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

Acknowledgement

The author takes this opportunity to thank all those people who have helped me with the completion of this dissertation.

Special thanks goes to my dissertation tutors Brian Wood, Keith Wilkes and Feifei Xu who supported me and were there for questions concerning this piece of work.

Great appreciation goes to Alan Fyall who distributed the questionnaires to his delegates in form of his conference pack for the ‘Event Tourism Conference’ in January 2007.

Thanks would also like to be made to all interview partners and delegates contributing their opinions and attitudes.

Further thanks are also acknowledged to Martin Schmidt for his support during the academic year.

i

Abstract

The focus of this dissertation is on the perceptions of conferences organisers, venue organisers and delegates of Bournemouth. These groups were investigated through primary research. Consumer decisions of choosing an appropriate venue are exploited. Bournemouth is used as a case study.

The primary goal of conferences in Bournemouth is to contribute to large parts of the economy of the seaside destination. This can be strengthened through emphasising its facilities, reacting to demand of conference organisers and considering needs of delegates. With the help of this work Bournemouth can create a marketing plan adjusted to its conference sector. Furthermore, the findings can be applied by venues, to effectively align their product to the market and by conference organisers to create a successful conference for their attendees.

In general venues are emphasising their physical factors, rather than soft issues and therefore meeting the demand of conference organisers. Those are aware of delegates’ needs, but nevertheless chose a venue with size and facilities as the major considerations.

Bournemouth’s reputation is strongly influenced by its entertainment possibilities also portraying a negative image due to its ‘drinking culture.’ The infrastructure is well established and provides the basic requirements for delegates’ needs to come to the venues, experience the conference and return.

The recommendation for the town’s marketing plan is a focus on delegate’s needs reachable through the common communication channels together with a niche market orientation. This gives it a competitive advantage to differentiate it from its rivals.

Word count: 11.602

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Table of contents

Table of  contents  

  Acknowledgements  i

  Abstract  ii

Table of  Contents  iii

  List of Figures  v

  List of Tables  vi

  List of Abbreviations  vii

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

  iii  

Table of contents

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

  iv  

List of Figures

  List of Figures  

  Figure 2 1 Four phases of a conference  17

  Figure 3 1 Sampling  26

  Figure 4 1 Overview of the age groups  33

  Figure 4 2 General satisfaction degree  34

  Figure 5 1 Reasons for not attending conferences  50

  Figure 5 2 Number of conferences already attended  51

  Figure 5 3 The three perspective model  52

  v  

List of Tables

  List of Tables  

Table 2 1  Comparison of corporations and association market segments  11

Table 2 2  SWOT Analysis of Bournemouth  19

Table 3 1  Questions covering the aims of the dissertation  29

Table 4 1  Important features for conference organisers  30

Table 4 2  Factors against a venue  32

Table 4 3  Reasons for the general satisfaction degree  34

Table 4 4  Importance of certain features  35

Table 4 5  The reasons for attending conferences  36

Table 4 6  Overview of transport modes used  38

Table 4 7  Opposite views of the role of video conferencing  40

Table 5 1  Delegate profile  46

Table 5 2  Reading preferences by gender in  47

Table 5 3  Advertisement in magazines  47

Table 5 4  Presence at exhibitions and trade shows  48

Table 5 5  Student profile  50

  vi  

List of Abbreviations

  List of Abbreviations  

  Abbreviation Explanation  

  BIC Bournemouth International Centre  

  BICB Bournemouth International Convention Bureau  

  CIM Conference & Incentive Management  

  CVB Convention and Visitor Bureau  

  DMO Destination Management Organisation  

  ITU International Telecommunication Union  

  MIA Meetings Industry Association  

  MICE Meetings, Incentive, Convention/Conference, Event  

  PESTEL Political, Economic, Social, Technological, Ecological, Legal  

  SPSS Statistical Package for the Social Sciences  

  SWOT Strengths, Weaknesses, Opportunities, Threats  

  USP Unique Selling Proposition  

  CONFEX Trade show for the Conference and Exhibition industry  

  Q Question  

vii

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 6,000capacity 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.

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Chapter One - Introduction

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.

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Chapter One - Introduction

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.

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Chapter One - Introduction

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.

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Chapter One - Introduction

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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Chapter One - Introduction

1.5 Dissertation structure

Chapter Two Literature Review This chapter comprises all the secondary

Chapter Three Methodology The methodology looks at the procedure and

Chapter Four Findings In this chapter the findings of the primary

Links to the literature review are drawn.

Chapter Five Conclusion and The data from the previous chapters is

Chapter Six References and These chapters state all sources utilised for

Chapter Seven

Chapter Eight Appendices The appendices complete the dissertation

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Chapter One - Introduction

1.6 Conclusion

This chapter lead the reader into the topic comprising the background of the study, its aim and objectives as well as the structure which will be applied in the dissertation. The research question in connection with Bournemouth as a conferences destination is introduced. The next chapter investigates previous research undertaken concerning the subject selected.

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Chapter Two – Literature Review

2 Introduction

The literature review focuses on findings based upon academic research on the conference industry, different types of venues and customers demanding the conference product. Especially for the venues and the overall destination the knowledge of its strengths in their venues as well as in their marketing is very important. This is therefore amongst others a review of information available in terms of consumer opinions choosing a venue or destination. The secondary data gives the reader a detailed understanding of the chosen topic. It commences with the scope and definition of the sector.

2.1 Conferences and destinations

“The conference industry forms one sector within the business tourism” (Rogers, 2003: 20). There are various definitions of the term ‘conference’ due to its young history and development. Lawson (2000: 7 - 8) defines a conference as

“An event used by any organization to meet and exchange views, convey a message, open a debate or give publicity to some area of opinion on a specific issue.”

Further objectives of conferences are:

• To discuss and negotiate

• To build networks and business relationships (key factor)

• To encourage better performance by individuals and organizations

• To come together and share a common interest

• To create a spirit of cooperation that enhances collective entity

• To involve more people in the decision-making process

• To promote the collective aims of the organisation

• To change attitudes, skills or efforts of potential delegates

• To give an incentive or reward (Lawson, 2000; McCabe et al., 2000; Rogers, 2003; Montgomery & Strick, 1995)

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Chapter Two – Literature Review

Conferences can be held at various places such as destinations. Gatrell (1994, cited in Rogers, 2003: 106) defined a destination as follows:

“From the perspective of the consumer, destinations are perceived as those geographic areas that have attributes, features, attractions, and services that appeal to the prospective user. How the consumer defines a geographic area varies greatly and may or may not include specific boundaries.”

The statement shows that destinations are acting as a supplier of the conference product.

2.2 Supply side

Suppliers provide “the facilities and services that are essential to an effective operation of a conference” (Davidson & Rogers, 2006: 8). Rogers (2003) defined three main categories of the supply side of the conference industry: venues, destinations and other suppliers.

Venues include residential venues (McCabe et al., 2000) e.g. hotels; purpose-built centres, academic venues for example universities; civic venues such as a town hall and unusual venues comprising sporting venues (Siegle, 2006). This study stresses especially purpose built conference centres, hotels and unusual venues.

Destinations could e.g. be a town, a city, a region or the country. The destination is marketed by the conventions and visitor bureau often being the first contact person for conference organisers (Davidson & Rogers, 2006).

Other suppliers comprise audiovisual contractors, telecommunications companies, transport operators, interpreters and translators, after-dinner speakers, entertainers, corporate events companies, speciality caterers, floral contractors, companies that develop specialist computer software etc. (Rogers, 2003). They complete the conference product. It is therefore an entity of added values.

All these suppliers try to attract as much demand as possible.

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Chapter Two – Literature Review

2.3 Demand side

Buyers are “those organisations that make use of conference destinations and venues…” (Davidson & Rogers, 2006: 11). McCabe et al. (2000) define three groups of buyers: the corporate sector, associations as well as the government and non profit sector. These three groups are subject to several external influences e.g. the economic situation, the financial constraints of the organisation or trends in the sector.

This work concentrates on corporations/associations, delegates and conference organisers as they are especially important for Bournemouth and make up the major key players of the industry.

2.3.1 Corporations

The corporate market is the largest single market sector, accounting for some 65 % of meetings (Weber & Chon 2002). Fred Lawson (2000) identified the following characteristics concerning this market segment:

- Tend to be small meetings (delegate numbers generally fewer than 100)

- Short duration of meetings

- Short lead times (much less than one year)

- Most typically held in hotels

- Use of rather unusual venues and of high standards

- Key priority: return on investment

2.3.2 Associations

According to McCabe et al. (2000: 57) an association is an ”organised and structured group of people who have a similar interest or business.” They are characterised through:

- Large meetings

- Longer duration sometimes of several days

- Use of purpose-build conference facilities

- A non-profit orientation

- Members are generally charged for attending events (Davidson & Rogers, 2006; Weber & Chon 2002).

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Chapter Two – Literature Review

Weber & Chon (2002) identified the key differences between corporations and associations which are visible in Table 2.1.

Table 2.1 - Comparison of corporations and association market segments

Delegates of associations or corporations attend conferences for different reasons.

2.3.3 Delegates

Delegates are “also known as attendees, participants and guests, [who] are […] the ultimate buyers, or end consumers, of the conference product” (Davidson & Rogers 2006: 7 - 8). They make the conference industry function. Their satisfaction largely depends on stakeholders choosing the destination, venue, facilities and other products belonging to the conference experience.

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Chapter Two – Literature Review

To expect them returning to the conference and recommending it high satisfaction levels should to be reached (Davidson & Rogers, 2006; McCabe et al., 2000). Therefore the supply has to meet their needs. Rogers (2003) states that delegate expectations are continuously rising. That’s why it becomes more and more difficult to satisfy them. Furthermore, the group interest is made up by the requirements of individuals only enabling a small satisfaction of expectations of each person due to different opinions.

The question arises what a conference organiser is supposed to do, if all locations for events in the vicinity have already been used. Choose more outlying destinations although vicinity is a major criteria highly assessed by delegates as stated by e.g. Oppermann & Chon (1997). Further reference to the site selection criteria is made under point 2.5.

2.3.4 Conference organisers

Conference organisers should be aware of delegates’ needs. They should seek information from the last conference and identify what was criticised and what was appreciated by the delegates. Their aim is to reach a high customer satisfaction degree as “satisfied customers not only want to repeat the experience but also tell their friend and peers” (McCabe et al., 2000: 311). He/she builds up the trust with the venue which is crucial for a good cooperation (Rogers, 2003). The conference organiser is the intermediary between supply and actual demand and his/her choice influences the delegate’s fulfilment of needs. Its role is crucial as this person decides on the final venue (Davidson & Rogers, 2006).

2.4 Key issues of the conference industry

By giving an unusual atmosphere and flair the perceptions of delegates can be affected. These factors are e.g. reached thorough the choice of venue, as “nothing adds more sheen to an event than staging it in a spectacular venue…” (Anon, 2006: 39). This is supported by Weber & Chon (2002) and Rogers (2003). Branded conference products of hotels can be disadvantageous. E.g. Hilton Meetings is similar all over the world, as a conference brand has been created.

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Chapter Two – Literature Review

Therefore, the special effect could be missing. A venue should be able to deliver an experience (Rogers, 2003).

With regards to the conference market Munro (1994, cited in Rogers, 2003: 248) is convinced that

“video conferencing is put forward as panacea for company communications, and as the greatest destroyer of the conference centre building boom of the late

20 th century.”

This rather pessimistic attitude is opposed by Lawson, (2000: 5) saying that “printed and electronic information, even with the development in video conferencing, cannot be a substitute for this personal contact.” The reason for this lies in the nature of conferences. It is too much active and participatory that it could be replaced. In addition the enjoyment of delegates prevents this phenomenon. They like to be in another city; also because of entertainment programmes (Rogers, 2003). Also the total ambience and motivation are important (Lawson, 2000). EIBTM 1 argues that:

“Video conferencing is increasingly being used in addition to meeting, but only in a small minority of cases instead of face-to-face meetings. […] Video conferencing is likely to reduce the need for face-to-face meetings in the future” (cited in Weber & Chon 2002: 254).

The concern that video conferencing will replace the traditional forms of communication is also opposed by a more recent investigation from Davidson & Rogers (2006). The industry writer and trainer Tony thinks that “you can’t share a glass of wine over the Internet or enjoy the same walk in the park” (cited in Rogers, 2004). There will “always be a need for face-to-face contact and technology…” (Weber & Ladkin, 2004). Video conferencing increased by 4% from 2002 to 2004 to 20%, but declined by 25% from 2004 to 2005, indicating that the replacement as forecasted by experts did not take the expected dimension (Mintel, 2006). Moreover, the networking between delegates is a key issue of conferences. Sharing ideas and opinions is what delegates are looking for (Ladkin & Spiller, 2000). Delegate’s perceptions can be influenced by e.g. trends.

1 annual global meetings and incentives exhibition

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Chapter Two – Literature Review

2.4.1 Conference and meeting trends

Trends generally affecting the tourism industry are likely to influence the conference industry as well, as it is a part of the tourism sector.

“Delegates spent […] more time in smaller groups and syndicates“ as the emphasis of the industry in question is on dialogue (Weber & Chon 2002: 249). This causes the venues to provide a sufficient number of small meeting rooms. “A further trend is the growing popularity of venues for exclusive use by one organisation. […] Technology will bring an amazing dimension of interactivity right into the conference room itself” (Rogers, 2003: 249). The MPI (Meeting Outlook Service) of 2001 (cited in Weber & Chon: 251, 2002) ranked technology highest to affect the industry in the next years. Furthermore, intermediaries and hence the role of convention and visitor bureau will become less essential. The emphasis is on direct contact. The Internet will play a major role for gaining information, registration and much more. Also environmental issues and sustainable conference tourism will become more important. “Conference and business tourism have fewer negative impacts on the natural environment than mass leisure tourism.” The environment and its protection are also in this sector key considerations (Weber & Chon 2002: 264). In addition, companies try to save money concerning business travel costs as e.g. SAP, a leading German software producer, introduced a travel department to cut and constantly monitor travel expenses (SAP, 2007).

Regarding the evolution cycle of Butler the conference and tourism industry is reaching maturity in North America and Europe (Weber & Chon 2002). There is the threat that “too many purpose-built convention centres are being constructed“ (Murray, 1995). Also social and demographic trends have to be considered as different generations meet during conferences - the older one which had to learn to handle the technology and the younger one which grew up with it. Furthermore products for an ageing population have to be available and an adaptation to working practices such as working from home has to be considered (Weber & Chon 2002). Finally, due to unforeseeable crises and catastrophes, safety and security issues are of rising significance.

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Chapter Two – Literature Review

To summarise, especially technology and its impact on the conference industry is heavily discussed in the literature. Site selection criteria for the choice of the appropriate venue have been less altered in the past. Lists just became more comprehensive. Now, a shift is visible, as introduced in the next section.

2.5 Site selection criteria

Many factors are influencing an associations’ site selection process making it to a very complex procedure (Clark & McCleary, 1995). Most authors did examine associations, indicating that the results are transferable to corporations.

Several models and approaches have been developed to investigate the site selection criteria. A list of the most important ones is summarised in Appendix 1. They propose more or less comprehensive lists, delegates and conference organisers are looking at. These are predominantly physical attributes such as size, access, costs, accommodation or facilities. A recent approach by Robinson & Callan (2006) includes intangible factors like atmosphere, image or quality of food possibly indicating a trend to those features. In general soft factors are rather neglected.

The recommendation of a third party conveys a message which cannot be reached through other media as guides, websites etc. This word-of-mouth advertising “has the potential to be very powerful and create a memorable idea” (Pickton & Broderick, 2005). Furthermore, prior experience can influence a conference organiser’s decision process (Weber & Chon, 2002). But also “knowing the property takes away most of the anxiety” (Jim Jones, president of James E. Jones Associates cited in Kotler et al. 2006: 248). This is opposed the view of a memorable experience, connected with an unusual venue and exciting views discussed under section 2.4.

To manipulate and influence the site selection process to the favour of a venue or destination comprehensive marketing is a necessary tool.

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Chapter Two – Literature Review

2.6 Marketing of destinations

“There can be no doubt that the success of any destination or venue depends on effective marketing planning“ (Davidson & Rogers 2006: 75). For a venue itself it is very difficult to undertake valuable marketing actions (Rogers, 2003). However the task is more complex for a destination than for e.g. a company as different venues and their needs have to be considered. A marketing plan focused on branding is a useful method to make destinations more attractive for conferences as proved in the next sections.

2.6.1 Marketing communication plan

A marketing communication plan “sets out what an organisation is trying to achieve”

(Rogers, 2003: 98). This is carried out in several steps:

1) Analysis of the situation of the destination

2) Projections to its likely performance

3) Creation of an appropriate marketing mix strategy

4) Determination of effective monitoring systems and performance measures

“The events industry […] has an emphasis on developing business relationships…” (Bowden, 2006: 54). Therefore the major aim is to build up long lasting relationships with customers. First clients need to be identified and contacts have to be established (Relationship marketing). Afterwards this relationship has to be strengthened (Customer relationship management). Professional familiarisation visits and showrounds necessarily belong to customer relationship (Rogers, 2003). “Branding ought […] be at the very heart of marketing strategy” (Davidson & Rogers, 2006: 82). This below-theline-tool is introduced in the following section.

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Chapter Two – Literature Review

2.6.2 Branding

A brand is a ”collection of perceptions in the mind of the potential buyer” (Davidson &

Rogers, 2006: 82). Its objective is to reach a positive reaction in customers by easing the decision-making process (Kotler, 2006) Therefore branding is

“a set of associations that is linked to a particular destination , venue or chain of venues, that resides in buyers’ memory and helps than to understand: what the brand is, why it is potentially relevant to them, how it differs form other, competitor brands” (Davidson & Rogers, 2006: 82).

Several authors mention that a brand may be the only thing that makes consumers think about the different destinations with all offering more or less the same facilities (Davidson & Rogers 2006). Rogers (2003: 107) supports this idea:

“The battle for customers in tomorrow’s destination marketplace will be fought not over prices but over hearts and minds.”

Therefore it is the task of the destination management organisation (DMO) to develop the described brand identity.

2.6.3 The role of the conference and visitor bureaux (CVB)

“Convention and visitor bureaus represent the most prominent form of convention destination marketing organisation.” (Morrison et al., 1998: 20). The DMO helps in ensuring, that the consumer needs are met (Davidson & Rogers, 2006). The presence of the CVB within the selling process includes following phases (Figure 2.1):

Figure 2.1 – Four phases of a conference

Source: adapted from Rogers, 2003

The difficulty is that the real product is not owned by the CVB (Davidson & Rogers, 2006). That is why it is a complex task in general and also for Bournemouth.

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Chapter Two – Literature Review

2.7 Bournemouth

The challenge of the independent CVB, which was established in January 2003 and is based within the BIC (BIC/Pavilion, 2005) is that the brands of all venues must be compatible with the overall brand of the destination. Furthermore the emphasis should not only be on the BIC but also on hotels and unusual venues which are central for the development of the conference sector of the town.

The literature research undertaken together with the website of Bournemouth Borough Council are building the basis for the development of a comprehensive analysis of Bournemouth concerning its strengths, weaknesses, opportunities and threats (S.W.O.T). This is visible in Table 2.2. Further information on Bournemouth’s conference situation can be find in chapter one.

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Chapter Two – Literature Review

Table 2.2 – SWOT Analysis of Bournemouth

business travel

• Strengthening of brand

• Strengthen unusual venues (new cinema in 2008)

• New low-cost routes from Bournemouth International Airport

• Go more internationally

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Chapter Two – Literature Review

2.8 Conclusion

A comprehensive review of theory, practice and models was undertaken to explore what

is already known about the subject. It revealed that several authors established site selection criteria, which vary in their length and cannot be completely generalised for each destination. The review has shown that little is known about the combination of three perspectives: the venues as the supply side, the conference organiser of associations or corporations who selects the destination or venues and finally the delegates, the end consumer of the conference product. Therefore doing primary research is justified. For this purpose Bournemouth is chosen to see which site selection criteria are most important in choosing this special destination. Different approaches are selected to deal with the gap discovered.

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Chapter Three – Methodology

3 Introduction

This section will give an overview into the research methods chosen by the author.

“Research may be defined as in terms of a review of existing knowledge in a particular area together with the creation of a new slant on this knowledge” (Riley et al., 2000: 7).

The methods used, investigate the aim of the study:

an analysis into what makes conference organiser decide to choose Bournemouth as the destination and venue for their conferences with regards to the delegate and venue perspective.

There exists a huge variety of different research methods whose results can be used for different purposes. The techniques chosen are seen as most appropriate to address the gap in knowledge. Interviews and questionnaires are selected as they are seen as efficient, cost saving and informational. The comparison of suppliers - the venues and their conference product - with demanders - the conference organisers - is completed through a third perspective the end consumer of the conference package, to see if they receive what they expect and want to get.

The literature distinguishes between primary and secondary research. The latter is covered in Chapter 2. The tools of primary research used for this study are presented below.

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