and shows a great appetite for cultural and the cultural arena, there are successful festivals Dublin, Meath and Kildare is a feature that we heritage activities both for tourists and for in theatre, film, dance, history, literature, music, need to make more of. Dubliners. It has also been a route for Dubliners and the visual arts. And these are complemented As with the coastal and bay project idea, we to engage more with their cultural heritage in by festivals celebrating different ethnicities, need to understand how shocking (in a positive a celebratory way. The sense of ‘an event’ or food, the natural environment, crafts, and so on sense) it can be for tourists to realise that they ‘happening’ that is somehow outside the routine – many of which are patronised predominantly can get from the city to the wild landscapes but that opens up much that is otherwise latent by people in the Culturally Curious demographic. of Wicklow or to a farmyard experience in the is also valuable. The project idea here is to look at ways in North County in less then forty minutes. The idea here is to build on the success of which the festivals of Dublin might be expanded The project idea here is to look at how we Culture Night and to create a cultural event, (in both scale and reputation) as well as being might better package the combination of city lasting over a week, a fortnight or even a month. further promoted and developed. This might and countryside, of culture and activity, of town It should not compete with Culture Night and include actions such as: and country. Most Culturally Curious tourists should probably take place at an ‘off-peak’ or • Further developing the ‘Dublin Festival come to Dublin for a ‘city break’ – the idea that ‘shoulder’ time of year. It should be presented Season’ brand to lend a stronger group Dublin (city and region) is much more than a city as a marquee event in the cultural calendar. By identity than any one festival can achieve on is a very attractive one that we need to leverage contrast with the short, sharp, intense burst of its own. activity surrounding Culture Night, it should • Developing a stronger ‘season of festivals’ The Dublin food trail offer more sustained and deeper engagement idea, within which complementary festivals Freshly-landed fish at Howth, fresh fruit and across a range of cultural and heritage events might sit easily – cultural/heritage/history vegetables from the North County, craft beers and activities. together with food/natural environment/ and cheeses – these are all part of the quality The parallel with the DubLine is interesting; outdoor pursuits and so on. food experience that Dublin offers tourists. tourists know that they don’t have to do all of • Crossing boundaries within individual sectors The idea here is to make the most of the it in one go – they can come back and fill in the – for example, Dublin as a city of musical multiple small food experiences that tourists can gaps at any time, and in less haste. Among the experiences covering the range of genres, enjoy, and to develop structures within which challenges relating to a culture week or month from traditional to jazz, and The Messiah to each element adds value to the next, or where will be: hip hop, and so on – building upon what is suppliers cross-sell complementary elements; there already. and where the added value is more than the • How to sustain the energy of what is now just • Identifying the optimum slots in the calendar sum of the parts. Some kind of a food trail or one night over a longer period – to ensure Dublin is ‘always on’ – currently network is what is required – a ‘food DubLine’ • How to resource a longer run, and there are gaps in the calendar and months where tourists can savour the variety. assessment of cost/benefits where there is too much going on. There are considerable opportunities here • When to place it in the calendar – for • Exploring opportunities for festivals that for individual companies in the private sector to example, February or November, when can be shared with or alternated with other work collaboratively to put such a structure in numbers tend to be lower cities, either in Ireland or further afield – for place. • Management, responsibility and branding – example, the Twelve Points festival. and achieving Dublin-wide buy-in for the idea

24 Project 1.4: Developing the role of artists as ambassadors Across the range of art forms and art practices, Ireland’s artists are key influencers in the way that Ireland is perceived abroad. We have cool musicians, acclaimed poets, award-winning novelists and theatre artists, visual artists who exhibit regularly at prestigious international shows, and renowned film-makers who have opened new ground in the way we tell our stories. Collectively, our artistic community presents a view of Ireland as a place where art practice and cultural activity really matter and are central to our identity. And we demonstrate the esteem in which we hold the arts through tax exemption and through Aosdána. Our artists are unofficial ambassadors for Ireland. The project idea here is to find ways in which we can develop our artists’ ambassadorial role abroad. The Arts Council and Culture Ireland already provide some funding for artists to perform, exhibit and work abroad. It might be useful to examine ways in which these funding programmes might be expanded. Any such programme, however, must respect the independence and autonomy of artists to pursue their practice. In a parallel stream, we might develop the role of local laureates to celebrate individual quarters in a variety of art forms and art practices. It might also be useful to look at less direct ways of presenting Dublin to wider international Culturally Curious audiences, particularly through the medium of film – one has only to think of what Ryan’s Daughter did for tourism in the Dingle peninsula.

25

DESTINATION DUBLIN

A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H 3

BAPPENDIX B3 Grow Dublin Taskforce

Sector Plan:

Business Tourism b Appendix B3: Grow Dublin Taskforce | Sector Plan: Business Tourism

Introduction

28 Introduction Dublin is Ireland’s leading tourist destination 29 The Dublin proposition and plays a pivotal role in the experience of 29 About the Business Tourism sub-working group most visitors to the island of Ireland. In an era favouring short and more frequent breaks, 29 Executive Summary Dublin is also well placed to take advantage of 30 Presenting Dublin coherently the trend towards city breaks. Dublin is currently 30 Activity to date experiencing a recovery in its tourism fortunes unlike any other Irish tourist destination. Yet 30 Definitions and participants there are grounds for believing that Dublin could 30 Definitions do much better, given its portfolio of attractions 30 Programme and events, its supporting infrastructure, and its multiple points of access, provided it puts in 30 Project place a more coherent and appropriately funded 30 Action/task strategy. Recent consumer research conducted 30 Participants within the key target markets indicates that Dublin’s true potential is far from tapped. 31 Barriers and Opportunities Fáilte Ireland, as the National Tourism 33 Audience/partners and secondary target Development Authority, has a responsibility to 33 Audience/partners progress such initiatives. It is the Authority’s strongly held belief that given the very multi- 33 Secondary target faceted nature of the tourism offering and its 33 Programmes extensive interdependencies across the Dublin 33 Programme 1: Become the vibrant capital destination for business visitors economy, this task is best progressed in a collaborative manner. 34 Project 1.1: One Dublin One Message – a coherent and consistent sales pitc To that end individuals and executives 34 Project 1.3: Wider city buy-in from across the public and private sectors 34 Project 1.4: Easy access and navigation with an interest and stake in this topic formed the Grow Dublin Taskforce. The Taskforce 35 Programme 2: Reposition Dublin as an international conference destination is led by a Steering Group which is assisted 35 Project 2.1: Refine a new conference bid strategy in its deliberations by supporting Working Groups comprised of executives of the various 35 Project 2.2: Find out why conference bids succeeded or failed supporting agencies and which expand and 35 Project 2.3: Target past conferences with the new proposition contract to include representation from the 36 Project 2.4: Create communications collateral for industry to tailor wider Dublin industry throughout the process. 36 Project 2.5: Leverage Dublin’s innovation and technology success 36 Project 2.6: Cluster leisure events around conferences 36 Project 2.7: Create a corporate agents reward club and incentive expert training

28 Introduction

The Dublin proposition communication within the company and/ is less reliant on the traditional tourist season The agreed Dublin proposition that has been or between producers, consumers and thereby helping to spread the economic benefits developed following extensive stakeholder and shareholders. of tourism throughout the year. This also means consumer consultation is: • Travel to exhibitions such as trade shows, that conflicting interests between the demands product launches and consumer shows of leisure and business tourism are minimised. Dublin is the vibrant capital city bursting where businesses display and promote their Major business events also help to promote with a variety of surprising experiences – products to potential customers. and internationalise Dublin to a global audience. where city living thrives side by side with a • Incentive travel where groups of staff are Delegates who leave with a positive impression natural outdoors. rewarded with overseas travel for exceeding are likely to become unofficial ambassadors. sales targets or winning a prize related to While there are a number of sectors within About the Business Tourism sub-working their employment, usually containing a business tourism, the focus for this strategy is on group conference element. those sectors that can be successfully promoted The Business Tourism sub-working group is one • Corporate hospitality travel, where (conferences and exhibitions, incentive travel, of five that have been established, each focusing companies impress potential clients by acting and corporate meetings), where there is real on a different sector identified as having as hosts at major sporting or cultural events. potential to influence the decision-making potential for growth. process to deliver on the growth targets outlined. In most cases the advantages of business The business tourism workshops identified Executive summary tourism for Dublin are similar to those for leisure that when Dublin is chosen as the location for Business Tourism has been one of Dublin’s tourism, except that the greater spending power a business conference, the conference achieves success stories over the last number of years of the business visitor means that economic at least 10% more international delegates than following a cohesive strategy led by Fáilte benefits are higher. As a high yield sector with comparison cities. The aim of the programmes Ireland, the Dublin Convention Bureau and strong potential for growth, business events outlined in this document are to increase Tourism Ireland in partnership with the business will make a significant contribution to the the number of business tourism events and tourism trade. Business Tourism to Ireland grew achievement of the Tourism 2020 objective. delegates coming to those events and to by 10 per cent: from 943,000 in 2011 to over 1 The per delegate value of business tourism to ensure that delegates spend more while in the million in 2012, and an estimated 70 per cent of Ireland is city through the implementation of the three business tourists go to Dublin. For that reason, • Conferences: €1,400 identified ‘big ideas’. GDT strategy for business tourism focuses • Corporate: €1,150 Within the business tourism sectors on big idea programmes to supplement this • Incentive: €1,350 mentioned above, the workshop identified the strategy and grow the number of international • Trade Exhibitions: €550 incentive sector as having one of the greatest business events confirmed for Dublin. Business tourism benefits not just the hotels, potential for growth. This sector looks for Business tourism covers people travelling for conference centres and airlines but also local authentic, surprising, unique experiences – purposes related to their work such as: transport, restaurants, shops and visitor providing an excellent opportunity for Dublin to attractions. Delegates spend most of their time reposition itself in line with Dublin’s new brand • Individual business travel by those whose at a conference or meeting venue, relying on proposition. Similarly, by repositioning Dublin to employment requires them to travel. public or chartered transport to explore the city the international association conference market, • Travel for meetings such as conferences, and travel to their accommodation. Business these delegates may be encouraged to extend training and board meetings to help travel is also of benefit to the destination as it their stay and/or return in the future.

29 b Appendix B3: Grow Dublin Taskforce | Sector Plan: Business Tourism

Presenting Dublin coherently Definitions and participants Participants In order to ensure that the development of The following people contributed to the work of the Dublin as a destination is coherently presented, Definitions Business Tourism sub-working group. all of the programme ideas and activities Programme advanced must take into account the core The management of several related projects in Sue Uda A Touch of Ireland elements of the Dublin proposition. This means a ‘programme’. Examples of such programmes David Monks Double Tree by Hilton ensuring that Dublin’s core brand values are would be a city-wide celebration where several Hotel Dublin reflected in every sector plan, programme and work streams need to work separately but are Nicola McGrane Conference Partners project; these include: critical to the delivery of the platform. These Jenny Finegan Dublin Convention would be managed under the programme Bureau • Vibrancy – is it dynamic, contemporary; does to ensure that the dependencies are being Keith McCormack Fáilte Ireland it add a sense of self-perpetuating energy? considered – including time constraints, budgets Mary Cunningham MUSA • Bursting with a variety of experiences and deliverables. Willie Sheils South Dublin County – does it show the variety of compelling Council experiences that are easily accessible? Project Christoph Haustein TIFCO Hotel Group • Surprising – does it surprise? Does it contain A short-term or temporary piece of work with John Keogh Aer Lingus new experiences and convey existing defined start and finish, undertaken to meet Paul Carnell The Convention Centre experiences in a novel way? unique goals, objectives and challenges that are Dublin • City living thriving side by side with the not considered ‘business as usual’. natural outdoors – does it bring the city living that thrives side by side with the natural Action/task outdoors to life in an engaging way? Outcome-based activity assigned to one Barriers and opportunities or several people that ensures that a small Activity to date scale task (such as sending an update etc.) is The following is a discussion of barriers to the Stakeholders met on three occasions in completed in a defined period of time. development of the business tourism industry September 2013, setting themselves the tasks and of how these might be overcome. of identifying the following in relation to the Business Tourism sector: • The target audience for suggested programmes, projects and actions • The barriers that might inhibit growth, and the opportunities or needs that might overcome them • The programme areas within which projects and actions might be focused • Some detail of the projects and actions that might be appropriate and feasible, within each of the defined programme areas.

30 Barriers Opportunities: project ideas Sales approach There is a need to refine and improve the way Build industry resilience, productivity and quality providing insights to better understand and better we go after our identified business tourism target the international business events client. sectors; this includes identification of target audience, sales channels used, availability of product information and our sales techniques and methods.

Industry knowledge Up-skill industry There is a high turnover of staff, lack of With an investment in training and education from influencers and product providers these areas can knowledge of client or sector, increasingly short be addressed which could result in immediate impact. lead in times to turn around RFPs, pinch on Create Corporate Expert Programme which will incentivise industry to improve their product staff resources which affect the service which is knowledge. provided during the sales process. Extend current industry training to wider business tourism sector which addresses sales techniques for winning Meetings and Conferences. This includes best practice for RFPs and site inspections.

Wider industry comprehension Annual BT conference Lack of understanding by the small business/ The industry needs to be educated on the nature of business tourism in Dublin which will assist them product providers of the international sales with planning and deciding on which sectors to target. process and the basics needed to communicate their offering and with quick turnaround (for example, floor plans, photos, availability and costs).

Lack of business tourism bid support Wider city buy in for MICE bids Fáilte Ireland to develop New BID fund to be used for winning Business Tourism Events for Dublin. Events to be selected based on their potential economic return for Dublin. Fáilte Ireland to create new Conference Incubation fund which is aimed at nurturing home grown conferences which have the potential to attract large numbers of international delegates as well as support a key industry sector e.g. technology or medical science. Web Summit to be used as a case study for developing criteria for this fund. Wider city buy in – council, DAA, transport, retail etc.

contd/

31 b Appendix B3: Grow Dublin Taskforce | Sector Plan: Business Tourism

Barriers (contd) Opportunities: project ideas (c0ntd) Product and experience Update and reinvigorate incentive offering Our product offering is not meeting customer Offer insights on previous conference to the accommodation sector when rooms are ‘booked out’ expectations. Scale and capacity of venues and (held) far in advance when an international conference is booked. They may be released six weeks accommodation gala venues – size and options beforehand, to allow for better business tourist planning. The grading and communication of non-hotel accommodation could assist in overcoming this problem.

Lack of standardised business tourism Introduction of categorisation for BT providers accommodation – e.g. university campus The information needs to be presented better or certainly categorised with perhaps an agreed minimum standard defined and enforced but grading may have negative results

Fragmented brand and communications approach Communication strategy – to potential clients and trade There is not a consistent approach to how we Redress misconceptions of our product offering from the availability of different accommodation communicate our offering types, the standard of same, the standard in service provided from product providers on the ground to the availability of things like free wi-fi. Brand and offering needs to be updated and modernised – Sale Process i.e. using USPs and creating communication strategies for each segment and market using insights.

Fragmented local corporate leads approach Leverage Dublin’s innovation and technology success Develop partnerships with our corporate giants like Twitter and Google to help win/support a BID for hosting leading technology events. Specifically target technology events that are relevant to these partners.

32 Audience/partners and secondary • Universities: We can work with the Programmes target universities to help them to bring international research conferences and The Business Tourism subgroup identified three seminars to Dublin. ‘big idea’ programmes for the business tourism Audience /partners • Research agencies sector. By repositioning Dublin via a motivating, • International Incentive Houses, travel differentiating and credible proposition, current agents in other cities/countries, venue- • Become the vibrant capital destination for perceptions of the city will be reframed and new finding agencies, and corporate agencies: business visitors realities formed in the minds of consumers and The new proposition will be delivered to • Reposition Dublin in the international those who influence their choices. This will put these intermediaries in a compelling way, and conference destination arena Dublin as a destination firmly on the map as the backed up with new incentive packages and • Create a corporate agents reward club and place in which to do business. programmes that reflect it, so that Dublin Incentive expert training programme The programmes and projects in this sector comes to the top of their list of possible are designed to stimulate, reinvigorate and destinations Within each of these programmes and the facilitate business to business promotion of • Corporate direct: projects that will see them implemented, it Dublin as a location for business conferences, - Multinational companies with Irish is important that the core elements of the incentive travel and corporate meetings. We operations proposition be used as a filter and an animating expect that this will deliver further growth - Local companies who have a link with force, so that Dublin as a destination brand is in business tourism, and (in conjunction with international companies (suppliers, coherently and consistently presented. This the programmes and projects described) will partners etc.) means ensuring that Dublin’s core brand values encourage business tourists to spend more, - Conference delegates from technology are reflected in every sector plan, programme to come before or stay after their business, to companies. and project. recommend Dublin to others, and to come back To date any success in this area has been Each of these programmes is described in as leisure visitors. unstructured and there is an opportunity turn below. Participants in the workshops identified the to grow our corporate business. This often following as the target audience: requires a 2 pronged approach, targeting the decision makers in both Ireland and in Programme 1: Become the vibrant • International associations: The areas of the markets. capital destination for business greatest potential are those in which Ireland • Conference delegates from technology visitors has an industrial or research base, a track companies – technology conferences like the record and an international reputation. Web Summit, Localization World and many In these areas, we have international others are now taking place in Dublin, which The idea is to ensure that every business connections and have a greater chance to win welcome senior representatives from leading visitor to Dublin has a streamlined, professional association conference business. technology companies. experience and that there is consistency across • Core professional conference organisers • City Linkages: We can work with our twin the board at every touch point. Refining these who will be presented with the new towns and cities to identify opportunities for basic requirements of the business visitor in the proposition of Dublin as a modern, vibrant, Dublin – possibly with events being held in first instance will underpin the Association and business-visitor-friendly city. each city in alternate years. Corporate and Incentive programme ideas.

33 b Appendix B3: Grow Dublin Taskforce | Sector Plan: Business Tourism

Project 1.1: One Dublin One Message – a New Online Portal for Dublin process, experiential product development coherent and consistent sales pitch There is a need for a comprehensive and etc.) integrated online portal in order to bridge the • Make information available on organisations The sales process and pitch require a consistent serious communication gap. This gap affects that can help businesses to develop their and targeted approach. This consistency needs event organisers, the trade, Dubliners, and offerings to exist from the first point of contact, BID the international business community – both • Communicate at local level, e.g. taxis, retail and proposal pitches through to conducting prospective visitors and those that are in town. outlets, and general public the site inspection. While some are performing This is also an issue that is a macro project for well in this area, many are not. This area can be the Dublin 2020 programme, rather than specific addressed in the following ways. to the business tourism sector. Project 1.4: Easy access and navigation

• Industry training programmes – programmes A business visitor to Dublin must find it easy to are currently being rolled out for operators in Project 1.3: Wider city buy-in get around. A number of initiatives would help the conference area. This needs to be rolled to realise this. out more widely and further developed Hotels, restaurants, retailers, taxi-drivers and • Develop updated examples of best practise other service providers should be made aware • Getting around the city can also be a including sales pitches, itineraries and BID that a major event is in town, and should be challenge for delegates; conference delegates documents encouraged to display the logo and a welcome could be given a sponsored Leap card and/ • Offer one to one mentoring message. This requires a B2B communication or voucher for a taxi company to use for the • Structured and individualised feedback for strategy. More generally and for smaller events, duration of their conference and possibly on-site inspections. A third party company there needs to be a city-wide understanding for one or two days afterwards. This could will be contracted to ‘conduct ‘mystery shop (including among the general public) that visitors be sponsored by a local company. It would type’ inspections when they will accompany are important to Dublin, that they are good for encourage the visitor to see more of the city DCB on official site inspections and give business, and that giving them a warm welcome and its surroundings and to spend money detailed and individualised feedback on the will benefit everyone. This is an important away from the immediate vicinity of their inspection to the operator. message, given that large events inevitably entail conference. a certain amount of disruption to ‘business as • The activities necessary for this project Modernise Dublin’s Business Tourism Brand usual’. It has been agreed that this issue needs to include: Refine and modernise the Dublin tourism be addressed as a macro project for the Dublin • Feasibility study on sponsored travel card business tourism brand. The new Dublin Tourism 2020 programme. • Engagement with relevant stakeholders roll Brand and key selling points as well as examples The activities to realise this project include: out of sponsored travel card to conference of best practise should be rolled out to all delegates on a trial basis trade. New content should then be created • Develop B2B strategy in conjunction with • Marketing and communications of the service to reflect this message. This will ensure a relevant associations like BIDS • Evaluation of the success of sponsored travel consistent message from anyone selling business • Communicate with hotels and larger retailers card tourism in Dublin. • Hold open day(s) for small businesses to • Develop interactive map and relevant communicate benefits of business tourism technology within the online portal and to develop appropriate skills (sales

34 Programme 2: Reposition Dublin as an which Dublin is a potential host (for example, • Design technology platform to enable two- international conference destination WOMEX). way communication (this will be addressed as a macro project) Tasks involved will include: The new Dublin branding proposition presents Note: Disabled access needs to be considered an opportunity to communicate differently to • Identify key stakeholders, including national and promoted as a review point in advance of target audiences with an updated message using and local government authorities, domestic bidding for large events, as without this many the core elements of the proposition. The idea and international media, and event facilities PCOs will not even consider a location. is to continue on the success in the conference and service providers area, focusing on the 3 main strategic areas, • Identify potential large multi-year events that medical science, education and technology. Dublin can realistically bid for in line with our Project 2.2: Find out why conference bids overarching strategic priorities – i.e. Medical succeeded or failed Project 2.1: Refine a new conference bid Science or Technology and that are leading strategy events in their respective industries In order to develop a clear and concise • Develop partnerships with our corporate communication message, we need to establish The idea emerging from the workshop was to giants like Twitter and Google to help win/ what made some bids succeed and other fail. refine the research and partnership strategies to support a BID for hosting leading technology This will enable us to fine-tune the message that identify ‘big’ business tourism events that Dublin events we use in future bids. The tasks involved include: has the potential to win. Ideally these would be • Identify technology events which currently multi-year events and/or new and large business take place in other European cities e.g. LIFT • Identify business events that were events that are not currently held in Dublin. in Geneva, BETT in London, Enterprise successfully hosted in Dublin Bidding for such events can be highly visible, Summit in Paris, Social Media World Forum • Identify business events that were tendered with considerable media exposure, and have the in London (a full calendar of technology for but not successfully captured by Dublin effect of increasing awareness of the bidding events is available on http://socialmedia. • Identify successful and unsuccessful bid destination, and attracting events and tourists biz/2013/01/07/2013-conferences-social-media- characteristics other than the main target of the bid. tech-mobile-marketing/) • Develop strategies to overcome negative Ideally one large multi-year business event • Work with Dublin’s twin towns and cities to sentiment from feedback will be won and used as a test case, while identify opportunities for Dublin – possibly research for other events will take place in with events being held in each city in parallel over the seven-year period. alternate years Project 2.3: Target past conferences with the Most biddable business tourism events • Develop a coordinated business calendar of new proposition are large events that are offered at a national the targeted business events or international level and it is unlikely that a • Feasibility study to look at capacity of Dublin Many conferences and meetings have taken destination will be chosen to host the event to host the event place in Dublin over the past few decades. One frequently (for example, ESOF 2012). Some, • Construct a stakeholder engagement plan to of the key characteristics of the international however, are hosted in the same city for a include top/bottom involvement conference sector is that the conferences number of successive years, and the ambition • Form business alliances; increase rotate on an annual basis from city to city, is to identify multi-annual business events for collaboration among trade from country to country, and from continent to

35 b Appendix B3: Grow Dublin Taskforce | Sector Plan: Business Tourism

continent. This project proposes a targeting of This project highlights the need to create Project 2.6: Cluster leisure events around conferences that were previously held in Dublin, material for the trade to facilitate their own conferences emphasising the new Dublin proposition – ‘come communication strategies in line with the new again and discover the “new” Dublin’. brand proposition. Business visitors are known to be high spenders across hospitality, retail, arts and culture, and • Identify list of conferences that were held in many of them could be attracted to spend Dublin over the past two decades and have Project 2.5: Leverage Dublin’s innovation and additional time in Dublin, either before of not returned technology success after their conference, if suitable leisure events • Contact the conference organisers with the were programmed at the ‘shoulders’ of their new message through the filter of Dublin’s Dublin has been particularly successful in conference. Success in this will depend on new proposition attracting multinational companies in the information sharing, advance planning and • Communicate new products, services and technology sectors, and its universities coordination. experiences that will motivate in line with the becoming renowned world-wide for their brand proposition scientific and technological research. The • A comprehensive business events calendar • Include message re Dublin and Ireland’s high- executives, researchers and academics in these should be developed, maintained and made tech successes (enterprise and research) in organisations are well-connected internationally, available to leisure events organisers. bids and have the ability to influence the location • Leisure events should be promoted to • Use executives in Dublin-based multinationals of international business meetings and business conference organisers in sufficient as ambassadors conferences. Irish-based personnel with such time to allow them to publicise them to connections should be encouraged to use them conference delegates before they book their to attract more international business to Dublin, flights. Project 2.4: Create communications and they should be facilitated in doing so. collateral for industry to tailor • Develop collateral that can be used to Project 2.7: Create a corporate agents The communication strategy needs to promote Dublin as an attractive location for reward club and incentive expert training objectively examine what the consumer is science, technology and business meetings seeking and how the destination can fulfil that • Make contact with business executives and The idea is to ensure that corporate agents need. It needs to articulate the destination’s academics to encourage them to act as are incentivised for bringing business events identity and positioning, as well as highlight its ambassadors for Dublin. to Dublin and agents both home based and unique selling proposition. overseas can become ‘experts’ in a selection of To facilitate a cohesive communication incentive programmes by taking part in a series message, a range of communication assets of training platforms. needs to be developed and tailored for different audiences. The more communicating synergy that can be achieved between the local organisations and service providers, the greater the destination’s impact is likely to be in the marketplace.

36 Corporate agents rewards club • Grow business won for Dublin trade The corporate agents Rewards Club would • Grow UK corporate leads. create a landing page so that Agents can log all business placed in Dublin. Incentive expert training programme Agents would be incentivised to log business This project would include a programme of as the top ten agents at the end of the year will training for both home based and overseas be given a VIP weekend break to Dublin. (Value agents/DMCs who can become ‘experts’ in a of business confirmed as matrix) The agents selection of incentive programmes by taking would also receive a ‘Dublin Expert’ badge that part in a series of training platforms. They would they could promote to potential clients wishing then receive a badge of accreditation. to place business in Dublin.

Activities • Create landing page for UK Agents • Create ‘Dublin Expert’ badge • Direct Mail piece – Send personalised DCB Directories to our current top 20 Agents • Invite them to sign up for Dublin rewards club • VIP Fam trip – invite top 5 over for VIP fam trip • Launch initiative at the ‘Meet Dublin in London Event’ • Promote ‘Meeting Space Deal of the Week’ type offers Objectives • Promote Dublin as a strong contender for corporate meetings over other UK destinations • Create stronger relationships with UK Agents • Promote the corporate funding for conferences over 250pax – in turn win more corporate meetings for Dublin. • Capture the business won for Dublin • Promote Dublin Convention Bureau Services

KPI • Become more relevant in the UK Corporate meeting market

37

DESTINATION DUBLIN

A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H 4

BAPPENDIX B4 Grow Dublin Taskforce

Sector Plan:

Events b Appendix B4: Grow Dublin Taskforce | Sector Plan: Events

Introduction

40 Introduction Dublin is Ireland’s leading tourist destination 41 The Dublin proposition and plays a pivotal role in the experience of 41 About the Events sub-working group most visitors to the island of Ireland. In an era favouring short and more frequent breaks, 41 Executive summary Dublin is also well placed to take advantage of 41 Presenting Dublin coherently the trend towards city breaks. Dublin is currently 41 Activity to date experiencing a recovery in its tourism fortunes unlike any other Irish tourist destination. Yet 42 Definitions and participants there are grounds for believing that Dublin could 42 Definitions do much better, given its portfolio of attractions 42 Programme and events, its supporting infrastructure, and its multiple points of access, provided it puts in 42 Project place a more coherent and appropriately funded 42 Action/Task strategy. Recent consumer research conducted 42 Participants within the key target markets indicates that Dublin’s true potential is far from tapped. 42 Barriers and opportunities Fáilte Ireland, as the National Tourism 43 Audience/partners and target market Development Authority, has a responsibility to 43 Audience/partners progress such initiatives. It is the Authority’s strongly held belief that given the multi-faceted 43 Target market nature of the tourism offering and its extensive 43 Programmes interdependencies across the Dublin economy, 43 Programme 1: Establish an Events Dublin Forum this task is best progressed in a collaborative manner. 44 Project 1.1: Develop a major events strategy To that end individuals and executives 44 Project 1.2: Clustered and shoulder events from across the public and private sectors 44 Project 1.3: The opportunity of 2016 with an interest and stake in this topic formed the Grow Dublin Taskforce. The Taskforce 44 Project 1.4: One-stop shop for event organisers is led by a Steering Group which is assisted 45 Project 1.5: Create and maintain a central calendar of events in its deliberations by a supporting Working Group comprised of executives of the various supporting agencies and which expands and contracts to include representation from the wider Dublin industry throughout the process.

40 Introduction

The Dublin proposition for event planning and development, poor • Surprising – does it surprise? Does it contain The agreed Dublin proposition that has emerged packaging of groups of events in order to new experiences and convey existing is: maximise impact, insufficient collaboration experiences in a novel way? between event organisers, a lack of ‘unmissable’ • City living thriving side by side with the Dublin is the vibrant capital city bursting headline events with international appeal, natural outdoors – does it bring the city with a variety of surprising experiences – funding deficiencies and limitations in the living that thrives side by side with the natural where city living thrives side by side with a transport infrastructure. outdoors to life in an engaging way? natural outdoors. It was agreed that a number of issues, such as transport and funding, are higher-order matters Activity to date About the Events sub-working group that are common to several sub-groups, and that Stakeholders met on three occasions in The Events sub-working group is one of five these should be dealt with separately. September 2013, setting themselves the tasks that have been established, each focusing on a A single ‘big idea’ that emerged from the of identifying the following in relation to the different sector believed to have potential for Events sector sub-group was to make to make Business Tourism sector: growth. Dublin a vibrant, happening city, and two • The target audience for suggested substantial project ideas are advanced as to how programmes, projects and actions Executive summary this might be brought to light. These are the • The barriers that might inhibit growth, The Events sub-working group identified a establishment of an Events Dublin Forum to help and the opportunities or needs that might number of targets for a tourism development streamline event planning and development, and overcome them strategy. The strategy must work to attract the development of a major events strategy to • The programme areas within which projects potential visitors, particularly in the Social establish Dublin as the location of a number of and actions might be focused Energiser and Culturally Curious sectors which major events that are in keeping with the Dublin • Some detail of the projects and actions that have been identified as primary target markets proposition. might be appropriate and feasible, within for the Grow Dublin Taskforce; the sub-group each of the defined programme areas. also identified additional audiences in Dubliners Presenting Dublin coherently themselves, event organisers, statutory bodies In order to ensure that the development of such as the Gardaí, the emergency services, and Dublin as a destination is coherently presented, industry stakeholders. all of the programme ideas and activities It was agreed that in order to attract the advanced must take into account the core visitor market, the primary audience needs to be elements of the Dublin proposition. This means event organisers. Our first task, before involving ensuring that Dublin’s core brand values are industry or communicating with Dubliners, is reflected in every sector plan, programme and to address the statutory bodies to ensure that project; these include: appropriate structures are in place. The areas of deficit that were identified as • Vibrancy – is it dynamic, contemporary; does needing to be addressed included a widespread it add a sense of self-perpetuating energy? lack of awareness of existing events, inadequate • Bursting with a variety of experiences targeting at the relevant sectors, a lack of – does it show the variety of compelling coordinated planning, the lack of a template experiences that are easily accessible?

41 b Appendix B4: Grow Dublin Taskforce | Sector Plan: Events

Definitions and participants Participants Barriers and opportunities Sub-group meetings were held on 17 and 25 Definitions September 2013 on the premises of Fáilte Ireland A number of barriers to growth were identified Programme and were two hours each in duration. The following in the Events sector, and in many cases, The management of several related projects in people contributed. opportunities to address these barriers were a ‘programme.’ Examples of such programmes identified. would be the execution of a citywide celebration Keith McCormack Fáilte Ireland where several work streams need to work Edel Mitchell Fáilte Ireland • Awareness: A lack of awareness of existing separately but are critical to the delivery of the Ursula Donnellan DCC events, not just among visitors, but also platform; these would be managed under the Clyde Carroll Dublin City BID among Dubliners and even among event programme to ensure that the dependencies are Adrian McLoughlin Gibson Hotel organisers themselves. This will be addressed being managed (such as time constraints, budget Mike Adamson O2 via the Digital Network and Strategy cross- and deliverables) Peter McKenna Cr oke Park sectoral enabling project. Justin Green MCD Promotions • Targeting: Targeted communication is Project Noeleen McHugh Fingal County Council lacking in relation to events which might be, A project is a short term/temporary piece of for example, of particular appeal to Social work with a defined start and finish undertaken An initial draft of this document was discussed Energisers or the Culturally Curious. to meet unique goals, objectives and challenges at a Working Group meeting on 8 October, • Coordination: There is a lack of the that are not considered ‘business as usual’ along with the inputs from the other sector coordinated planning which would ensure working groups. The document was then revised optimum event timing, an even distribution Action/task to reflect the views of the wider group and to of events across the year, and the avoidance Outcome-based activity assigned to one recognise that some ideas and themes were of clashes. This includes a lack of shared or several people that ensures that a small common to more than one group and should be advance planning, where an event may be in scale task (such as sending an update etc.) is treated independently of the sector discussions. preparation for a year or more but proposed completed in a defined period of time. dates are not shared with other interested parties until much closer to the event’s occurrence. This is addressed through the establishment of the Dublin Events Forum. • A reluctance to share information: Some event organisers may not be willing to share the content or details of their events for reasons of commercial sensitivity. • Template: There is no standardised approach for event planning and coordination with the relevant agencies but this can be overcome through an agreement to work together as an industry.

42 • Packaging: Many events are short-lived and city where city living thrives side by side with Programmes are not packaged for maximum appeal (for the natural outdoors’. example, by creating other related events), The audience for this sectoral plan includes: The Events sub-group proposed 1 main missing the opportunity to entice visitors to • Event organisers. These will be particularly programme: extend their stay. important in relation to the coordination • Collaboration: Event organisers are not of events and collaborative approaches to • The establishment of an Events Dublin communicating enough with each other, scheduling and promotion. Forum; and leading to insufficient cross-selling of events • Statutory bodies. Bodies such as the Garda and a lack of appreciation of the mutual Síochána, the Fire and Ambulance Service, In parallel, the sub-group also proposed the benefit of transitioning smoothly from one the HSE’s Environmental Health Services, the development of a Dublin events calendar as a event to the next. This project is addressed Health and Safety Authority, Fáilte Ireland, cross-sector enabling project. This is described with the establishment of the Dublin Events transport providers, and the local authorities, briefly on page 10, and will be dealt with in more Forum. all of whom are likely to have a major partner detail in the main strategy document. • Headline events: There are not enough of role in events planning. the ‘unmissable’ mega-events of international • Stakeholders/Industry. It will be important appeal that can be a reason for visiting a city. to engage the awareness and participation Programme 1: Establish an Events • Funding: Some events are too big to be of experience providers (in a broad sense) Dublin Forum funded by a single organiser – an innovative to maximise the success of events and the approach may be needed. enjoyment that participants derive from • Transport: Transport facilities between and them. Sports events, music events and festivals all have to events is inadequate. This barrier is tackled • Dubliners. As enablers and collaborators the potential to bring large numbers of visitors as a cross sectoral enabler project. to help deliver on the potential of the into Dublin. The objective of this project is to proposition to attract the target market. establish a forum that will make event planning and development easier for event organisers and Target market help maximise the return on each event, both to The target market for the Events sector the event itself and to Dublin as a whole. Audience/partners and secondary includes: This project aims to bring together all the main target • Visitors from outside Ireland in the Social players – event organisers, venues, and service Energiser and Culturally Curious groups providers – to enable them to share information – these are the initial targets for the GDT and to collaborate in a variety of ways to make Audience /partners strategy. the total offering – and the benefits arising This sector plan and its projects are proposed - However, any event must appeal to therefrom – greater than the sum of the for Dublin’s Event Organisers and the broader Dubliners first – they are an important individual parts. Events Industry within the context of the Dublin market in their own right and can also The forum would be of benefit both to proposition. The purpose of this sector plan is to be useful advocates for events which are existing players in the events market and help event organisers and the identified sector successful. also to others who have the potential to sell partners to meet tourism growth targets with into that market. It would improve the event projects reflecting Dublin as the‘ vibrant capital planning process, reduce the likelihood of event

43 b Appendix B4: Grow Dublin Taskforce | Sector Plan: Events

clashes, increase the possibility of leveraging It will be vital to develop new, locally generated Project 1.3: The opportunity of 2016 complementary events, and help to ensure more events, rather than relying on importing events even scheduling over the year. from elsewhere, and that a creative team should The year 2016 was identified as a key be brought together to stimulate ideas for new opportunity in the calendar between now and events. 2020. The centenary of the Easter Rising was Project 1.1: Develop a major events strategy seen as a significant opportunity to create another ‘Gathering’-style cluster of events The main objective of this programme is to Project 1.2: Clustered and shoulder events spanning literature, music, sport and historical establish Dublin as the location of a number re-enactment that might appeal to different of major events that are in keeping with the A major event has potential impact beyond the sectors and include different times of the year, Dublin proposition. It is based on the premise event itself. By strategically clustering other, driving tourism incrementally throughout 2016, that there may already exist (or could be created complementary events before, after or around not just for the anniversary of the Easter Rising. or imported) events that would have sufficient the major event, we can encourage visitors to The actions necessary to deliver this include: international appeal to raise Dublin’s profile in extend their stay in Dublin. Clusters of events the ranking of short break destination cities. It is have the potential to boost the participation • Investigate what is planned at Government, expected that the development of this strategy in all the events organised. For that reason we Council and industry level. will be an early priority of the Events Dublin need to prioritise events that have the potential Forum. to attract clusters of other events around them. Identify additional elements capable of Achievement of this objective will involve: To develop this idea, we need to: being developed (examples proposed were homecoming concerts from Ireland’s most • Identifying four or five major events • Identify existing ‘shoulder’ events or events successful music acts, or a GAA Diaspora All- (established or new) that fit with the new which, because of their compatibility with a Stars, bringing GAA clubs from all over the globe Dublin proposition, have specific appeal given flagship event, could become a credible back to Croke Park). . for the target segments (Social Energisers, shoulder event, even if not currently so Culturally Curious), and that will quickly aligned in the calendar. Shoulder events are reframe Dublin in the minds of our target those that take place between peak season Project 1.4: One-stop shop for event consumers. and low season. organisers • Identifying the criteria used by event • Develop events packages combining flagship organisers in selecting a destination for these and shoulder events. Event organisers very often have to start events. • Encourage cross-marketing among the working from scratch, and have a steep learning • Making sure that Dublin can meet all of the organisers of these events. curve to develop their project. They have to requirements to host these events. find out about a wide range of regulatory and • Putting together a bid team and a budget. The workshops proposed that a ‘Best licensing issues that affect them, research the • Bidding for the events, and analysing results Practice’ event be found for 2014 which could be availability of suitable venues, find sources (win or lose). used as a case study for application in following of finance, and deal with a host of other • Repeating this process until we secure a years. An example was suggested of Halloween/ administrative details that may all be new number of desirable events in keeping with Bram Stoker Festival. to them. This can get in the way of them the Dublin proposition and increase tourist concentrating on programming and promoting numbers.

44 their event, resulting in a less than optimal • Collating the essential information in terms outcome, both for the event organisers and for of procedures, standards and practices, Dublin. including statutory requirements (for example To help overcome these difficulties, a ‘one- in relation to health and safety). stop shop’ for event organisers is proposed as • Developing guides, standardised templates a single source for information and advice on and checklists for the efficient and compliant regulatory requirements and processes, venues, planning and running of an event. and service providers. In its scope, this initiative • Write up an example as ‘Proof of Concept’. should include both indoor and outdoor events • Communicate all of this to current and (where applicable), and be relevant to large, potential event organisers. medium, and small events. It should work with the regulatory authorities, the Gardaí and all other relevant stakeholders to reduce red tape Project 1.5: Create and maintain a central and to streamline and standardise administrative calendar of events procedures. Much of the information could be provided in the form of templates and checklists. The creation and maintenance of a central These templates will be standardised across the calendar of events is regarded as a key initiative. four county councils. The main objectives are to reduce the number A one-stop shop of this kind would also of event clashes, increase the clustering of provide a platform for event organisers to share complementary events, and ensure that Dublin information with each other, build on their is a year-round ‘always on’ destination for collective experience, and collaborate more tourists, in line with the Dublin proposition. easily. The calendar must be comprehensive and The actions that are needed to deliver on this always up to date, and this can be achieved only include: with the cooperation of the event organisers, whose interests it must clearly reflect. For • A study of how such processes are managed consumers, the calendar must provide links in other cities that have recognised good to the websites of the events, the venues, practice in this area. Examples include the artists, the ticket booking agents, and the New York City Global Partners website and intermediaries who put together packages Ottawa’s Best Practice: One-Stop Shop for (including accommodation etc.), so that it Event Organizers. becomes a real ‘one-stop shop’ for the visitor. • Identifying key individuals in the statutory This initiative is relevant to all sectors and has bodies and capturing their knowledge and been elaborated on that basis as a key cross-sector expertise, specifically: local authorities, enabling project in the main strategy document. Gardaí, fire and ambulance services, HSE Environmental Health, Health & Safety Authority, Fáilte Ireland, major venues, and so on.

45

DESTINATION DUBLIN

A COLLECTIVE STRATEGY F O R TO U R I S M G R O W T H 5

BAPPENDIX B5 Grow Dublin Taskforce

Sector Plan:

Cruise Tourism b Appendix B5: Grow Dublin Taskforce | Sector Plan: Cruise Tourism

Introduction

48 Introduction Dublin is Ireland’s leading tourist destination 49 The Dublin proposition and plays a pivotal role in the experience of 49 About the Cruise Tourism sub-working group most visitors to the island of Ireland. In an era favouring short and more frequent breaks, 49 Executive summary Dublin is also well placed to take advantage of 49 Presenting Dublin coherently the trend towards city breaks. Dublin is currently 49 Activity to date experiencing a recovery in its tourism fortunes unlike any other Irish tourist destination. Yet 50 Definitions and participants there are grounds for believing that Dublin could 50 Definition do much better, given its portfolio of attractions 50 Programme and events, its supporting infrastructure, and its multiple points of access, provided it puts in 50 Project place a more coherent and appropriately funded 50 Action/task strategy. Recent consumer research conducted 50 Participants within the key target markets indicates that Dublin’s true potential is far from tapped. 50 Barriers and opportunities Fáilte Ireland, as the National Tourism 51 Opportunities to overcome barriers Development Authority, has a responsibility to 51 Audience/partners and target market progress such initiatives. It is the Authority’s strongly held belief that given the multi-faceted 51 Audience/partners nature of the tourism offering and its extensive 51 Target market interdependencies across the Dublin economy, 51 Programmes this task is best progressed in a collaborative manner. 51 Programme 1: Position Dublin as a ‘must see’ destination for tourists choosing cruise To that end individuals and executives holidays in Europe from across the public and private sectors 51 Project 1.1: Establish Cruise Dublin Forum with an interest and stake in this topic formed the Grow Dublin Taskforce. The Taskforce 52 Project 1.2: Develop a strategy for cruise tourism in Dublin is led by a Steering Group which is assisted 54 Project 1.3: Develop Cruise Dublin portal in its deliberations by a supporting Working Group comprised of executives of the various supporting agencies and which expands and contracts to include representation from the wider Dublin industry throughout the process.

48 Introduction

The Dublin proposition 106,000 passengers in 2013. • Vibrancy – is it dynamic, contemporary; does The agreed Dublin proposition that has been For the purpose of cruise tourism, Dublin is it add a sense of self-perpetuating energy? developed following extensive stakeholder and served by two ports – Dublin Port itself and Dún • Bursting with a variety of experiences consumer consultation is: Laoghaire harbour. Dublin Port’s cruise business – does it show the variety of compelling is well-established and growing; Dún Laoghaire experiences that are easily accessible? Dublin is the vibrant capital city bursting is in an early stage of development. In 2013, • Surprising – does it surprise? Does it contain with a variety of surprising experiences – 20,000 passengers and crew arrived in Ireland new experiences and convey existing where city living thrives side by side with a via Dun Laoghaire harbour. There were also two experiences in a novel way? natural outdoors. “turnaround” calls with circa 1,400 passengers • City living thriving side by side with the spending an average of 2 bed-nights in Dublin natural outdoors – does it bring the city About the Cruise Tourism sub-working group Port. Both ports plan to grow their cruise traffic living that thrives side by side with the natural The Cruise Tourism sub-working group is one of in the years ahead. outdoors to life in an engaging way? five that have been established, each focusing on The realisation of the potential that the a different sector identified as having potential cruise industry offers Dublin, however, will Activity to date for growth. require concerted and collaborative efforts Stakeholders met on three occasions in from the shoreline service providers, the September 2013, setting themselves the tasks of Executive summary ports, local authorities and agencies, and the identifying the following in relation to the Cruise Dublin has considerable natural and providers of wider tourism services. The industry sector: infrastructural advantages that make it very is dominated by a small number of cruise • The target audience for suggested attractive to the cruise sector. This is an area companies, based mostly in the US, and we need programmes, projects and actions of tourism that has increased substantially in to engage with, develop and market effectively • The barriers that might inhibit growth, recent years, and there is real potential to grow to these. and the opportunities or needs that might both the number of cruise ships that visit Dublin This report sets out some of the directions overcome them and the value that cruise tourists bring to the that such a programme might take with a view • The programme areas within which projects city and region1. Already, cruise tourists spend to achieving the strategy objectives. It is a key and actions might be focused considerably more in Dublin than they do in output from a process of engagement with • Some detail of the projects and actions that other European ports. stakeholders at a sub-working group level. might be appropriate and feasible, within Even in difficult economic times, the cruise each of the defined programme areas. industry has so far proven to be relatively Presenting Dublin coherently recession-resistant – particularly in Northern In order to ensure that the development of and Western Europe – and Dublin has seen Dublin as a destination is coherently presented, both the number of ships and the number of all of the programme ideas and activities cruise tourists increase substantially over the advanced must take into account the core past decade: from 53 ships and 32,000 cruise elements of the Dublin proposition. This means passengers in 2004 to over 100 ships with ensuring that Dublin’s core brand values are reflected in every sector plan, programme and 1 Throughout this document ‘Dublin’ is taken to include the wider Dublin region, and visitors to Dublin include visitors who are based project; these include: for most or all of their time in Dublin.

49 b Appendix B5: Grow Dublin Taskforce | Sector Plan: Cruise Tourism

Definitions and participants Participants Barriers and opportunities The following people contributed to the work of The following barriers were identified: Definitions the Cruise sub-working group. Programme • The cruise ship model is inherently rigid. The management of several related projects in Miriam Brady Dublin Bus Passengers have a pre-set period of time a ‘programme’. Examples of such programmes Kiela Brodigan Fáilte Ireland on shore, and for larger vessels this may be would be a city-wide celebration where several Gerry Farrell Dublin City BID determined by the tides. work streams need to work separately but are Sam Johnston Fáilte Ireland • There is inadequate coordination between critical to the delivery of the platform. These John McGrane Dublin Chamber of the different bodies working in, benefiting would be managed under the programme Commerce from, and developing cruise tourism in to ensure that the dependencies are being Kate McManus Old Jameson Distillery Dublin. For example, Dublin Port has a good managed – including time constraints, budgets Eamonn O’Reilly Dublin Port track record at bringing in ships, but it is not and deliverables. Eilish Smith Dublin City Council geared up to market Dublin as a destination. Ronan Sweeney Excursions Ireland • The cruise line business is a conservative Project business, with a high level of repeat business. A project is a short term/temporary piece of Cruise line executives tend to stick to what work with a defined start and finish undertaken works, and it takes considerable effort to get to meet unique goals, objectives and challenges them to accept anything new. In most cases that are not considered ‘business as usual’ they will want to try out new packages in advance to satisfy themselves that they work. Action/task • Cruises are usually planned and scheduled Outcome-based activity assigned to one well over a year in advance. This means there or several people that ensures that a small are very long lead times for those offering to scale task (such as sending an update etc.) is provide onshore services. completed in a defined period of time. • Cruise has both a B2B and consumer element and we currently do not have adequate insight into the passengers and consumers we hope to attract to Dublin on cruise ships. This is a gap – we need to have some understanding of the cruise consumer. • Events, attractions and packages are more geared to visitors staying in hotels. There are few products that can be promoted as ‘cruise- ready’.

50 Opportunities to overcome barriers Audience/partners and secondary Programmes The perceived barriers point to what needs target to be done, the opportunities open to us, and At the macro level, there are two overarching the conditions that must be satisfied in order objectives that the cruise sector needs to work to grow the cruise business; these include the Audience /partners on: opportunities/needs to: The strategy needs to be understood, adopted • How to grow Dublin as a cruise ship and implemented by: destination in volume terms – the number • Sell itineraries well ahead of time and plan of ships and number of passengers coming very carefully what is offered. • Businesses/sectors involved in tourism – e.g. ashore. • Develop strong relationships with key the arts/theatre sector, museums, retail, • How to develop offerings that make it decision-making cruise line executives. restaurants etc. attractive for cruise tourists to come ashore, • Develop Dublin as a destination on cruise • Bodies such as the port authorities and the enjoy a rich visitor experience in Dublin, itineraries and potentially as a turnaround and agencies who bring people in, shoreline spend money while they’re here and have interport. executives etc. such a good time that they want to come • Address the inadequacies in the recording • State organisations with responsibility back for longer and to tell all their friends of statistics relating to cruise tourists – CSO for promoting tourism and for funding how good it was. does not count them because they don’t infrastructural and enterprise development. usually overnight in Ireland; also, get more In seeking to identify ways of achieving detailed information on the demographic these objectives, a number or project ideas and profile of cruise tourists. Target market initiatives were identified. These come under the • Develop greater variety in the packages and The strategy needs to address the interests and umbrella of a programme to position Dublin as a itineraries available to cruise tourists. practical requirements of the Cruise sector: must-see cruise destination, as outlined below. • Address the acknowledged patchy quality of public WiFi in the port area. • Key decision makers and influencers in the • Retain and develop Dublin City BID international cruise business and the agencies Programme 1: Position Dublin as a collaboration in servicing the cruise ships through which cruises are booked – the cruise ‘must see’ destination for tourists from a tourism information perspective. business is dominated by three large US- choosing cruise holidays in Europe • Work with other Irish ports to strengthen the based companies. offering to cruise line executives. Because • Tourists considering taking cruises and of its geographical location, there are choosing between the options available. Project 1.1: Establish Cruise Dublin Forum opportunities for Dublin to be included in • Tourists who have booked a cruise that many itineraries. includes Dublin on its itinerary. In order to develop and market Dublin vPromote the proximity of Dublin’s ports to effectively as a cruise destination, a dedicated Dublin airport, where there are US Customs Cruise Dublin forum should be established to and Border Control, and direct connections galvanise and coordinate the strategies and to over 100 European cities. actions of the many different stakeholders that • Encourage and facilitate the development of will need to act in concert in order for all to ‘cruise ready’ experiences, events, attractions benefit. and packages.

51 b Appendix B5: Grow Dublin Taskforce | Sector Plan: Cruise Tourism

What’s new here is the shared understanding Project 1.2: Develop a strategy for cruise demographics – age, nationality, income level and willingness to work collaboratively among tourism in Dublin and so on. all players in the sector. The Cruise Dublin forum The better we know our target audience, the will need to: The strategy for cruise tourism should have two easier it will be to develop offerings that meet aims: their needs. Activities in this project area might • Gather detailed statistics on the current include: cruise line business into Dublin and, based on • To increase the number of cruise ships and • Gathering detailed demographic data that, model the future scale of the business. cruise tourists coming to Dublin, and on cruise tourists, so that we can better This will enable us to determine what level • To increase the value derived from each understand their requirements and develop of infrastructural development is required tourist who does come. This is something products and services that will encourage and to outline the business case for any such that we can seek to achieve in the short them to spend more money while they are in investment. term – already, cruise tourists spend more Dublin. • Focus on the advantages of Dublin as on average in Dublin than they do in other • Gathering greater detail about the passengers a destination, both for the cruise line European ports. on each ship. companies and for cruise visitors. • Identify deficiencies in the Dublin offering for The first people we need to address are Develop cruise-ready itineraries cruise companies and their customers. the cruise line executives. The cruise line Work needs to be done with the industry to • Work together to remedy the deficiencies and business is dominated by three large US-based ensure that Dublin is presented as an attractive strengthen the offering. companies, and they largely determine what destination for cruise visitors – either by • Develop and execute a marketing plan to ships call to Dublin. We need to ensure that packaging existing offerings more attractively present details of the range of facilities, they are enthusiastic about Dublin and put it or by developing new offerings. In this context, itineraries, events and attractions available, on the itineraries of more ships. We need to there is a need for education and awareness- both to the cruise operators and to their place a strong focus on strong B2B contacts, and raising among the stakeholders who have customers. leverage the presence of Irish tourism agencies something to contribute and something to gain • Make sure that the practical information in North America. from the increase in business. The itineraries that cruise tourists need before they come To develop our offering, we need to know suggested for cruise tourists must fit within to Dublin is readily available to them, so that more about the profile of the cruise tourists the time they have in the city, and they must they are better prepared to avail of what is on who come to Dublin; we need to develop better be easy for the cruise lines to present and offer. and more appropriate itineraries for them while sell. Developing such itineraries will require they are here; and we need to ensure that collaboration between a number of providers. The early actions under this programme Dublin’s tourism sector and the other potential Useful projects might be undertaken in areas include agreeing the membership, terms of beneficiaries understand the scale of the such as: reference, and setting out a programme of work potential and scale up accordingly. for the immediate and medium term. Profile cruise tourists • Gathering details of what other popular At the moment, we just don’t have enough cruise ports, such as Antwerp, Vancouver and detail about cruise ship tourists. The CSO Copenhagen, offer. does not include them in its tourist statistics, • Tailoring standard itineraries to fit the and there is work to be done in analysing the constraints of particular cruise ships’

52 schedules, perhaps four or six-hour Promote our cruise-ready offerings to the in what they’ve seen and experienced, and that programmes that include a variety of content trade they tell their friends and families to come too. such as retail, dining, heritage/cultural/ When we have a credible cruise-ready offering, The good opinion of cruise tourists artistic activities, music, and so on. it needs to be promoted to the cruise operators themselves is the best marketing that we can • Considering the potential for out-of-hours and the travel agencies. We need to: have. We need to address cruise tourists (and access to retail or other facilities. The arrival potential cruise tourists) directly, using as much and departure of ships may be determined by • Develop strong personal relations at a as possible the testimonials and reviews of those tidal and other scheduling factors, so, given business to business level with the key who have already experienced Dublin. In large sufficient notice, some large stores might be executives in the cruise line and travel agency part this is done through general consumer able to open exclusively for cruise customers businesses and ensure that they appreciate marketing that raises awareness of Ireland in early in the morning or late at night to the value and extent of Dublin’s tourist general and Dublin in particular, and encourages coincide with ship arrival and departure offering. people to consider Dublin as a holiday times. • Present executives with itineraries and other destination. Nevertheless, the potential of • Working with the arts/theatre sector to proposals that they will find easy to sell to targeting potential cruise visitors directly should develop short pieces that present some their customers and from which they can be explored. This will involve: flavour of Dublin’s rich literary and artistic derive revenue – they are always looking for heritage – perhaps at times when theatres/ new ideas and experiences that they can • Developing a marketing strategy aimed venues are otherwise empty. work successfully into a package. specifically at end customers. • Putting together itineraries that are clearly • Give cruise line executives the opportunity • Finding ways to address the tourists we know more than the sum of their parts, where to sample the offerings, so that they are are coming and to provide them with the passengers feel that they are somehow confident that they work and are comfortable information they need. special and that they are getting a package including them in the portfolio they offer that they could not assemble themselves. their customers. Develop Dublin as turnaround and • Putting together walking tours/museum • Provide better and more targeted marketing interporting hub tours/retail tours/dining tours that are collateral to cruise operators, to help them to Currently, Dublin’s cruise tourism business is tailored specifically for cruise tourists. sell the idea of Dublin to their customers. almost entirely ‘port of call’ business, where • Making it more attractive for cruise tourists • Leverage the idea that ships can dock very passengers arrive on the cruise ship, spend a few to take up more of the itinerary offerings. close to the heart of the city – one of Dublin’s hours in Dublin and then depart. Cruise tourists • Collaborating with other ports that are or unique selling points. typically do not overnight in Dublin, and add might be on an itinerary that includes Dublin little to Dublin’s night-time economy. – such as Belfast, Cork, Waterford, Glasgow, Use cruise business to generate repeat Dublin has considerable potential to grow Copenhagen, Liverpool and Southampton. business as a turnaround or interporting hub where The value of a cruise tourist’s experience in passengers either start or end their cruise in Dublin is necessarily constrained by the short Dublin. This would greatly increase the value of time they spend here. We need to ensure that such tourists, as they would in most cases spend the ‘taster’ they have had of Dublin is so good time in the city before or after their cruise. that they want to come back. Our task is to Dublin’s advantages as an interport/ make sure that they come back to fill in the gaps turnaround hub include:

53 b Appendix B5: Grow Dublin Taskforce | Sector Plan: Cruise Tourism

• Proximity to a major international airport, Project 1.3: Develop Cruise Dublin portal with exceptionally good air connectivity to Europe, North America and the Middle East The development of a Cruise Dublin online • Good logistics – in particular, ease of access portal was identified as a key enabling project between Dublin Port and Dublin Airport. to pull together a variety of strands in the cruise • A robust capacity in terms of hotel beds – tourism sector. It is an essential element in over 20,000 in Dublin city and county making Dublin cruise-ready. The portal would:

Dún Laoghaire also offers potential for • Become the place where shore-based development as a cruise port, and the two ports companies present the different offerings need to work together to make the most of they have for this market. what Dublin offers prospective cruise tourists. • Focus strongly on the needs of potential To make progress towards this goal, we need customers. to: • Incorporate some mechanisms for eliciting customer opinion and reviews. • Identify infrastructural work that may be required to support turnaround/interporting Consider the models of similar organisations/ business. portals in cities such as Antwerp, Copenhagen • Promote Dublin as a turnaround/interport and Vancouver. destination to cruise line executives and This initiative is relevant to all sectors and has itinerary planners. been elaborated on that basis as a key cross-sector • Attend highly targeted cruise marketing enabling project in the main strategy document. events (such as Cruise Shipping Miami and Seatrade Europe). • Pilot interporting and turnaround business in a structured way to demonstrate proof of concept. • Target markets for which Dublin might be particularly attractive – for example, Central Europe and North America. • Learn from the event and business tourism sector how they overcome perceived capacity issues.

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CAPPENDIX C Grow Dublin Taskforce

Objective 3 C Appendix C: Grow Dublin Task Force Objective 3

Objective 3

Background i. Structure and business model Key Desirable Features of the The Grow Dublin Task force is concerned with ii. Stakeholder Engagement Copenhagen and Amsterdam Models the articulation of a collaborative funding iii. City Performance and implementation model to deliver the iv. Critical Success factors tourism strategy to 2020. In order to establish Structure and Business Model best practice internationally in Destination • Wonderful Copenhagen and IAmsterdam *European Cities Benchmarking Report 2013 Marketing Organisations (DMOs) in the delivery are not for profit, public/private partnerships of growth, thirteen international competitor with a near 50/50 ratio of public to private DMOs were researched and analysed focussing Of all the cities surveyed, Copenhagen and funding on organisational structure, business model Amsterdam were identified as having the models • Wonderful Copenhagen and IAmsterdam and stakeholder collaboration. Learnings from most suited to delivering Dublin’s new strategy. both rated their funding model as sustainable the analysis would (where relevant) be applied This conclusion was based on a mixed criteria and both cities have had sustained funding to the new Dublin implementation model. analysis which took into consideration Dublin’s over the last 10 years (in Copenhagen’s case needs defined as follows: 20 years) allowing for strategic planning, Competitor Analysis vision and growth. While Dublin has suffered a decrease in visitor • A high level of stakeholder engagement city • Both cities have a fully collaborative numbers over the past decade, other cities wide with a defined engagement structure city approach to tourism and a defined within Dublin’s peer group have enjoyed a • A structure that enables high performance engagement structure is in place for all the period of growth achieved in a challenging in our key sectors (Leisure, Business tourism, cities sectors (eg business tourism, cruise global economic environment (the average Cruise and Events Tourism) tourism, leisure tourism etc) which include growth rate year on year in Europe is 5%*). To • A funding structure that requires those industry representatives and primary public understand the drivers behind this growth and stakeholders who benefit to contribute (ie a stakeholders (eg Mayor’s office) by doing so, identify key desirable features for public/private partnership with beneficiaries • Wonderful Copenhagen has an organised a new Dublin implementation model, the GDT of promotional activities funding accordingly separate industry network for each sector conducted research consisting of both a review ensuring that those who benefit from the such as “Cruise Copenhagen” and “Meet of existing documentation and one-to-one activity pay for the activity) Copenhagen” whereby all stakeholders qualitative and quantitative interviews with • Shared responsibility for city goals involved in that sector are represented. Each CEOs and senior executives from the following • A DMO Structure that facilitates ambitious stakeholder contributes financially to the DMOs: Amsterdam, Barcelona, Berlin, Brussels, visitor growth (ambitious in this context can sector that they benefit from and are involved Copenhagen, Glasgow, Hong Kong, Lisbon, be defined as a higher rate of growth year on through a representative advisory board in Liverpool, Prague, Vancouver, Vienna and year than the European average of 5%) agreeing projects and deliverables for that Washington. • A Sustainable Funding Model sector. Each industry sector then reports back In order to establish each city’s success to the Wonderful Copenhagen board which relative to one another and to European Copenhagen and Amsterdam scored the comprises both public (includes politicians) averages (provided by European cities highest and second highest respectively under and private representatives from across the marketing reports) all cities were surveyed and these criteria. city. subsequently benchmarked in the following • Wonderful Copenhagen transitioned to areas: being a project based organisation which

58 it identified as best practice in order for Brand it to deliver an ambitious strategy. Each • Both Copenhagen and Amsterdam have city initiative is treated as a project, fully scoped wide brands used by both public and private and a project team assembled based on sector when selling their city. Copenhagen competencies required. uses Open Copenhagen and Amsterdam IAmsterdam. Copenhagen’s brand was City Performance championed by Wonderful Copenhagen and employs a full time brand manager along with Copenhagen a separate industry network. IAmsterdam said • Copenhagen has the 3rd highest year on year that their city is defined by co-operation with growth rate in Europe (Berlin and Barcelona one city, one focus, one brand: IAmsterdam have the highest) at 8.3% from 2008-2012. The European average is 5% • Copenhagen moved up from 14th place Critical Success factors from across all in 2011 to 8th on the 2012 International 13 Cities surveyed (according to two or Conference & Congress (ICCA) world ranking more DMOs) which benchmarks cities according to the number of international conferences held per year. Copenhagen’s jump was the highest • Significant private ownership allowing recorded of all world cities in 2012. independence from political motivation • Copenhagen (through its cruise network) • Corporate culture (“can do” attitude) grew its cruise ship performance from 220 • Use of comprehensive data and analysis to cruise ships in 2001 to 372 in 2012 (producing inform strategic planning 840,000 passengers) • Flexibility as an organisation • Stakeholder buy in • Project Based Approach Amsterdam • Close alignment with stakeholders/members • Amsterdam ranks 9th in Europe for needs international bed nights delivering 8.1 million • A major event which brought all stakeholders a year (Dublin delivers 6.1m international bed in the city together emphasising the value of nights) collaboration

• Amsterdam ranks 10th on the ICCA business tourism world ranking and has been in the top 10 for the last 7 years.

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DAPPENDIX D The Process Behind the Strategy Development and Grow Dublin Task Force Membership d Appendix D: The Process Behind the Strategy Development and Grow Dublin Task Force Membership

Background to the Establishment of the by Working Groups. The Working Groups experience that they will want to repeat and to Grow Dublin Taskforce comprised a broad representation from the tell their friends and family about. Dublin is Ireland’s leading tourist destination Dublin tourism industry – both public and This presents a considerable challenge: and plays a pivotal role in the visitor experience private - in order to ensure that appropriate the development of a destination brand is of most visitors to the island of Ireland. In an expertise and experience were brought to bear fundamentally different and more complex than era favouring short and more frequent breaks, on the development of the strategy. branding a product or service. It requires us to Dublin is also well placed to take advantage of The objective of the Taskforce was to deliver capture the essence of Dublin and to ensure the trend towards city breaks. a tourism strategy and implementation plan that the articulation of this essence is both Tourism in Dublin has declined since its peak for the period to 2020 that realises Dublin’s competitive and compelling to potential visitors in 2007, although some markets are showing potential to attract increased levels of tourism. – and it needs to be done in a way that supports signs of recovery. Nevertheless, there are This strategy will require the active collaboration and is supported by the Ireland brand. grounds for believing that Dublin could do much of all involved in communicating, developing The brand proposition must reflect what is better, given its portfolio of attractions and and delivering the Dublin tourism experience, relevant and motivating to potential visitors, events, supporting infrastructure and points of including the city and county councils, the both now and over the next seven years and access. Recent consumer research conducted businesses involved in providing goods and beyond. A refreshed and re-energised Dublin within the key target markets indicates that services to visitors, the cruise and events sectors, brand will ensure growth by reframing Dublin – Dublin’s true potential is far from tapped. and the Dubliners themselves. both for visitors and for Dubliners. It will change Realising this potential, however, requires a existing perceptions and create excitement and coherent and appropriately funded strategy, The Opportunity a focal point for all stakeholders involved in which is owned and implemented by all major The rate of growth of visitor numbers into delivering the visitor experience. tourism stakeholders in the Dublin city and Dublin is below that of Dublin’s main capital region. city competitors, such as Copenhagen and The Process Fáilte Ireland, as the National Tourism Amsterdam – cities that have a more clearly The Grow Dublin Taskforce developed the Development Authority, has a responsibility to defined and coherent offering. Dublin fell out of strategy and the plans for implementing and progress the development of such a strategy. It the Top 10 TripAdvisor Destinations in 2013. The promoting it in three main stages: is the Authority’s strongly held belief that, given aim of the Taskforce is to re-establish Dublin the very multi-faceted nature of the tourism as one of the most desirable, ‘must see’ visitor • Discovery and getting input to proposition offering and its extensive interdependencies destinations in the world. areas across the Dublin economy, this task is best To achieve this, we have defined a compelling, • Visitor proposition research in the US, progressed in a collaborative manner. competitive destination brand idea for Dublin mainland Europe and Great Britain To that end individuals and executives from city and region that is motivating to potential • Stakeholder research and strategy across the public and private sectors with tourists, gives direction and inspiration to development an interest and stake in the future of Dublin stakeholders, and is capable of sparking an tourism came together in December 2012 to implementation plan that will attract more Review of earlier work form the Grow Dublin Taskforce. The Taskforce visitors and more revenue to Dublin. The The Grow Dublin Taskforce began by reviewing was led by a Steering Group that included brand will unite the various elements of the all available reports on tourism in Dublin and industry representatives and executives of visitor experience under a unifying theme that competitor cities. These revealed a clear need the various supporting agencies, supported will attract more visitors and will deliver an for Dublin to develop a powerful, differentiated

62 destination brand proposition clearly positioned 4 Development Plans of the four Dublin local 7 Global Reports in the context of the other important elements authorities set out the framework for the i. Intuit 2020 Trends Report (2010) of the Ireland brand, including those developed future development of the city/ county, and ii. OECD Paper on the Middle Classes by Tourism Ireland, Enterprise Ireland, IDA help to emphasise the regional importance of iii. Technology & Tourism 2020 – Vision Tourism 2020 Ireland, Bord Bia, and Culture Ireland. this work: iv. The Economist – Special Report on Aging Substantial guidance was obtained from two i. Dublin City Council: Dublin City Development v. The Economist – Special Report on Middle Classes separate but related projects – the Irish Tourism Plan 2011 – 2017 Industry Confederation’s report Capitalising ii. Dún Laoghaire-Rathdown County Council: Dún 8 Fáilte Ireland Reports on Dublin’s Potential, and the Creative Dublin Laoghaire-Rathdown County Development Plan i. Dubline Interpretative Matrix Alliance’s work on Activating Dublin. 2010 – 2016 ii. Dubline Toolkit iii. Fingal County Council: Fingal Development Plan iii. Dublin Destination Study - Destination VAS Documents reviewed in the development of 2011-2017 Results (unweighted) a differentiating proposition for Dublin: iv. South Dublin County Council: South Dublin iv. Dublin Doorstep Destination Study - Destination County Development Plan 2010-2016 VAS Results (unweighted) 1 Irish Tourism Industry Confederation, v. Future Tourism Demand Insights, Internal Briefing Capitalising on Dublin’s Potential project: 5 Destination Branding Paper i. Background papers (Research material) i. Destination Branding (2002) Morrison & Anderson vi. Topline findings from Segment Research (2012) ii. Executive Summary ii. How to Brand Nations, Cities and Destinations iii. Main Report (2009) Moilanen & Rainisto 9 Tourism Ireland Reports iii. Introductions to the Theory of City Branding i. Brand Tracker, France, (2012) Millward Brown 2 Creative Dublin Alliance: (2011) Keith Dinnie ii. Brand Tracker, Italy, (2012) Millward Brown i. Brand Dublin Roadmap iii. Brand Tracker, Spain (2012) Millward Brown ii. Discovering Dublin’s Identity 6 Branding iv. French Market Profile iii. The Compendium Designing Dublin: Learning to i. Aaker D.A. (1991) Managing Brand Equity – v. French Review Strategic Plan 2011-2014 Learn Capitalising on the Brand Name vi. Italian Market Profile iv. Love the City ii. Aaker D.A. (1996) Building Strong Brands vii. Spain Market Profile v. Activating Dublin Scoping Material iii. Blackstone M. (1992) Observations: Building Brand viii. TI Segmentation, MCCP & Arkenford vi. City Indicators & International Benchmarking Equity by Managing the Brand’s Relationships, Reports Journal of Advertising Research 10 Other Dublin Research vii. Activating Dublin City Benchmarks iv. Fyall, A.C. Callod and B. Edwards (2002) i. Blue Sail Dublin City plus marketing blueprint viii. Activating Dublin Destination Dublin Relationship Management – The Challenge for ii. Blue Sail Dublin City plus: a shared story ix. Activating Dublin Tourism Business Case Destinations – Annals of Tourism Research iii. Business Tourism Ireland Positioning, (2009) Jump v. Kapferer J.N. (1992) Strategic Brand Management iv. Design Factory, Discovering Dublin Outputs from 3 Dublin Regional Authority: Dublin’s Role in vi. Sharp B.M. (1993) Managing Brand Expectations. the Discovering Dublin Branding Workshop the National and Global Economy Report 4 - Journal of Customer Marketing. v. Meeting in Ireland Brand Story, (2010) Tourism Synthesis Report. Reports 1 to 3 also available. Ireland

63 d Appendix D: The Process Behind the Strategy Development and Grow Dublin Task Force Membership

Brand Strengths and Weaknesses character, a vibrant culture and a diverse, smart, connectivity, interregional competition and The Taskforce undertook a review and green, innovation-based economy. It will be a products lacking sufficient cultural attractions. distillation of brand strengths and weaknesses, socially inclusive city of urban neighbourhoods, Media and trade reports indicate that Dublin’s as well as existing brand insights and all connected by an exemplary public transport, tourism product is becoming tired and needs propositions, and this led to the development of cycling and walking system and interwoven with new attractions for younger visitors. Existing a new proposition for Dublin. a quality bio-diverse green space network. In brand reports, including the Creative Dublin short, the vision is for a capital city where people Alliance documents, ITIC research materials, and will seek to live, work and experience as a matter Discovering Dublin’s Identity Report, all point City and County Council Development Plans of choice. Two of the key projects referred to in to important success factors such as the need Tourism is featured in all four local authorities’ this document are the development of Dublin for accessibility, increasing WiFi, and improving Local Plans in the Dublin City and Region: Bay and the development of Dublin’s Cultural transport links. Dublin City Council, Fingal County Council, heritage. All reports note that recommendations by South Dublin County Council and Dún The Fingal County Council Development people who have influence in and over the Laoghaire-Rathdown County Council. Vibrancy, Plan 2011-2017 highlights the importance of experience on the ground are crucial for success diversity, innovation-based, sustainable tourism/ collaboration and tourism: and in this respect the general public in Dublin environmental focus, green, clean, tourist- and the media are important participants. friendly facilities and the need for collaboration • Commitment to developing the airport as the Visitors also want an authentic experience and to the benefit of tourism are all highlighted as principle gateway to Ireland to see the living city. Thus it is essential that important in the City and County Development • Considerable scope for developing tourist Dubliners take ownership and pride in their Plans to varying degrees. friendly local resources city, and be receptive to tourists. The Branding In the Dublin City Development Plan 2011- • A clear environmental focus that would Dublin Roadmap highlights the potential of the 2017 all developments have tourism in mind and be complimentary to the development of diaspora – as evidenced by the success of The the core strategy highlights three necessary tourism. Gathering in 2013. elements in the vision: The Dún Laoghaire Rathdown Development • A compact, quality, open, clean, connected Plan 2012-2016 recognises the Council’s role in Competitive Brand Development city; promoting sustainable tourism and securing the The Irish Tourism Industry Confederation’s • Real economic recovery, creative networks; development of tourist-orientated facilities in Capitalising on Dublin’s Potential project • Creating sustainable neighbourhood the county. contains a competitive analysis. This makes communities. it clear that although history and culture are key elements in Dublin’s competitive offering, The vision for the city is that within the next Maximising our Potential for Success they are not sufficiently unique or competitive. 25 to 30 years, Dublin will have an established Dublin’s Role in the Irish and Global Economy 2012 Dublin needs to articulate a proposition that international reputation as one of the most Working Paper summarises many of the threats reflects the reality of the city and its region, that sustainable, dynamic and resourceful city to Dublin asserting a competitive advantage. differentiates it from its competitor cities, and regions in Europe, and that Dublin, through the ITIC research materials include others, such that is compelling and attractive. shared vision of its citizens and civic leaders, as access and signage inadequacies, lack of All reports reviewed emphasise that Dublin will be a beautiful, compact city, with a distinct investment in infrastructure, lack of physical must focus on packaging and communicating

64 itself in a way that complements and enhances historical or cultural associations. This was The Development of the Proposition its existing identity. A complete review of confirmed by subsequent research undertaken The next step in Dublin’s destination brand positive elements across all reports revealed by the Grow Dublin Taskforce in four countries1. project was to develop a number of propositions many potential proposition elements. These that capture Dublin’s ability to meet the visitor were distilled into a range of propositions needs and that incorporate the insights gained. for industry and stakeholder comment. Six Addressing Visitors’ Needs The Taskforce set out a number of defining propositions were researched during July 2013. The final piece of the review was to assess what characteristics of Dublin, as follows: Key elements that were deemed to be important visitors expect or need from a short break. A Dublin is different because: to the distinctive Dublin proposition included: review of existing research showed visitors expressing leisure needs as follows: • Of the diversity of the events to be • A friendly, green, cultural and fun destination experienced at any one time in any one visit • A compact city with a feeling of intimacy • New and different – ‘wow’ factor • It is on Europe’s doorstep and is easy to • Using technology to market Dublin • Be entertained, enthused and to learn combine with a visit to another European • A global city with a small-town feel; a • Have fun destination walkable city with 78 sq.m. of green space per • Enjoy a variety of experiences (from small- • It is a city of paradoxes person scale to large-scale) • It is a truly interactive modern city • A city of paradoxes/contrasts (high and • Authenticity – meet real people, see living • It is a city of surprises low, mountain and sea, playful and intense, culture • It is the city by the sea historical and modern, traditional and quirky, • Get to the heart of the experience quickly • It is a compact and concentrated city etc.) • Belong • You can be in the city yet feel like you’re in • Access to mountains and coast; on the • Hear traditional and contemporary Irish the countryside doorstep of Europe music • In a world where the impersonal is replacing • Close to nature • Sense of connection the personal, Dublin is still a real city of real • Outstanding literary and cultural heritage • Hear interesting stories and learn something people • A mischievous, quirky and unpredictable new about Dublin • It is socially inclusive and infectious personality • Experience traditional and contemporary • Friendly people culture/history These initial ideas were developed into • Experience living culture (and the energy coherent propositions in an interactive The ITIC CODP report emphasises that the behind that) workshop assisted by tourism branding Dublin proposition must embrace both the city • Social currency consultants, and these were tested in a variety centre and the wider Dublin region. • Easy access and navigation of ways. Accounts were created on Facebook In terms of negative image perspectives • Do what the locals do and Twitter (#dublinislistening), and key that need to be addressed, many documents • Engaging stories stakeholders, bloggers and social networkers reviewed acknowledge the need to redress • Discover a place for myself were involved to extend the reach of the the imbalance between alcohol and cultural • Value campaign. Questions were posted to start the activities. The Dublin Word Cloud clearly debate and real-time insights were gathered demonstrates that associations with alcohol from overseas visitors to Dublin and from Dublin and alcohol-based activities are stronger than 1 Grow Dublin Taskforce MCCP qualitative visitor research 2013 residents. The propositions were presented to

65 d Appendix D: The Process Behind the Strategy Development and Grow Dublin Task Force Membership

a broad range of tourism industry stakeholders during an Engagement Day, during which they were The Taskforce reviewed Dublin’s main issues further refined. The propositions below are those that first went to stakeholders, followed by the and reassessed the brand objectives in light of revised proposition after stakeholder commentary from the workshop: the research as follows: • Dublin lacks a differentiating proposition in Initial draft proposition Revised proposition the mind of the potential visitor. This leads to a shortage of reasons to visit. There is no Dublin is a playground of mischief & laughter: Dublin is a city that becomes your playground derived social status from visiting Dublin. Feisty, youthful, intelligent wit, creative & smart, • Dublin is seen mainly in the context of brand evolving but not losing a sense of where we Ireland, and thus carries some stereotypes come from, where you can let your fun side out that conflict with short break motivations. • The Dublin image lacks vibrancy and Dublin is a city of Contrasts: Dublin is Dublin, a city of surprising contrasts modernity, and its cultural and historical unexpected, there is something different, out associations can be seen as dry and dusty. of the ordinary and surprising around the next corner. Get right to the heart of it. Together, these outline the key barriers to the growth of tourism in Dublin: Living the Vibe of Dublin: Access to Dublin life, Excluded – not powerful enough on its own and where the Dubs go, living city, being able to live covered by ‘playground’, above • Lack of awareness of what Dublin offers, and the vibe of Dublin and experience Dublin as a • The distorted and limited view of Dublin as living organism. dusty and old-fashioned.

Dublin is concentrated and compact: Not Dublin, the village city The challenge is to surprise people with the diluted or made for tourists, youthful, intelligent, reality of a Dublin that is modern, diverse and feisty and full on – day and night, a mischievous distinctive. playground In the final stage of developing the proposition, six alternative propositions were Dublin is a place where you can connect with Merged to become: tested and validated in July 2013 in interactive and experience colourful history Dublin. A city of surprising contrasts workshops with key target segments (13 groups, Dublin is the City of Stories, Engagingly told with 90 participants across four overseas markets – Great Britain, Germany, France and Dublin is a Cultural City with a Creative Edge Excluded as a proposition in its own right – Dublin the US – and a group of recent immigrants to needs to be more than the cultural city, given the Dublin. The six propositions that were put to competitive set, but culture is a crucial element to these groups were: be carried across and support all propositions. • Dublin: the capital city where playful energy Dublin is a city by the sea, beneath the Dublin City, where mountains meet the water is catching mountains – much more than urban • Dublin: a capital city of surprising contrasts • Dublin: the city that’s bursting with life,

66 packed with things to do around every corner experiences, and fun, social getaways to novel developing this strategy and the sector plans in • Dublin: the capital city that takes you in so destinations. They typically want city breaks this document was an important first step in this you become one of us that offer fun, laughter and lots of day- and regard, and the participants in the process are • Dublin: the capital city where urban life night-time activities.; and unanimously enthusiastic about continuing to thrives side by side with Mother Nature • Leisure: ‘Culturally Curious’ – mostly older engage in the implementation phase. • Dublin: the capital city of colourful stories couples or solo travellers with time (and Together, the participants in the Grow Dublin brought to life. money) to spend. They are independent Taskforce have subscribed to a focused and ‘active sightseers’ looking to explore new unifying commitment: Research findings were clear and unanimous places and broaden their minds. They want ‘We will work together to unlock Dublin’s in all markets – the fifth proposition above (‘the to ‘do a place’, both its culture and the beauty vibrancy and diverse, surprising experiences’. capital city where urban life thrives side by side of its landscape. They respond well to good This commitment, and the enthusiasm with with Mother Nature’) holds the most potential. information, and of all the groups are best which the new Dublin proposition is adopted, It is truly competitive and distinctive as a disposed towards Ireland as a destination. is the most critical element in the drive to proposition area for Dublin, but it needs to be • Visitors to Dublin as part of a European attract more visitors. It is the catalyst that will strengthened to heighten Dublin’s vibrancy and cruise; re-energise the industry and enable participants unexpectedness. • Visitors coming to Dublin for a specific event; to see the city in a new light, to talk about A further stakeholder engagement • Visitors arriving in Dublin as part of a it in a new way and to create new business day was held to disseminate and validate European cruise. opportunities. It provides the motivation and consumer findings and to receive input into the focus for developing new visitor experiences, the recommended proposition developed The Taskforce set up working groups to for revitalising existing ones and for promoting from research. The final proposition that was analyse the market in each of these segments Dublin as a destination that is a vibrant, exciting agreed by the Taskforce with the support of all and to identify ways in which Dublin could place to visit. stakeholders was: realise its potential for attracting those visitors. With the new proposition and the energy Dublin is the vibrant capital city bursting These working groups met on several occasions that the industry puts behind it, Dublin can be with a variety of surprising experiences – in 2013, and drew up comprehensive plans for repositioned as one of Europe’s top destinations, where city living thrives side by side with the developing their markets, based on the new both for business travellers and for leisure natural outdoors. Dublin brand proposition. tourists. The reports from these working groups were reviewed by the Taskforce, and common themes Focus on the Visitor were identified and developed as key projects. The Grow Dublin Taskforce identified five sectors – Business, Events, Cruise, Social Energiser, and Culturally Curious – that have Maintaining Momentum potential for significant growth: One of the main conclusions reached by the Grow Dublin Taskforce is that success will • Visitors to Dublin for business reasons; depend on collaboration and cooperation • Leisure: ‘Social Energisers’ – young couples between the various public bodies, industry and adult groups looking for excitement, new groups, and service providers. The process of

67 d Appendix D: The Process Behind the Strategy Development and Grow Dublin Task Force Membership

The Grow Dublin Taskforce Aidan Pender – Fáilte Ireland Noeleen McHugh – Fingal County Council Membership Miriam Kennedy – Fáilte Ireland Adrian McLoughlin – Gibson Hotel Orla Carroll – Fáilte Ireland Mike Adamson – Live Nation Noleen McHugh – Fingal County Council Justin Green – MCD Promotions Paul Gallagher – Irish Hotels Federation Steering Group Nicola McGrane – ITIC Lucy McCaffrey – Chairperson Peter Nash – Tourism Ireland Social Energisers Working Group Danny McLoughlin – County Manager South Shane Cahill – Barnacles Hostel Dublin County Council Elaine Carroll – Dun Laoghaire Rathdown Jim Dunne – Creative Dublin Alliance Business Tourism Working Group County Council Mary Kerins – Dublin Airport Authority Sue Uda – A Touch of Ireland Keith McDonald – Extreme Ireland John McGrane – Dublin Chamber of Commerce David Monks – Burlington Hotel Kevin Moriarty – Fáilte Ireland Richard Guiney – Dublin City BID Nicola McGrane – Conference Partners Kiela Brodigan – Fáilte Ireland Brendan Kenny – Dublin City Council Jenny Finegan – Dublin Convention Bureau Celine Weldon – Guinness Storehouse Philip Maguire – Dublin City Council Keith McCormack – Fáilte Ireland Michael McDermott – Le Cool (from April 2013) Mary Cunningham – MUSA Paul O’Grady – Mercantile Group John Tierney – Dublin City Council Willie Sheils – South Dublin County Council Brendan Flynn – The Church (until April 2013) Christoph Haustein – Tifco Hotel Group Vera Stedman – Tourism Ireland Shaun Quinn – Fáilte Ireland Philomena Poole – Fingal County Council (until June 2013) Cruise Tourism Visitors Working Group Culturally Curious Working Group Paul Gallagher – Irish Hotels Federation Miriam Brady – Dublin Bus Eugene Garrihy – Dublin Bay Cruises Nicola McGrane – Irish Tourism Industry Council John McGrane – Dublin Chamber of Commerce Sinead Connolly – Dublin City Council Cllr. Oisín Quinn – Lord Mayor of Dublin, Gerry Farrell – Dublin City BID Kevin Kidney – Fáilte Ireland Cllr. Naoise O’Muiri (until June 2013) Ailish Smyth – Dublin City Council Orla Carroll – Fáilte Ireland Niall Gibbons – Tourism Ireland Eamonn O’Reilly – Dublin Port Eleanor Griffin – Howth is Magic Ciarán O’Gaora – Zero G Ronan Sweeney – Excursions Ireland Irish Heritage Trust – Kevin Baird Sam Johnston – Fáilte Ireland Ann Daly – National Museums Working Groups Kiela Brodigan – Fáilte Ireland Patrick Sutton – Smock Alley Theatre Jim Dunne – Creative Dublin Alliance Sabine Sheehan – Old Jameson Distillery Brian Twomey – Tourism Ireland Mary Kerins – Dublin Airport Authority Peter Nash – Tourism Ireland John McGrane – Dublin Chamber of Commerce Richard Guiney – Dublin City BID Events Working Group The Working Group and the strategy Paul Clegg – Dublin City Council Peter McKenna – Croke Park development process was facilitated by MCCP- Lorna Maxwell – Dublin City Council Clyde Carroll – Dublin City BID The Planning Agency, Dublin. Margaret Geraghty – Dublin City Council Ursula Donnellan – Dublin City Council Kiela Brodigan – Fáilte Ireland Keith McCormack – Fáilte Ireland Keith McCormack – Fáilte Ireland Edel Mitchell – Fáilte Ireland

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EAPPENDIX E Perceptions of fear in Dublin city centre e Appendix E: Perceptions of fear in Dublin city centre

Perceptions of fear in Dublin city centre

Introduction actual crime and fears and perceptions among Drug related anti-social behaviour Every survey of consumer views undertaken the general public. If they can alter perceptions In the latest version Your City Your Voice in Dublin city centre re-affirms a wide spread of their city we can surely do the same in Dublin. people were asked to note the first word view that people visiting the city feel a sense that they would associate with Dublin. 9%, of unease or fear. The survey that most clearly Perception and reality practically one in ten, said “junkie” or a variant articulated these concerns was the 2011 “Your It has to be said that statistics would suggest of it. There is an association in the mind of City Your Voice”, conducted by Dublin City that Dublin is a safe city. In 2012 there were the population between drugs and the city. Council. This survey showed that for 36% of 22 assaults on O’ Connell, a street that has This cannot be unexpected. There are regular people issues relating to anti-social behaviour an annual footfall of 29m. While 22 assaults is gatherings on both sides of the river of people particularly drug related anti-social behaviour always going to be 22 too many, it has to be who are engaged in problematic drug use. There was the aspect of the city they disliked most. recognised that it is less than 1 in a million on are regular and open trades of prescription Despite a number of co-ordinated efforts, the the street. Media commentary would have one medication which as far as the public is negative perceptions of Dublin persist and are believe that O’ Connell Street resembles Beirut concerned is of illegal drugs. We also have public supported by media comment which in the main during the Lebanese civil war which is simply far defecation on the streets both during the day re-enforces the view that Dublin city centre is a removed from the truth. and more so at night. threatening environment. In fact by international comparisons Dublin There is also the fact that people are seen in The latest instalment of Your City Your Voice would rank as safe in terms of assaults, highly intoxicated conditions throughout the in August 2013, notes that only 29% of the public muggings and thefts from the person. The city. They are loud and boisterous and look the believe that Dublin is a safe place for girls. 75% levels of these crimes in the city are sufficiently worst for ware. This is not necessarily something say they feel safe by day while 35% say they low as to not register where perceptions of that the Gardai can prevent, however, scenes feel safe by night. These figures are consistent safety are concerned. Indeed, within Dublin, of congregation, intoxication and street dealing with previous findings and compare poorly to stories of friends or family being randomly instils a degree of fear amongst the public. the findings of similar surveys conducted in assaulted or mugged do not feature in general UK cities. For example, in the city of Liverpool conversation and this is because these events Begging 99% of people feel safe by day and 78% feel are extremely rare. Visitors to the city can expect to be targeted safe by night. Indeed, 99% of Dubliners in However, we must accept that negative by beggars. After the introduction of begging Dun Loaghaire Rathdown feel safe in the perceptions about the city are widespread and legislation in February 2011 there was a reduction neighbourhoods by day while 80% feel safe by genuinely held and as long as those perceptions in the level of begging however, this trend has night. pertain those of us with responsibility within the now been reversed and the 2011 levels have now Simply speaking we need to achieve the city have a clear job to do. There is no merit in been surpassed. From Wednesday to Saturday same levels of comfort for Dublin City as has telling the population that they are wrong to feel every ATM in the Grafton Street area will have been achieved in comparable and competitor uncomfortable, intimidated or indeed frightened a beggar in attendance. We have noted that cities. Liverpool did not always enjoy a positive in the city, to do so will merely leave us open to beggars at ATM’s are no longer sitting passively reputation. They began a co-ordinated campaign the charge of being out of touch with reality. but have begun to seek engagement with to improve the perception of the city in advance To be successful in changing negative people using the ATM. There is no doubt that of being awarded the city of culture status in perceptions of the city we must address why this can be intimidating. We have also noted an 2004 and have transformed the image of their those perceptions persist. unwelcome level of aggression in begging on city through integrated programmes addressing the streets, where beggars approach members

72 of the public and request a specific amount of is that the concentration of large facilities in the of luas and redevelopment of the Abbey Theatre money and ask for this money for a sustained city centre dealing with drugs and homelessness could lead to a very attractive area. At present period of time. They are not accepting no has facilitated the levels of anti-social behaviour and with the maintenance of Cedar House it will as an answer. Again this instils fear amongst noted above. remain a no go area 100 metres from O’ Connell the public. Patrons of public houses standing We were extremely disappointed and Street. outside of the premises can expect to be asked concerned when Dublin City Council, an The above enforces the view that this for money by a beggar once every five minutes important partner to the process opened situation cannot be addressed entirely through on average. Again this tends to be persistent Cedar House, a 50 bed homeless facility in on policing actions alone. The concentration of begging. Any seating area outside a restaurant Marlborough Street. services within the city centre has created or café is also seen as fair game. There is Prior to the opening of Cedar House, we unintended consequences which we have evidence that tourists are being singled out and had detected a significant improvement in drug to manage and this needs the constructive targeted by beggars and there is no doubt that related anti-social behaviour in the general area. engagement of all partners. this is creating a very poor impression of the It was very evident in a Prime Time programme While the policy of placing the city and city and may help to explain why repeat visit earlier in the year that Garda actions were country’s problems within the commercial/ levels are lower in Dublin than competitor cities. being effective. In the Prime Time programme a tourist core of the city remains it seems Our ambassadors are being asked questions number of drug users noted that they wouldn’t improbable that perceptions of the city will about the incessant begging by tourists, most bring drugs into the district as they believed improve. particularly by passengers on cruise ships. Gardai would detect them and confiscate them. BID members commented to us that they had Anti-Social Behaviour Orders (ASBO’s) Solutions noted a marked improvement in the situation. We welcome the securing of 5 ASBO’s by Store We accept that resolving these issues is not However, this has fundamentally changed. We Street Gardai. Based on experience in the UK, entirely in the control of the Gardai, while the are now detecting four times as many needles we would advocate the securing of additional Gardai do have an important role to play. We in the area suggesting a significant increase in ASBO’s, thereby excluding persons whose believe that the drug issue in the city must drug activity. We have photographic evidence behaviour within the city negatively impacts on be treated primarily as a health issue and that of drug users congregating in the area and drug the ability of others to fully enjoy the city. It is is why with DCC, HSE, Gardai and drug and dealers supplying drugs to residents and non- an unfortunate fact that those who have created homeless service providers we produced a report residents of Cedar House. Business observations the widely held negative impression of Dublin “Better City For All” in 2012. An implementation of drug related activity is now wide spread again. constitute a tiny minority of those in the city. group was established in September 2012 to roll An organisation dealing with recovering drug We estimate that approximately 100-200 people out the report’s 60 recommendations. A copy of addicts also advised that their clients are being are involved in behaviours that create difficulties the report is available from the BID website. targeted by drug dealers. This was not previously for others. This is within the context of a city Successful city transformations such as the case. that has an average daily footfall of 328,000. New York and Liverpool followed many of Our members are despondent and are noting Thus 0.03-0.06% of those in the city are causing the principles outlined in the Better City For that the situation is as bad as it ever was. The distress to the remaining 99.95%. The question All recommendations. We believe that if fully National Theatre has experienced a significant has to be asked is it acceptable that such a small implemented this report could have a significant rise in anti-social behaviour around its premises. number of people have such a disproportionate impact on perceptions of the city. There is interest in significant development on impact. A key finding of the better city for all process Marlborough Street which with the additional It should be noted that it is easier to secure

73 e Appendix E: Perceptions of fear in Dublin city centre

ASBO’s in the UK. Cities such as Liverpool note concerned to point them in the direction of that ASBO’s are a key tool in their armoury in supports that are available. Again, this approach dealing with unacceptable behaviour. This would has been shown to work in the UK & USA. The include those who persistently drink to excess final point that I would make in this context, is and come to the attention of the police. We that on a visit to Tiglin Rehabilitation Centre we would recommend that ASBO’s be imposed by a met a man that we Garda Chief Superintendent without recourse to recognised. He had decided to seek help the Courts. in sorting out his life after being served with We would advocate ASBO’s for both drug ASBO warnings. He is now drug free. Stories related anti-social behaviour and aggressive/ like this are more common than one would persistent begging. think. A prison sentence is likely to have merely We accept that prima facia, people may intensified his drug addiction. feel that ASBO’s are draconian but in research conducted by Dr. Susan Fitzgerald from Diverted Giving University of York it was found that the serving BID has established a campaign in which of ASBO’s when matched with service provision members of the public are encouraged to actually benefited the majority of recipients. provide funding to registered charities rather This is in large part due to the fact that than to beggars on the street. The simple ASBO’s help break up larger congregations of message in this campaign is for the public to vulnerable people who can be used by members know where their money is going. Money given of the group for involvement in crime and on the streets may be going to professional prostitution. beggars – we estimate that the majority of It is also argued that in many cases there is street beggars in Dublin are professional, or it a need for punishment of persistent difficult will be used to buy drink or drugs. Would you behaviour but a prison sentence is not always purchase heroin from a criminal for the use of the best solution. ASBO’s merely exclude a drug addict, knowing those drugs are killing individuals for a period of time from specific and them? Then why give them the money to do so? defined areas of high footfall but they are free to We have designed posters, beer mats and get on with the rest of their lives. The ASBO is collection boxes for distribution to relevant only served after 3 formal Garda warnings within businesses. We are also working in conjunction a 6 month period so the person concerned can with the Gardai, Ana Liffey Drug Project, safely be assumed to be in fairly constant breach Coolmine, Tiglin through Business in the of acceptable behaviour. Based on the number Community in a scheme to provide employment of difficult people, 50- opportunities to people who have come out of 60 ASBO’s would dramatically impact on the rehabilitation programmes. public perception of the city. Based on these Businesses, particularly in the hospitality numbers it would be very feasible to provide industry in both the BID and Temple Bar will care workers to work with the individuals support this campaign. We will renew it within the coming weeks.

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