Tmi 091012


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Presentation by Bournemouth University School of Tourism on innovative projects relating to destination marketing

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Tmi 091012

  1. 1. The Learning Destination: Developing productiverelationships between higher education anddestination managementDr Phil Long, Dr Philip Alford, Dr Debbie Sadd, and Lisa AshurstSchool of Tourism, Bournemouth UniversityAnthony Climpson, New Forest TourismGraham Richardson, Poole TourismMark Smith, Bournemouth
  2. 2. Relationships between universities and destination management: observations and opportunities• Need for critical reflection on professional practice (in both universities and destination management!)• Some academic research is of direct relevance to professional practice and development• Some academic research is (or perhaps should be) of interest to practitioners• Academics are increasingly required to ‘engage’ with our sectors• Funding opportunities exist………… 2
  3. 3. School of Tourism Events, Hospitality, Leisure, Retail, Sport & Tourism Bournemouth University Approx. 18000 students, 1600international students from 130countries Six Schools England’s Best New University –2009; 2010 (The Guardian LeagueTables) Significant Period of Investment inBuildings and People Ambitious Research & EnterpriseAgenda for 2012 and Beyond 3
  4. 4. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismSchool of Tourism Budget 2012-13: c£16m (R & E income c£1.2m) Over 100 Staff (77 Academics, high % Professorial) 1500 Undergraduate Students; 200 Postgraduate Students 45 PhD Students Strong international profile – students, staff and 4
  5. 5. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismIndicators of quality• Rated “excellent” by the QAA• Research of national and international excellence (RAE / REF)• Strong graduate employment rates• High application rates• UNWTO accreditation• TMI recognition of BA (Hons) Tourism Management and MSc Destination Marketing and 5
  6. 6. School of Tourism Events, Hospitality, Leisure, Retail, Sport & Tourism Research 6
  7. 7. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismTourism Research Expertise includes:Tourism Development and PlanningEconomic and Econometric Impact ModellingTourism Sector Management, Marketing and e-TourismDestination Management and MarketingSustainable Development and TourismEmployment, Human Resources, and Education in tourismHealth, well-being and social 7
  8. 8. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismTourism Research Projects include:Accessibility and TourismWildlife and Eco Tourism‘Slow Travel’ and ‘well-being’Tourism, Climate Change, Crises and Disaster ManagementGenerational Change and Patterns of Consumer BehaviourManaging World Heritage SitesReal Ale 8
  9. 9. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismRecent Staff 9
  10. 10. School of Tourism Events, Hospitality, Leisure, Retail, Sport & TourismJournals Edited in the School 10
  11. 11. School of Tourism, Bournemouth University: Partners and networks • Tourism Management Institute • England Tourism Research and Intelligence Partnership • International Festivals and Events Association • WTO / UNESCO / UNEP • ATLAS (Association for Tourism and Leisure Education) • European Union of Tourism Officers • …… 11
  12. 12. Funding relationships between destination management and higher education: The Bournemouth case Acronyms explained: •NTBA •HEIF funded DDP (inc. DIF,DIG, FAME) •ESRC / AHRC • 12
  13. 13. The Impetus • Regional Growth Fund application to fund the development of the UK’s first National Tourism Business Academy (NTBA) • Driven by private business • Guided by academics • Supported by destination management 13
  14. 14. The NTBA conceptAimed to:• Offer ‘blended learning’ to support tourism businesses• Pioneer the formation of a whole destination as a shared learning resource• Improve business performance for Bournemouth, Poole and the New Forest tourism sector• Be fully operational as a national tourism business resource from 14
  15. 15. Disappointment! • Regional Growth Fund bid rejected ….. • BUT …. • Funding secured from Higher Education Innovation Fund (HEIF) for The Destination Development Programme (DDP) 15
  16. 16. The Destination Development Programme: Working Towards a National Tourism Business Academy• By 2015 Bournemouth University will be the pre-eminent institution for the study of tourist destinations in the UK and overseas and the home of a “state of the art” knowledge exchange to facilitate research, study, employer engagement, professional development and networking for all destination 16
  17. 17. Destination Development Programme • Research Frameworks • Destination Intelligence Framework (DIF) • Framework for the Assessment of Major Events (FAME) • Destination Innovations Group (DIG) • Profile and Reputation • Integrated Bidding • New Venture 17
  18. 18. Destination Development Programme: Objectives • To develop an exemplary model of destination-wide interaction and engagement among private and public sector tourism organisations, academic institutions (staff and students), destination management organisations and related external networks to foster and enhance the growth prospects of tourist destinations in their entirety and become the custodian of a knowledge repository of best practice in destination marketing and management. • To offer a programme of blended learning to support professional development across tourist destinations to include lectures, workshops, seminars, webinars, peer-to-peer networks 18
  19. 19. Destination Development Programme: Objectives • To develop, and then market, robust and innovative research frameworks to underpin decision making in destinations and inform the development and testing of new products, events and markets. • To enhance BU’s profile and reputation as the pre-eminent institution for the study of tourism in the UK and provide an environment in which student recruitment (undergraduate, postgraduate, professional and PhD), internships and placements, consultancy, volunteering, graduate employment and academic research can flourish and raise the external profile of the destination and all destination 19
  20. 20. Destination Development Programme: Objectives • To create a proactive culture of integrated bidding among destination stakeholders for external funding (e.g. EU, ESRC, AHRC) and growth opportunities. • To collaborate with BU’s Centre for Entrepreneurship and Business Engagement to facilitate new destination-related venture 20
  21. 21. Destination Development Programme: Elements • Physical and Virtual Destination Knowledge Exchange • Professional networking and mentoring • External lectures and events • Self-help facility and professional development • Information repository • Student hub for internships, placements, consultancy, volunteering and graduate employment • Blended Learning • MSc Destination Marketing & Management • eMarketing Strategies, Destination Marketing & Management, Managing the Visitor Experience • ‘Bite-size’ learning • Collaboration with VisitEngland, TMI and Tourism 21
  22. 22. Destination Development Programme Elements: Destination Intelligence Framework (DIF) • Development of research frameworks / models in collaboration with the University Market Research Group • Collection and analysis of robust data to support operational and strategic 22
  23. 23. Destination Development Programme Elements: Framework for the Assessment of Major Events (FAME) • Framework for assessing the viability of major events for Bournemouth to build on the expertise of the Air Festival • Potentially transferable • Framework developed and informed with key stakeholders and independent expert facilitation • Need to ‘tie in’ with wider destination development 23
  24. 24. Destination Development Programme Elements: Destination Innovation Group (DIG) • “To identify and harness the most dynamic “Emerging Talent” from the 18,000 strong tourism workforce in Bournemouth, Poole and the New Forest” 24
  25. 25. Destination Innovation Group (DIG): Objectives To realise opportunities for: • product and service innovation • greater market differentiation • a sharper competitive edge • increased market share and: • to inform a research and development programme that will draw on national and international examples to underpin 25
  26. 26. HEIF as catalyst for successful bidding• ESRC Knowledge Exchange – Digital Destinations: Exchanging Digital Technology Knowledge in Local Tourism Economies• Crown Estates/Coastal Communities – National Coastal Tourism 26
  27. 27. Some points arising from yesterday• The destination brand = the sum of all the stories• The DMO as the enabler in a destination• Passionate communities• Lifestage is key to influence buyer behaviour• Big data – how to mine it?• What to do next “Put 50% into CRM”• Where in the funnel can you influence? 27
  28. 28. Digital Destinations• Recruit 60 ‘visitor economy’ businesses – diverse membership in terms of size, sector, skills and knowledge - divided into six clusters• Aim: to discuss, develop, test and share best practice in online marketing focused on the development of an effective and measurable online marketing strategy• Empower businesses in the destination• Overall focus on co-production and co-delivery of knowledge• End product - more effective individual business online marketing = greater online presence for the destination as a 28
  29. 29. Greater than the sum of the 29
  30. 30. What do the businesses get?• An online marketing strategy developed, tested and critiqued over a 12-month period• Expert input via face to face seminars, online webinars and access to materials via the project website• A final year student is placed with the organisation and works alongside them on their online marketing strategy• An opportunity to benchmark against peer group• Insights into leading edge measurement and tracking of online marketing to get that all-elusive ROI data!• Peer 30
  31. 31. PollQuestion: How do you measure your ROI from social media?a) New traffic to your website?b) New sales leads generated?c) The number of Likes / Fans / Views?d) Increase in brand sentiment?e) Collection of profiling data? 31
  32. 32. ResultsQuestion: How do you measure your ROI from social media? 32
  33. 33. Why Digital VisitorDigital Visitor specialise in the Travel,Tourism and Leisure sector both for:Social media technology•Application for easy integration intowebsites providing review and socialmedia capabilitySocial media marketing•Relevant experience for social mediacampaigns and channel managementin the industry 33
  34. 34. Reviews increasing conversions•Potential customers expectto see reviews•60% of consumers saythey’re more likely to makea purchase from a websitewith ratings and reviewsJupiter Research and iPerceptions•Why let customers leaveyour website to find these 34
  35. 35. Driving organic trafficSearch engines lovereviewsRegularly added usergenerated reviews,including images andvideos, will help to driveorganic traffic 35
  36. 36. Increasing traffic from social media channelsSharing content with socialmedia channels•Company’s profile – Sharingcontent to your own profileswill drive traffic•Customers – Use yourcustomers to tell other likeminded individuals bysharing to their own profiles 36
  37. 37. Gathering contentHow can you gather contentfor your own website•Ask customers to addreviews•Make it easy for them•Show reviews and mediacontent against relevant products and services 37
  38. 38. Measurement is key ‘Not everything that can be counted counts, and not everything that counts can be counted” 38
  39. 39. Customer engagement 39
  40. 40. Crown Estates/Coastal Communities: National Coastal Tourism Academy (NCTA) • “The NCTA is a ground-breaking knowledge transfer initiative, designed to accelerate tourism growth in destinations and businesses across Britain.” • “Its aim is to coordinate an entire coastal tourism destination as a centre of excellence that will provide a unique combination of practical and academic support.” 40
  41. 41. SShared visionPrimary purposes of the NCTA• To increase economic performance of tourism in Bournemouth, then more widely• To establish the NCTA as a viable centre of excellence 41
  42. 42. NCTA Programme Elements• Coastal Activity Park and programme•• Developing resort wide ‘world class’ visitor experience programmes• Coastal tourism product research and development programme• Informed by and informing national and international research and best 42
  43. 43. NCTA: How is it funded?• Two years funded support from the Coastal Communities Fund, administered by DCLG, with support from Bournemouth University and commitments from Bournemouth Tourism Management Board and Borough Council• Key aims of securing long-term sustainability and longitudinal, funded research programmes and• securing national and international profile and 43
  44. 44. A destination manager’s perspective: Tony Climpson• Benefits of delivering student lectures• Value of student placements/secondments• Students are the future – we’re the present (often the past )• Learning never stops• It’s a two way 44
  45. 45. Relationships between universities and destination management: Issues and challenges• What are your experiences and observations on working relationships between destination managers, the wider tourism sector and higher education? 45
  46. 46. Questions and Contacts: Lisa Ashurst School of Tourism, Bournemouth University