2015 Strategy – Cruise Copenhagen Network

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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.


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