CRUISE COPENHAGEN NETWORK
2015 STRATEGY
AIMING TO ACHIEVE 1 MILLION ANNUAL CRUISE GUESTS
Striving to be the cruise industry’s best organized destination network
CONTENT
1ST EDITION – 2013
STRATEGY 2015 STRATEGIC ACTIONS 2013-15 MARKETING & PUBLIC RELATIONS DESTINATION EXPERIENCE CRUISE INTELLIGENCE COMMERCIAL NETWORK VALUE NETWORK CCN OBJECTIVES
The latest 3 year strategy for Cruise Copenhagen Network which involved 42 different partners was approved in December 2012. The outcome is an evolution and a result of the continued efforts to improve and adjust the existing strategy where needed.
VISION
CREATING LONG-LASTING FRIENDSHIPS
MISSION
TOGETHER WE INITIATE ACCESS TO MORE BUSINESS OPPORTUNITIES
VALUES
CUSTOMER FOCUSED, OPEN-MINDED, INNOVATIVE, COMMITTED AND QUALITY
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We will continue to market Copenhagen internationally and new B2B markets will be targeted. Our key focus and messages will continue to evolve around a strong homeport which leads to great Pre and Post opportunities. The product proposition will include Denmark and our Danish destination partners when targeting the Cruise Line operators. Collaboration is key in order to deliver a world class cruise product. We will remain very ambitious when it comes to involving all the key stake holders that it takes to constantly improve our organizational platform. Its our ambition to grow the number of visitors and their spending each year. But, we will also focus on keeping existing business as well as attracting new Cruise Line operators.
CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
STRATEGY 2015 The cruise industry will continue to grow. 21 mill. passengers in 2012 is expected to grow to 29 mill. by 2022. It is expected that the cruise ship order book will contain 5-6 new builds annually. A tough economic environment has challenged the industry in recent years, but the potential is massive since market penetration levels are very low in most markets. North Europe has grown faster than worldwide average in past 10 years, which has benefitted Copenhagen.
Despite infrastructural challenges the city and its professional partners has delivered a quality product. Copenhagen is despite a relatively short season the 12 largest homeport in the world and number 5 in Europe. Due to legislative issues protecting the vulnerable Baltic Sea, it will become more expensive for cruise lines to operate in our region. It means an even tougher job to protect existing business as well as attracting new.
SUCCESS FACTORS
STRATEGIC POSITION
• DIRECTION
SUCCESS FACTORS
• WHAT WORKS
INNOVATION
• IMPROVEMENT
INNOVATION
We will continue to focus on quality solutions based on our strategy: • Target new opportunities and protect existing business • Activate partners through involvement • Strive to be the cruise industrie’s best organized destination network
A number of new focus areas are identified • New markets • New branding platform • New working groups • Targeted approach at potential partners • Focus on “warm exit” (welcome back) • WOW project !
STRATEGIC ACTIONS 2013-15 Cruise Copenhagen Networks strategy can be described in a model that consists of 5 strategic actions and value adding elements: 1. MARKETING & PUBLIC RELATIONS 2. DESTINATION EXPERIENCE 3. CRUISE INTELLIGENCE 4. COMMERCIAL NETWORK VALUE 5. NETWORK
MARKETING & PUBLIC RELATIONS
DESTINATION EXPERIENCE
CRUISE INTELLIGENCE
COMMERCIAL NETWORK VALUE
NETWORK
CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
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1. MARKETING & PUBLIC RELATIONS Each of the 5 strategic actions consist of a number of focus areas. Below is a brief overview of each focus area and relevant selected activities. International marketing and PR will continue to be a major part of our focus and future activities.
MARKETING – selected activities TARGET GROUPS
Identify primary target groups in prioritized key markets
BRANDING
New, functional and “twisted” branding platform
B2B VISIBILITY
Cruise tradeshows and conferences
MATERIALS
B2B marketing materials
FAM TRIPS
Tour operators and cruise lines focusing on Pre-Post product
BEDNIGHTS
Initiate allotments for hotels through Pre-Post packages
PUBLIC RELATIONS – selected activities INTERNATIONAL MEDIA
Strengthen relationships with key B2B media and journalists
PRESS TRIPS
BtB or BtC media and journalists in collaboration with cruise lines
NATIONAL MEDIA
Business media, regional and national television
INTERNAL COMMUNICATION
CCN updates through newsletters and LinkedIn
POLITICS
Raise awareness for relevant issues at political level locally and nationally
WOW
Create awareness through “WOW Project” that will also strenghten our network
PRIORITIZED INTERNATIONAL TARGET GROUPS VS. MARKETS We have 3 key target groups when we are focusing on international activities. CRUISE LINES – INTERNATIONAL TOUR OPERATORS – INTERNATIONAL TRADE MEDIA TARGET GROUP / MARKET
USA
UK
IT
DE
CRUISE LINES
X
X
X
X
INTERNATIONAL TOUR OPERATORS
X
X
X
INTERNATIONAL TRADE MEDIA
X
X
AU
ES
OTHERS
BRIC
X
X
X X X
Our prioritized markets are based on existing and potential future business combined with the accessibility to each market.
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CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
2. DESTINATION EXPERIENCE A smooth destination experience from A-Z, and the Danish way of greeting our guests, are focus areas we will continue to optimize.
DESTINATION COPENHAGEN – selected activities INFRASTRUCTURE
Identify and challenge obstacles for running an efficient cruise operation
EVENTS
Identify and coordinate logistic challenges due to city events
WELCOME MEET & GREET
Meet our independent guests on arrival and provide a personal guidance
WARM EXIT
Identify opportunities and reasons for welcoming our guests back
CITY MAP
A product targeting cruise guests and promotion platform for our partners
ONBOARD CHECK-IN
Support onboard check-in concept
Cruise Copenhagen Network is not only about our capital, but all the diverse cruise destinations that adds flavor to the Danish cruise product proposition.
DESTINATION DENMARK – selected activities KNOWLEDGE SHARING
Provide a platform for best practice across Danish destinations
MARKETING
Danish marketing material targeting cruise line decision makers
DATA
Collect Danish numbers and initiate studies at national level
3. CRUISE INTELLIGENCE We will collect relevant data and share it with our partners, in order to strengthen our strategic decisions, develop new products and keep track on our objectives.
KNOWLEDGE GLOBAL
Growth forecasts, ship order book, global source markets etc.
LOCAL
Calls, passengers, turnarounds, brands, nationalities and ship calendar
QUALITY
Guest satisfaction, spending, economic impact, loyalty, partner satisfaction
CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
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4. COMMERCIAL NETWORK VALUE CROSS SELLING A quality cruise destination experience from a guest perspective requires a range of products to choose from, whether its organized tours or the options available from an independent guest perspective.
SHOPPING
HOTELS
From a network perspective we need to bring all parties together to create ROI across segments and create new business platforms that will increase value for money as well as economic impact.
DINING
ATTRACTIONS
SHOPPING A vital part of a cruise holiday. We want to collaborate locally with Danish and other quality brands, in order to promote retail partners to our guests.
ATTRACTIONS The diversity of organized pre sold shore excursions as well as independent options are one of the reasons why cruise lines should continue to grow capacity.
DINING An important part of a cruise holiday. We want to highlight our unique selling point as a gastronomy capital, whether it’s for Pre-Post guests or a luncheon for day visitors.
HOTELS Copenhagen can offer a great variety of 4-5 star hotels accommodating all the needs of existing and future Pre-Post cruise guests.
5. NETWORK OUR ORGANISATION
BOARD DIRECTOR
DANISH DESTINATIONS
INFRASTRUCTURE
WELCOME
MARKETING MANAGER
ASSISTANT TBD
TRAINEES
MARKETING
INCOMING
HOTEL
PORT AGENTS
OUR PLATFORM BOARD
A strong representation from a mix of strategic partners and elected partners focusing on a consistent balance between experienced and new partners / board members.
CCN SUPPORT
Director, Marketing Manager and an assistant (TBD) . Meanwhile, we’ll keep educating future tourism employees in collaboration with educational institutions in Denmark in order to keep activity level at a maximum and do the right thing for our industry.
WORKING GROUPS
Create an attractive and always relevant working environment for those partners that are willing to take on additional responsibility through involvement.
OUR PLATFORM – internal network focus
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NETWORK
To create a networking platform for the cruise industry in Denmark.
EDUCATION
Educate our partners within the cruise segment.
SOCIAL EVENTS
Stimulate a culture beyond business to strengthen relations in our network. CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
CCN OBJECTIVES Focus are not only on quantity and future growth, but also on a number of long-term qualitative objectives.
COPENHAGEN OVERALL OBJECTIVES
2013
2014
2015
COMMENT
797.500
857.500
922.000
+ 7.5%
SPENDING PER GUEST
€80
€82
€85
Transit guests
GUEST SATISFACTION
95%
95%
95%
Overall satisfaction
RETURNING GUESTS
27%
28%
30%
Transit guests
CALLS
348
362
377
+ 4%
163 / 47%
174 / 48%
184 / 49%
Based on calls
2013
2014
2015
COMMENT
45
46
47
Different brands
900.000
965.125
1.035.000
+ 5%
434
453
473
+ 5%
GUESTS
TURNAROUNDS / SHARE
DENMARK OVERALL OBJECTIVES
CRUISE LINE OPERATORS GUESTS CALLS
STRIVING TO BE THE CRUISE INDUSTRY’S BEST ORGANIZED DESTINATION NETWORK CCN SUPPORT KPI’S
2013
2014
2015
COMMENT
55
57
60
Memberships
PARTNER SATISFACTION
4,0
4,1
4,2
Average score
OUR TWO ANNUAL MEETINGS
4,0
4,0
4,0
Overall satisfaction
INITIATED BEDNIGHTS
250
500
750
Allotment
NOMINEE Destination of the year
Seatrade Insider Award
PARTNERS
RECOGNITION CRUISE COPENHAGEN NETWORK - 2015 STRATEGY
WINNER Destination of the year
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This strategy document will be updated each year. A separate document named “CCN Activity Plan� that describes all activities within the strategy framework in greater detail, will be updated 4 times yearly.