DESIGN STRATEGY 2020 Lancaster Visitor Information Centre
Seungil Lee
N ! G I 0 S 2 DE EGY 20 T A R T S
SNOW SCENE IV by Chas
Lancaster Visitor Information Centre !
Contents
Contents
DESIGN STRATEGY 2020
DESIGN STRATEGY 2020
for Lancaster Visitor Information Centre for Lancaster Visitor Information Centre
PART 1
PART 1
Executive Summary
4
Introduction
5
Overview
6
•
About Lancaster VIC
6
•
The time for redesign: initial challenges
7
PART2
PART2
Research activities
9
•
Methodologies
•
Research findings and • developing Researchinsights findings and developing insights
•
Establishing new design strategy
Methodologies 17
•
Outline strategy: VIC 2020 VIC (LVIC 2020) • design Outline designLancaster strategy: Lancaster 2020 (LVIC 2020)
•
Discussion of the strategy
•
Discussion of the strategy
Conclusion
22
APPENDICES
23
REFERENCES
35
PART 1
Executive Summary The objective of this research is to regenerate the Lancaster VIC.
external resources, and identifies six design strategy principles:
It aims to correctly identify problems and analyse them, identify
Discovery, Developing together, Environment for tangibility and
opportunities and create a design strategy for future direction.
visibility, Helping local economy, sustainability and Unique culture.
The project focuses on developing historical value and enhancing communication through design intervention in the process of
Analysis of the responses to established strategy is conducted by
building the new strategy: the role of design and design
the “Design Atlas� tool1 to audit design capacity. The result of
contribution. However, the project did not include the definition or
design intervention is revealed in positive levels and by case
description of design strategy and general methodologies.
study, with the aim of increasing effectiveness.
Research has been conducted in three stages: firstly, Framing through scanning that includes desk research, objective observation and interview with a key informant to set a brief and goal. The second stage is Vision through exploring; its use includes two forms of communication with target customers to examine latent needs and participant observation. The last stage is
The objective of this research is to regenerate the Lancaster VIC
Actioning through planning. It involves visualization and evaluation to ensure design intervention. The findings and insights indicate uncompetitive strategy and vision. As a result of these findings, no standards for collection were found in tourist merchandise, in spite of the vast range of products. The design strategy response focuses on internal and
1. Framework for studying the design capability, processes and planning within a business by Design Council [http://www.designinbusiness.org.uk/]
Introduction Design has enhanced performance of companies, and design strategy has to be aligned with the core dimensions of SMEs 2 for them to survive with their own products and markets. Therefore, new strategies for many SMEs are required to integrate design into their resources as a competitive tool. However, Brazier (2005) demonstrates that, in spite of demands for new strategies, very few SMEs apply design strategies to their businesses, because of the barriers of using design: how to use it and make it more sustainable (cited in Selek, 2009: 3853). One of these issues can also be seen in the tourism market, specifically a visitor information centre (VIC), although UK government has implemented tremendous efforts to regenerate and revitalize tourism in the countryside, according to living Britain, reported by The Future
Figure 1 Process development
Laboratory (n.d.). In this report, as a case study, Lancaster VIC is taken to scrutinize the relationship between design strategy and practical business. Therefore, the report will include an overview of the current situation and identify a number of problems. Moreover, the impact of design intervention on
The impact of design intervention on design strategy will be dealt with as a major issue in research and audit activities
design strategy will be dealt with as a major issue in research and audit activities. The approach the study will follow is design innovation strategy, focusing on functions using verbs 3 by functional visualisation process, rather than on things using nouns 4 (Carlopio, 2010: 23).
2. Small and medium- size enterprises 3. Term “Design” in the sense of creating or generating strategy, focusing way (action) and function 4. Term “Design” in the sense of a form or structure to focus design on existing things
Overview About Lancaster VIC From the outset of the project, the researcher regards the VIC as a gateway for visiting and giving satisfaction to visitors (Pearce, 2004: 10). Therefore, the VIC in Lancaster is located in The Storey building (Figure 2), close to the railway station. Lancaster is well known as a gateway to the Lake District, and the VIC, as local government organization, is operated by a staff of seven, and carries over 600 items of merchandise.
Restaurant Auditorium The Storey Creative businesses Cafe Gallery
V.I.C
Figure 2 The Storey building
Time for redesign: initial challenges When the VIC was first visited, a researcher uncovered three initial challenges: lack of signage, too many ranges of
The visitor centre is in the Storey building where is home to a growing number of successful creative businesses, we offer a variety of engaging events ranging from business conferences, seminars and networking, to films, music, and theatrical recitals.
merchandise for the spatial volume, and finally, the passive, rather than friendly, attitude of staff. It offered an excellent opportunity to conduct the project, as it throws up two main questions: “Is there a competitive vision for the VIC?” and “Are there tools for delivering the vision?” According to many case studies, creating a vision of an organisation is one way of formulating strategy and is regarded as a basic element to achieve success (Carlopio, 2010: 42). The initial hypothesis suggested that a new vision with design intervention could make the historical value of Lancaster stronger and communication with customers more efficient. Furthermore, the new strategy also will deliver functional solutions to increase satisfaction of visitors and to enhance sales of tourist merchandise, whilst helping sales of local businesses. Kozak and Rimmington (2000) highlight that tourist satisfaction is important to successful marketing with affecting the choice of destination, the sales of products, and the decision to return (cited in Huh, 2002: 13).
Figure 3 LVIC view
PART 2
Research Activities The major objective of the report as an academic study is to create a design strategy for the future direction of Lancaster VIC in regenerating service and merchandise. It was developed by a
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researcher and a manager of Lancaster VIC, following three stages (Figure 4): Framing the strategy through Scanning (formulation), Visioning the strategy through Exploring (ideation) and Actioning the strategy through Planning (implementation) (Borja de
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Mozota , 2003:165).
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Figure 4 Design strategy three stage (Lecture note-session 9)
Methodologies
With the visioning strategy finished, the researcher/designer needs
To test the hypothesis presented above, the researcher collected
to decide ways to plan the stage: persona, scenario, touchpoints
data from objective observation, question cards for
(identity, product, environment and information) and mood boards
communication with customers, contextual interviews with a key
as visual collage. Finally, an evaluation process is conducted by
participant for a month in the scanning stage to uncover insight
competitive costing of the strategy, the final aspect of judging
and existing vision/strategy (Figure 5). Data are analysed and
whether or not something meets specific criteria, as well as
chosen, using strategic planning tools to frame the strategy:
ongoing refinement to convergent thinking as iterative process
SWOT analysis and positioning. Deliberate strategy through
(Carlopio, 2010: 140).
intentional character and progressive pattern is useful to deliver a unique mix of value (Borja de Mozota, 2003:145). In the two months of exploring stage, the research continually communicated with target customers (experts and novices) using behaviour archaeology to explore latent demand and possibilities. Interviews were supplemented by participant observations to gain a better understanding of tailor-made solutions through visioning process (Walzer & Hamm, 2012: 79). In visioning the strategy, an
Question card
iterative process of diverse inputs, incubation, creative combination and alteration help to generate many ideas and solutions in contrast to traditional way carried out by small group of managers (Carlopio, 2010: 120).
Interview
Observation
Figure 5 Methodologies
Research findings and developing insights
insights, overall goal and vision are set: having a strategy
Lancaster VIC’s existing vision is to offer convenient services to
competitive with other VICs, strong brand identity and user-
visitors, such as tourism accommodation, information on historical
centric design, based on historical value in Lancaster. The value
destinations and transportation. There are no competitors in terms
focuses on quality through innovative design as verb form, rather
of the service in Lancaster, but for tourist merchandise, there is
than quantity or objects as noun form; the researcher expects to
another vision of becoming a retailer that avoids competition with
achieve the strategy through story as the innovative way of
local businesses. However, it presents a challenge in stocking
communication. However, it still requires agreement about the
specialist items which compete with nearby high street shops.
direction from key participants.
From scanning, the researcher discovered the following key problems (Figure 7): • No guidelines for the process of collecting merchandise • Passive relationship with local businesses, as local government institution • Many ranges of merchandise for space available • Budget cuts and low motivation • Poor signage and ‘official’ atmosphere
/RRNLQJ IRU JLIW LGHDV WKH FHQWUH KDV RQ GLVSOD\ D ZLGH UDQJH RI DWWUDFWLYH DQG Dffordable items LQFOXGLQJ ERRNV PDSV JODVVZDUH FRQIHFWLRQDU\ children V WUDGLWLRQDO WR\V (QJODQG VRXYHQLUV /DQFDVWHU SHQV SHQFLOV DQG QRWHSDGV ELVFXLWV DQG fudge. :H DUH DOVR SOHDVHG WR SURPRWH SURGXFWV ZLWK D ORFDO Ă DYRXU LQFOXGLQJ D VHOHFWLRQ RI Taste Lancashire MDPV FKXWQH\V GULQNV DQG WKH YHU\ SRSXODU /DQFDVKLUH 6SLF\ 6DXFH The famous .HQGDO 0LQW &DNH LV DOZD\V DYDLODEOH WRR
About 600 Gifts & Souvenirs About 250 Books & Maps
Although there are many other findings, the most significant problem is the mismatch with the city’s more active vision. Design
The centre s range of services include: ‡ Travel information and tickets ‡ (YHQW LQIRUPDWLRQ DQG WLFNHWV ‡ :KDW V RQ DQG ZKHUH WR YLVLW LQIRUPDWLRQ ‡ Accommodation booking service ‡ %RRNV PDSV DQG JLIWV IRU VDOH VKRS RQOLQH
can be used to demonstrate the new overall organizational goal/ vision of matching the city’s vision with a more active attitude. Therefore, the study explores the deeper causes behind the strategy and formulates ways of communication. From these clear
Figure 6 Findings
Strengths
Weaknesses Ticketing for cultural event Special Promotion: Seasonal Event Local Knowledge Special Product With Local Artists Located In The Storey Centre
Friendly People
Promoting New Product From event in the Storey Attracting visitor through historical resources
Budget Cut
No vision for V.I.C
No Standard for merchandise
Passive attitude Lack of Tourist attraction
No Feedback From Customer (Visitor & Citizen)
Inconsistent artisan collections by Local craftsmen Too many products without distinction No welcoming Environment (Interior)
No Design strategy
Avoiding competition with Local Business
Local Businesses Budget Cut
Enforcing the relationship with local business Strong city vision
Threats
Opportunities
Figure 7 SWOT analysis
Reason
Through more in-depth exploring, the problem of no feedback and lack of CRM surfaced; this is a crucial issue in interaction with end users (visitor and resident). A case study of Blackpool VIC
Problem
Result
Weak Vision for V.I.C
Too wide a range of merchandise
Lack of Tourism Resource Display methods too simple
No strategy with weak brand identity
Lack of Feedback
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provides a clue to where we are and where we want to go via design intervention. The issue brings insight for both visitors and
Lack of reputation on Product
Lack of distinction in products
No user centric design
Inconsistent ranges
staff into motivating people to visit and stay. The researcher believes that design also enhances the information offered and Proud
ownership via the active attitude of staff that is one of existing
Reinvented
On the map
Distinctive
resources of VIC. Through evolving brand identity with design, visitors will stay longer and take away happy memories. The VIC has an opportunity to make user experience a top priority and achieve worthwhile goals. A combination of valuable story and user-centric approach results in a unique design strategy “Telling
historical & attractive city
contemporary, leisure and tourism
quality & enjoyable visitor destination
Aesthetic Qualities
Desirable
Recycling & Re-use
Boasting
the ambiance, color and eclecticism expected of a historic university city Friendly
Major centre for learning education
Lancaster together with friends, family and visitors” (Figure 8). It means continual branding development through collaboration with existing resources of people and history, to create stories unique to
place to live & work
new & contemporary design
Lancaster – the witches, Royal family and War of the Roses. New vision
People want to hear live stories based on authentic historical
Matching City vision
backgrounds (Speno, 2010:20), and it will have a positive effect on physical things, such as tourist merchandise and atmosphere. However, the strategy still remains of communicating with end
“Telling Lancaster together with friends, family and visitors”
users, creating a prototype for designers to get feedback, reduce risk and make ideas visible (Carlopio, 2009: 137).
Figure 8
Visioning process through exploring
The next step starts with the following questions: “How to make
perspective, visualizations using mood boards are established to
staff’s knowledge visible?” and “How to read the tourists’
deliver the strategy. In actioning the strategy, evaluation is
thinking?” The latter means attitude of target to ensure customer
normally conducted to refine prototype and the customers
loyalty and attract new customers/visitors before creating a
revisited to gain feedback. However, the VIC project relies more
prototype for the former question. Therefore, the researcher forms
on the evaluation of design contribution as specific criteria on the
three types of attitude for each target (Figure 10): open mind for
research project and it is discussed in depth in the next chapter.
the young generation, conservative mind to communicate with older generation, and welcoming mind for foreign visitors. Making these ideas or knowledge visible could be the role of Loyal story
design. In this issue, design directly intervenes into the planning
19
Communication
strategy to impact identity, product, environment, and information
Witch story
of the VIC through designing so-called design touchpoints. Touchpoints, to support the new strategy “ Telling Lancaster together” with new vision, “ Finding more historical value & making it more valuable”, first change the brand identity of the VIC, formulating a unique culture and then environment, product and communication design support to enhance the main design concept (Figure 9). When these elements are accepted, the project would require time and money and specifically operational standard including training for staff and criteria for the collection
Environment
Battle story Product
of tourist merchandise. Finally, personas consist of three types to combine character profiles (Figure 11), user scenarios and concept models (Brown, 2007, cited in Carlopio, 2009: 157). From this
Figure 9 Touchpoints & Stories
Young generation
Older generation
d n d e e n w tr v i i t m e a n with n v ry r e p e sto s O ch u p n the t o a c C hare
S
Foreign Traveller
nd i m
d n i e m ure
lt u m c l o a i c t
l ien e W xper E
Figure 10 Three types of attitude
Young generation
Young generation
Age 22 Occupation Student Personality Considerate
Age 28 Occupation Journalist
Location u.s.
Personality Extroverted
Social life 6KH VKDUHV D Ă DW ZLWK D IULHQG LQ Lancaster 6KH ZDQWV WR YLVLW KHU KRPH WR PHHW IDPLO\ IRU KROLGD\ DQG go to museum in the UK.
Location Preston
Work life 6KH LV D VWXGHQW RI DUW /DQFDVWHU XQLYHUVLW\. She has a exhibition end RI WKH FRXUVH
Older generation
Age 52 Occupation House wife Personality Introverted, optimistic Location Lancaster Social life She lives with her husband and 20-years old daughter in a house in Lancaster Work life She helps disabled people in her spare time.
Social life He lives with his wife in Preston close to Lancaster. He likes riding a bike with his wife during the weekend. Work life +H XVXDOO\ ZRUNV RXW RI RIĂ€FH WR JHW inspiration.
Foreign traveller
Age 48 Occupation Professor Personality Rational, reasonable Location Italy Social life He lives with his wife and 1-dog in a house in Rome. He likes spending time with his family. When he has some free times he visits Lancaster with wife for meeting his sun. Work life He is a professor of architecture.
Figure 11 Persona for target attitude
Establishing new design strategy Action
By 2016
By 2020
Outline design strategy: Lancaster VIC 2020 (LVIC 2020) The plan is simple: Lancaster has many historical values and rich
Strategy: Improve the competitiveness of LVIC through design
v
Strategy: Increase the capacity of LVIC designers to meet future demand
v
Strategy: Develop markets for LVIC merchandise and service
v
stories, but Lancaster VIC did not sufficiently utilise these resources, due to lack of vision and strategy. Therefore, the initial idea is to regenerate Lancaster vision and strategy through design
Environment
to enhance sales of tourist merchandise and the whole process will be iterated to generate new ideas and stories. The LVIC 2020 will be guided by the following principles (Figure 12):
1. Discovery
Culture
2. Developing together 3. Environment for tangibility and visibility
Strategy: Increase understanding, awareness and recognition of design and its value to our economy, culture, society and environment
v
Strategy: Improve creativity and design in education and learning at all levels
v
Strategy: Improve the availability of design research
v
Strategy: Increase understanding and awareness of the value of design to the local business.
v
4. Helping local economy Knowledge
5. Sustainability 6. Unique Culture
Each detailed strategy is accompanied by action plans (Table 1). It
Support local business
represents LVIC up to 2020 and is divided into two periods: short-term plan (2012- 2016) and long-term plan (2016-2020).
Table 1 Action plan 2020
1. Discovery
5. Sustainability
New vision “ Finding more historical value & Making it more
Basic principle of the whole concepts is based on using local
valuable” is based on “selling stories”.
materials and workforces. Being responsible for social, economic and environmental matters is the triple bottom line.
2. Developing together Stories discovered should be shared with local designers,
6. Unique Culture
craftsmen and businesses and developed to produce ideas and
The final principle is to form a unique social culture for Lancaster.
product. Once this process is complete, visitors will be entertained
This means the VIC should sell the culture, not just product, to
by staff in Lancaster VIC acting as storytellers and actors
visitors. This will give insights into valuable experiences of
according to the new strategy “ Telling Lancaster together”.
visitors and encourage them to revisit.
3. Environment for tangibility and visibility
Discovery
VIC environment offers space for creativity and flexible reactions. It helps to interact with visitors and would receive feedback from the activities. The whole environment design
Unique culture
Developing together
involves product and communication designs behind one consistent concept and is used to support the new strategy. (table –
Six principles
design & discipline) 4. Helping local economy
Helping local economy
Environment
As local businesses collaborate with the VIC, successful new ideas for products will be made available to local businesses. As a
Sustainability
government institution, it is expected to develop a strong relationships with local businesses and communities.
Figure 12 Visioning process through exploring
Level
Discussion of the strategy As six principles guiding the new strategy, the researcher identified new vision and new brand strategy for Lancaster VIC. However, the auditing process showed the hypothesis suggested was still not totally convincing: enhancing the heritage value and contributing to efficient communication. Adoption of this strategy and current impact of the VIC situation as a realistic issue are the reasons behind it. Firstly, the audit process follows “Design Atlas� tool by the UK Design Council as assessment framework for auditing design capability of the new strategy. It is intended to evaluate planning, processes, resources, people and culture for design in terms of the new strategy with the new vision. Table 2 shows the result of the evaluation with key detailed considerations. In planning for design, planning would be led by analysis of internal drivers (staff and historical stories) and external drivers (designers and local businesses). Staff with a positive attitude would communicate well with one another. Moreover, with a clear and flexible vision, the new direction for merchandising would be identified and the business would have a broader range of approaches in the planning process. The strategy has short and
1
2
3
4
General planning awareness How effective is the business at planning across all its activities?
v
General planning communication Are plans and objectives communicated clearly to all relevant company staff?
v
Design planning awareness Does the business understand where design fits within its overall corporate plans?
v
Design planning thinking What use is made of structured thinking in developing design plans?
v
Design planning horizons How focused and forward thinking are design plans
v
General process awareness Is their understanding of how activities can be identified as processes?
v
Design process awareness Does the business understand where design fits within its processes?
v
Design process management Does the business understand how design activity can be managed?
v
Design process tools What use is made of structured thinking in design activity?
v
General resource allocation Does the business understand the general principles of budget allocation
v
Design resource allocation Is the business able to assign resources to design activity?
v
Design skills Does the business have the skills to handle design activity
v
Design organisation Does the business accommodate the multi-disciplinary nature of design activity?
v
Design commitment How committed are senior management to design activity?
v
Design attitudes How positive are attitudes to design?
v
Table 2 Design Atlas Result Sheet for New Strategy
long term objectives. With participation by local businesses and feedback through interaction with customers, the risk is expected to reduce. All levels of each stage remain important. The strategy has identified its business process as the enhancement of business by improving cultural and heritage tourism by encouraging customers to spend time in the VIC. It is accounted for by McCormick (2007: 4), who says, “heritage travellers stay longer and spend more money than other types of travellers.� Businesses would understand the place of the VIC design. The next consideration is the budget for practical resources for design. The budget allocated to the strategy involves using low priced materials, such as blackboard paint. However, The business can allocate budgets to project activities but with no review of potential return. The strategy would involve dealing with all relevant forms of design activity from design thinking and collaboration in creating an appropriate environment, as the environment would be created by interaction between staff, customers and local businesses. This way it is easy to organise appropriate solutions. It is designed from the perspective of the people.
Heritage travellers stay longer and spend more money than other types of travellers
With regard to design culture, as all staff would play an active
developer in the UK tourism market compared with competitors
part, regardless of the working position in the VIC, they can
which have a longer historical heritage exposure, such as York.
develop decision-making channels. Hence, all staff in the business understand that contribution towards design is essential. In order to confirm the strategy, a case study was taken as an example, Asahiyama Zoo (Figure 13) in Japan. Asahiyama Zoo had critical weaknesses compared with other zoos, due to its low budget. Furthermore, as customers rarely paid return visits, the zoo had faced closure. In order to overcome this situation, Asahiyama Zoo repositioned itself in a distinctive way: presenting animals’ inherent behaviour in a more natural environment through interaction between wild animals and humans, using experiential value design; a knowledge-based operation by enhancing communication (Fukuda, 2010: 3). After some years of effort, Asahiyama Zoo brought customers back and its new positioning proved a great success. From these perspectives, all things are considered and the business through design contribution has a new opportunity to understand Lancaster’s historical value and improve communication by satisfying latent demands of customers. In the future, Lancaster VIC will occupy a specific position as a heritage
Figure 13 Asahiyama Zoo
Conclusion The research aims to carry out a process of synthesis to produce a
success of the LVIC 2020 development each year in terms of
reformulation and combination of the brief and problems; fusing
economic contribution, awareness of the VIC’s design capacity
disparate data, insights, ideas and assumptions as an holistic
from design integration programmes and linkage between service
approach. Design strategy with the process (framing, visioning
providers, its consumers, and local designers, businesses and
and auctioning for the strategy) developed for the Lancaster VIC
government.
can be especially useful in finding design intervention as positive: enhancing collaboration and communication and defining its relationship, building brand identity, contributing to the local economy, and giving customers a pleasurable experience. In order to achieve the holistic goal, some time is needed, so the strategy also sets up two action plans: short-term by 2016 and long-term plan by 2020, helping to maintain consistency. The principal reason for adoption of the strategy is to enhance the heritage value and contribution to efficient communication with customers. Furthermore, it focuses on sustainability, as staff and key participants can make new business models in changing market situations. My definition of impacts of design intervention in real business and prediction of future direction through the process of design strategy must be meaningful acts in developing the VIC. Consequently, the approach for strategy innovation with a view to design intervention as competitive tools will be a core dimension and become one of future directions upto 2020. It can be a design contribution to VIC as an SME. The next step is to measure the
APPENDICES
APPENDIX 1: Questionnaire for a manager_1 (020220012) 1. The Proportion of the goods that shows the symbol or images of Lancaster in the shop: Approx 25% of the stock is Lancaster branded merchandise including the I Love Lancaster range, Lancaster Castle images on Pencils, Erasers, Bookmarks, Notebooks, Pencil Sharpeners. 2. Most popular for Tourist? Postcards, Pens, Local Books & Maps Magnets, key rings & a range of giftware. 3. Most popular for Locals? Local walking books, local books and seasonal gifts. 4. Are there any seasonal products? Christmas - Cards and giftware Easter - Merchandise relating the Easter Celebration School holiday promotions 5. How many times do you change display for tourist Merchandise? Try to change every two weeks. 6. What do you do to stimulate sales? We have continual promotions throughout the year and send out Press releases. Lancashire Day - Showcase all Lancashire Made Produce - 27th November St Georges Day - St Georges Flag badges, key rings 23rd April 2012 Taste Lancashire - Local produce and have tasting in the centre, Adhoc English Tourism Week - Local giftware and showcase our local attractions. Diamond Jubilee - Stock souvenirs and giftware 5th June Olympic Games 2012 - small stock of Olympic giftware 27 July-12 Aug 2012 Christmas - Bespoke hampers and gift bags, late night opening for Christmas shopping
Lancashire/Pendle Witches - link into the 400th Anniversary in 2012 7. Do you have a certain design strategy or business strategy for running the shop now or in the future? Although we have limited budget we are always striving to improve and look constantly for new idea to promote revenue and improve the look of the centre. 8. Are there Challenges? Budget cuts which can affect the amount we can invest in the centre now and in the future. Competition from high street shops in close vicinity, we aim to try and stock specialist items Economic downturn affects general tourism spend - less income to spend on stock items. 9. Who is your major target? Visitors and residents alike together with local schools (our giftware is very popular when schools are going on exchange trips abroad). 10. Have you collaborated with local crafts or companies? Yes always try to buy local when can Elliot's, Honeycomb Company, Ark glass are all local companies, together with local artists, photographers and writers. 11. Do you have unknown heritages that did not apply to products? We feel we represent all the local attractions fairly. 12. How was online selling? We set up the online shop approx 12 months ago, merchandise is quite slow but due to budgets and resources it is difficult to market. We have kept our Books and Maps section bespoke to our area as we can't compete with Amazon. The biggest area of growth is the sale of concert tickets, this has grown considerably over the last 12 months.
APPENDIX 1: Questionnaire for a manager_2 (02032012) 1.What is objective of your organisation? 2.Is there other place that sells tourist merchandise in Lancaster, such as Williams Park and Lancaster castle? Lancaster Castle, Williamson Park, Maritime Museum, City Museum & Judges Lodgings
3.Are there role models to run your information centre including selling tourist merchandise in the UK or over the world? - no 4.Who are your competitors in sales or service apart from local business as you mentioned? And what is the relative position of you to your competitors? - mainly local businesses 5.What is your history in terms of tourist centre? - located at The Storey 3 years, been in existence in Lancaster 20+ years
6.Some tourist centre don¡¯t include merchandise shop, such as London tourist centre where is located near Tate Modern. What is the purpose of selling merchandise in the tourist centre? - reach income targets to help with running costs 7.Do you think your centre has customer loyalty? - yes lots of
13.How many staffs work for tourist centre? and what is their role and capabilities? - 6 staff plus manager 14.Do you have unique selling point for your products or services? local knowledge, professional and un biased advice 15.How to manage to connect tourist service to tourist merchandise? experience and knowing our customers 16.Have you experienced innovative aspects in your tourist centre? we are always looking at new ideas to promote the centre 17.Do you think the price, value and quality of merchandise are proper to your centre? yes 18.What is disadvantage of proposition that you created? 19.Do you feel the gaps in capabilities in terms of sales and service? we are confident we provide a good service 20.How is your reputation in tourist market in the UK? we are well established as a VIC
repeat customers
21.Are there own known vulnerabilities? - budgets
8.Who is loyal customer for your centre? and which products they buy? Local residents, travel passes
22.Are there any categories that you want to emphasize (core activities)?
9.Do you have customer criteria? No
23.How to adopt the new stream by changing market development in tourism plan in Lancashire or the UK? - can't
10.Is your customer based increasing or decreasing? Footfall steady, total enquiries (email & online) increasing
11.What is your strength (competitive advantages) in position, offering and resources? - local knowledge, professional and un biased advice
12.What are advantages of your proposition that you created? -
comment on this
24.Do you can observe lifestyle trends in Lancaster in terms of your merchandises? What is it? - local Lancashire gifts and locally sourced products
APPENDIX 1: Questionnaire for a manager_2 (02032012) 25. In partnership with local based craftsmen, is there a certain programme to share new idea to launch new product like workshop? - none that we are aware of 26.Is there market demand? or customer demand? yes 27.Do you know customer¡¯s needs and wants? - we work hard
8) Packaging : low _ medium _ High_ 33.Do you think your place is easily accessible to target customers? If it is not , do you have any ideal place for your centre? yes, close to city centre and transport links
to react to our customer's need and demands
34.Have you hired skilled people to promote your products to customers or other buyers?
28.Do you have products that have weather effects? -
35.How many channels do you have to connect customer? F2F/
29.If you choose major heading, what is it? (you considered getting people to buy products and the information of where your centre is as a challenge before)
email/telephone/online
36.Do you have a plan to extend of a range of product or reduce of them? extend the range
30.Is there any obstacle to run the centre from political issue or environmental issue apart from budget cut?
37.Do you have long term plan? If yes, what is it? - working
31.Does your centre share the information with other visitor centres in Lancashire or other area in the UK - yes we network
38.What are the latest products and services in your centre?
regularly
32.Could you evaluate your products by following categories? 1) Quality level : low _ medium _ High_ 2) Special features : low _ medium _ High_ 3) Branding : low _ medium _ High_ 4) Product range : low _ medium _ High_ 5) Service back-up : low _ medium _ High_ 6) Warranty : low _ medium _ High_ 7) Durability : low _ medium _ High_
towards Council priorities
new gift ranges
39.Do you have the refreshing of existing offerings?
APPENDIX 2: Communication with a expert who is a councilor, Deputy mayor, Lancaster City Council 1.There are several stories in terms of loyal family. 2. If we can persuade children, we can do it to everyone. 3. There are still covered histories that general public do not know. 4. Lancaster city has problems about signage system. 5. The major point of the project is of what it is different compared with one in other cities. 6. Needs long-term plan 7. Needs education
APPENDIX 3: Question Cards with general pubric The reason why I go to visitor information centre on the trip is ...
MAP attraction
Local shop
Lancaster brand image might be.....
Spending time to wait train time
Lancaster University
Duke
Lake District
Ticket
Witch
Souvenir Lancaster Castle
Hotel travel information
Williamson Park
Historic city
SIL: Seungil Lee
SIL: Seungil Lee
APPENDIX 4: Mood boards_Branding Design
Friendly
Storytelling
Together
Fun
Comfy
APPENDIX 4: Mood boards_Environment Design
Interaction
Young
Curious Flexible
Bright
APPENDIX 4: Mood boards_Product Design
Message
Consistent storyline
Recycle
Theme products by local artist
Fun
APPENDIX 4: Mood boards_Communication Design for information
Valuable information
Art
Story
APPENDIX 4: Mood boards_Communication Design for Tickets
+ Â
Collection
APPENDIX 5: Actual scenario Lack of directive information
Still lack of directive information
Lack of motivation to enter into the centre
No packaging for souvenir Too high desk for communication No interesting visitor始s book
Too much information & Too complicated
REFERENCES
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Pearce, P. L. (2004) The Functions and Planning of Visitor Centres in Regional
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For further information, please contact: Seungil Lee lee.seungillee@gamil.com