Making It Happen

1
Co n T en Ts
making iT haPPen executive summary 1. 2. inTRoDuCTion
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8-9 10 10 11 13 16 20 20 21 22 22 25 26 26 27 28 29 31 33 33 34 38 41 42 44 44 46
TouRism To Dublin - The CuRRenT PosiTion 2.1 2.2 2.3 2.4 Performance Competitive Positioning Forces for Change issues
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3.
sTRaTegiC FRameWoRk 3.1 3.2 3.3 3.4 3.5 national Context strategic goals Targets
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Delivering a Distinctive experience guiding Principles
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4.
keY goals 4.1 4.2 4.3 4.4 4.5
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marketing the Dublin Region
Developing and Promoting business Tourism
spreading the benefits of Tourism across the Region addressing Weaknesses in the Visitor experience
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enhancing the Range of Tourist attractions and activities
5.
imPlemenTaTion 5.1 5.2 5.3 5.4 5.5
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Partnership approach Product Development marketing supply-side Capability Visitor servicing
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6.
aPPenDiCes
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appendix one Reasons to Visit the Dublin Region Detailed sWoT analysis
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appendix Two
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M a k i n g i t H a p p en D u b l i n R eg i o n a l To u R is m P l a n 20 0 8 -2010
m a k i n g i T h a P P en
e xe c u t i v e s u m m a r y
1. introduction
This Regional Tourism Plan has been prepared by Dublin Tourism as a blueprint to guide the development of tourism in the Dublin Region during the period 2008 - 2010. The plan has been developed through extensive consultation with a wide range of stakeholders and partners. We are grateful to all who contributed to the process. The plan sets out the strategic tourism objectives for the region, and identifies the priorities for product development, marketing, visitor servicing and enterprise development. It is intended that the plan will provide guidance to all stakeholders on future development and marketing activities, and will act as a benchmark against which to monitor the progress of tourism in Dublin.
2.
Vision
As Irelands capital and as one of Europes fastest growing and most dynamic cities, Dublin offers its visitors a unique experience. The region will continue to develop both as a perfect short-break destination and as an indispensable part of an Irish holiday. Dublin will present itself as a place of living culture, a sophisticated destination that offers its visitors plenty to see and do. Dublin will deliver on its promise as a region that TRULY captures its visitors imaginations, is MADLY memorable and exhilarating, and DEEPLY cosmopolitan and luxurious. The ambition of Dublins tourism industry must be to send its guests home very satisfied, with their expectations exceeded. They will then become ambassadors, promoting Dublin to their families, friends and colleagues. To achieve this goal, all of the stakeholders in Dublins tourism sector must also become ambassadors for the region in their dealings with tourists in Dublin and in their travels abroad. Thus, Dublin Tourism has adopted as its strategic vision: Create ambassadors to promote Dublin as a must-visit destination.
3.
Strategic goals
The strategic tourism goals for the Dublin Region are based on the vision outlined above and are as follows:
To market and promote the entire Dublin Region as a world-class tourist destination for leisure and business travellers To develop and promote Dublin as a major business tourism destination To spread the economic benefits of tourism across all areas of the region To address weaknesses in the delivery of the visitor experience in Dublin To enhance the range of attractions and activities available both for tourists and residents by delivering innovative new products and experiences, including major events
The rapid growth in environmental awareness and the need to respond to the serious challenges that are emerging, place the environment at the top of the regions tourism agenda. Dublin Tourism is committed to pursuing the objectives of Filte Irelands Environmental Action Plan 2007-2009.
4.
targets
Dublin has outperformed national average tourism growth rates during the past decade. The targets for the next three years have been set on the basis of a continuation of Dublins strong performance. The growth rates indicated in Table 3.1 are therefore above those set at national level.
targetS 2007-2010
Market overseas visitors (000) (+6.5% p.a.) overseas revenue (m) (+8.0% p.a.)
2007
2008
2009
2010
4,585 1,484
4,883 1,588
5,200 1,699
5,538 1,834
5.
partnership approach
During the 2008-2010 period, Dublin Tourism will focus on the goals set out in this Plan with the aim of delivering tourism growth in the region. Underpinning this promise for tourism growth is a strategic partnership between Dublin Tourism and key stakeholders in tourism in the Dublin Region. Working with these partners, Dublin Tourism intends to continue to facilitate an integrated approach to tourism development in Dublin, providing leadership and support to the industry in product development, marketing, business development and visitor servicing. At the heart of the regions tourism marketing strategy will be an active Marketing Partnership Programme, offering public and private companies of all sizes the opportunity to partner with Dublin Tourism in identifying and implementing marketing initiatives. Dublin Tourism will work in close cooperation with Filte Ireland and Tourism Ireland in devising, planning and implementing marketing activities for the region.
6.
product Development key actions

key actionS for 2008-2010
Strengthen tourism development partnership approach between Dublin tourism and trade and encourage cohesion within trade Publish a Tourism Product development Plan for the region, highlighting gaps, opportunities and needs, and work with strategic partners to implement recommendations of the Plan identify and facilitate the development of new tourism attractions and activities that capitalise on Dublins assets, add to its unique character and appeal, and assist in improving the spread of tourism activity throughout the region establish an annual forum of the tourism industry in Dublin to identify and address product development issues introduce an enhanced tourism awards scheme encourage small scale providers to come together as a means to more effective networking Work with trade to facilitate multi-lingual information for tourists (e.g. menus, websites) Promote greater use of digital marketing by Dublins tourism industry capitalise on opportunities provided by the regions natural heritage Dublin mountains (outdoor pursuits, walking and cycling in locations such as killiney hill and Three Rock mountain) Dublin bay (boating and other water-based recreational and sporting experiences) Phoenix Park (position the Park as more than Dublin Zoo) Canal (walks and resting points for tourists) The River liffey (extend leisure activities)
key actionS for 2008-2010
promote the cultural heritage of Dublin encourage tourists to explore the rich heritage of the entire region Promote activities and events that are available without cost to visitors Provide more resources for traditional culture (e.g. music) extend opening hours of important cultural attractions make heritage sites more accessible sites with better presentation investigate feasibility of establishing new festivals that offer synergies with existing festivals or events address weaknesses in the delivery of the visitor experience Prepare and publish a Customer Charter Tackle weaknesses in visitor experience at points of arrival/departure. highlight inadequacies of public transport highlight obstacles regarding access for the disabled Campaign for improvements to the environment enhance bus and street signage and increase the availability of city maps investigate possibility of a master guide that acts as a single resource for tourists to the region (e.g. transport, attractions) improve supply of language training and other familiarisation courses for foreign staff grow business tourism within the region engage with relevant partners to ensure that the provision of worldclass conference facilities and services remains high on the agenda for business tourism Promote incentives offered to businesses in choosing Dublin as a location to hold conferences encourage the development of large scale, high quality banqueting facilities and the use of historic buildings as banqueting venues
7.
Marketing
Over the life of the Regional Tourism Plan 2008-2010, Dublin Tourism plans to focus on increasing consumer demand by ensuring Dublin has a strong and distinctive brand in the
marketplace, with broad appeal. The brand is to be flexible enough to represent the totality of the Dublin Region and its product offerings, extending across a range of communication channels. The stakeholders in Dublin Tourism, including the trade, the local authorities, Filte Ireland and Tourism Ireland will work in partnership to fund and implement a much more extensive marketing programme for the region than has been possible in the past. The marketing programme will be devised in consultation with stakeholders and will include substantial investment in e-marketing, trade and consumer promotions, cooperative advertising, publicity, familiarisation visits and publications.
8.
Supply-Side capability
Unrelenting emphasis must be placed on achieving continuous improvements in product and service quality. Dublin Tourism will strongly encourage its industry partners to avail of the services provided by Filte Ireland and other education and training providers with a view to achieving improvements in the quality of tourism products and services in the Dublin Region. Dublin Tourism will also encourage and support innovation within the industry. It will work with third level institutions to assist in this area, helping businesses to adopt and exploit new technologies. This, together with any new initiatives, will act to complement the existing Filte Ireland services and strategies.
9.
Visitor Servicing
Currently, a network of Discover Ireland Centres is being rolled out by Filte Ireland across its regions as a strategic component of providing a better visitor information service across the country. Dublin Tourism will agree a development strategy for its tourist information offices with Filte Ireland to ensure that they are integrated with the national network while retaining Dublins brand identity and full range of visitor services. Dublin Tourisms goal will continue to be to exceed national standards.
i n T R o D u CT i o n
Dublin is Irelands most popular tourist destination. During the past ten years, the number of overseas visitors has almost doubled and there has been a very high level of investment in guest accommodation and other tourism products and services. Dublins strong performance has seen it rise up the ranking of European cities. While Dublin has outperformed many of its international competitors during recent years and has gained an increased share of tourism in Ireland, we cannot afford to be complacent. The competition from other European destinations continues to intensify and every year, new destinations come onto the market. The risk of less buoyant economic conditions in our principal markets increases the competitive threat. Dublins continuing success is essential both for the citys economy and for the health of Irelands tourism industry. In addition to being a destination in its own right, Dublin is the principal gateway to Ireland and 50% of its holiday visitors also travel to other regions. This Regional Tourism Plan has been prepared by Dublin Tourism as a blueprint to guide the development of tourism in the Dublin Region during the period 2008 - 2010. The plan has been developed through extensive consultation with a wide range of stakeholders and partners, and with the assistance of CHL Consulting. We are grateful to all who contributed to the process. The plan sets out the strategic tourism objectives for the region, and identifies the priorities for product development, marketing, visitor servicing and enterprise development. It is intended that the plan will provide guidance to all stakeholders on future development and marketing activities, and will act as a benchmark against which to monitor the progress of tourism in Dublin.
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To u R is m i n D u b l i n
T h e C u r re n t Pos i t i o n
performance
Over e1.6 billion was spent by 5.6 million visitors to the Dublin region in 2006, almost double the revenue that was generated in 2000. Overseas visitors to Dublin spent close to e1.4 billion and accounted for over three quarters of the total tourism income for Ireland. Boosted by strong domestic earnings, overall visitor revenue to Ireland in 2006 was up by 12% on the previous year. Notably, in the same period, Dublin saw an increase of 37% in its domestic visitor revenue. The revenue from North Americans in the region has also been particularly strong with 16% growth from 2005 to 2006. However, probably most significant is the trend in earnings that has been recorded from Mainland European visitors to Dublin where, from 2000 to 2006, 53% growth was recorded. Since 2004, spending from Mainland European tourists has overtaken that from British tourists, with revenue from Mainland Europe representing e537 million, or 32% of the revenue. In terms of visitor numbers, between 2001 and 2006 Dublin experienced an average growth increase of 6% per annum, placing it ahead of the national annual growth rate of 5%. In fact, Dublin experienced an all-time record in terms of visitor numbers in 2006 with a 9.4% increase on 2005 figures. As demonstrated in Chart 2.1 below, during the 2000-2006 period,
cHart 2.1: nuMber of ViSitorS to Dublin 2000-2006 (000s)
2.1
6000
Tourist Numbers (000s)
5000 4000 3000 2000 1000 0 2000 2001 2002 2003 2004 2005 2006
Year
Overseas Domestic Northern Ireland
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the domestic and overseas markets performed well in terms of tourist numbers; however growth in the Northern Ireland market remained flat. Of the number of visitors to the region in 2006, four out of five came from overseas, a total of 4.3 million. Despite the relatively static number of visitors from the UK in recent years, the British market (which represents 43% of the overseas tourists to Dublin) remains the largest. This was followed by the Mainland Europe segment where, conversely, there has been significant growth in the numbers visiting Dublin. Overseas visitors spent 20.5 million bed nights in Dublin in 2006, accounting for one third of the total bed nights in Ireland. This represented an increased of 9% from 2005. The Dublin Region also performed well against the targets it set for itself in the previous plan1: marginally missing the target for overseas visitor numbers, but exceeding the revenue targets (see Table 2.1 below).
table 2.1: perforMance againSt targetS 1. Dublin Regional Tourism Plan 2000-2006 2. The revenue targets from the plan have been converted to euro using 1.27 rate
2003 target overseas visitors (000s) overseas revenue (m)

2
2006 actual 3,445 1,114 target 4,750 1,270 actual 4,306 1,374
3,900 1,016
The close relationship between the targets and actual figures highlights how successful the planning and implementation processes have been.
2.2
competitive positioning
In recent years, Dublin has proven itself not only to be a choice destination, but also to be a contender as one of the most popular European cities. Dublin as a city destination is now competing with Amsterdam, Vienna, Prague, Barcelona and Budapest. Indeed, in 2006 Dublin was ranked seventh most popular city destination in Europe in terms of overseas tourist bed nights (excluding people visiting friends and relatives); falling to ninth position when domestic bed nights were included (primarily due to the small size of the domestic market relative to its competitors).
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Taking Paris, London and Rome out of the equation, as these cities cannot be considered in the same league, Dublin fares extremely well in the rankings. However, as detailed in Table 2.2 below, the margins between Barcelona, Vienna, Amsterdam and Dublin are quite tight providing Dublin with both the opportunity to improve its position and the threat that it could slip in the rankings.
table 2.2: poSitioning in europe (excluDing ViSiting frienDS & relatiVeS)
city london Paris Rome Prague barcelona Vienna Dublin amsterdam madrid
source: Tourmis * number of bed nights (millions)
foreign rank 1 2 3 4 5 6 7 8 9 10 11 12 no.* 36.4 22.5 11.3 10.4 7.9 7.8 7.6 7.4 6.0 5.7 5.0 4.0
foreign & Domestic rank 1 2 3 6 7 8 9 10 5 11 4 19 no.* 47.8 33.6 16.6 11.2 10.9 9.5 8.7 8.4 12.3 6.6 14.6 4.5
budapest berlin brussels
3. Filte ireland Visitor attitudes survey, 2006
In order to continue to be well positioned in the rankings, Dublin must continue to be competitive. Ireland, and in particular Dublin, is now considered a high cost destination and this poses a threat to competitiveness and perceived value. In a recent visitor attitudes survey 3, there was a reported decline in Irelands competitive advantages in a number of areas. In particular, it was noted that the proportion of overseas holiday visitors declaring themselves to be very satisfied with value-for-money on their Irish holiday decreased from 52% to 41% between 2000 and 2006. Notwithstanding the increase in costs, it is vital that Dublin is perceived as providing value and that its tourism products are of a high quality. Where tourism product prices become expensive relative to those in competing destinations, the commercial response required of the
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industry is to deliver value for money to its customers. The overall quality of the tourist experience then becomes the defining criterion of value.
2.3
forces of change
Recent trends and developments in leisure travel indicate a number of factors which are expected to influence demand, supply and distribution of the tourism experience in the short to medium term future. Forces of change, both external and internal to the Dublin Region are summarised in Table 2.3 below and Table 2.4 overleaf.
table 2.3: external forceS of cHange
external forces of change
opportunities & threats
World grow th in tourism (4% in City tourism is still a growth 2007 unWTo): continuing world market. economic growth in prosperity has clearly been a continental europe and germany main driver. in the ten years up to in particular is increasing; 2005 city tourism in europe grew disposable income should make (4.5%) per annum. these target markets more attractive and increase business. impact of the web on recommendations increasingly in the control of individuals rather than organisations: strong awareness of value as measured by all aspects of the holiday experience. an ageing demographic driving growth in travel. shorter and more frequent trips increasing, more sophisticated and knowledgeable tourists. any bad experience can be written up on the net and shared with the world. This makes operators particularly vulnerable to negative feedback. The Customer Review system available on the visitdublin.com site is important in this light. Dublin must not be seen to be a young destination only. Capitalise on experience of city break marketing to produce more tailored packages which may require more technology investment. ability for tourists to tailor their own package on mydublin part of visitdublin.com is a starting point for further development.
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table 2.3: external forceS of cHange
external forces of change increase in last minute bookings.
opportunities & threats opportunity for innovations such as last minute booking booth trialling this year in suffolk street Tourism office. examine how tourism can be more sustainable and eco-friendly in Dublin to help towards offsetting current predicted demand rates for more air travel.
air travel dynamics: lower airfares on offer for international travel prompting more frequent flights and conversely a growing environmental awareness of the carbon cost of air travel which may lead to increased regulation and fewer flights. greater specialisation by a decreasing number of tour operators and travel agents. Changing lifestyles: desire for self-improvement learning experiences, emphasis on personal well-being.
Dublin must ensure that product offerings are reviewed on a regular basis. Continue to monitor lifestyle changes and develop packages based on these such as spa breaks and language learning.
irish welcome changing: incentivise service industry increasing participation by non-nationals to participate non-national workers in service in tourism. involvement with sector and tourism. Courtesy and language schools attended by consideration are often common service workers. values, but non-nationals may have less local knowledge to share with tourists. economic instability: house price Threat to domestic trips number concerns may lead to a drop in and revenue. discretionary spending by the domestic tourist.
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table 2.4: internal forceS of cHange
internal forces of change
opportunities & threats
Dublin city is still growing at a Continued pressure on transport phenomenal pace: the population but converse increase in buzz, of Dublin is expected to grow to number of restaurants and 4.5 million by 2020. facilities. Pace of life changing: the city is Continue to promote the fact that busier and more bustling. The getting off the beaten track can pace of life for tourists may be no be rewarding that Dublin has more relaxing than the one they great access to the surrounding left behind. landscape. Potential chaos as new metro line learn lessons from previous luas and luas extensions are put in project. place. Dublin city has become a lively Dublin has become a multimelting pot for various different cultured city, home to an exotic cultures. There is also increasing selection of cuisine, music, participation of non-national dance, and fashion. Continue to workers in the tourism sector. emphasise how important the traditional welcome is and share these values with newcomers. Closure of ballsbridge hotels will reduce capacity in the medium term effecting 5 star capacity substantially, with a shift of capacity to the suburbs. many new hotels are not oriented to business or group tourism and lack scale of ground floor space to handle large groups and conferences. identification of new venues for banquets and receptions. ensure that new hotels are located on the ballsbridge sites. encourage the burlington hotel to remain in operation for as long as possible. seek a fresh approach to planning for hotels, greater education of hotel management and staff with regard to the needs of businesses and tour groups.
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table 2.4: internal forceS of cHange
internal forces of change Developer driven hotel room boom on the back of tax incentives vulnerable to credit squeeze.
opportunities & threats Pressure on highly leveraged hotels may force consolidation or closure even though trends for room occupancy rates and prices have been positive. opportunities to increase promotion of attractions and packages on the periphery of Dublin. Could create a version of the Dublin Pass for domestic market; communicate the excellent visitdublin.com site to domestic market.
new resort hotels around city perimeter, Carton, Ritz Carlton, kilternan alpine Village.
strong increase in domestic tourism has been experienced outside Dublin, and to a lesser extent in the Dublin Region.
2.4
issues
Dublin Tourism is faced with a number of issues and challenges during the life of this development plan. Key issues include: The decline in Irish people working in tourism in recent years has raised the question as to how the Irish welcome can remain intact. Tourism Ireland is already looking at the people content of its branding and also the option of training foreign workers to be more knowledgeable about Ireland and Dublin. In Dublin, where a large portion of workers in tourism are foreign, this is a concern that requires attention. The provision of tourist product offerings that extend beyond the city into Fingal, South Dublin and Dun Laoghaire/Rathdown. The value of these products and services must be communicated to visitors to the Dublin Region.
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The 55+ age group is increasingly becoming an important market segment with Tourism Ireland predicting that by 2020 this age segment will be the largest in the world. This is of particular significance to Dublin as it is perceived as a young city. Efforts will need to be made to ensure that the Dublin brand also appeals to older visitors.
The recent slow-down in the Irish economy poses a threat to the growth curve in the domestic market as well as to the overseas market. Competitiveness, now more than before, must be the focus of the Dublin tourist product offerings. In tackling these issues, Dublin Tourism must bring to bear its strengths to take advantage of opportunities and eliminate, or at least minimise, the impact of impending threats (see Chart 2.2 below).
cHart 2.2: DublinS WeakneSSeS & StrengtHS (WeigHteD -/+5) 4
Urban decay High costs Lack conference facilities Public transport Airport capacity Visitor satisfaction on decline Poor road signage Road infrastructure Urban renewal Irish welcome Festivals Cultural institutions Lively city Literary heritage Manageable size Selection of accommodation Proximity to UK market Young population Gateway into Ireland
4. only items that are subject to government policy influence are included
-5 -4 -3 -2 -1 0 1 2 3 4 5
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Strengths that could prove useful to Dublin Tourism in addressing the issues outlined above are: Young population - Dublin has a pool of young and ambitious foreign workers to service its tourism industry. These new Irish could play an important role in re-branding the Irish welcome. Urban renewal - Dublin is undergoing unprecedented infrastructural development and urban renewal. Literary heritage and cultural institutions - Dublin has an extensive range of tourist attractions that appeal to older age groups. These tourist products provide the region with the opportunity to capitalise on the growing 55+ age market segment. Dublin is set to benefit from an unprecedented level of investment in its cultural infrastructure - there are 23 major projects in planning or already underway, including several new theatres, the national conference centre and major extensions to the National Cultural Institutions. These developments will greatly strengthen Dublins claim to be a city of living culture. Gateway into Ireland & selection of accommodation - Despite the recent slow-down in the Irish, and world, economy the Dublin region has the distinct advantage of acting as the principal gateway into Ireland and, as such, is well positioned to maximise overseas tourism earnings. With regard to the domestic market, Dublin must be seen to be competitive and offering value for money. The rapid growth in the provision of hotels has meant that the region is well serviced in terms of accommodation needs. In this well-serviced market and slowing economy, hoteliers will need to ensure that they are providing a quality product that addresses the need for competitiveness - this can only benefit the visitor to Dublin. A full SWOT analysis can be found in Appendix Two.
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3
3.1
sT R aT eg i C F R a m e Wo R k
national context
The Irish Tourism Industry has achieved remarkable growth over the last twenty years with overseas tourist arrivals increasing from 1.95m in 1985 to 7.4m in 2006. Dublin has been the leading beneficiary of this growth. Key factors influencing demand have been a competitive product, effective marketing, cheaper and easier access, significant investment in new products and good economic conditions in our primary source markets. In 2003, the Tourism Policy Review Group put forward a strategy for the further growth and development of Irish tourism, entitled New Horizons for Irish Tourism. The focus of the strategy is on addressing the challenges facing the sector. It set a target of doubling the revenue earned from overseas tourism to 6 million by 2012, with an associated target of 10 million overseas visitors. The vision guiding the strategy is of a dynamic, sustainable and highly regarded sector offering overseas and domestic visitors a positive and remarkable experience beyond their expectations. The core strategic goals for Irish tourism are set out in the National Tourism Product Development Strategy, 2007-2013. The emphasis is on sustainable, market-driven development, with critical points being: an excellently built and natural environment, high quality and diverse accommodation, iconic attractions and authentic experiences. The industry must also build its capability to attract investors, innovators and staff of the highest quality. This Regional Tourism Plan has been framed in the context of national tourism policies and priorities and is consistent with the national strategy. It also has strong regional focus and ownership and contains a set of practical objectives and measures intended to increase the value gained from tourism in the Dublin region. Dublin Tourism has set out to secure clear tourism policy statements in all local and regional government statutory plans that put tourism in perspective in terms of its relative importance as an economic driver and contributor to other community goals.
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The overall aim is to provide the necessary tourism infrastructure and service in the region to sustain tourism activity and revenues in the local economy, help businesses and employment in the hospitality sector to grow, project a strong appeal and deliver an excellent visitor experience.
3.2
Delivering a Distinctive experience

As Irelands capital and as one of Europes fastest growing and most dynamic cities, Dublin offers its visitors a unique experience. The region will continue to develop both as a perfect short-break destination and as an indispensable part of an Irish holiday. Dublin will present itself as a city of living culture, a sophisticated destination that offers its visitors plenty to see and do. Dublin will deliver on its promise as a region that TRULY captures its visitors imaginations, is MADLY memorable and exhilarating and DEEPLY cosmopolitan and luxurious. Accommodation, shopping, restaurants, bars, attractions and entertainment are all essential parts of the Dublin tourist experience. It is essential that quality and value are at the centre of all of the products and services in these areas. It is also essential that Dublin retains and continues to highlight its own personality which helps to distinguish it from other city destinations. The Dublin Region is more than Dublin City - it includes Dun Laoghaire-Rathdown, Fingal and South Dublin - but hitherto much of the tourism activity has been concentrated in the city centre. A key goal over the coming three years will be to spread the benefits of tourism more widely throughout the Dublin Region. The areas outside the city centre have much to offer tourists in terms of their cultural heritage and natural environment and they have potential to deliver a very extensive selection of things for tourists to see and do. The ambition of Dublins tourism industry must be to send its guests home very satisfied, with their expectations exceeded. They will then become ambassadors, promoting Dublin to their families, friends and colleagues. To achieve this goal, all of the stakeholders in Dublins tourism sector
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must also become ambassadors for the region in their dealings with tourists in Dublin and in their travels abroad. Thus, Dublin Tourism has adopted as its strategic vision: Create ambassadors to promote Dublin as a must-visit destination.
3.3
Strategic goals
The strategic tourism goals for the Dublin Region are based on the vision outlined above and are as follows: To market and promote the entire Dublin Region as a world-class tourist destination for leisure and business travellers To develop and promote Dublin as a major business tourism destination To spread the economic benefits of tourism across all areas of the Region To address weaknesses in the delivery of the visitor experience in Dublin To enhance the range of attractions and activities available both for tourists and residents by delivering innovative new products and experiences, including major events.
3.4
guiding principles
All of the tourism regions have adopted a consistent set of principles that will guide the pursuit of their strategic goals. These principles reflect national tourism priorities and, for Dublin, are as follows: Protect Dublins principal strengths - people, cultural heritage, environment and sense of place Ensure a focus on quality and economic value Develop attractors which fill gaps for defined market demand
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Spread benefits around the Region where this meets market needs and has community support Develop facilities that are of benefit to residents and visitors alike Work closely with public authorities, agencies and other stakeholders to achieve objectives The regions strategic goals will be achieved by pursuing a set of strategies and a programme of actions in product development, marketing and business supports. Dublin Tourism will work with and facilitate public and private sector partners and other stakeholders to achieve the goals set out in this plan. While, at this stage, the level and source of investments have yet to be determined, the key to success in securing investment will centre on sustainable project proposals which are market focused. The rapid growth in environmental awareness and need to respond to the serious challenges that are emerging place the environment at the top of the Regions tourism agenda.
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Priorities are highlighted in the box below.
Filte irelands recently launched environmental action Plan 2007-2009 is intended to advocate a high quality physical environment for tourism and to promote good environmental practice throughout the tourism sector. The environment is core to irelands tourism with: 80% of visitors rating irelands scenery as an important reason for visiting. 74% attracted by the natural unspoilt environment. 58% citing irelands attractive cities and towns (Visitor survey 2006/ Filte ireland). The basic tenet of Filte irelands policy on the environment is that: in the long term, our environmental image as a destination will only be ensured by our success in protecting the quality of the environment. The environmental action Plan sets out five key objectives: 1. To place environmental issues at the core of sustainable tourism policy at national, regional and local levels. 2. To advocate for the protection of key environmental and tourism assets. 3. To undertake research leading to a clearer understanding of the relationship between tourism and the environment. 4. To promote good environmental practice within the tourism sector and to advise on the development of ecotourism. 5. To establish a number of strategic partnerships in implementing this plan. Dublin tourism is committed to pursuing these objectives throughout the region.
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3.5
targets
Dublin has outperformed national average tourism growth rates during the past decade. The targets for the next three years have been set on the basis of a continuation of Dublins strong performance. The growth rates indicated in Table 3.1 are therefore above those set at national level.*
table 3.1: targetS 2007-2010*
Market overseas visitors (000) (+6.5% p.a.) overseas revenue (m) (+8.0% p.a.)
2007
2008
2009
2010
4,585 1,484
4,883 1,588
5,200 1,699
5,538 1,834
We have applied a projected growth rate of 6.5% per annum to visitor numbers and 8% per annum to revenue. These rates are both one percentage point above the projected national growth rates in the new horizons for irish Tourism report and take into account the targets outlined in the Tourism ireland Corporate Plan 2008-2010.
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4
4.1
k e Y g oa ls
Marketing the Dublin region Rationale
While being an integral part of the overall Irish tourism product offering, Dublin is also a significant international destination in its own right. The region needs to become more visible in the marketplace and to take a greater level of ownership of its own marketing. During the next 3 years - and beyond - Dublin Tourism therefore intends to raise and commit a substantially increased budget with which to promote the Dublin Region in its target markets. This process will be undertaken in a close working partnership with the trade, the local authorities, Tourism Ireland and Filte Ireland.
opportunity
The primary emphasis in the marketing of Dublin will be to stimulate consumer demand by positioning Dublin in the marketplace with a strong, visible and distinctive brand which has broad appeal. The brand includes the flexibility to represent the entire Dublin Region and its product offerings and communicate effectively across a range of distribution channels. Key drivers in city tourism are ease of physical access, especially by air and ease of access to information and reservations. Digital marketing and distribution via the internet have critical roles to play in the successful promotion of city destinations. It is essential that adequate resources are committed to the development of digital marketing capabilities by the industry. Dublin Tourism will play a leading role by ensuring that its own consumer website - visitdublin.com - continues to develop as an innovative, user-friendly site which also acts as a gateway for all members of the industry.
market Focus
The main emphasis in the allocation of marketing resources will be on those markets which have the greatest growth potential and also have direct access to Dublin. These are Britain, the leading European markets and the USA.
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Based on research conducted by Tourism Ireland and Dublin Tourism, the target segments will be: - Sightseers and culture Seekers: the largest current segment - relaxers: the development of products outside the city centre will contribute to additional growth in this segment - Social adventurers: attracted by the core attractions of music, pubs and craic. In addition, the development and promotion of more outdoor and environmental activity products in Fingal, South Dublin and Dun Laoghaire-Rathdown would offer the potential to attract Outdoor Actives, a segment which will receive increased promotion from Tourism Ireland/Failte Ireland in general during the coming years.
4.2
Developing and promoting business tourism Rationale

Dublins success as a leisure tourist destination has not been matched by its performance as a business tourism destination. Greater emphasis has been placed on this growing, high value market in recent years with the establishment of Dublin Convention Bureau and a more active industry group. The development of the new Convention Centre at Spencer Dock, which is scheduled to open in 2010, presents an opportunity for Dublin to make significant advances in the business tourism market. A further spur to the sector was achieved when the Finance Act, 2007, introduced a provision for the recovery of VAT on accommodation for conferences of 50 or more delegates. Business tourism has also been targeted as a priority for Filte Ireland who have established the Business Tourism Forum to lead the national effort in this market.
opportunity
The development of the new convention centre, as well as new facilities in a number of hotels in Dublin, together with improvements in the access infrastructure (Airport, Port Tunnel etc.) and the new VAT provisions, are all opportunities for Dublins business tourism sector.
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Dublin Tourism and Dublin Convention Bureau will work with the trade and Filte Ireland to ensure that these opportunities are converted to achieve significant growth. There are some concerns to be addressed including the shift in hotel capacity away from the city centre and the prospective loss of key business tourism hotels and banqueting venues in the Ballsbridge area. There are also needs in relation to gala banqueting venues which are in short supply. Dublin Tourism will work with other stakeholders on the identification and implementation of solutions to these issues with a view to ensuring that Dublin is positioned to offer compelling advantages as a business tourism destination.
market Focus
The Business Tourism Forum has set an ambitious target of doubling business tourism to Ireland by 2013. The strategy covers targeted sectors within the international association, incentives and corporate meetings markets. Key geographical markets are those with direct access to Dublin, including Britain, North America, Germany, France, Italy, Spain, Sweden and the Netherlands.
4.3
Spreading the benefits of tourism across the region Rationale

Tourism has become a very important part of Dublins economy, generating substantial revenues (1.7 billion in direct revenues in 2006), investment and employment. Hitherto, much of Dublins tourism activity has been concentrated in the city centre, and the benefits have tended to be equally concentrated. The three local authority areas surrounding the city - Fingal, South Dublin and Dun LaoghaireRathdown - all have the potential to offer a diverse range of experiences to visitors, including hill walking, golf, water based recreational pursuits and outdoor activities, as well as the more typical city tourism offerings of shopping, cultural heritage, eating out and entertainment. By harnessing this potential, the spread of tourism activity throughout the region will deliver valuable economic, social and cultural benefits to all areas.
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opportunity
The growth of tourism to Dublin and its increasing popularity as a destination for domestic and international tourists is the foundation for tourism development throughout the region. In recent years, there has been a rapid growth in the supply of hotel accommodation, in areas outside the city centre, particularly to the north and west sides of the city. Further significant expansion is anticipated in these areas. There has also been an improvement in infrastructure and public realm landscaping in all areas. It is anticipated that new attractions and activities will be developed, with tourism and recreation planning studies already underway, for example in the Dublin Mountains. With the development of the necessary tourism infrastructure and product base throughout the region, there will be a stronger platform upon which to base the promotion of tourism in areas outside the city centre.
market Focus
The spread of tourism throughout the region will be assisted by promotion to a wider audience than pure urban tourists. The major segments for Dublin will continue to be targeted, but new opportunities will arise to attract people interested in activity pursuits and family tourists. On the domestic market, opportunities will arise with culinary and luxury seekers, family holidays and country-ramblers. Overall, the multi-dimensional set of experiences to be offered by the Dublin Region has the potential to attract a wider range of tourists in larger numbers and will encourage further growth in repeat visits.
4.4
addressing Weaknesses in the Visitor experience Rationale

The annual Filte Ireland Visitor Attitudes Surveys, and surveys conducted by and for Dublin Tourism, have identified areas of continuing concern in the delivery of the visitor experience. Some issues of corcern are more intransigent, notably the rapid rise in prices in recent years, while some, such as information gaps, can be more readily addressed.
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The requirement is to ensure that the quality of all aspects of the tourism product is continuously assessed and improved, so that visitors enjoy an excellent experience that surpasses their expectations. This will convert them into ambassadors for Dublin when they return home.
opportunity
The challenge for all stakeholders in tourism in Dublin is to apply customer-focused policies of continuous improvement in the delivery of products and services. Dublin Tourism intends to develop and publish a Customer Charter for those aspects of customer service that require a form of quality assurance. Providers across the industry will then be requested to adopt the charter and, ultimately, this will become a criterion for inclusion in Dublin Tourisms promotional activities. Dublin Tourism will also advocate for improvements in public transport and signage and will take a leadership role in campaigning for protection of and improvements to both the built and natural environment of the region. Other areas for action include the delivery of information to tourists, both through digital media and through on-street maps and self-service units; highlighting any obstacles regarding universal access for the disabled; and improving the supply of language training and other familiarisation courses for foreign staff.
market Focus
Much of the emphasis under this objective will be on making supply-side improvements in response to identified needs. Dublin Tourism will take regular soundings from tourists on their requirements and perceptions of shortcomings in the visitor experience and will work actively with all stakeholders in addressing these.
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4.5
enhancing the range of tourist attractions and activities Rationale

A very important driver of Dublins future ability to compete successfully as a tourist destination will be the continued enhancement of its product range. This will involve updating / upgrading existing attractions and activities and the introduction of new products. The scope is broad and includes not only built products, such as the many cultural infrastructure developments already underway in the city, but also activities and events.
opportunity
The continued growth and evolution of demand and the further growth potential offered by Dublins source markets give rise to opportunities as well as needs for product development. The Tourism Product Development Strategy 2007-2013, published by Filte Ireland, and the associated funding for product development provide a supporting framework. Dublin Tourism has completed extensive research into Dublins product base and will publish the resulting product development plan early in 2008. The plan identifies a number of opportunities for product development, including the renewal of key attractions and the development of exciting new products. Dublin Tourism will work actively with stakeholders to progress these ideas and will form an ad hoc group to address product development issues. Particular attention will be paid to major events which have real potential to bring large numbers of visitors to Dublin. The work to be done will include exploring the introduction of a major new festival to complement those already in place and the promotion of Dublin as a venue for international sporting, cultural and entertainment events. There is a need for coordination of major events on the one hand, to avoid conflict and overcrowding, and on the other, to maximise opportunity by holding complementary events, or events with a complementary market audience, around the same time.
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market Focus
Product development should be market-led in terms of either responding to an identified need or exploiting an opportunity. Information is an essential resource and Dublin Tourism will actively promote and facilitate the dissemination of relevant information to stakeholders. The product development plan is being framed in the context of market research and analysis and the development concepts and needs have been identified on that basis.
5
5.1
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i m P l em en TaT i o n
partnership approach
During the 2008-2010 period, Dublin Tourism will focus on the goals set out in this Plan with the aim of delivering tourism growth in the Region. Underpinning this promise for tourism growth is a strategic partnership between Dublin Tourism and key stakeholders in tourism in the Dublin Region. Working with these partners, Dublin Tourism intends to continue to facilitate an integrated approach to tourism development in Dublin, providing leadership and support to the industry in product development, marketing, business development and visitor servicing. The key implementing and funding partners will be: Local Authorities, particularly in terms of tourism infrastructure, public amenities and local authority operated visitor attractions, development planning, signposting and roads, and coastal areas and beach management. Business and Tourism Enterprise by way of support in business development, marketing and quality of delivery. The national tourism development and marketing agencies, Filte Ireland and Tourism Ireland, with respect to product development, product quality, human resource development and marketing. City and County Development Boards will be key partners with respect to the communication and delivery of a co-ordinated regional strategy at the local level. Implementation of the regional tourism strategy objectives will take account also of the individual Local Authority Development Plans for tourism, recreation, the protection and conservation of the environment and the arts. State Agencies, such the Office of Public Works and Coillte, in developing quality tourism experiences.
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5.2 5.2.1
product Development Product audit

In May 2007 Dublin Tourism produced a strategic review of Dublins Tourism Product. The overall picture that emerged from the Dublin product audit was one of a city destination that is generally well supplied with tourism product and possessing a capability to offer a rich experience to tourists. It found that Dublin has a wide and varied product base, with a strong accommodation sector, and that it compared favourably to competitor cities in Europe.
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Not surprisingly, it also found that tourist offerings were heavily concentrated in the City and that the local authority areas of Fingal, South Dublin and Dun Laoghaire-Rathdown had fewer services to attract visitors. However, it noted that the potential of these local authority areas, with their diverse natural amenities, is under-exploited. Some supply-side gaps were reported in a small number of areas including family attractions, adventure centres and outdoor activities (including cycling) and caravan and camping sites. Furthermore, it pointed to quality as an issue in product groups such as outdoor activities, visitor attractions and heritage sites. Although no dominant theme was apparent in terms of desired product improvements, value for money was repeatedly mentioned as an issue across the product range.
5.2.2
Development needs
With a strong product base, Dublin Tourism is well positioned to increase its share of the international tourism market. However, in order to do so it must acknowledge the existing gaps in the supply of its tourism offerings, address the need for value for money (in an environment that is faced with increased economic challenges) and ensure it has a strong value proposition to compete with established and new city destinations in Europe. In line with its marketing strategy, Dublin Tourism will focus its product enhancement and development on the sightseers and culture seekers, relaxers and social adventurers segments of the market, as outlined in Section 4. Particular attention will be given to the sightseers and culture seekers segment which is expected to provide the strongest return on marketing investment. Highlighting these priorities, a number of actions have been identified for the three years ahead - see Table 5.1 overleaf.
36
table 5.1: key actionS for 2008-2010
Strengthen tourism development partnership approach between Dublin Tourism and trade and encourage cohesion within trade
Publish a Tourism Product development Plan for the region, highlighting gaps, opportunities and needs, and work with strategic partners to implement recommendations of the Plan identify and facilitate the development of new tourism attractions and activities that capitalise on Dublins assets, add to its unique character and appeal and assist in improving the spread of tourism activity throughout the region establish an annual forum of the tourism industry in Dublin to identify and address product development issues introduce an enhanced tourism awards scheme encourage small scale providers to come together as a means to more effective networking Work with trade to facilitate multi-lingual information for tourists (e.g. menus, websites) Promote greater use of digital marketing by Dublins tourism industry
Capitalise on opportunities provided by the regions natural heritage

Dublin mountains (outdoor pursuits, walking and cycling in locations such as killiney hill and Three Rock mountain) Dublin bay (boating and other water-based recreational and sporting experiences) Phoenix Park (position the Park as more than Dublin Zoo) Canal (walks and resting points for tourists) The River liffey (extend leisure activities)
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Promote the cultural heritage of Dublin

encourage tourists to explore the rich heritage of the entire region Promote activities and events that are available without cost to visitors Provide more resources for traditional culture (e.g. music) extend opening hours of important cultural attractions make heritage sites more accessible sites with better presentation investigate feasibility of establishing new festivals that offer synergies with existing festivals or events
Address weaknesses in the delivery of the visitor experience

Prepare and publish a Customer Charter Tackle weaknesses in visitor experience at points of arrival/departure highlight inadequacies of public transport highlight obstacles regarding access for the disabled Campaign for improvements to the environment enhance bus and street signage and increase the availability of city maps investigate possibility of a master guide that acts as a single resource for tourists to the region (e.g. transport, attractions ) improve supply of language training and other familiarisation courses for foreign staff
Grow business tourism within the Region

engage with relevant partners to ensure that the provision of world-class conference facilities and services remains high on the agenda for business tourism Promote incentives offered to businesses in choosing Dublin as a location to hold conferences encourage the development of large scale, high quality banqueting facilities and the use of historic buildings as banqueting venues.
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5.3
Marketing
Over the life of the Regional Tourism Plan 2008-2010, Dublin Tourism plans to focus on increasing consumer demand by ensuring Dublin has a strong and distinctive brand in the marketplace, with broad appeal. The brand is to be flexible enough to represent the totality of the Dublin Region and its product offerings, extending across a range of communication channels.
5.3.1
objective and overall approach

Dublin Tourism intends to build on the success it has experienced in recent years and to continue to grow its share of the European market. The primary marketing objective for Dublin Tourism over the next planning period is to: To increase revenue, increase visitor numbers and extend length of stay At the heart of the regions tourism marketing strategy will be an active Marketing Partnership Programme, offering public and private companies of all sizes the opportunity to partner with Dublin Tourism in identifying and implementing marketing initiatives. Dublin Tourism will work in close cooperation with Filte Ireland and Tourism Ireland in devising, planning and implementing marketing activities for the Region.
5.3.2
marketing strategies
In order to achieve its main objective, a number of key strategies have been outlined as part of the tourism plan. - Identify best prospect markets and market segments and focus resources on these; with emphasis on short breaks and repeat visits - Work closely with trade partners, Tourism Ireland and Filte Ireland - Be web and e-marketing leaders - Address weaknesses in the delivery of the visitor experience in Dublin - Maintain the lead role in the collection and dissemination of information.
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5.3.3
marketing Programme
Dublin Tourism has identified a number of activities and actions to support its efforts in achieving its marketing strategies over the coming three years: trade and consumer promotions - Attend up to approximately 40 relevant international trade and consumer events per year in our key international markets. Consumer promotions will be focussed on destinations with new access routes. e-Marketing A number of campaigns will be launched, targeting the best prospect market segments (identified by means of Dublin Tourisms database resource). These campaigns will be based on various themes highlighting all that Dublin has to offer (see Appendix One for list of reasons to visit the Region) and will also include a drive for consumers to make online purchases for accommodation, the Dublin Pass, transport tickets and event tickets. Other specific e-marketing activities will include: - Strong, sustained promotion of new brand identity for Dublin - Launch of rebranded and revamped visitdublin.com website in 2008 - E-shots to all previous purchasers of accommodation on visitdublin. com for specific offers of a limited period. Call to action directs to landing page featuring special product offers, e.g. hotels, visitor attractions, events etc. (5 times throughout the year) - News from Dublin monthly e-zine from visitdublin.com sent to list of 60,000 subscribers with features such as reasons to choose Dublin now, reasons to visit again, accommodation offers and Dublin Pass offers - Click-through to product providers and event websites - On-line advertising campaigns with partners across a range of travel and lifestyle sites (such as Travelocity and Expedia) co-operative advertising Cost-effective and complementary joint advertising initiatives will be developed between Dublin Tourism and interested partners. These will include: - A Destination Dublin message together with a special offer from a given partner such as an air line carrier - On-line advertising with partners across lifestyle sites
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- Radio advertisements, features and competition with clear Dublin message. publicity programme - Continue to attract as much positive publicity for the Dublin Region through newspapers, magazines, radio interviews, promotions and online travel media (working in conjunction with Tourism Ireland offices overseas). Also develop new story hooks for Dublin, target specific media and organise press visits. Dublin Tourism will capitalise on key events in Dublin, in line with Dublin image, to raise the profile of Dublin and to reach new market segments. product Marketing - Develop marketing initiatives to highlight specific products in Dublin with added value which can be sold either direct to consumers or to overseas tour operators. Examples may include using the Dublin Pass to promote visitor attractions, or developing a Passport to Golf in Dublin which features both championship courses and value golf courses in the Dublin Region. familiarisation Visits - Arrange and support familiarisation visits to Dublin for individuals or groups whose product knowledge is crucial to selling Dublin in the marketplace. This would include overseas tour operators, hotel sales personnel, and travel agency groups. Dublin Tourism also intent to participate in workshops with overseas trade, arranged by Tourism Ireland, to increase product knowledge of Dublin. publications A range of publications are produced annually to meet the demand from consumers and trade for detailed information on Dublin. They are distributed worldwide through Tourism Ireland offices, at trade and consumer promotions and to visiting media. Publications include:
Dublin maRkeT book
motivational piece produced in nine languages.

sleeP!
Comprehensive guide to all accommodation available in the Dublin Region.
41
musT-Dos!
guide to visitor attractions in Dublin.

Dublin maP & PlanneR
Fold-up compact map of the region with the top visitor attractions and general information produced in thirteen languages.
golF in Dublin
guide to golf in and around the Dublin region, with welcome from Paul mcginley.
ouR guiDe To The besT oF Dublin
a4 magazine with detailed information on where to go, what to see, events, entertainment, maps of Dublin region, transport information with 500,000 copies printed. RoCk n sTRoll
5.4
self-guided walking tour around the city centre based on cafs, bars, venues and shops that were significant to our musicians in the development of their musical careers. This initiative has proved hugely successful and has resulted in thousands of euros worth of international publicity for Dublin.
Supply-side capability
Filte Ireland aims to support business development and enterprise growth through a range of services that includes skills enhancement, business innovation and development, liaison with third level institutions and regional intelligence. Initiatives, by way of advisory business services and staff development programmes, will continue to be offered by Filte Ireland to interested parties. These initiatives will pay particular regard to improving quality service. In consultation with industry partners, new training programmes will be developed bearing in mind this focus on improving the quality of services. Dublin Tourism will strongly encourage its industry partners to avail of the services provided by
42
Filte Ireland and other education and training providers with a view to achieving improvements in the quality of tourism products and services in the Dublin Region. With the decline of Irish people working in the tourism sector, the provision of training to foreign workers has been highlighted as an area where businesses need to be supported. Training courses need to be developed for English language skills as well as orientation-type training which educates foreign workers in aspects of Dublin and Ireland in a bid to encourage and enable them to adopt more of an Irish approach. The goal is to assist tourism enterprises to have the necessary human resources to offer services that exceed customer expectations. Dublin Tourism will also encourage and support innovation within the industry. It will work with third level institutions to assist in this area, helping businesses to adopt and exploit new technologies. This, together with any new initiatives, will act to complement the existing Filte Ireland services and strategies.
5.5
Visitor Servicing
Dublin Tourism operates four tourist information offices in the Dublin Region. These offices are located in Dublin airport, Dun Laoghaire ferry terminal and in the city centre (Suffolk Street and OConnell Street). The services provided by these offices include: Tourist information (All Ireland) Accommodation reservation service (All Ireland) Booking services for a variety of tours (bus, rail, water, walking, literary, etc.) Ticket desk for booking theatre, music and sporting events Itinerary planning Tourist literature and guides for Dublin and Ireland Bureau de change Book and gift shop Currently, a network of Discover Ireland Centres is being rolled out by Filte Ireland across its regions as a strategic component of providing
43
a better visitor information service across the country. The new concept will focus on providing comprehensive and high-quality visitor information in a pleasant environment, delivered by a combination of personalised concierge service and high-tech self-service kiosks. The ambiance of the new centres will be visitor friendly, with the service designed to cater to individual needs. Over the next three years all existing Tourist Information Offices will be re-branded and refurbished to provide an improved and a more visitor friendly service. Dublin Tourism will agree a development strategy for its tourist information offices with Filte Ireland to ensure that they are integrated with the national network while retaining Dublins brand identity and full range of visitor services. Dublin Tourisms goal will continue to be to exceed national standards.
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6
a.1
a P P en D i Ces
appendix one
reasons to Visit the Dublin region
pubS/ nigHtlife
a youthful, international and outgoing population creates a vibrant pub and club culture. The variety, uniqueness and attraction of Dublin pubs, with publicans investing in quality premises.
MuSic
Dublin has a thriving live music scene which attracts top artists and is the home of international artists such as u2, The Thrills and Damien Rice.
craic
Temple bar is at the heart of Dublins party atmosphere. Dublin competes more strongly on the basis of its personality which perhaps offers more excitement than destinations which depend heavily on their built cultural heritage to drive tourism.
HiStoric culture
Dublin has been settled since ancient times and war has not significantly damaged the city. The centre of city life is still the historic core. From newgrange, Viking history and museums to authentic Dublin hotels, Dublin is a cultural city with famous drink brands guinness & Jameson which broaden the appeal of heritage.
Scenery rare to tHe Major european capitalS
Dublin has views of and access to sea and mountains. Coastal villages, city parks and beaches, mountains and forest walks.
Sport anD WellneSS
Dublin has excellent sporting facilities which include Croke Park, over fifty golf courses, race tracks, spas and water sports.
accoMMoDation
extensive investment in new hotels and refurbishment means that there is a wide range of quality options for visitors. Pricing at the luxury end of the market remains very competitive compared to other large capital cities.
45
artS
Dublin has a thriving arts scene with theatre, literary festivals, galleries and museums which are lively throughout the year and accessible through english. There are at least 29 quality museums - most free to enter. Dublin supports 14 theatres, 37 libraries and 200 art groups.
caD Mle filte
as a city destination, Dublin benefits from the irish tradition for welcome negating some perceptions that cities are unfriendly.
DiVerSit y
as an economic and cultural capital, Dublin offers a range of attractions and amenities.
feStiValS
From the st. Patricks Festival to the Dublin Theatre Festival, Dublin has a reputation for international festivals.
SHopping
The city has a wide range of local and international shops. large out of town developments such as blanchardstown and Dundrum town centres attract many visitors from other regions to Dublin.
46
a P P en D i Ces
a p p e n d i x Tw o
a.2 Detailed SWot analysis
StrengtHS
Dublin is the main gateway to the island of ireland. it benefits significantly from having an airport which is well served by low-cost carriers and transatlantic carriers large number of successful festivals including the Festival of World Culture in Dun laoghaire, st. Patricks Festival Dublin is on the doorstep of the uk which has been the fastest growing source market for european City Tourism Dublin has a large, young population, high employment and buzz home to most of irelands national cultural institutions manageable city centre in terms of size World renowned literary heritage Wide range of high quality accommodation irish welcome world renowned Recent urban renewal projects such as the Docklands developments significant upcoming investment in facilities: new abbey Theatre, Theatre in grand Canal basin, national Conference Centre, relocation of national Concert hall, Point Village Dublin Tourism offices successful in attracting and directing tourists
WeakneSSeS
Traffic congestion and lack of circular routes around city need for the improvement of public transport bad roads and confusing/absent signage for tourists navigating outside the city centre Perceived as expensive and costs rising for operators nationally : lower levels of visitor satisfaction recorded by Filte ireland some disincentives for conference business: shortage of banqueting facilities, potential closure of ballsbridge hotels, no national Conference Centre yet need for more air carriers and direct flights second terminal at Dublin airport Problem with litter, drunkenness, cleanliness and begging Dereliction and urban decay still evident in parts of the city
47
opportunitieS
new markets through new direct flights to other countries and potential us airports due to open skies attract more incentive market business Further develop the domestic market nDP and metro north will improve access to the airport encourage long-haul carriers to include Dublin as an add-on destination e.g. from the asia-Pacific market niche marketing to attract more types of tourism (activity, education, cultural) make more of assets such as the bay and shoreline, mountains and hidden treasures Further reinvigoration of the city (Parnell square and heuston/inchicore) and improved facilities (abbey Theatre, lansdowne Road,) present new marketing opportunities new VaT refunds for conference visitors and national Conference Centre development (2009) Develop more ways of getting information to tourists using new technologies, adding to popular iWalks improve signage and directions to help tourists outside city centre more flexible opening of national cultural institutions providing visitors with more to do
tHreatS
other cities and destinations intensifying their battle for market share more major infrastructure building causing chaos: luas extensions and meTRo will disturb city centre shopping areas losing their irish uniqueness exclusion of Dublin from future eu structural funds programme other cities and destinations have novelty appeal levies and security fears dis-incentivising air travel inflation pushing up prices and 100% employment impacting on service: too expensive and not enough service slow-down in the irish economy could impact the recent inroads made in the domestic market irish welcome - tourism industry in ireland is largely being serviced by foreign workers who are not familiar with irish traditions and local knowledge
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Prepared by Dublin Tourism
Dublin Tourism, Suffolk Street, Dublin 2, Ireland.

Tel: + 353 1 605 7755 Fax: + 353 1 605 7757 visitdublin.com email: marketing@dublintourism.ie

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Delivering a Distinctive experience guiding Principles

keY goals 4.1 4.2 4.3 4.4 4.5

............................................................................................................. ................................................................ ................................... ...................

marketing the Dublin Region

Developing and Promoting business Tourism

enhancing the Range of Tourist attractions and activities

imPlemenTaTion 5.1 5.2 5.3 5.4 5.5

................................................................................................ ........................................................................... ...........................................................................

Partnership approach Product Development marketing supply-side Capability Visitor servicing

product Development key actions

key actionS for 2008-2010

Tourist Numbers (000s)

2003 target overseas visitors (000s) overseas revenue (m)

budapest berlin brussels

3. Filte ireland Visitor attitudes survey, 2006

external forces of change

opportunities & threats

table 2.3: external forceS of cHange

external forces of change increase in last minute bookings.

table 2.4: internal forceS of cHange

internal forces of change

opportunities & threats

table 2.4: internal forceS of cHange

Delivering a Distinctive experience

Priorities are highlighted in the box below.

Developing and promoting business tourism Rationale

Spreading the benefits of tourism across the region Rationale

addressing Weaknesses in the Visitor experience Rationale

enhancing the range of tourist attractions and activities Rationale

product Development Product audit

table 5.1: key actionS for 2008-2010

Capitalise on opportunities provided by the regions natural heritage

Promote the cultural heritage of Dublin

Address weaknesses in the delivery of the visitor experience

Grow business tourism within the Region

objective and overall approach

motivational piece produced in nine languages.

Comprehensive guide to all accommodation available in the Dublin Region.

guide to visitor attractions in Dublin.

Prepared by Dublin Tourism

Dublin Tourism, Suffolk Street, Dublin 2, Ireland.

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