School of Services Management
Bournemouth University

A dissertation
in partial completion of the award of
BA (Hons) International Tourism Management

A critical investigation into Bournemouth’s conference market: the views of delegates, organisations and venues

Janine Paul

Table of contents

Chapter One – Introduction ... 1

1 Introduction ... 1

1.1 Background to the research study ... 3
1.2 Rationale ... 4
1.3 Aim ... 5
1.4 Objectives ... 5
1.5 Dissertation structure ... 6
1.6 Conclusion ... 7

Chapter Two – Literature Review ... 8

2 Introduction ... 8

2.1 Conferences and destinations ... 8
2.2 Supply side ... 9
2.3 Demand side ... 10
    2.3.1 Corporations ... 10
    2.3.2 Associations ... 10
    2.3.3 Delegates ... 11
    2.3.4 Conference organisers ... 12
2.4 Key issues of the conference industry ... 12
    2.4.1 Conference and meeting trends ... 14
2.5 Site selection criteria ... 15
2.6 Marketing of destinations ... 16
    2.6.1 Marketing communication plan ... 16
    2.6.2 Branding ... 17
    2.6.3 The role of the conference and visitor bureaux (CVB) ... 17
2.7 Bournemouth ... 18
2.8 Conclusion ... 20

Chapter Three – Methodology ... 21

3 Introduction ... 21

3.1 Primary research ... 22
    3.1.1 Questionnaires ... 22
        3.1.1.1 Pilot Study ... 23
    3.1.2 Interviews ... 24
3.2 Research Procedure ... 25
3.3 Sampling frame ... 26
3.4 Analysis ... 27
3.5 Limitations ... 27
3.6 Conclusion ... 29

Chapter Four – Findings ... 30

4 Introduction ... 30

4.1 Finding One – Site selection criteria ... 30
4.2 Finding Two – The delegate ... 33
4.3 Finding Three – Image and reputation of Bournemouth ... 37
4.4 Finding Four – Bournemouth’s strengths and weaknesses ... 38
4.5 Finding Five – Standpoint and dynamics of Bournemouth’s conference industry ... 39
4.6 Conclusion ... 41

Chapter Five – Conclusion and Recommendation ... 42

5 Introduction ... 42

5.1 Meaning of the finings ... 42
5.2 Answers to the objectives ... 43
5.3 Marketing plan to address the findings ... 45
    5.3.1 Current situation ... 45
    5.3.2 Marketing ... 46
    5.3.3 Strategy ... 46
    5.3.4 Differential Advantage ... 49
        5.3.4.1 A new niche target group ... 49
5.4 Synthesis of findings ... 52
5.5 Final Conclusion ... 53

Chapter Six – References ... 54

Chapter Seven – Bibliography ... 62

Chapter Eight – Appendices ... 64

Appendix 1 – Comprehensive approaches of different authors ... 64
Appendix 2 – Questionnaire for a delegate ... 69
Appendix 3 – Advantages and disadvantages of open questions ... 72
Appendix 4 – Advantages and disadvantages of closed questions ... 72
Appendix 5 – Overview of the purpose of each question in the delegate questionnaire ... 73
Appendix 6 – Pilot questionnaire ... 74
Appendix 7 – Overview of the purpose of each question in the interview questionnaire ... 77
Appendix 8 – Transcripts of the Interviews ... 78
    Alan Fyall ... 78
    Barbara Crabb and Sam Woodward ... 82
    Brian Stannard ... 86
    Clive Tyers ... 92
    Daniel Marsh ... 98
    Denise Heller ... 101
    Mari-Anne Carter and Angela Faber ... 106
    Shirley Thompson ... 111
    Spencer Clark ... 116
    Sally O′Reilly ... 120
Appendix 9 – Research procedure ... 124
Appendix 10 – Overview of individuals and organisations contacted ... 125
Appendix 11 – Comparison of Bournemouth with its major competitors ... 129
Appendix 12 – P.E.S.T.E.L Analysis ... 130
Appendix 13 – Ansoff matrix ... 133
Appendix 14 – Questionnaire for students ... 134
Appendix 15 – Overview of the purpose of each question in the student questionnaire ... 136
Appendix 16 – Perceptual map ... 137

Chapter One – Introduction

1 Introduction

“In the United Kingdom, seaside and inland resorts have been regarded as the main providers of conference facilities until recently. […] Yet in view of the continued development of the industry, the standard of many of the existing venues was deemed inadequate, resulting in the construction of purpose-built facilities… (Weber & Chon 2002: 14) [e.g.] in Bournemouth in 1984” (Law, 1993).

Conferences make up a major part of Bournemouth’s business situation and an especially large contribution is made through the purpose-built ‘Bournemouth International Centre’ (BIC) (Conferences: UK, 2007). This holds about 50 to 55 big conferences per year. (BIC 657 response, 2007) Recently there was a “multi-million pound extension and refurbishment programme […] and overhaul of the main 6,000-capacity Windsor Hall…” (Thornton, 2006: 45). The refurbishment of the BIC “creates over 1,300 extra jobs and an economic benefit of some £21million a year to the cosmopolitan town“ (BIC, 2004). With the creation of the Bournemouth International Conference Bureau (BICB) in 2003 the town gained a major attribute to stay competitive in the market. Various hotels which recently have upgraded their facilities complement the offer of the purpose built conference centre. This ranges from independently owned hotels to four star chains. E.g. the Hinton Firs and the Marsham Court can be found in the three – star category, the Royal Bath Hotel and the Marriott in the four-star range.

Bournemouth also has academic venues with Bournemouth University providing space for 200-240 delegates. The unusual venues are covered through the Oceanarium, the Russell-Cotes Art Gallery & Museum as well as the cinema Odeon. Furthermore, several venues have been introduced in the Conference and Incentive Travel Magazine (Nov/Dec 2006) as up and coming venues: Compton Acres an ornamental gardens, the Rubyz/Bazaar Bar which opened in December 2005 or the Landmarc, a transformed church situated in the town centre taking till 500 delegates.

Bournemouth delivers the facilities for the interaction when delegates become tourists. The tourist atmosphere with the beach, entertainment possibilities and sight seeing attractions, undoubtedly has the potential to deliver a memorable experience as this makes delegates perhaps return for a vacation (Rogers, 2003).

The demand side is especially made up by associations, forming the core customer market of the BIC coupled with exhibitions. The future goal for Bournemouth is to work on corporate business (Clive Tyres in Conference & Incentive Travel November/December 2005). Further marketing objectives are that “Bournemouth is dispelling the myth that it’s a town for retirees” (Thornton, 2006: 45). Moreover, “Bournemouth is traditionally seen as a family summer- season resort” (Clive Tyers in Conference & Incentive Travel November/December 2005: 43). In addition, more and more business trips are combined with leisure stays. Delegates are extending their trip before and/or after e.g. a meeting or conference (Mintel, 2002) demanding leisure packages. This represents a good business opportunity for the town having leisure and business facilities at one location.

Clients have increasing expectations from attending conferences (Rogers, 2003). With this in mind, it is necessary to understand what delegates want in comparison to what conference organisers of associations and corporations deliver to them resulting from the negotiations with the venue. Bournemouth needs to create a differential advantage to survive in the future conference business through e.g. the help of marketing communications (De Pelsmacker et al., 2004). By understanding how the industry functions and why site and venue decisions are made, Bournemouth can stay competitive.

Bournemouth is chosen for this investigation as it has one of the largest conference centres in the United Kingdom. Although it is a small town, it attracts the biggest conferences in the UK.

1.1 Background to the research study

This piece of work is undertaken as it forms a part of the author’s ‘International Tourism Management’ degree. The purpose of this study is to apply research methods related to the chosen topic as well as to support the ability of independent learning.

The selected subject constitutes to the conference branch of business tourism and investigates the supply and demand structure together with site selection criteria of Bournemouth’s conference market. This includes researches in the conference industry itself with regards to the location of the event, delegate’s needs and conference organiser orientations. Bournemouth is used to give a context for the next following chapters.

The literature review revealed the gap that little is known about the combination of the three mentioned perspectives together with what makes Bournemouth a conference town.

1.2 Rationale

This work is carried out to give conference organisers and venue managers the opportunity to better understand their requirements for the future and to build their marketing and site selection process on this knowledge. It will develop an understanding why a destination is attractive or not; that the destination can enhance its advantages and diminish its weaknesses. The study is related to the venues of Bournemouth and the site/venue decision influences.

Judging from an academic – theoretical perspective the combination and comparison of the three perspectives have not been investigated before and therefore research was undertaken. This is evident from chapter two and addressed by primary research in the form of questionnaires and interviews in chapter four.

Furthermore the personal motivation of the author: to work in this industry as well as already gained experiences in this branch influenced the decision of writing the dissertation on this topic. There is crucial evidence that business tourism is a growing industry with various job and employment opportunities.

1.3 Aim

The aim of the author’s dissertation is to analyse if Bournemouth is a successful (future) destination for conferences. Concluding from the investigation into a special selection of different conference venues in Bournemouth, into the site selection criteria of conference organisers as well as into the delegates’ needs, an overall picture for Bournemouth is drawn.

1.4 Objectives

The objectives of the above introduced dissertation are:

• To identify attitudes and orientations of venues organising conferences
• To investigate the decision making process and perceptions of organisations holding conferences
• To analyse and compare objective one and two with the perceptions of delegates
• To examine challenges of the conference industry in Bournemouth
• To develop a future marketing plan for Bournemouth based on the findings

To find the answers to these objectives primary and secondary research was undertaken. The objectives help to provide clarity and act as a guideline throughout the dissertation. Questionnaires and interviews addressed the gap found through the review of literature followed by an analysis of the data received within this process. The findings help the author to draw conclusions which could have the form of a future marketing plan.

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