STRATEGIC AND MARKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
STRATEGIC AND MARKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
CONTENTS 06 MESSAGE FROM THE MAYOR 08 PLANNING FRAMEWORK 11 PART I: CURRENT SITUATION 21 PART II: TOURISM STRATEGY 33 PART III: MARKETING 39 PART IV: ACTION PLAN 42 PART V: MONITORING
5
MESSAGE FROM THE MAYOR EmĂdio Sousa MAYOR CITY COUNCIL OF SANTA MARIA DA FEIRA
Tourism is one of sectors that has been growing the most in the world and one of the most resilient to the world crises since the beginning of the century. UNWTO continues to predict sustained growth in tourist flows in the coming years, estimating that by 2030 international arrivals will double compared to 2010, reaching 1.8 billion. The destinations that will most benefit from this growth of tourist flows are those more educated to the new requirements of the tourism activity. Innovation, entrepreneurship, business intelligence and constant improvement of experience and service are concepts that destinations must prioritize in their strategy. Tourism is an activity that has a significant impact on the development of tourist destinations and territories, contributing to the growth of the economy, valuing traditions, authenticity and environmental sustainability. In order for destinations to benefit from these aspects and taking full advantage of their potential, it is essential that they clearly define a strategic line that guides the tourist development of the territory. Aware of this context and the challenges that we will have to face, we believe that tourism in Santa Maria da Feira has still enormous potential for growth. In order this potential becomes effective, we must know where we are, where we want to go, and how we are going to get there. To achieve this goal we developed the Strategic and Marketing Plan for Tourism of Santa Maria da Feira. This Plan intends to guide strategically for the future development of our tourism sector and provides the common guidelines to be followed by economic agents, contributing to job creation, to the improvement of the income of our families and their quality of life. This strategy is aligned with the Tourism Marketing Strategy of Porto and Northern Portugal and with the National Tourism Strategy 2027.
6
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
MESSAGE FROM THE MAYOR
In this context, Santa Maria da Feira aims to be recognized as the most prestigious national event stage based on the dynamics of the culture / business binomial. We aim, therefore, to promote social, economic and environmental protection along our territory through tourism, preserving authenticity and offering unique experiences to residents and visitors.. With this strategy, we intend to improve the quality of visitor’s experience, through a differentiated offer, whilest increasing tourist flows and reputation in the national and international tourism market. Our originality, pioneering spirit, creativity, capacity for innovation, professionalism and experience are differentiating attributes that we must continue to promote, in order to track paths that attract more and more visitors to our Council. We aim to promote social, economic and environmental development along our territory through tourism, preserving authenticity and offering unique experiences to residents and visitors.
We aim to promote social, economic and environmental development along our territory through tourism, preserving authenticity and offering unique experiences to residents and visitors.
Events and cultural activities, the Castle, our Fogaça, the industries of Cork and Paper, Europarque, São Jorge Thermal Spa and the riverside courses of Uíma and Inha are central elements in the development of the Tourism Strategy of Santa Maria da Feira. We have a vision of complementarity for the tourist visitation composed by a diversity of experiences and activities. In this way, we will increase the satisfaction of our visitors, their expenditure and their stay, with the consequent revitalization of the local economy, which will benefit from the development of the tourist activity. I thank all the personalities, public and private entities, that contributed to the elaboration of the Strategic and Marketing Tourism Plan of Santa Maria da Feira. This document was undertaken in close collaboration with all the agents of the territory, which I am sure will serve as an inspiration to all who work directly or indirectly within tourism. It reflects the essence of our identity, the one we must perpetuate for future generations.
7
PLANNING FRAMEWORK
8
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PLANNING FRAMEWORK The Strategic and Marketing Plan for Tourism of Santa Maria Da Feira is a document that will guide the future of tourism in this municipality, which has a vast potential for growth.
Tourism is one of the world fastest growing sectors since the 20th century. Its importance can be seen in the development of territories, either by the economic growth, the promotion of traditions, or the environmental sustainability. However, destinations must follow a holistic planning for tourism in order to enjoy these benefits. For this reason, a strategic guideline to define the positioning for the destination and the actions to develop tourism in the territories is essential. The active collaboration of residents, of the tourism trade (accommodation, restaurant, transports, entertainment) and other economic actors of Santa Maria da Feira was critical to identify the main challenges and strengths of the territory, which allowed a detailed diagnostic of the current situation of the destination.
METHOD PART III
MARKETING PART I
CURRENT SITUATION OCT 2016
NOV 2016
DEC 2016
JAN 2017
Primary Data Collection PUBLIC SESSION INTERVIEWS, SURVEYS AND OTHER CONTRIBUTIONS OF STAKEHOLDERS AND TRADE
PART II
PART IV
STRATEGY
ACTION PLAN FEB 2017
MAR 2017
PART V
MONITORING
SURVEYS TO HOTELS Secondary Data Collection INE + MUNICIPALITY OF SANTA MARIA DA FEIRA + OTHER INTERNATIONAL SOURCES
9
NUMBERS TO RETAIN 80% BEDS IN HOTELS
+4,3% AVERAGE ANNUAL GROWTH OVERNIGHTS (2008-2015)
AVERAGE ANNUAL GROWTH REVENUES (2009-2015)
156K
46€
VISITORS IN TOURISM ATTRACTIONS (2016)
AVERAGE/NIGHT PRICE (DOUBLE ROOM)
+9%
61%
OVERNIGHTS ARE FROM NATIONALS (2015)
2021 GOALS
145K
OVERNIGHTS
10
41% 31,5% BEDOCCUPANCY
SEASONALITY RATE
260MIL VISITS IN TOURIST ATTRATIONS
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART I
CURRENT SITUATION 11
PART I: CURRENT SITUATION
TOURISM OFFER The diversity and richness of tourism resources of Santa Maria da Feira allow the destination to differentiate in a competitive market.
12
TOURISM RESOURCES, PLACES TO VISIT AND SUPPORTING FACILITIES TO TOURISM: NATURAL
HISTORICAL AND CULTURAL
• Fauna species (Lontra, Morcego-Anão ou Sapo Corredor) • Flora species (Carvalho ou Sobreiro) • Lagoas da Mamoa • Mata das Guimbras • Mata do Alto do Picão • Park Ribeiras do Rio Uíma, Rio Inha e cursos ribeirinhos • River beach da Mamoa • Quinta do Castelo • Termas de São Jorge • Zoo de Lourosa - Parque Ornitológico
• Caminho Português de Santiago • Castelo da Feira • Castro de Romariz • Cineteatro António Lamoso • Cork • Buildings Mala-posta de Sanfins • Europarque - Cidade dos Eventos • Fogaça da Feira • Igreja do Espírito Santo - Matriz de Santa Maria da Feira • Municipal Market • Moinhos do Rio Uíma • Museu Convento dos Lóios • Museu de Santa Maria de Lamas • Museu do Papel das Terras de Santa Maria • Ponte Romana de Roçadas • Porto Carvoeiro • Troço da Estrada Real Lisboa-Porto (Airas)
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART I: CURRENT SITUATION
ACCOMMODATION
15 08
ACCOMMODATION UNITS
TOURISTIC ENTERPRISES
07
LOCAL ACCOMMODATION UNITS
5 HOTEL ESTABLISHMENTS
7 LOCAL ACCOMMODATION UNITS
80% of beds 75% of rooms
17% of beds 21% of rooms
4 star units: 35% of beds and 31% of rooms
3 UNITS OF TOURISM IN RURAL AREAS
4% of beds 4% of rooms
697 BEDS
415 ROOMS
13
PART I: CURRENT SITUATION
RESTAURANTS In 2014, there were 794 restaurants and similar establishments. These were almost exclusively micro and small companies. The council considers, at the end of 2016, about 120 operating units. These establishments are concentrated in União das Freguesias de Santa Maria da Feira, Travanca, Sanfins e Espargo (more than 50% of restaurants). Restaurants have an average capacity of 152 seats.
TOURISM ENTERTAINMENT
Santa Maria da Feira iis acknowledged by the quality of the entertainment offered to its visitors with unique activities and events ACTIVITIES • BTT/Cycling • Shows and medieval arts • Bird watching and educational activities • Paintball • Horse rides • Street Theatre • Trail/Trekking • Visits to museums and monuments EVENTS • Fogaceiras Festivities • Imaginarius • Perlim - A Farm of Dreams • Holy Week • Medieval Journey
14
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART I: CURRENT SITUATION
DEMAND FOR TOURISM
PERFORMANCE Accommodation
Demand for accommodation has been growing positively since 2011, resulting in an increase of tourism businesses’ profitability. Figure 1: Accommodation evolution INDICATOR
2008
2011
2015
TCMA (2008-2015)
Guests [thousands]
29,4
24,1
35,4
+2,7%
Overnights [thousands]
47,3
40,2
63,4
+4,3%
Average Stay [nights]
1,61
1,66
1,79
+1,5%
Bed-Occupancy Rate
34,4%
27,9%
31,6%
-2,8% (variation p.p.)
Seasonality Rate
31,7%
37,4%
34,5%
+2,8% (variation p.p.)
Source: INE (2016)
The number of guests in the accommodation units of Santa Maria da Feira has grown significantly since 2011. In the overnight stays the evolution is even more positive. Concerning the average stay, the trend is also for growth, reaching 1.79 nights in 2015. The bed-occupancy in the accommodation units of Santa Maria da Feira, despite having registered a decrease between 2008 and 2013, recovered since 2014, predicting the numbers reached in the approaching years. In the seasonality of tourist flows, the trend is also positive, with a reduction between 2011 and 2015. Together with all the positive trends in demand, lodging income also increased, on an annual average rate of 9.0% (Figure 2). 2011 registered a fall of the income, which was recovered in the following year.
15
PART I: CURRENT SITUATION
According to the hotel managers of the destination, the year 2016 ended with a number of guests exceeding 44,000 and at least 82,000 overnight stays, representing a year-on-year increase of 9% to 10%. Figure 2: Evolution of lodging income in accommodation units milion €
GARG: +9,0%
2,0
1,65
1,8
1,35
1,5 1,3 1,0
0,99
0,98
2009
2010
0,87
0,98
1,17
0,8 0,5
2011
2012
2013
2014
2015
Source: INE (2016)
Regarding the reservation mode (Figure 3), three of 4 hotel managers reported that the majority of it reservations (47%) were made through Online Tour Operators (OTA). The commission paid to the OTA is between 11% and 20%, which means an increase in the average price from 5€ to 10€, representing a final price of 46€. It is also added that, in general, reservations in these accommodation units are made in 1 to 3 weeks in advance.
Figure 3: Reservations and price in the accommodation units ADVANCE
RESERVATION
BOOKING WEIGHT
AVERAGE COMMISSION/BOOKING
AVERAGE PRICE/NIGHT
RESERVATION REVENUE
1 to 3 weeks
OTA 3 in 4
47%
11% - 20%
46€
36€ - 41€
Via Intermediary
Via Intermediary
Source: IPDT
16
Double Room
Via Intermediary
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART I: CURRENT SITUATION
Evaluation of the accommodation service: Figure 4: Positive and negative aspects of the service in accommodation units
ASPECTS
POSITIVE
NEGATIVE
Service provided Comfort Price/ quality ratio Kindness of staff Quietness / Tranquility
Aged buildings Deficient soundproofing Enclosure maintenance
Source: IPDT Qualitative evaluation of accommodation units at leading online travel websites and online tour operators (OTA’s Booking and TripAdvisor) through customer reviews and analyses in 2016.
Restaurants The service provided, the pleasant atmosphere, the friendliness of the staff, the quality/ price ratio and the quality of the food are the positive aspects most mentioned by the clients in the OTA’s. The waiting time, the capacity of the establishment and the consequent noisy environment are the less positive points. The price and location have ambiguous reviews, which suggests a lack of consistency in the service provided in the restaurants. Regarding to the reservation, the channels most used by the customers are the telephone and the email (in about 69% of employments, these are the main channel). The spending per meal/person is up to € 20, in most situations.
17
PART I: CURRENT SITUATION
Tourism Entertainment
The number of visitors in tourist attractions of Santa Maria da Feira increased from 98 to 156 thousand between 2012 and 2016, expressing a general increase of the demand. The Castle of Feira was the tourist attraction that received more visitors in the destination (67 thousand), followed by the Convent of the Lóios Museum (43 thousand) and the Zoo of Lourosa - ornithological park (18 thousand), based on the year 2016 (Figure 5). Considering the evolution of the demand since 2012 and up to the last year analyzed, only the Feira Castle and the Convent of the Lóios Museum showed a significant growth.
In 2016, the highest number of visitors to the attractions of Santa Maria da Feira was registered in August. Around 28% of the individuals visited the various local attractions this month, while July and December were the second and third months with the highest demand: 17% and 10%, respectively.
Figure 5: Visitors by tourist attraction thousand
67,3
70
2016 2015 2014 2013 2012
60 50
45,0
42,8
45 40 35
34,1 28,8 28,7
27,2
30 25
16,5
20
11,1 10,8
15
11,7
10,7 11,2
Santa Maria da Feira castle
São Jorge SPA
Santa Maria de Lamas Museum
Convento dos Lóios Museum
Source: County of Santa Maria da Feira (2017); IPDT analysis
18
13,7 12,6 12,7
14,4
19,9 18,4
18,1 17,5 17,9
11,0
2,5 2,6 2,6 2,7 2,5
5 0
27,3 23,5
Paper Museum
Zoo – ornithological Park
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART I: CURRENT SITUATION
MARKETS
In the last years, Portugal has been losing its share of the demand for accommodation in the municipality, although it continues to be the most important market.
The issuing markets of Santa Maria da Feira are, in descending order of importance, Portugal, Spain and France, according to INE data for 2015 (Figure 6). The national market in that year has concentrated 71.0% of the number of guests and 60.8% of overnight stays. The Portuguese market is the most important for local tourism, considering the number of overnight stays in the accommodation units. However, in the recent years, it has been losing some relevance to other markets, such as Spain or France.
Figure 6: Distribution of overnight stays in accomodation units by issuing market %
90
80 CAGR OVERNIGHT Portugal: +1,7% Spain: +10,2% France: +6,1% United Kingdom: +5,4% Germany: -1,6% Italy: -4,6% Netherlands: +16,7% U.S.A.: +0,6%
70
60
50
2015 2014 2013 2011 2010 2009 2008
40
30
20
10
0
Portugal
Spain
France
United Kingdom
Germany
Italy
Netherlands
U.S.A.
Source: INE (2016); IPDT analysis
19
PART I: CURRENT SITUATION
THE TRADE AND STAKEHOLDERS PERSPECTIVE
SUMMARY OF CURRENT SITUATION OF TOURISM IN SANTA MARIA DA FEIRA
For the trade and the stakeholders, the peacefulness of the region and the hospitable character of the residents are the main attributes of Santa Maria da Feira. With some relevance, the trade also refers the ‘nature’. The stakeholders, point out the ‘creativeness’ of the various entertainment initiatives.
POTENTIALITIES: Cultural events; Close to major tourist centers; History and Culture; Geographic location; hospitality; Accessibilities; Safety; and Nightlife.
The cultural activities based in thematic environments, such as, wellness (thermalism), visits to museums / monuments, cultural and ethnographic activities, and walking/hiking in contact with nature, must be the elements to develop in terms of product organization and communication. According to the trade, Culture and Heritage is the only product “under development” in Santa Maria da Feira. Business Tourism and Gastronomy arise between “developing” and “with high potential”. Wellness, Short-Breaks, Adventure / Active Tourism, Nature Tourism, Industrial Tourism and Rural Tourism are the products that the trade believes to have “higher potential” for local tourism.
INTERNAL CHALLENGES: Absence of a consistent strategy for the destination; Seasonality of tourist flows; Inability to fix the tourists; Lack of financial support; Local / regional access and transport; Cooperation between agents; Promotion / communication strategy; Exploiting existing resources and their potential; Structuring of tourism products; Insufficient public and private investment; Hotel capacity and quality. DEVELOPMENT OPPORTUNITIES: History and Culture; Internationalization of local events; Industrial tourism; Positive image of Portugal as a safe destination; Recovery and rehabilitation of properties; Importance of quality; Perception of the importance of tourism in the economy; Arrival of new tourism concepts; Nature Tourism. EXTERNAL CHALLENGES: Economic and financial crisis; Strong competing destinations; Closure of air routes at Sá Carneiro Airport; Absence of public awareness of the importance of tourism; Political and economic instability; Unemployment; Disinvestment and lack of commitment in the sector.
20
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART II
TOURISM STRATEGY 21
PARTE II: TOURISM STRATEGY
STRATEGIC ASSUMPTIONS
22
01.
The tourism offer is based on the endogenous resources of the destination and their potential for tourism. It is the set of elements of this offer that allow the destination to differ from its competitors.
02.
The success of tourism is a result of a sustained improvement of the local economy, the appreciation of culture and traditions, the protection of the environment, the satisfaction of residents and trade with the dynamics of the sector and the satisfaction of visitors with the experience.
03.
Any person, apart of their physical or financial condition and age, must enjoy tourism products and services in the same way. Accessibility and mobility at the destination should be guaranteed without exceptions.
04.
The practices of the destination integrate the values of the Tourism World Code of Ethics. Mutual respect, sustainable development, transparency and availability of information, unity among people and the valuation of heritage, must be adopted by the destination.
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PARTE II: TOURISM STRATEGY
SANTA MARIA DA FEIRA INTENDS TO Be the most prestigious stage of events in Portugal, based on the dynamics of culture/ business binomial.
SO, COMMITS TO Promote the social, economic and environmental development of the entire territory through tourism, preserving its authenticity and facilitating the pleasure of unique experiences for residents and visitors.
23
PARTE II: TOURISM STRATEGY
VALUE PROPOSITION
THE CASTLE
CULTURAL DYNAMICS
A National Monument, the Castle of Santa Maria da Feira was the scene of important historical events in the country such as the acts of the Reconquest, or the foundation of Nationality.
Events and cultural actions allow the destination to get to the position of the “most prestigious event stage in Portugal”. The pioneering character and the quality of these initiatives, place Santa Maria da Feira in a top position concerning the national culture.
CORK AND PAPER Santa Maria da Feira is already recognized as the “land of Cork” due to the national and international importance of its cork industry. Also in the paper industry, the destination can be affirmed, as it has the only museum space dedicated to its history in Portugal.
24
FOGAÇA Fogaça da Feira is the distinguishing element of the destination’s offer in the gastronomic context, officially certified by the EU since 2016 (Protected Geographical Indication) and can only be produced in the municipality.
EUROPARQUE The quality and dimension of the infrastructure of the Europarque Congress Center allow Santa Maria da Feira to develop business tourism, in the form of meetings and conferences of medium and large size.
PROFESSIONALISM AND EXPERIENCE As a result of the development of tourism in the county in the last years, , the stakeholders and the trade have become professionalized in the management of tourism, having a strong know-how. Today, tourism in Santa Maria da Feira is a sector valued by the entrepreneurs and business peoplo and the local community.
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART II: TOURISM STRATEGY
GOALS TO ACHIEVE
GENERAL OBJETIVES
0 1. Improve destination’s 02. performance Reinforce destination’s notoriety 03. Improve destination’s offer and visitor’s experience
THE NUMBERS OF SUCCESS: 2021 GOALS Figure 7: 2021 goals for tourism INDICATOR
BASE VALUE 2015
GOAL 2021
Guests [thousands]
35
73
Overnights [thousands]
63
145
Tourist Attractions’ Visitors [thousands] Seasonality Rate Average Stay [nights] RevPAR Bed-Occupancy rate
114
260
34,5%
31,5%
1,8
2,0
17€
26€
31,6%
41,0%
25
PARTE II: TOURISM STRATEGY
TOURIST PRODUCTS Figure 8: Structuring of tourist products
STRATEGIC PRODUCTS SECONDARY PRODUCTS EMERGING PRODUCTS
CULTURE AND HERITAGE HEALTH AND WELLNESS NATURE TOURISM
MICE
GASTRONOMY AND WINE INDUSTRIAL TOURISM
STRATEGIC PRODUCT
Culture and Heritage
Culture and Heritage is the strategic tourism product of Santa Maria da Feira. The territory includes heritage of enormous historical value with tourist high potential for tourism development. Feira Castle is undoubtedly the historical monument of the county with the greatest significance in tourism. The cultural and patrimonial diversity of this region is a distinguishing aspect of the destination and must be explored in tourism. The way in which all this potential has been tapped through the promoted events can further differentiate the destination.
26
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART II: TOURISM STRATEGY
PRODUTOS SECUNDÁRIOS
Wellness
S. Jorge Spa is the leader of the Wellness experience in Santa Maria da Feira. Thermal tradition of the destination has earned considerable notoriety in this field for some decades. The Spa is now recognized by the therapeutic valences of their sulphurous waters in the treatment of musculoskeletal pathologies and chronic and allergic infections of the respiratory tract and skin. The establishment of health companies and research centers, associated with the health cluster in Europarque, will help to consolidate this product in Santa Maria da Feira.
MICE
MICE will also become a key destination product within the new tourism strategy. Europarque, as a congress and meeting center, will be the base of this tourist product. The health cluster that is under development will allow the attraction of important congresses and meetings in this area, increasing tourist flows and reducing seasonality.
Gastronomy & Wine
Gastronomy & Wine is also an important product in the destination’s offer. Fogaça da Feira, in this context, is the differentiating element. Its individuality was accentuated after the official certification (PGI), which also restricted Fogaça da Feira’s production to the territory of Santa Maria da Feira. Chamoa (a drink that immortalizes the love story between Chamoa Gomes and Afonso Henriques), Caladinhos, Coimbra sweets and Regueifa Doce are also imperative attractions of the destination.
27
PARTE II: TOURISM STRATEGY
EMERGING PRODUCTS
Other products, categorized as emergent (Nature Tourism and Industrial Tourism), complete Santa Maria da Feira’s touristic offer. These will play an increasingly important role in the supply of the destination, by their associated potential.
28
Nature Tourism
The natural resources of the territory of Santa Maria da Feira should, in a sustainable perspective, be included in the tourist offer of the destination. The richness of the fauna, flora and water resources of the municipality, as the UĂma River, the Inha River and the Carvoeiro Port should be highlighted. It will be a differentiating factor as soon as the support infrastructures are improved.
Industrial Tourism
Santa Maria da Feira has one of the biggest cork manufacture of the country. The destination is also notable in the paper industry. These facts justify the potential of Industrial Tourism and its essential role in the diversification of the tourist experience. The valorization of the industrial traditions of the county will allow, in addition to the enrichment of the visit, the revitalization of the businesses associated with Cork and Paper.
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART II: TOURISM STRATEGY
COMPLEMENTARY STRATEGY
In addition to enriching the experience and increasing the degree of visitor’s satisfaction, the complementarity between products will lead to an increase in the average stay and spending.
The tourist visit to Santa Maria da Feira will be ideally composed by a diversity of experiences and activities. Even if visitors have a main reason for visiting, knowledge of local culture and heritage or a business meeting, for example, the destination should promote the complementarity of their experience with other suggestions. Gastronomy and Wine plays a crucial role in the context of a strategy of complementarity. This is a complementary product to any destination tourist experience. For this reason, as it can be seen in Figure 9, gastronomy and wine can be an aggregator of all tourist experiences based on the other products. There is also a significant importance to Culture and Heritage in pursuing this strategy of complementarity. Once this is the strategic product of the destination, it is expected that it will be able to attract the visitor to live other type of experiences.
Figure 9: Complementary strategy among tourism products
GASTRONOMY AND WINE INDUSTRIAL TOURISM
MICE
CULTURE AND HERITAGE
NATURE TOURISM
WELLNESS GASTRONOMY AND WINE
29
PARTE II: TOURISM STRATEGY
TOURIST MARKETS
TOURISM BRAND
Markets are divided between priority, developing and for diversification according to their recent performance and future prospects of evolution.
The brand ‘Tourism of Santa Maria da Feira’ has to be reinforced so that the market recognizes it in a clear and immediate way, differentiating the destination of the competitors. The elements that constitute the brand are based on the endogenous characteristics of the territory. The brand will also allow the association of the destination with a positive image and a strong identity. Figure 10: Tourism Brand Pyramid
PRIORITY MARKETS Portugal and Spain DEVELOPING MARKETS France and UK DIVERSIFICATION MARKETS Germany, Italy, Holland, USA, Brazil and Belgium
BRAND ESSENCE History Culture Animation
VALUE PROPOSITION
Integrating a tourism experience in the most prestigious stage of events in Portugal and in the land of Feira Castle, Fogaça da Feira, Europarque and Cork and Paper, benefiting from a professional and high quality service.
BRAND IDENTITY A destination knowed by its Castle and history, where we can enjoy quality events. A welcoming and hospitable destination that receives its guests with professionalism and excellence.
EMOTIONAL BENEFITS A destination rich in animation, that entertains visitors, and causes curiosity.
RATIONAL BENEFITS Animation; Hospitality; Safety; Cleanliness; Possibility of immersing in history; Accessibility.
30
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART II: TOURISM STRATEGY
POSITION OF THE DESTINATION
The most prestigious event stage in Portugal The positioning of the destination in the market as “the most prestigious event stage event in Portugal” lead to the affirmation of the brand “Santa Maria da Feira” (whose essence is based on the trinomial History-Culture-Animation) and its recognition in the tourist market. This position congregates the area of animation and events to all the historical and cultural heritage of the territory.
31
PARTE II: TOURISM STRATEGY
4 TOURISTIC POLES The definition of a territorial touristic strategy contributes to the combined development of the destination. The proximity of the touristic products is the main object of intervention of this strategy.
Four main touristic Poles are created (1. Castle and Historic Center, 2. Europarque, 3. Spa and Nature and 4. Industrial Tourism), which concentrate most of the touristic offer in a structured way. ,This have a great capacity to promote visits to other poles and touristic attractions (Figure 11). Figure 11: Territorial tourism strategy
Rio Uíma
Rio Inha
GOALS • Develop secondary and emerging touristic products • Reinforce the relation between touristic poles • Consolidate the touristic diversity • Improve visitor’s experience • Reduce touristic pressure in the most visited areas
32
CASTLE AND HISTORIC CENTRE
EUROPARQUE SPA AND NATURE INDUSTRIAL TOURISM
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART III
MARKETING 33
PART III: MARKETING
The marketing strategy embraces the following principles: • DIFFERENTIATION The development and consolidation of the destination must be achieved through the creation of a distinct positioning, composed by endogenous elements and resources that, consequently, are inimitable. • SEGMENTATION The touristic offer must adapt to the needs and motivations of each market segment. • INOVATION The success of the touristic experience requires constant concern to innovate practices, activities, communication tools and management models. • DIRECTION TO RESULTS The decision-making process is based on the results obtained through the cost-effectiveness of each action/ initiative developed. • ONLINE An increasingly important role is given to the online approach, both in promotion and in the sales of touristic products.
TOURISTIC PRODUCT
According to the mentioned principles, the product strategy was developed. Figure 12 presents the markets and the segments most predisposed to consume a particular product.. As relevant as the tourism strategy is the product sale.. This point is crucial for the success of the destination, and in the case of Santa Maria da Feira there are three key factors concerning the product:
QUALITY Harmonization of the quality of the product in all stages of the visit.
DEVELOPMENT OF TOURIST PACKAGES Accentuate the complementarity between products and experiences.
BRANDING AND POSITIONING Making use of the tourism resources of the destination in accordance with the market segments.
34
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART III: MARKETING
Figure 12: Product strategy PRODUCT
SEGMENT
MARKET
APPEAL • Castle/National Monument: unique piece of Portuguese military architecture • Castro de Romariz: fortified settlement of the 16th century. V A.C. • Prestigious Event Stage: Medieval Journey, Imaginarius, Perlim – A Farm of Dreams, Fogaceiras’ festivities, Europarque • Historical legacy: Reconquest, foundation of Nationality, French invasions and peninsular wars • Portuguese Route of Santiago • Cork Land
CULTURE AND HERITAGE
• Young couples without children • Families with dependent children • Seniors • Individuals
• Germany • Spain • U.S.A. • France • Netherlands • Italy • UK
WELLNESS
• Couples without dependent children • Groups of friends (specially women) • Reward hunters • Seniors • Individuals
• Germany • Spain • France • Italy • UK
MICE
• National and international companies • Obligation Meeters • Business travelers
• Spain • France • Portugal • UK
• Europarque: Congress Center • Quality of accommodation and restaurants • Proximity to Porto and Porto Airport
• Germany • Spain • France • Netherlands • Italy • Portugal
• Chamoa: the love story between Chamoa • Fogaceiras’ festivities • Fogaça
• Complementarity with well-being experience in de S. Jorge spa • Singularity of soft nature activities: walking tours along paths, walkways and marked routes • Fauna’s variety and richness
• Knowing the history of Cork and Paper • Cork Land • The only Paper Museum
GASTRONOMY AND WINES
• Couples without dependent children • Groups • Seniors
NATURE TOURISM
• Families with young children • Senior (active)
• Germany • Belgium • Spain • U.S.A. • France • Netherlands • Italy • UK
INDUSTRIAL TOURISM
• National and international companies • Schools • Families with dependent children
• Spain • France • Portugal • UK
• • • • •
Destination that promotes rest and relaxation Strong “Health Cluster” History of St. George’s Baths Quality of accommodation and other complementary infrastructures Therapeutic quality in the treatment of musculoskeletal pathologies and chronic and allergic respiratory and skin infections
35
PART III: MARKETING
PRICE In the immediate future, the destination must use a strategy based on competition practices. At the same time, efforts should continue in order to consolidate its new position in the market. In the medium and long term, the strategy must evolve into a premium logic: high price that reflects the quality of the experience. With the actions that will be carried out in the service offered, infrastructures and innovation, the touristic experience in Santa Maria da Feira will improve, justifying the price increase (Figure 13).
The price strategy must be based on the offer of a high quality experience, noticed and valued by the visitor. In order to reach this level of maturity, the destination must act in the service provided, infrastructure and innovation. This strategy aims getting to a price level that the market is willing to pay, ensuring, at the same time, a satisfactory profit margin to the trade.
Figure 13: Price strategy STRATEGY
DESCRIPTION
ARGUMENTATION
PREMIUM
High prices that reflect the quality of the destination, attracting segments of high economic power
Improving the tourist experience at destination, driven by the new strategy, will lead to a generalized increase in prices and profit margins in the medium and long term. The premium strategy should not be followed in the short term, since the available income (demand is sensitive to variations in this variable) of the priority markets, where Portugal and Spain are included, has also fluctuated due to some economic and political instability (Spain).
COMPETITION
Prices established based on competitors’ practice
In the short term, the destination should seek to establish a price strategy based on the practices of the competing destinations. Until the destination consolidates its differentiation (based on the new positioning), the private sector must define its prices also considering the prices adopted by the competing destinations.
Source: Adapted from Tourism Marketing Strategy of Porto and Northern Portugal
36
DECISION
Yes, in the medium and long term
Yes, in the short term
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART III: MARKETING
DISTRIBUTION CHANNELS
Considering the benefits of direct and indirect distribution, Santa Maria da Feira should follow a combined strategy. The distribution may be direct or indirect. While the first form implies that the value chain is focused directly on the final consumer (visitor), the indirect distribution assumes the participation of intermediaries (tour operators and travel agents) in the product sales process. The use of intermediaries in the tourism distribution in Santa Maria da Feira will allow the inclusion of the destination in a larger market, including new segments. Direct distribution, however, brings the potential consumers/visitors closer to the destination’s service providers, allowing them to purchase, directly and without intermediaries, their trips and all the associated services (transport, accommodation, catering, animation, among others). In direct distribution, the subsectors of the destination must be available in the market through the internet, which includes the travel websites and own reserve portals.
Figure 14: Distribution Strategy PRODUCT
DIRECT DISTRIBUTION
INDIRECT DISTRIBUTION
CULTURE AND HERITAGE
Internet
T.A. and T.O. T.A. and online T.O.
WELLNESS
Internet
T.A. and T.O. T.A. and online T.O.
MICE
Internet
T.A. and T.O. specialists Professional associations and experts
GASTRONOMY AND WINE
Internet
T.A. and T.O. specialists Regional tourism agencies Professional associations and experts
NATURE TOURISM
Internet
T.A. and T.O. T.A. and online T.O.
INDUSTRIAL TOURISM
Internet
T.A. and T.O. T.A. and online T.O.
T.A. - Travel Agency | T.O. - Tour Operator Source: Adapted from Tourism Marketing Strategy of Porto and Northern Portugal
In the indirect distribution, tourism companies must negotiate with the intermediaries the selling of their product. As examples of intermediaries to contact, there are travel agents and tour operators, regional tourism entities (Regional Entity of Tourism of Porto and North of Portugal) and professional specialists.
37
PART III: MARKETING
COMMUNICATION
The communication strategy is based on the principle of segmented communication, resulting in the creation of specific actions of communication and promotion, according to the motivation and behavior of the market segments.
The success of the tourism product requires the adoption of a communication strategy, to accomplish three objectives: 1. the provision of information to the potential visitors about the differentiated experience one can enjoy at the destination in a way they feel the desire to make a visit; 2. for those who already know the destination, the communication must trigger the desire to repeat; and 3. the communication strategy must develop and increase the level of generalized notoriety amongst the potential markets (Figure 15).
Figure 15: Communication strategy by objective OBJETIVE
STRATEGY
COMMUNICATION • Marketing campaigns • Famtrips • Promotional Materials
• Online • Presstrips • Publicity • Public relations
• Marketing 2. Demonstrating the benefits of offering Feira campaigns • Reveal the uniqueness of the elements that make up the against competitors making use of the • Events elements of the value proposition (Feira Castle, destination’s value proposition. • Famtrips • Sell these elements in a complementary way. Fogaça, Europarque, Cork industry, Cultural • Tourism fairs Dynamics, Professionalism)
• Promotional Materials • Online • Presstrips • Publicity • Public relations
• Marketing campaigns • Communicate clearly the vocation of the destination: 3. Increase the notoriety of the destination as • Events Events / Cultural Animation and Feira Castle. “the most prestigious events’stage of Portugal • Organize a calendar of events that promotes local history • Famtrips in the areas of culture and business” • Tourism fairs throughout the year.
• Promotional Materials • Online • Presstrips • Publicity • Public relations
• Promote the cultural and historical attractions of the destination in a clear way. 1. Present to the market the rational attributes • Communicate the benefits of visiting Santa Maria da and emotional benefits associated with the Feira. visit to Santa Maria da Feira (destination with events and animation, allowing immersion in • Inform about the excellent road network linking the destination to the rest of the country, as well as about local history and traditions) the proximity to Porto and the Airport.
• Present an annual calendar of various events. 4. Stimulate visitors to return to the destination • Present the diversity of the tourism experience in Santa Maria da Feira.
• Marketing campaigns • Events
Source: Adapted from Tourism Marketing Strategy of Porto and Northern Portugal
38
• Promotional Materials • Online
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART IV
ACTION PLAN 39
PART IV: ACTION PLAN
A. QUALIFICATION OF THE DESTINATION Program focused on the various dimensions allowing to the improvement of tourism. The quality of the service provided, the participation of the residents in the tourist activity, the consolidation of the cooperation between institutions and accessibility, are some of the targeted dimensions.
B. PROMOTION AND COMMUNICATION OF THE DESTINATION Set of actions with the objective of leveraging the notoriety of Santa Maria da Feira for potential visitors and for the trade.
C. MONITORING Program with the objective of obtaining detailed and up-to-date information about the actors and the touristic dynamics affecting Santa Maria da Feira, by conducting studies for visitors, residents and other relevant agents.
40
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART IV: ACTION PLAN
Figure 16: Tourism Action Plan PROGRAM
A. QUALIFICATION OF THE DESTINATION
B. PROMOTION & COMUNICATION OF THE DESTINATION
C. MONITORING
SUB-PROGRAM
ACTION
A1. DEVELOPMENT OF RESOURCES AND TOURISM PRODUCTS
• • • •
A1.1 Rehabilitate and recover the heritage A1.2 Improve paths and historical routes A1.3 Develop and promote tourist itineraries A1.4 Develop a program of investment attraction
A2. IMPROVEMENT OF SERVICE QUALITY
• A2.1 Define the concept of service in tourism • A2.2 Conduct workshops on service dimensions
A3. STRENGTHENING THE PARTICIPATION OF THE RESIDENTS IN TOURISM
• A3.1 Raise awareness of the importance of tourism and welcome visitors • A3.2 Involve the diaspora in the development of tourism
A4. DEVELOPMENT OF ACCESSIBLE TOURISM
• A4.1 Adapt service • A4.2 Sustainable Mobility Program • A4.3 Flag tourism resources
A5. STRENGTHENING INSTITUTIONAL COOPERATION
• A5.1 Developing partnerships with other destinations • A5.2 Integrate destination and resources into national and international networks and associations
B1. PROMOTION OF THE DESTINATION TO THE MARKET
• • • •
B2. COMMUNICATION OF THE DESTINATION B2B
• B2.1 Participate in fairs and hosted buyers programs • B2.2 Undertake famtrips and presstrips
C1. MONITORING VISITOR PROFILE AND SATISFACTION
• C1.1 Define the visitor profile • C1.2 Evaluate visitor satisfaction
C2. MONITORING SATISFACTION OF RESIDENTS AND TRADE
• C2.1 Assess residents’ satisfaction • C2.2 Evaluate trade satisfaction
C3. MONITORING EVENTS
• C3.1 Assess the impact of events
C4. MONITORING THE IMPLEMENTATION OF THE STRATEGIC AND MARKETING PLAN
• C4.1 Measure the effectiveness of communication actions
C5. MONITORING TOURISM DYNAMICS
• C5.1 Monitoring the practices of competing destinations • C5.2 Track global tourism trends
B1.1 Implement a program ofdigital marketing B1.2 Develop content and promotional material B1.3 Carry out offline marketing campaigns B1.4 Support events
41
PART V
MONITORING 42
S T R AT E G I C A ND MA RKETING TOURISM PLAN OF SANTA MARIA DA FEIRA
PART V: MONITORING
The structure of tourism monitoring strategy includes the creation of two working teams, supervised by the Department of Culture, Tourism, Libraries and Museums (Figure 17). The execution of the planned actions and the evaluation and communication of the results are carried out by the Implementation Team. The Advisory Board is responsible for analyzing the evolution of the monitoring indicators and the compliance of the Action Plan, as well as for reporting the conclusions.
Figure 17: Structure of tourism strategy monitoring
AD
T
JUS
JUS
AD
TASKS
IMPLEMENTTION TEAM
T
FEEDBACK
SANTA MARIA DA FEIRA COUNTY DEPARTMENT OF CULTURE, TOURISM, LIBRARIES AND MUSEUMS
CONSULTING BOARD
• Implement actions • Evaluate and communicate results
• Analyze the evolution of monitoring indicators • Verify the compliance of the Action Plan CONTROL
ENTITIES
The Implementation Team and the Advisory Board are the two entities with the most responsibility for monitoring the Strategic and Marketing Tourism Plan
COUNTY SPEECHES TRADE STAKEHOLDERS REGIONAL TOURISM BOARD
43
44
45
DATASHEET TITLE Strategic and Marketing Plan for Tourism in Santa Maria da Feira
PROPRIETY Câmara Municipal de Santa Maria da Feira Praça da República, 135 4524-909 Santa Maria da Feira www.cm-feira.pt
CONTENTS AND DESIGN IPDT - Instituto de Planeamento e Desenvolvimento do Turismo www.ipdt.pt
PHOTOS Câmara Municipal de Santa Maria da Feira
DATE march 2017
46
PLANO ESTRATÉGICO E DE MARKETING PARA O TURISMO DE SANTA MARIA DA FEIRA
