A model for the provision and distribution of visitor information

Transcription

1 2016 Visitor Information Centre Summit A model for the provision and distribution of visitor information Presented by Sandwalk Partners August 2016 SANDWALKPARTNERS.COM Ideas Strategy Growth

2 CONTENTS 1. What we have learned 2. Case Study - Canberra & Region Visitor Centre (CRVC) 3. Visitor Information Network Model 2

3 EXAMPLES OF VISITOR CENTRES VISITED &/OR CONSULTED & RESARCHE REVIEWED Visitor Centers Changi Airport Singapore; NYVCGO New York; Manchester Visitor Information Centre; Cape Town Visitor Information Network; Microsoft Visitor Information Centre; Sydney Information Centre, The Rocks; Wollongong Visitor Information Centre; Melbourne Visitor Information Centre, Federation Square; Sea Acres Rainforest Centre, Port Macquarie NSW; Snowy Region Visitor Centre, Jindabyne NSW; Dorrigo Rainforest Centre, Dorrigo NSW; Canberra and Region Visitor Centre, Canberra ACT. Research Blue Skies for Visitor Information Centres (2012); Maximising Sydney s visitor economy, (2013); The DMO Visitor Center of the Future (2010); Visitor information centers & services in the digital age (2014); The Impacts of Regional Visitor Information Centres on Visitor Behaviour in South Australia: Summary of Results (2011); A Way Forward for Queensland VICs (2013); The future of visitor centres in WA (2014);

4 LEARNINGS - COMMON TRAITS OF SUCCESSFUL VICs They are visitor destinations in their own right; Clear and consistent branding across web, signage, displays; Highly visible, high traffic locations servicing locals and visitors; Contemporary Apple store design, adaptable fixtures and fittings; Traditional maps & brochures integrated with digital technology; Skilled, knowledgeable and multilingual staff with areas of specialisation, supported by informed volunteers; Focus on what s on today/tonight/right now; Ancillary revenue streams (retail, merchandise, licensing, F&B) integrated with experience are key to underpinning core function. 4

5 LEARNINGS - continued A strong web-presence as first contact point; An integrated mix of onsite digital technologies (web-kiosks, digital signage, mobile apps) and traditional maps and brochures; Well informed & motivated staff providing a highly valued interface between customers and various information sources; Location is critical to engaging locals & visitors and providing an effective service to the largest available audience; Regional displays, stories and experiences offering a sample of what visitors can see and do. 5

6 EXAMPLE 1 NYCGO, NEW YORK CITY The centre is a futuristic attraction in itself and a great way to discover the nooks & crannies of NY nycgo.com Multiple high profile locations: - Times Square, Sth St Seaport, City Hall, Macy s Herald Square. State- of-the-art facilities providing real time information. Integrated, design consistent, brochure wall featuring maps, pamphlets and discount coupons. Customised itineraries, selling tickets, tours, Broadway shows. Multilingual Information Specialists - 11 languages. NYC Official Visitor Guide and NYC Official Visitor Map. Internet access for users to browse nycgo.com, member websites with exclusive visitor centre only offers. 6

7 Choose your category, and matching destinations will be highlighted on the touch-screen tables. Save your selections to disc to create your own itinerary, print it, it or send it to your mobile device for your own portable, personalized tour route. Searchable, downloadable and mobile ready content at NYCGO

8 Multiple high profile locations, partnered and free-standing

9 EXAMPLE 2 - MANCHESTER Generally visitors want to talk to a member of the team despite all the technology. Jane Randal, Head of Visitor Economy, Visit Manchester. Key Objectives: To truly reflect the original modern essence of Manchester; Increased opportunity to showcase the tourism product of Manchester; Increase the products and location spread that can be accessed by visitors to increase economic impact; Increase the relevance of information to that day creating interest in what s going on that day/evening; Increase the ways that visitors can gain information; Services and products relevant to locals and visitors. 9

10 Combining clean design, accessible technology and expert staff

11 Merchandise is fully integrated, on message and design driven

12 MANCHESTER continued Impact of technology: Better visitor dispersal and less queuing; 58% of visitors discovered new places to visit through technology; 66% cited technology at VIC as a reason to visit again; 70% accessed information through a member of the team; 46% used the Surface Tables (32% independently, 14% assisted); 27% used a computer (18%, 9%); 13% Media Walls (10%, 3%). 12

13 EXAMPLE 3 - MELBOURNE Worlds best example of a centre that has invested in its staff and facilities to create an interactive and engaging delivery of information TTF maximising Sydney Visitor Economy Report 2013 Location is key - central presence in Federation Square supported by prominent signage - 40% uplift in visitation. Extensive multilingual services. Focus is personal face-face service - no digital devices: - Their research suggests visitors use digital (web) to research pre-travel but want information face-to-face in market. Brochure take-up increasing - brochure selection carefully curated and presented. Developing partnerships with local businesses. 13

14 Service is centred on expert staff, with technology adding content

15 CONTENTS 1. What we have learned 2. Case Study - Canberra & Region Visitor Centre (CRVC) 3. Visitor Information Network Model 15

16 CANBERRA VISITOR INFORMATION TRENDS Visitors to ACT Visitor to CRVC While visitors to ACT have grown Visitors - CRVC & Online visitors to the CRVC have declined. Bookings Web Counter Phone However, web visits have grown strongly with both trends reflected in transaction data 16

17 CANBERRA VISITOR INFORMATION TRENDS - continued Purpose - ACT Visitors Other 6% Business 30% Holiday/Lei sure 29% VFR 35% Purpose - CRVC Visitors Business 4% Other 12% VFR 14% Holiday/leis ure 70% Travel Party - ACT Visitors Business 8% Other 9% F &/or R 12% Alone 32% Travel Party - CRVC Visitors F &/or R 12% Family 16% Alone 12% Family 15% Couple 24% Couple 58% 17

18 LEARNINGS FROM CANBERRA TRENDS CRVC services are of decreasing relevance to visitor needs. Strong online access for information and transactions suggests value of an effective, and user friendly, web presence. Visitor group with strongest growth (VFR & business) not using CRVC. Strength of VFR suggests any visitor information strategy must engage directly with locals as a conduit to servicing visitors. Strong on-line & on-site transaction trend suggests the potential for a viable commercial model to underpin service delivery. 18

19 CRVC RENEWAL - STRATEGIC FOCUS AREAS Create a beacon to the region - regional produce, culture, hospitality Focus on what s on today/tonight/right now. Partner with successful local businesses to increase user footprint and provide ancillary revenue streams. Clear and consistent branding across all channels. Contemporary design, adaptable layout, programmable lighting, state of art digital infrastructure, aspirational content. Traditional maps & brochures to be integrated with digital technology. Skilled, motivated & trained staff, real time advocates for modern Canberra. CRVC to be a trusted source & valued link between customers and local business. 19

20 Clean design, integrated digital & analogue content, expert staff

21 NYCGO Photo of the day I used to take the train down to the Upper West side to the world famous Zabars, one of my favorite grocery stores anywhere nycgo.com feature Showcasing local community, arts, culture, lifestyle, must-dos

22 KEY IS TO CREATE AN ENGAGING VISITOR JOURNEY Online & Approach On Arrival Transaction Point Immersive Experiences Retain Share Attract and Motivate Welcome and Orient Engage Convert Immerse Immerse & Dwell Recom -mend Return Each step on the journey increases the visitor s engagement Low Engagement High Engagement

23 360º VISITOR ENGAGEMENT The flagship VIC becomes a place where the region s community, arts, lifestyle and tourism assets are showcased as compelling experiences for locals and visitors. Events Shows Synchronizes assets into integrated experiences underpinned by: History Art Regional Fare Capability Platform Web, digital, social Sales, marketing, promotion, ticketing Content curation, management, distrib Staff, Ambassadors, Dining Accom Retail Community Hub Sense of place Compelling must do destination Interactive/social Destination brand Collaborative partnerships with attractions to optimise: Value proposition Seamless integration Visitation Dwell time Conversion Yield Exhibitions Attractions Social Engagement Underpins sustainable commercial revenues, driver of visitor economy 23

24 IMPROVED ENGAGEMENT DRIVES BUSINESS TRANSITION Historical business model in decline Core services, markets & activities Growth in revenues from core business streams Expanded audience & improved conversion New revenues streams supplementing core business New activities & partnerships DECLINE SUSTAINABILITY GROWTH 24

25 PROPOSED NEW CRVC LOCATION - REGATTA POINT Proposed new CRVC National Capital Exhibition 25

26 NEW CRVC VISITOR JOURNEY Approach Concourse Attract & Motivate Regatta Point Lounge Dwell, Immerse, relax and convert Shared Admin (no public access) Transaction Area Entry Foyer Welcome & Orient Premium Content Engage, Convert, Transact Immerse Dwell, relax, reflect Immerse 26

27 NEW CRVC - EARLY DESIGN CONCEPTS Entry Foyer - indicative view showing reception desk, info screen and interactive pods (source: Regatta Point Concept Design, AMC Architecture) 27

28 NEW CRVC - EARLY DESIGN CONCEPTS Entry Foyer - indicative view showing interactive pods and location of wall touch screen (source: Regatta Point Concept Design, AMC Architecture) 28

29 NEW CRVC - EARLY DESIGN CONCEPTS Premium Content and Transaction Areas - indicative view showing pods, lounges, FSDUs (source: Regatta Point Concept Design, AMC Architecture) 29

30 CONTENTS 1. What we have learned 2. Case Study - Canberra & Region Visitor Centre (CRVC) 3. Visitor Information Network Model 30

31 VISITOR INFORMATION NETWORK The flagship VIC is the linchpin in a strategy to distribute visitor information across the region through the use physical and digital platforms Flagship An attraction in its own right, engaging & welcoming - a Beacon to the Region. High visitation, strong commercial performance, sufficient infrastructure to host a suite of services. Partner Local attractions and venues that are points of significant current visitation and have the resources and capability to deliver a broad suite of services while sustainably covering costs; Hub Locations with lower visitation/less commercial potential but important community sensitivities, offering a reduced suite of services at low cost; Express Small, potentially mobile centres, opened to meet seasonal or other event driven opportunities. Limited, focused offering, some with small but robust/short-term commercial potential. 31

32 Content filtered to needs of each outlet VISITOR INFORMATION - CONTENT DISTRIBUTION MODEL Content curated by the Flagship is filtered to the other outlets to optimise engagement at each location, with information, experiences and offers relevant to adjacent attractions. FLAGSHIP OUTLETS Events Shows Partner Art Dining History Capability Platform Retail Hub Regional Fare Accom Activities Tours Express 32

33 CENTRALISED MANAGEMENT FRAMEWORK Content curation and presentation; Branding, messaging; Promotion, marketing and sales; Retail planning and inventory management; Licensing and merchandising; Schedule of integrated activities and events; Commercial revenue streams; Performance and ROI; Optimal user experience Enhanced value to partners. 33

34 POSITIONING & BRANDING Leading visitor centres increasingly broaden services, content and branding to bring locals and visitors together VIC is a Community Hub and Beacon to the Region ; Know-all, serve-all model - trusted source of info for locals & visitors; Create an emotional link with locals (proud to be local); A portal for local businesses to curate & promote products & experiences. Leverage use of i icon to assist visitor recognition and engagement; Brand must be recognizable and flexible enough for roll out across the network; Commercially leveragable for branded and licensed merchandise. 34

35 ONLINE & MOBILE Experience - first 3 seconds is key to demonstrating brand value, curated with the end user in mind. Navigation & Structure - need for navigation for browsing ( I don t know what I want ) as well as detail search functionality ( Where do I find what I want ). Content - can creatively demonstrate brand personality. Design - clarity is key, facilitating not obstructing content. Social - User generated content (Trip Advisor, Tumblr, Facebook, Twitter & Instagram builds a database of stories, images and video content. Mobile - multi-platform, downloadable from the website, pre-arrival, or onsite, all information outlets. 35

36 London and Copenhagen take the guess-work out, curating simple lists of must dos in several categories Visit Lex (US) focuses on core regional attractions visitcornwall.com is highly, & easily customisable

37 For Newtown (Sydney) the precinct s artistic, lifestyle & counter-culture cred are at the heart of the brand Visit Helsinki combines clean, image driven presentation, curated must-dos and simple customisation

38 SUMMARY VIC should be a visitor destination in its own right; Beacon to the Region - showcase of local experiences, life, produce; Clear and consistent branding across web, signage, displays; Highly visible, high traffic locations servicing locals and visitors; Contemporary design, adaptable fixtures and fittings; Traditional maps & brochures integrated with digital technology; Skilled, knowledgeable and multilingual staff with areas of specialisation, supported by informed volunteers; Focus on what s on today/tonight/right now; Ancillary revenue streams (retail, merchandise, licensing, F&B) integrated with experience are key to underpinning core function. 38

39 CONTACT DETAILS Simon Spellicy M: E: Andy Lown M: E: David Antaw M: E: 2 MacDonald St Paddington NSW Ideas Strategy Growth