Equinox Advisory Ltd. Tourism & Hospitality Services


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This is a presentation setting out the tourism and hospitality services provided by Equinox Advisory Ltd. This presentation is copyrighted by Equinox Advisory Ltd. and is intended for being used solely on www.equinoxasdvisory.com .

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Equinox Advisory Ltd. Tourism & Hospitality Services

  1. 1. TOURISM SERVICES Our Suite Of Integrated Tourism Services
  2. 2. INTRODUCTION The importance of the tourism industry as a major contributor to the economic and social health of nations and regions throughout the world has increased significantly over the past 2 decades. Travel and tourism are now commonly viewed not only as a major source of employment and foreign currency inflows, but also as a catalyst for urban and rural regeneration. Equinox Advisory provides services to those Destinations seeking to find a balance between their economic, social and environmental aspirations while increasing their market share, business leads, brand awareness and marketing exposure, and improving the quality and diversity of the tourism product offering.
  3. 3. INTRODUCTION We also offer services tailored to the business needs of private operators in the tourism industry. The full range of services we cater for provides a holistic one-stop shop for destination planning, marketing and management while reflecting the interaction between (and the focus on) visitors, the tourism industry that serves them, the community and local population that host them and the environment within which all takes place.
  4. 4. PUBLIC SECTOR Cultural And Heritage Tourism An Overview Of Our Tourism Services PRIVATE SECTOR Destination Planning & Positioning Cultural And Heritage Tourism Development Development Funds Digital & Social Media Digital & Social Media Energy Efficiency Infrastructure And Value Chain Marketing & Promotion Marketing & Promotion Meetings, Incentives, Conferences & Events (MICE) Meetings, Incentives, Conferences & Events (MICE) Mystery Shopping New Tourism Product Development New Tourism Product Development Strategic Tourism Planning Site Accessibility Studies Tourism Accessibility Strategic Planning Tourism Policy Training Tourism Training Tourism Training Needs Analyses Tourism Training Needs Analyses
  5. 5. MARKETING & PROMOTION Marketing Strategy • Providing Marketing Guidelines that capitalise on a destination’s assets so that money spent on marketing and promotion can be focused on a consistent message designed to drive home the different points of that message and to achieving its greatest impact and return, rather than being spent haphazardly and ending up with insignificant returns on investment.
  6. 6. MARKETING & PROMOTION Tourism Asset Inventory Taking stock of assets with tourism development potential and of what they need in order to be turned into prime tourism sites that can attract the tourists that matter – those with spending money. In accordance with the tourism readiness of the sites identified, Equinox will then categorise the inventory of tourism assets into those that can be marketed right away and those in which investment has to take place prior to marketing.
  7. 7. MARKETING & PROMOTION Production Of Marketing Material Providing premium quality content for multiple advertising channels Providing top-notch design material for printed advertising channels Providing cutting-edge video production and editing services Providing professional soundcapture and editing
  8. 8. MARKETING & PROMOTION Public Relations Media relations Press office function Editorial meetings Development of sales collateral Press kit creation Press release writing and distribution Article advertorials
  9. 9. MARKETING & PROMOTION Events Roadshows Media missions Launches Exhibition support and organisation Representation at industry events at target market
  10. 10. DIGITAL & SOCIAL MEDIA Developing creative, targeted and effective marketing campaigns which communicate directly to the consumers. Careful strategic planning ensures campaigns have maximum impact and every campaign is specifically tailored to respond to client needs, to maximise visitor numbers, and to increase destination brand awareness direct sales. Social media platform creation and management, including Facebook, Twitter, YouTube and Pinterest Key influencer outreach, including bloggers and tweeters Online content management Devising ideas that will have go viral on the Internet Search Engine Optimisation (SEO) to keep high-ranking online presence even after changes to search engine algorithms
  11. 11. Major tourism trends have changed the way tourism destinations market their products, resulting in an increasingly complex maze of distribution channels. As Destination competitiveness to attract tourists lies in the ability to identify the trends in tourism and to develop strategies, as well as that of adapting the tourism offering to the market, marketing, distribution channel optimisation and investment in human resources to keep them up-to-date with the latest trends has become more important. Some of these trends are listed on the following page. TOURISM TRENDS
  12. 12. Globalisation of markets with more efficient methods of information exchange Increase in direct bookings through the Internet Dramatic increase in airline traffic and low cost airlines Move from mass tourism to more bespoke, “experiential” activities, with tourism shifting from the observer type to the active role type Increasing professionalism in the industry Rising customer expectations Greater awareness of environmental impact and regulation Greater price consciousness and price competition TOURISM TRENDS
  13. 13. DESTINATION PLANNING & POSITIONING Situational Analyses Tourism is a highly-fragmented industry. A planned approach to tourism product development, segmentation and marketing is essential if the tourism sector is to realise its full economic potential. This is best achieved by strategising in a planned, orderly fashion and through the undertaking and implementation of a Strategic Tourism Master Plan that Understands: • the host community; • Visitors; and • the contribution of tourism, both in terms of  Economics; and  Social and entrepreneurial value.
  14. 14. DESTINATION PLANNING & POSITIONING Planning Process Destination leadership Stakeholder Representation & Engagement Strategic Planning Research Planning Risk Management Planning Strategic Marketing Planning Festival & Events Planning Assistance for Access to Funds & Grants
  15. 15. DESTINATION PLANNING & POSITIONING Destination Development Effective Destination Management structures – setting up the right: •tourism associations, •business hubs, and •networking amongst tourism stakeholders Facilitation of Public tourism infrastructure and Private sector investment Destination Access including aviation, land transport, water transport Protection of Natural Environment
  16. 16. DESTINATION PLANNING & POSITIONING Destination Development Destination Products and Experiences: Destination Quality and Standards idea generation and development of accommodation festival and events food and wine culture and heritage growing niche markets visitor information and interpretation Creation and Implementation of Training Programs to Further Develop Skills Development of Emergency Security Plans for Natural Disasters
  17. 17. DESTINATION PLANNING & POSITIONING Destination Marketing Brand Development and Management Market Research and visitor insight Digital and Social Media Public relations Consumer Marketing Events and Festivals Trade Representation Cooperative Marketing – Public/private partnerships for sustainable tourism
  18. 18. DESTINATION PLANNING & POSITIONING Performance Monitoring and Evaluation Visitor Satisfaction and feedback reports Review of the Planning Framework Education of the Role and value of tourism Promoting the awareness of the value of tourism among locals and youngsters through training and development of training kit
  19. 19. STRATEGIC TOURISM PLANNING Impact Assessments This comprises the analysis of the economic, social and environmental impacts of tourism. Tourism development, if planned and carefully developed according to market needs, will bring about the positive benefits of creating more jobs, increasing tax revenues and the quality of life of the hosting society. Measuring and monitoring tourism impacts on which different tourism sectors can be developed on the economic, social structure and environment fronts, and on both urban and natural environments will enable decisions to be taken to bring the highest return on tourism investments with the least possible negative impacts. This entails achieving growth within a controlled environment, rather than haphazardly with possible negative short- and longterm consequences on the destination.
  20. 20. STRATEGIC TOURISM PLANNING Visitor Research • Provide a destination Vision and foresight that will be based on the needs and wants of the existing potential tourist. The Visitor research will also identify new market segments and decision patterns that will increase visitation to the destination. Therefore, visitor research will show how the destination needs to brand itself to appeal to existing tourism and also to create new forms of brand images to appeal to new potential markets and tourists. • Match tourism supply and demand – a plan to provide adequate facilities, amenities, services and events after identifying what the visitors want and need. To further develop tourism in line with what the visitors want, and to choose to develop only the high quality tourism sectors which focus on smaller numbers and greater revenue return.
  21. 21. STRATEGIC TOURISM PLANNING Development of Niche Markets • To propose the development of high-quality niche tourism sectors which would be in line with projected needs and wants gathered from the visitor research. • Niche Markets could be as narrowly or broadly defined as the case requires. Culture-oriented events, the MICE Industry, sports tourism, gastronomic tourism and other forms of tourism targeting specific market segments all qualify as niche markets and they need to be developed in accordance with the specificities of the destination and the target addressable market profile.
  22. 22. STRATEGIC TOURISM PLANNING Developing Stakeholder Involvement In order for a destination to be sustainable for economic growth to happen in line with environment conservation and quality of life improvement principles, stakeholder participation is key. Stakeholder focus groups including locals and local entrepreneurs, airlines, hotels, real estate developers and other tourism stakeholders, need to be involved in the vision and strategy formulation processes. Through stakeholder involvement, the potential to repackage existing tourism products and packages, as well as the development of new products and events that may bolster tourism in both off-peak and peak months needs to be examined and acted upon.
  23. 23. STRATEGIC TOURISM PLANNING Value Chain Development A value chain is a system of people, organisations and activities needed to create, process and deliver the tourism product and service from the suppliers of any inputs involved, through to their processing by intermediaries and producers, all the way to the end customer (the tourist). Careful analysis, selection, and effective dialogue between actors in the value chain (such as producers of local food that supply hotels and private or public institutions), assist in identifying opportunities for inclusive growth, which means, among other things, that smallholders can sell more products at prices that are closer to the market price for the final consumer. This results in increased incomes for traditionally low-income households and long-term social benefits for local people especially in rural and peripheral areas.
  24. 24. TOURISM ACCESSIBILITY Transport Planning For Tourism The creation of ideas to develop unique transportation methods both for land and sea. This would include transport routes, transport vehicles, the integration of transportation systems (intermodal transport solutions) and tourismfriendly transport systems and schedules. This facilitates mobility of tourism around the destination and also to areas which are not touristic hot spots at present, but are still attractive to the tourist. This would also be a means for income generation in segregated areas.
  25. 25. TOURISM TRAINING Tourism is a people’s industry. In view of the fact that the human resource is a fundamental input on the showing that the level of service given to the tourist, together with the strategic and operational management of tourism establishments, will have an impact on the destination product experienced, the service delivered, as well as the resultant brand and destination image are even more important in developing countries in the context of their Tourism Development Strategies, most of which embrace ambitious tourism number targets. Perceived level of service can have a significant impact on tourism numbers and repeat customers. It is therefore important not only to achieve these goals in the short-run, but to cater for them in the long-run and train employees and management to be prepared for projected increases in tourism numbers if those numbers are to be sustained across time.
  26. 26. TOURISM TRAINING NEEDS ANALYSES Our training needs analysis services can cover training needs both from a public sector perspective and from a private sector perspective. From a public sector perspective, it is important for the central authorities of a country to know what policy direction they should take in terms of education and training in order to be able to sustain the tourism industry over time. From a private sector perspective, it is important for economic operators to be able to know what strategic direction they want to give their business and to ensure that they have the right mix of human resources to be able to make that strategic direction a reality. This does not only pertain to employee quantities, but also to the skills that such employees should and need to possess. Training needs analyses may identify shortcomings and enable economic operators to address them before they become a problem.
  27. 27. TOURISM TRAINING Provision of Tourism training targeted to direct tourism establishments (such as restaurants and hotels) and also to indirect tourism suppliers (such as bus drivers, farmers, guides, and souvenir makers). Tourism training would normally, among other things, include operations, performance optimisation, strategy, management, customer service, innovation, e-business, critical and creative thinking, problem solving.
  28. 28. TOURISM TRAINING Tourism Entrepreneurship Training Provision of training in Tourism Entrepreneurship will give rise to a wide array of benefits for a country, including: Provision of employment opportunities and creation of new income streams Diversification of the economy Increase in cultural and arts products and awareness
  29. 29. TOURISM TRAINING Training locals in entrepreneurship skills will enable them to become economically selfsufficient, to have the option and the choice of becoming independent from foreign employers by having the necessary skills and knowledge to produce products and services, and also extend their productive activities towards the creation of their own income streams from tourism instead of having to go through intermediaries who keep the lion’s share of the earnings.
  30. 30. CULTURAL AND HERITAGE TOURISM Culture and heritage create a competitive edge due to the uniqueness of culture to the destination. Our services in this area include: Evaluation of existing projects and sites Feasibility studies for new heritage and educational developments Strategic planning and strategy development for heritage, recreation and tourism Interactive heritage interpretation and education including audio visual productions Developing, marketing and operating guidelines for heritage visitor attractions Developing cultural event themes Visitor management and services
  31. 31. CULTURAL AND HERITAGE TOURISM Culture and heritage are part of the tourism product and also part of the local sense of identity and lifestyle. Cultural events are developed around local beliefs and traditions within a local community. New cultural and heritage events can be developed for the purpose of attracting tourism. This development needs to be carefully crafted since the commoditisation of culture could create a ‘stage’ effect to the real purpose of the event which at times creates a ‘fake’ replica of the real meaning of the event, which increasing number of tourists are tending to dislike. Provision of carefully-developed events that keep the local culture in mind will enhance local culture and crafts, provide a financial return to other tourism businesses and creating a stronger sense of local identity.
  32. 32. MEETINGS, INCENTIVES, CONFERENCES & EVENTS (MICE) INDUSTRY The Mice Industry is the business side of tourism and it is a very important component of any tourism strategy since the average spend per person is 3 times that of a leisure tourist and since it also complements leisure tourism in terms of seasonality while using the same infrastructure. Our services in this area include: • Venue Auditing & Positioning – this will give a clear picture of the present venues that are available for the conference industry. New venues can then be proposed to be built. • Analysis of existing and potential markets • Evaluation of MICE Economic impact on destination
  33. 33. MEETINGS, INCENTIVES, CONFERENCES AND EVENTS (MICE) INDUSTRY The conference industry is a people’s industry and is built on overseas agency and PCO relationships. A strategic investment plan and recommendations for new developments and new business systems need to be put together to serve as a roadmap. The more critical features of this roadmap are provided on the next slide.
  34. 34. MEETINGS, INCENTIVES, CONFERENCES AND EVENTS (MICE) INDUSTRY Strategy and positioning – a destination might be a good MICE destination for one target market but not for another. A strategy plan and market research will identify which countries might consider the client country as a destination for MICE Examination of the present IT policies and systems, as well as stakeholder engagement strategies to ensure the effective distribution and successful operation of the company's products, as well as market entry strategies Nurture existing and develop new business leads to the right target market to increase the volume of requests for proposals and converted sales
  35. 35. NEW TOURISM PRODUCT DEVELOPMENT A destination keeps ahead of the competitive edge by its ability to offer creative and innovative products and services. Design of new leisure and incentive itineraries and activities Creation of tourism pathways in villages including signage and information boards Creation of new product ideas and tourism schemes such as voucher systems linking different tourism companies to offer a new package that could also be customised by the tourist
  36. 36. Our Mystery shopping services are intended to test specific aspects of a tourism services portfolio and to compare current service levels with best practices in the field. Any areas of potential improvement will be pointed out together with recommendations as to how the existing gap may be plugged. We cover the following areas of service. Restaurants SPAs Hotel Rooms And Hotel Facilities MYSTERY SHOPPING
  37. 37. MYSTERY SHOPPING RESTAURANTS Use Of Ingredients Cooking Methods & Menu Choice Presentation Overall Experience
  38. 38. MYSTERY SHOPPING SPAS Client Evaluation Service, Ambience & Ingredients Overall Experience
  39. 39. MYSTERY SHOPPING HOTEL ROOMS AND HOTEL FACILITIES Hotel Environment Common Areas Individual Rooms
  40. 40. INFRASTRUCTURE AND VALUE CHAIN In order to be able to attract tourists, a destination would normally require at least a decent infrastructure. For countries that are still developing, this means that an investment of resources needs to be made before tourism can take off. Infrastructural items that would normally need to be invested in before tourism can take off include the following: Telecommunications We can also help in identifying which priorities to give to which areas in order to make the best use of available funds. Health & Sanitation Services Water Infrastructure Transport Infrastructure Energy Infrastructure
  41. 41. DEVELOPMENT FUNDS A destination keeps ahead of the competition by its ability to offer creative and innovative products and services. In this areas, our services include: Design of new leisure and incentive itineraries and activities Creation of tourism pathways in villages including signage and information boards Creation of new products ideas and tourism schemes such as voucher systems linking different tourism companies to offer a new package that could also be tailor made by the tourist
  42. 42. ENERGY EFFICIENCY Energy efficiency is no longer a buzzword that is just elicited for hype purposes. In today’s world, characterised by the need for cost efficiency and increasing energy costs, it is important to be able to ensure, even from a business perspective alone, let alone from a business ethics point of view, that energy consumption is as efficient as it can be. Efficiency takes into account the cost and lifetime of the equipment being used, together with electricity consumption and its cost. At Equinox, we can help you determine which investments are worth their while from the business side and which ones are best left to a later date following improvements in the technology or in its price.
  43. 43. MORE INFORMATION For more information on our Tourism Services Offering please contact us on info@equinoxadvisory.com or by telephone on (+356) 21376242 EQUINOX – perfectly aligned with your needs