Israel CVB Why and How to Create it

Israel CVB Why and How to Create it Dr. Aris Ikkos, ISHC

Israel CVB: Why and How to Create it n What does a conference bring to a city? n The role of CVBs n CVB Characteristics n Setting up a CVB in Israel

City Impact – Assumptions n n n 1 event of 650 delegates 80% comes with partner Event length: 3 days – Plus 1 day before and 1 day after n n n 100% comes back at some point for leisure 11, 700 overnight stays 6, 500 room nights – at € 186 per night in total n 1, 170 arrivals – who spend € 110 person per day

e. g. Financial Impact for Athens (‘ 000 €) Hotel sector 1, 070 Retail sector 1, 080 Travel Trade 80 State 430 – Athens Airport Tax – VAT – City Tax Total 2. 660 70 310 50

Israel CVB: Why and How to Create it n What does a conference bring to a city? n The role of CVBs n CVB Characteristics n Setting up a CVB in Israel

2 levels of Marketing n n Micro-marketing: done by individual companies (e. g. hotels, conference centres, PCOs, DMCs, transport companies etc. ) Macro-marketing: done by collective bodies, cooperative or public bodies

Demand – Drivers (PCOs) Source: JBR Hellas – PCO Questionnaire 2005

Critical Success Factors n Accessibility n Geographic location n Sufficient volume of international business n Flexible use of the facility n Re-investments n Long term strategy n Integrated concept: – Conferences are not developed in isolation – Support of local residents – Partnership with local, regional and national actors – Organised and market focused tourism promotion – Professionally organised Convention Bureau – Good possibilities for entertainment and experiences – Sufficient hotel accommodation in the area

Convention & Visitors Bureaux (CVBs) … n … are the dominant DMOs n … target: v MICE business v but, also, Leisure Tourism n … can be: v National (e. g. Netherlands CVB) v Regional (e. g. Scottish CVB) v Local (e. g. Sydney CVB, Turisme de Barcelona, Brussels Congress)

CVB Vision To promote the destination as a premier business (& leisure) destination and to provide industry leadership by securing business for the community and encouraging the full support of relevant industry forces.

Thessaloniki – the effect of TCVB Number of Conferences in Thessaloniki n n On average: 580 pax, 3 days i. e. in 2005: over 220. 000 room nights

Istanbul – the effect of ICVB Number of events data ICVB

CVB Marketing Activities - 1 n n n n n Trade shows and exhibitions (event organizations during shows, presentations) Int’l sales visits and/or workshops, roadshows National sales visits Workshops of industry associations (ICCA, EFCT, IACVB) Database Marketing ( ICCA, UIA ) Bidding and presentations Mailing campaigns, extension of Database Promotional materials, newsletters, e-bulletin Fam trips and site inspections PR activities

CVB Marketing Activities - 2 n Advertising in MICE industry magazines n International Association memberships (UIA, MPI, WTO) n Web-site, e-marketing n Representation Companies Abroad n Sponsorships n Membership Marketing n Business and social events n Training & Education & Statistics

Israel CVB: Why and How to Create it n What does a conference bring to a city? n The role of CVBs n CVB Characteristics n Setting up a CVB in Israel

International CVB Benchmark Survey n Conducted May-July 2004 n Response rate: 30%, 100 CVBs n Respondents: – 69% non-US (52% Europe) – 31% US n Directed by Dr. D. Koutoulas

CVB General Characteristics Target Markets Ownership CVB Profile

CVB Budget and Main Expenses Annual Budget – million € Average Maximum 11, 9 152, 3 Minimum 0, 15 Average excluding largest budget 6, 0 Main Expense Categories

CVB Personnel Total Full Time Part Time Seas onal 75 47 22 6 Maximum 903 503 400 76 Minimum 2 - - - 46 31 8 6 Average excluding largest CVB

Budget-To-Personnel Ratio* (in ‘ 000 €) Average 153 Maximum 375 Minimum * 56 The budget-to-personnel ratio is calculated by dividing a bureau’s annual budget by the number of its staff (each parttime and seasonal employee is counted as a half staff member).

Israel CVB: Why and How to Create it n What does a conference bring to a city? n The role of CVBs n CVB Characteristics n Setting up a CVB in Israel

Essentials for a successful CVB n Managerial autonomy n Financial autonomy n Professionalism n Impartiality

Turisme de Barcelona n n Founded : September 1993 (1 year after Barcelona Olympics) Shareholders: 50% Public 50% Private n Management: Private Sector 1994 n Personnel n Budget (mln. €) 2003 41 95 4. 1 11. 4

Turisme de Barcelona - Budget € 11, 400 € 4, 100

Setting up Israel CVB: Public Sector Private Sector ISRAEL CVB Scope: managing brand «Israel» with an aim to – Preserve and develop tourism in Israel – Maximise returns to public and private investments

Israel CVB Supporting Departments Department of Relations w. Institutions Director Product Development Dpt. Market Development Dpt. Analysis & Marketing Department PR Depart -ment Planning and Operation based on a Marketing Plan

Thank you Question Time a. ikkos@jbrhellas. gr www. jbrhellas. com/tourism

Visitation (x 1000) of various European Attractions Notre Dame Paris Sacre Coeur Paris Tour Eiffel Paris Musee du Louvre Centre Pompidou National Gallery British Museum London BA London Eye London Tate Modern London Cite des Sciences Musee d’Orsay Paris Sagrada Familia 2100 Tower of London Zoo in Schonbrun 2000 Sconbrunn Palace 10000 8000 6200 Paris 5700 Paris 5500 London 4900 4800 3900 3600 Paris 2600 2100 Barcelona London 2000 Vienna 1800 Πηγή: Γραφεία Στατιστικής Διαφόρων Πόλεων Natural History Museum London 1700 Victoria and Albert Mus. London 1400 Arc de Triomph Paris 1400 Caixa de Catalunya Barcelona 1400 Aquarium of Barcelona 1400 Science Museum London 1400 P. Espanyol de Montjuic Barcelona 1300 National Portrait Gallery London 1300 Barcelona Bus Turistic Barcelona 1300 Centre de la Fundacio Barcelona 1100 Αcropolis Athens 1100