DesTination Dublin A Collective Strategy for Tourism Growth to 2020 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
63 5 Action Plan
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
67 5 Action Plan
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
81 Destination Dublin
A Collective StRategy for Tourism Growth to 2020
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
85 Destination Dublin
A Collective StRategy for Tourism Growth to 2020
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
89 Destination Dublin
A Collective StRategy for Tourism Growth to 2020
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
93 9 Membership Process
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
97 9 Membership Process
The Grow Dublin Taskforce
• 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.
99