1. Open for city breaks
CO P E N H A G E N
C I T Y B R E A K
S T R A T E G Y 2 0 1 2 - 2 0 1 4
R E V I S E D E D I T I O N D E C E M B E R 2 0 1 2
2. 1 Introduction..................................................................... 2
2 Summary......................................................................... 3
3 Vision & Mission & Goal................................................. 4
4 About city break tourism in Copenhagen...................... 5
5 Objectives........................................................................ 9
5.1 Measuring................................................................. 10
6 Marketing strategy.......................................................... 11
6.1 Awareness of Copenhagen....................................... 12
6.2 Travel pattern & tendencies..................................... 14
6.3 Destination & product marketing............................ 16
6.4 Markets..................................................................... 17
6.5 Target groups............................................................ 18
6.6 Themes...................................................................... 19
6.7 Timing....................................................................... 20
6.8 Marketing strategy conclusion................................. 21
7 Branding.......................................................................... 22
8 Business model.............................................................. 23
9 Appendix.......................................................................... 24
I ntrod u ction
Copenhagen city break strategy 2012-
2014 is based on a vision and mission
and quantitative and qualitative objec-
tives.
The purpose of the strategy is to gather
Copenhagen tourism partners around
a common strategy and in a network.
In addition the strategy is an operational
tool for the content and execution of
marketing campaigns.
City Break
Strategy
2012-2014
VisitDenmark / Wonderful Copenhagen
Photographers: www.copenhagenmediacenter.com,
Nicolai Perjesi, Christian Alsing, Ty Strange, Morten Jerichau,
Kasper Thye, Tuala Hjarnø, Klaus Bentzen, Claus Starup,
Tivoli Hotel, Skt. Petri Hotel
Graphic design: Bonis
First edition: September 2011. Second edition: December 2012
/ 2
1. C o n t e n t & I n t r od u ctio n
3. 2 . S U M M A R Y
/ 3
Summary
This city break strategy will focus on five key areas:
1)
GAIN
INTERNATIONAL
MARKET SHARES
– Exceed the interna-
tional growth forecast
of 3.4% and gain
international market
shares.
2)
380,000
EXTRA BED
NIGHTS AND
DKK 400 MIO.
EXTRA IN
TURNOVER
– Generate an ave-
rage annual growth of
6% in leisure turnover
and bed nights by 2014.
This equals 380,000
extra bed nights and
DKK 400 mio. extra in
turnover.
3)
EFFICIENT
MARKETING
CAMPAIGNS
– Generate efficient city
break marketing cam-
paigns by using quan-
titative and qualitative
measuring methods.
4)
DIFFERENTIATED
MARKETING
STRATEGY
– Implement a differen-
tiated marketing stra-
tegy with focus on tar-
get groups, themes and
timing on prioritized
mature, growth and
overseas markets.
5)
COPENHAGEN
CITY BREAK
NETWORK
– Through the City
Break Network,
increase the focus on
city break tourism
in Copenhagen.
4. V ision
Copenhagen shall
be the leading city
break destina-
tion in Northern
Europe
M ission
Generate
efficient and cost
effective city
break marketing
campaigns
G oal
Increase city
break turnover
with DKK 400
million by 2014
3 . V i s i o n & m i ss i o n & g o a l
/ 4
City Break
Strategy
2012-2014
5. City break tourism is a steady business
From 2006 to 2010, Copenhagen has lost international market
shares compared to European competitor cities. In this five year
period Copenhagen had a 1.5% growth which is significantly be-
low the average European growth of 2.8%. Copenhagen tourism
in general has thus lost international market shares.
However, international city break tourism is contributing signifi-
cantly to tourism in Copenhagen. In 2010, it is estimated that Co-
penhagen city break tourism represented 49% (Statistics Denmark)
of all international bed nights in Copenhagen. City break tourism
was not affected by the 2009 credit crunch and city break tourism
was major driver for growth from 2009-10 (Appendix 1 & 2).
International forecast of 3.4% growth
The international growth forecast for city break tourism from
2010-2015 is 3.4% (Appendix 3). In order not to lose further mar-
ket shares, Copenhagen must strive to at least reach the fore-
casted growth rate.
4 . A bo u t cit y b r e a k to u r ism i n C o p e n hag e N
VisitDenmark / Wonderful Copenhagen / 5
City break
tourism
Annual average growth 2006 - 2010
Source: European Cities Marketing, Benchmarking Report 2011
(All bed nights)
12%
10%
8%
6%
4%
2%
0%
-2%
-4%
-6%
-85
Berlin
StockholmM
unich
Ham
burgZurichTallinnVienna
Barcelona
OsloLisboa
Am
sterdam
Copenhagen
BrusselsPrague
Helsinki
Budapest
Göteborg
Average: 2,8%
1,5%
6. City break
tourism
2 billion in turnover in 2010
The Copenhagen city break segment sees the largest growth
within tourism segments in Denmark.
In 2010, it is estimated that city break tourism contributed to 2
billion DKK in turnover. However, 2010 was an exceptional year
for city break tourism and turnover increased with 29% in that
one year. The average growth in turnover from 2006-10 was 7%
which again is high due to the exceptional increase in 2010.
In 2008 City Breakers had an average stay of 3 nights and the
average spending per bed night was DKK 1.100. New figures
show an increase in the average stay to 3,7 bed nights, and an
increase in average spending to DKK 1,588 in 2011.
In this revised strategy figures on bed nights and turnover for
2011 are included. The figures show an 8% increase in bed
nights and 50% increase in turnover from 2010-2011, confirming
the expected growth. (Source: Turistundersøgelsen 2008 & 2011, VisitDenmark )
Focus in city break tourism 2012-2014
Focus will be on generating growth in international bed nights
in order to sustain Copenhagen’s position as a leading city
break destination in Northern Europe.
Development
in turnover
(billion DKK)
Development
in bed nights
(‘000)
2006 1.52 1.409
1.49 1.3822007
1.57 1.4542009
1.55 1.4372008
2.03 1.8782010
3.05 2.0082011
Appendix 1& 2
Growth in turnover from 2009-2010 was 29%
and growth in bed nights from 2009-2010 was
33%. This was exceptional high and the annual
average growth of 7% therefore reflects this.
Annual aver-
age growth in
turnover
Annual aver-
age growth in
bed nights
7%
50%*
7%
8%
2006-2010
2010-2011
Development in city break turnover
and bed nights from 2006-11.
/ 6
* The increase in turnover is due to the
significantly higher spending per bed night
7. G r af i n ds æ tt e s
VisitDenmark / Wonderful Copenhagen / 7
NEW HOTELS CAPACITY
Bella Sky Comwell (2011) 812
Scandic Sydhavnen - expansion (2011) 110
Park Inn Copenhagen Airport - expansion
(2011) 102
Generator Hostels (2011) 175
Kokkedal Slot (2011) 74
Number of new rooms 1,273
POSSIBLE HOTELS
Cabinn, Metro - expansion 200
Radisson Blu Scandinavia - expansion 450
Arp-Hansen, Borgergade 350
Hotel Batteriet, Islands Brygge 300
Mønten Suites and Apartments 80
Hotel project - Marmormolen -
Hotel Scanport, Kastrup -
CitzenM -
Number of new rooms 1,380
City break
tourism
Capacity is growing
Hotel capacity in Copenhagen is growing significantly and
there has been an increase of capacity of 30% from 2009-
2010. This is a great challenge to Copenhagen but at the
same time, it results in a better and less expensive hotel
product. In addition, new figures show that growth in hotel
capacity has stabilized and grown with 7,3% from 2010-
2011.
Source: HORESTA
Sold rooms Numbers of rooms
200
180
160
140
120
100
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2012
2011
Estimate
2012:
16,900
rooms
Hotel rooms in Copenhagen (1995 = Index 100)
Sold rooms and room numbers
8. Brussels (2)
Brimingham (1)
Manchester (1)
Bremen(2)
Dublin (1)
London (4)
Hamburg (1)
Gothenburg (1)
Oslo (2) Stockholm(3)
Helsinki(2)
Berlin (3)
Düsseldorf(2)
Frankfurt(2)
Stuttgart (1)
Munich (2)
Marseille(2)
Venice(1)
Barcelona(3)
Madrid(2)
Nice(2)
Milan(2)
Bologna(1)
Rome(2)
Paris (4)
Mix of low-cost
and regular airlines
Regular
airlines
Amsterdam (2)
Accessibility is vital
International flight connections and accessibility via train, boat and
bridge is vital in order to attract international tourists. City break
marketing is focusing on the areas and cities from which there is a
direct flight, boat or bridge connection.
E u r o pe
City break
tourism
Toronto (Air Canada)
Saint Petersburg (SAS)
Moscow (Aeroflot, SAS)
New York (SAS)
Chicago (SAS)
San Francisco(SAS) Washington DC (SAS)
Tokyo
(SAS)
Beijing (SAS)
Shanghai (SAS)
W o r l d
VisitDenmark / Wonderful Copenhagen
Direct flight routes from prioritized markets
/ 8
9. Objectives
MACRO objectives – gain market shares and con-
tribute to 380,000 extra bed nights from 2012-2014:
1. To exceed the international growth forecast for city break tourism of 3.4% growth
2. To contribute to a 6% growth in average annual turnover (DKK 400 mio) by 2014
within city break tourism in Copenhagen
3. To contribute to a 6% growth in average annual international leisure bed
nights (380,000) by 2014*
MICRO objectives – efficient campaigns and cost per
conversion of DKK 45:
1. Marketing campaigns with an average CPC (cost per click or contact price)
of DKK 4.5 in 2012
2. Marketing campaigns with an average estimated price per convertion of
DKK 45 (DKK 270 per travel group**)
3. Establish a City Break Network for Copenhagen in 2012 with 25 members by 2014
4. Conduct a satisfaction survey on network activities with an average
satisfaction level of 4 on a scale from 1-5
* 380.000 bednights equals 280.000 roomnigths. Calculation method of conversion is
1,5 bednigths to 1 roomnight.
**Estimated number of influenced decisions on travelling to Copenhagen.
Each decision consists .of a travel group of 2 persons with 3,7 room nights which
equivalens 7,4 bed nights in total and two times transportation.
5 . O B J E C T I V E S
VisitDenmark / Wonderful Copenhagen / 9
The cost per click (CPC) objective
measures the cost of getting people
to see, hear, read or participate in the
marketing. With a focus on contacts
instead of impressions, we focus on
quality instead of quantity and on those
actually clicking on the advert. This
focus secures that the media mix will
be adjusted continuously throughout
a campaign period. Accordingly, the
marketing objective will be adjusted
annually in the marketing plans.
10. Objectives
Measuring: All campaigns are measured in:
Impressions - About attracting attention
Awareness - About creating interest
Preference - About creating desire
Conversion - About generating call to action
(estimated)
With a marketing objective focusing on cost
per click (CPC), the awareness is thus the
main management tool in marketing
campaigns. (Appendix 4)
Number of
impressions
(defined by the media)
– CPM (Cost per
thousand impressions)
Number of people that have
seen, heard, read or partici-
pated in the marketing
– CPC (cost per click)
Number of people that have got a
desire to travel to Copenhagen in the
near future
Estimated number of influenced decisions
on travelling to Copenhagen
5 .1 M eas u ring
Impressions
Budget
Awareness
Preference
Conversion
VisitDenmark / Wonderful Copenhagen/ 10
11. Marketing
strategy
VisitDenmark / Wonderful Copenhagen / 11
Marketing is the City Break Network’s key
driver in contributing to growth in Copen-
hagen city break tourism. Firstly, the mar-
keting strategy will highlight how aware-
ness and the travel pattern and tendencies
influence the marketing execution.
Secondly, the marketing strategy will
define the emphasis of destination and
product marketing. And finally, the
markets, target groups, themes and timing
are elaborated.
Market prioritization
The markets are divided into three market
clusters – mature, growth and overseas
markets - as they have similarities in
awareness, travel pattern and travel
motive.
6 . M arketing strategy
A Markets
Mature
markets
Sweden
Norway
Germany
UK
Russia
30% 60%
25% 55%
Growth
markets
B Markets
C Markets
Marketing
investment
Expected
contribution
to growth
France, Italy,
Holland
Finland
Overseas
markets
US
10%
20%
China,
Japan,
Brazil
12. Marketing
strategy
6 .1 A w a r e n e ss of C o p e n hag e n
The ‘Awareness of Copenhagen on Mature and
Growth Markets’ study shows the awareness
and knowledge of Copenhagen in five European
countries. This is among specific target groups
similar to the target groups which we aim at in
our campaigns.
I know a lot
I know something
I don't know anything
Mature markets
The mature markets, are where the awareness of Copenhagen is
highest. People living geographically close to Copenhagen in Nor-
way and Sweden have a very high degree of awareness and acces-
sibility.
Growth markets
The growth markets generally have a lower awareness and know-
ledge of Copenhagen compared to the mature markets.
Overseas markets
The overseas markets, generally have no or limited awareness of
Copenhagen. The further away from Copenhagen, the less people
will know. People on overseas markets will often associate Copen-
hagen/Denmark with Scandinavia.
Awareness of Copenhagen
on Mature and Growth Markets
Source: Brandmåling Rapport 2012, VisitDenmark 2012/ 12
NORWAY
SWEDEN
Germany
UK
NL
74%
76%
33%
26%
6%
33%
34%
36%
15%
16%
31%
40%
59%
11%
8%
13. Marketing
strategy
VisitDenmark / Wonderful Copenhagen / 13
Awareness from coverage in the international press
Below are main key words that the international press has been writing
about Copenhagen (Appendix 5 & 6). The main tendencies are:
· Mature markets:
Shopping, events and hotels are the dominant key words
· Growth markets:
Green, gastronomy and design are the dominant key words
Press releases and press handling are significant factors
in getting international press.
Awareness, accessibility and potential
There is a connection between awareness, accessibility and the mar-
ket potential which makes it possible to divide the markets into three
groups: mature markets, growth markets and overseas markets:
Awareness High
High
Medium
Accessibility
Potential
Mature
markets
Growth
markets
Overseas
markets
Low
Medium
High
Low
Low
High
14. The purpose of travelling used to be to relax, the traveller was observer and
there was focus on the destination. Today the purpose of travelling has de-
veloped to satisfying specific needs, the traveller is a participant and a sub-
ject and focus is on the personal needs. In other words the tendency is that
personal needs come before the destination. This means that the destination
cannot stand alone in marketing campaigns but the message has to include
values satisfying personal needs of the traveller. However, on the markets fur-
ther away from Copenhagen, the destination is still the main reason for travel.
Inspiration
When choosing destination it is often based on previous experiences, recom-
mendations and information on the internet.
Marketing
strategy
Overseas MARKETS
- Use of travel agents and
specialized tour operators
- Travel to Copenhagen
as part of a round trip
- Some online bookings
mainly from the US
GROWTH MARKETS
- Some use of travel agents
- Book individually
- Online operators
Mature markets
- Directly with carrier
- Online operators
- Almost no use of travel agents
- Book individually
Booking tendencies6 . 2 T r av e l p att e r n & t e n d e n C i e s
Traditionally
Future
tendency
* Source VisitDenmark, Lighthouse Cph A/S 2011
Change in behavioural pattern when choosing travel experience
Relaxing
Specific needs
Purpose
Observing
Participating
Role
Destination
Needs
Focus
/ 14
15. Marketing
strategy
Mature markets
- Atmosphere - Attractions - To relax
- Eating & drinking - Shopping
GROWTH MARKETS
- Design & architecture - Atmosphere
- History - Eating & drinking - Shopping
Overseas MARKETS
- History - Design & architecture
- Atmosphere - Shopping - Eating & drinking
(Appendix7)(Appendix8)(Appendix9)
VisitDenmark / Wonderful Copenhagen / 15
Main reasons to go
The travellers are actively exploring the city and the atmosphere is
crucial as main reason to travel to Copenhagen. As an average for all
markets, the main reasons for travelling to Copenhagen respectively
are atmosphere, design & architecture, history, shopping and eating &
drinking. However, there are differences in reasons to go depending on
market.
16. 6 . 3 D est i nat i o n &
pr o duct market i ng
Attention
Interest
Desire
Action
Marketing
strategy
Interaction and synergy between destination and
product marketing generate foundation for efficient
marketing campaigns.
Destination marketing to create attention in the
market and to maintain interest
Product marketing to create a desire for the
product and to generate action and a purchase
In order to generate growth in overseas and growth
markets, it is necessary to increase attention in
the market and to focus primarily on destination
marketing activities. In the mature markets where
attention and awareness is very high, growth can
be generated by product marketing activities. The
closer the market is to Copenhagen, the greater fo-
cus will be on product and experiences.
Destination marketing
Product marketing
Efficient marketing
campaigns
VisitDenmark / Wonderful Copenhagen/ 16
17. Marketing
strategy
Prioritized markets
6 . 4 M arkets
Market selection criteria in the markets
*44% of US bed nights are estima-
ted to be cruise related bed nights. In 2010
US city break bed nights were thus 77.000.
**VisitDenmark and Wonderful Copenhagen ensure Copenhagen's
presence on the market by participating in a number of B2B activities.
These activities can be purchased should your company wish its own presence.
– Growth in foreign travel
– Macroeconomic
and political situation
– Awareness and
market share
– Accessibility to
Copenhagen
(Appendix
7.8,9)
Mature markets
maintain market pressure on
volume markets/cash cows
- Annual average growth from
2006-10 was 6%
A Markets
- More than 150,000 bed nights
- Annual average growth from
2006-10 was 6%
- Marketing: Dedicated market
campaign and part of cross
national projects
B Markets
- 50-100,000 bed nights
- Annual average growth from
2006-10 was 10%
- Marketing:
Part of cross national projects
C Markets
- Less than 50,000 bed nights
- Annual average growth from
2006-10 was 13%
- Marketing: Primarily basic
activities & B2B activities
Growth markets
increase market pressure
and gain market shares
- Annual average growth
from 2006-10 was 9%
Overseas markets maintain
market pressure in lower volume
markets with growth potential
- Annual average growth from
2006-10 was 11%
Sweden
Norway
Germany
UK
France
Italy
Holland
Finland
Russia
US* China
Japan
Brazil**
VisitDenmark / Wonderful Copenhagen / 17
18. Marketing
strategy
Mature Markets
- B2C:
Southern Sweden: Families
Stockholm & Oslo: Women 35-
55 with interest in local lifestyle,
events, eat & drink, shopping and
attractions.
They know Copenhagen well and
appreciate the easy access and
proximity. Their motives for travel-
ling to Copenhagen is; to enjoy the
atmosphere, the hotels and res-
taurants, the various events, exhi-
bitions, attractions and museums
like Tivoli and Louisiana. Copen-
hagen attracts many families from
Norway and Sweden to visit Tivoli
and other amusement parks.
Growth Markets
– B2C:
Women 35-55 and high spenders
with interest in local lifestyle, ar-
chitecture & design, cutural events,
gastronomy and shopping.
Russia: Primarily B2C target
group.
They have a very limited knowledge
of Copenhagen. They are looking
for new and unique experiences,
opportunities to reconnect with
spouse or friends, time to spend
on the hobbies and interests; Art,
Music, Food and Wine, Sports, Ar-
chitecture and Design. They also
have an interest in classical sights
and attractions like castles and
museums. The choice of destina-
tion is secondary and random.
Overseas Markets
– B2C & B2B:
US: B2B, high spenders, LGBT &
empty nesters 50+
Japan: B2B, young women travelling
in groups, empty nesters 50+
China: B2B, high spending empty nest-
ers 50+
Brazil: B2B.
They have no or very limited knowl-
edge of Copenhagen. They mainly
come to Copenhagen as part of a
round trip in Scandinavia or Europe,
or as part of a cruise. The destination
itself is a major factor when choos-
ing the travel experience. They take
interest in the history and culture
of the destination and it's classical
sights and attractions like the cas-
tles of North Zeeland and The Little
Mermaid.
Sub segments
in all markets:
B2B, tour operators, agents, press,
media and the gay and lesbian
community.
6 . 5 T a r g e t g r o u p s
VisitDenmark / Wonderful Copenhagen/ 18
19. Marketing
strategy
Openminded, Shopping, Nyhavn,
Attractions, Festivals, Exhibitions,
WonderCOOL .
Openminded, green, gastronomy,
shopping, bicycles, accommodation,
events.
Openminded, sights, museums,
historical buildings, green, royal,
shopping.
6 . 6 T H E M E S
VisitDenmark / Wonderful Copenhagen / 19
Marketing in all markets needs to be based
on a theme in order to satisfy the travellers’
needs. The themes are differentiated depend-
ing on markets and interest. In mature mar-
kets the themes will be used very specific with
concrete examples. Whereas the themes in
overseas markets primarily will be used as
inspiration. The below themes are not a com-
plete list but an indication. There are 3 major
themes in each market cluster. Below the
themes are mentioned relevant focus areas
within each market cluster.
SPECIFIC MESSAGE INSPIRATIONAL MESSAGE
Mature markets
Atmosphere
Eat & drink Events
GROWTH markets
Green Lifestyle
Architecture
& design
Culture
Events
Overseas markets
Architecture
& design
US+BR:
Gastronomy
JP+CN:
Shopping
History
& culture
20. Marketing
strategy
6 . 7 T imi n g
There are three main periods of the year for the marketing
campaigns. The first period is Q1 with the WonderCOOL festi-
val as main driver. Secondly, is the summer period from May to
August and finally the Christmas period.
WINTER SPRING
AUTUMN SUMMER
Calendar of annual recurrent
events in Copenhagen:
FEBRUARY: Wondercool Festival
(food, art, music, design, architecture, fashion)
APRIL: CPH:PIX (film)
MAY/JUNE: Copenhagen Distortion (electronica)
JUNE/JULY: Roskilde Festival (music)
JULY: Copenhagen Jazz Festival (jazz music)
AUGUST: Copenhagen Pride
AUGUST: Copenhagen Cooking
AUGUST: Copenhagen Fashion Festival
AUGUST: Copenhagen Historic Grand Prix
SEPTEMBER: Kopenhagen Contemporary (Art)
SEPTEMBER: Copenhagen Design Week
OCTOBER: Wonderfall (event for families)
OCTOBER: Night of Culture
OCTOBER: Copenhagen Blues Festival
NOVEMBER: CPH:DOX (film)
DECEMBER: Christmas Markets &
Christmas atmosphere
WonderCOOL
February
Campaign period:
DEC-FEB
Christmas
NOV-DEC
Campaign period:
OCT-DEC
Summer festivals
MAY-AUG
Campaign period:
MAR-JUL
/ 20 VisitDenmark / Wonderful Copenhagen
21. Marketing
strategy
6 . 8 M arket i ng strategy c o nc l us i o n
VisitDenmark / Wonderful Copenhagen / 21
Destination
and product
marketing
TARGET
GROUPS
Themes Timing
Mature
Markets
Sweden, Norway
& Finland
Product marketing Women 35-55
Families
Atmosphere
Eat & Drink
Events
DEC-FEB
MAR-JUL
OCT-DEC
Growth
Markets
Germany, Holland,
France, Italy, UK &
Russia
Some product
marketing.
Primarily destina-
tion marketing.
Women 35-55
Russia: B2C
Green lifestyle
Architecture & Design
Culture events
DEC-FEB
MAR-JUL
OCT-DEC
Overseas
Markets
US, China,
Japan & Brazil
Destination
marketing
US: Gay & 50+
Japan: Young women,
50+ & B2B. China: 50+
BR: B2B
History & culture
Architecture & Design
Gastronomy (US+BR)
Shopping (JP+CH)
MAR-JUL
OCT-DEC
22. Branding
7. B r a n di n g
OPEN Copenhagen is the generic brand concept
that will be implemented in all campaigns. This
is in order to secure recognition and consistency
in the market. The OPEN Copenhagen brand will
always be the main message.
VisitDenmark / Wonderful Copenhagen/ 22
www.landingpage.com
Partner
Logo
Experience
the catwalk in
Copenhagen £29.99
Cepelia et omnim nossi re
corrunt vendundae consed
qui omni:
23. Business
Model
8 . B U S I NE S S M O D EL
VisitDenmark / Wonderful Copenhagen / 23* Example of marketing campaign: Wondercool, More Copenhagen, My Copenhagen etc.
Steering
Committee
City break tourism will be organised in a City Break
Network (CBN). There will be constituted a Steering
Committee consisting of CBN members. The Steering
Committee is a informal body influencing and advising
VisitDenmark and Wonderful Copenhagen in marke-
ting of Copenhagen as a city break destination. The
CBN members will participate in dedicated network
activities. In addition to the network activities, there
will be a number of marketing campaigns that only
members can buy in to.
VisitDenmark and Wonderful Copenhagen will be in-
vestors in CBN, together with investors as carriers,
hotels, incoming, attractions, retail and other tour-
ism and non tourism partners. In accordance with the
funding target and the estimated total budget, part-
ners will get a significant gearing of their investments.
City Break Network
Basis network activities for members
Steering Committee
Overhead & Press
Administration, evaluation
& international press/PR
Marketing
campaignA*
Marketing
campaignB*
Marketing
campaignC*
Marketing
campaignD*
Funding target
25% for each type of
partner
Total budget:
DKK 30 mio per year
from 2012-2014
Other
Hotels
WoCo/
VDK
Carriers
24. Appendix
9. A P P E N D I X
Development in city break turnover
in Copenhagen...............................................25
Development in hotel bed nights
in Copenhagen...............................................26
Beacons of growth.........................................27
Measuring.....................................................28
Awareness from coverage
in international press....................................29
International online articles,
june 2010-june 2011......................................30
Main reasons to travel, Mature markets.......31
Main reasons to travel, Growth markets.......32
Main reasons to travel, Overseas markets....33
McKinsey model:
city break tourism turnover..........................34
Demand for experiences...............................35
1
2
3
4
5
6
7
8
9
10
11
25. Growth
2010-11
percent
Appendix A P P E N D I X 1
Norway
Sweden
Great Britain
USA
Germany
Italy
Netherlands
Spain
France
Finland
Switzerland
Japan
Russia
Canada
China
Australia
Belgium
Iceland
Brasil
Austria
Greenland
Poland
Greece
Other countries
ALL
2008
mill.
DKK
249
207
165
147
99
63
60
42
35
33
27
29
22
15
15
12
11
26
7
6
7
10
10
248
1.545
2009
mill.
DKK
265
178
158
171
103
79
72
53
46
35
32
32
23
19
16
13
14
11
12
7
10
9
10
202
1.573
2010
mill.
DKK
328
249
202
197
140
98
94
70
60
47
41
39
32
23
20
18
17
17
16
14
13
13
12
264
2.027
35
22
14
26
43
44
42
62
59
38
74
20
60
92
25
63
65
-57
161
101
111
48
22
40
33
7
83
62
66
54
17
34
46
67
72
90
56
125
9
160
106
100
47
19
71
46
100
8
36
50
8
5
3
6
9
10
9
13
12
8
15
5
13
18
6
13
13
-19
27
19
21
10
5
9
7
Turnover hotel-leisure
tourists in Copenhagen*
pr market (mio. dkk.)
243
203
178
157
99
68
66
43
38
34
24
33
20
12
16
11
10
39
6
7
6
9
10
188
1.521
2006
mill.
DKK
234
200
178
148
93
64
66
47
34
34
27
31
19
12
15
11
10
41
6
5
6
9
9
190
1.490
2007
mill.
DKK
Annual
average
growth
2006-10
percent
Growth
2006-10
percent
Development in leisure turnover in Copenhagen and surroundings
(København By og omegn) 2006-2011
Source: Statistics Denmark and VisitDenmark *Copenhagen city and surroundings / 25
351
456
328
328
216
115
126
102
100
81
78
61
72
25
52
37
34
25
19
24
19
26
13
360
3.048
2011
mill.
DKK
26. Appendix
Growth
2010-11
percent
2010
('000)
2011
('000)
2009
('000)
2008
('000)
A P P E N D I X 2
Sweden
Norway
Great Britain
USA
Germany
Italy
Spain
Netherlands
France
Japan
Finland
Switzerland
Russia
China
Australia
Canada
Belgium
Austria
Iceland
Poland
Greenland
Greece
Brazil
Other countries
ALL
194
171
170
145
109
64
45
44
37
37
31
22
18
21
13
10
12
8
35
10
6
9
4
192
1.409
190
165
170
137
104
61
48
44
34
35
31
26
17
19
12
11
11
6
37
10
6
8
4
197
1.382
198
176
158
136
110
60
43
40
34
33
30
25
19
19
14
13
13
7
23
11
7
9
5
255
1.437
170
187
151
158
115
75
55
48
45
36
33
31
20
20
15
16
16
8
10
10
9
9
8
206
1.454
238
231
194
183
157
92
73
63
59
45
43
39
28
26
21
20
20
16
15
15
12
11
11
266
1.878
273
265
252
212
177
175
88
69
69
64
59
50
44
38
35
27
26
25
19
18
16
13
12
9
2.036
23
35
14
26
43
44
62
42
59
20
39
74
61
25
64
92
65
101
-57
48
111
22
161
39
33
15
15
-5
9
-3
12
-4
18
-5
1
37
28
-2
45
25
28
28
24
27
11
6
23
-1
-14
8
5
8
3
6
9
10
13
9
12
5
8
15
13
6
13
18
13
19
-19
10
20
5
27
2
7
Bed nights hotel-leisure
tourists in Copenhagen*
pr market ('000)
2006
('000)
2007
('000)
Annual
average
growth
2006-10
percent
Growth
2006-10
percent
Development in hotel bed nights in Copenhagen and surroundings
(København by og omegn) 2006-2011
Source: Statistics Denmark and VisitDenmark *Copenhagen city and surroundings/ 26
28. Total numbers
of exposures
(Defined by media)
Total number
that have seen/heard/
read/participated in a
marketing activity
Total numbers that
the marketing activity
have influenced posivitely
regarding a vacation to
Denmark in the near future
Total number of influenced
travel decisions
4 .1 M eas u ring
Cost per Exposure
Budget
Cost per Awareness
Cost per Preference
Cost per
influenced travel
decisions
Exposure
Budget
Awareness
Preference
Influenced travel
decisions
Appendix
A P P E N D I X 4
Marketing Effects
Total efficiency
city break 2010
Exposure
DKK 0.05 DKK 4.80 DKK 29 DKK 277 DKK 15,596,434
Awareness Preference Influenced travels decisions Budget
Marketing Efficiency
/ 28
29. Appendix
Source: Image Analysis,
June 2010-June 2011,
Wonderful Copenhagen,
Shopping
Gastronomy*
Green tourism**
Design
Events***
Architecture
Sightseeing****
Hotel
Culture
City Break
*= food, cooking, restaurant, eating, dining, chef ** = climate-friendly hotels
*** = sport events, WonderCOOL **** = CPH card, canal tours
5
4
3
2
1
0
Sweden Norway United
Kingdom
Germany Italy Spain France
A P P E N D I X 5
Awareness from coverage in the international press
/ 29
31. A P P E N D I X 7
Appendix
/ 31
Together with family or friends
See well-known and
famous attractions and sights
To relax
Visit attractive restaurants and cafes
Learn about the city and it's history
See new, modern and different places
and attractions
Shopping
In contact with the locals
Party and have fun
Experience the city's cultural offers
Visit historical museums
0 1 2 3 4 5
3,90
3,78
3,66
3,60
3,58
3,45
3,41
3,09
2,89
2,85
2,57
/ 31
M at u re markets
Below are a variety of statements about activities in Copenhagen.
For each statement, please indicate to what extent you agree that the
statements fit into your activities and experiences in Copenhagen.
Source: Copenhagen Welcome, Visitor Survey 2011 (Wonderful Copenhagen).
32. G r o wth markets
% CAGR 2010-15
See well-known and famous
attractions and sights
See new, modern and different
places and attractions
Learn about the city and its history
Visit attractive restaurants and cafes
Together with family or friends
To relax
In contact with the locals
Experience the city’s cultural offers
Visit historical museums
Party and have fun
Shopping
1 2 3 4 5
Appendix
Source: Copenhagen Welcome, Visitor Survey 2011 (Wonderful Copenhagen).
4,17
4,08
4,03
3,66
3,62
3,53
3,22
3,06
3,05
3,04
1,44
Below are a variety of statements about activities in Copenhagen.
For each statement, please indicate to what extent you agree
that the statements fit into your activities and experiences in Copenhagen.
A P P E N D I X 8
/ 32
33. A P P E N D I X 9
Appendix
/ 33
Learn about the city and its history
See well-known and famous
attractions and sights
See new, modern and different
places and attractions
Visit historical museums
Visit attractive restaurants and cafes
To relax
Shopping
In contact with the locals
Experience the city’s cultural offers
Party and have fun
Together with family or friends
0 1 2 3 4 5
4,29
4,22
4,05
3,92
3,82
3,75
3,65
3,57
3,49
3,07
3,03
/ 33
Overseas markets
Below are a variety of statements about activities in Copenhagen.
For each statement, please indicate to what extent you agree that
the statements fit into your activities and experiences in Copenhagen.
Source: Copenhagen Welcome, Visitor Survey 2011 (Wonderful Copenhagen).
34. Appendix
A P P E N D I X 1 0
3
9
6
2
8
5
1
7
4
3 build
selectively
Speciaize
around
strengths
Seek ways
to overcome
weaknesses
2 invest to
build
Challenge
for market
leadership
Build selective-
ly on strenghts
Reinforce vul-
neable areas
1 protect
position
Invest in
growth
Concentrate
efforts on
maintaining
strengths
6 limited
expansion
Grow with
limited risk.
Rationalize
operations
5 seletively/
managefor
earnings
Invest in most
attractive
segments
with low risk.
Protect existing
strenghts
4 build
selectively
Invest in
most
attractive
segments
9 divest
Minimize
fixed costs
Consider
efforts
8 manage-
for
earnings
Focus
only on
profitable
segments
7 protect
and
refocus
Protect
position
Focus on
profitable
segments
Source: Storbyferieomsætning i Danmark 2007
Low
Low
High
High
The size of the bubbles reflects the city break turnover of the particular market.
Marketattractiveness
Copenhagen's EUROPEAN MARKET SHARE
Sweden
Norway
Iceland
Germany
UK
USA
Holland
Poland
Switzeland
Spain
Canada
Brazil
Italy
Belgium
Finland
France
Russia
Austria
Japan
Czech Republic
Iceland
UAE
Ukraine
Other markets
Turkey
South Korea
India
Lithuania
McKinsey model
- city break tourism turnover in Copenhagen
VisitDenmark / Wonderful Copenhagen/ 34
35. Appendix
VisitDenmark / Wonderful Copenhagen / 35
A P P E N D I X 11
Demand for experiences
Copenhagen's Top 10 Attractions in 2010 (number of visitors)
TIVOLI GARDENS
DYREHAVSBAKKEN
COPENHAGEN ZOO
LOUSIANA MUSEUM
OF MODERN ART
Frederik VIII's palace
at AMALIENBORG
NATIONAL GALLERY OF DENMARK
RUNDETÅRn
NY CARLSBERG GLYPTOTEK
THE OPEN AIR MUSEUM IN LYNGBY
0,4 mio
0,5 mio
0,6 mio
1,1 mio
2,5 mio
0,4 mio
0,4 mio
0,3 mio
0 1 2 3
3,7 mio
Source: VisitDenmark 2010
