The focus of this dissertation is on the perceptions of conferences organisers, venue organisers and delegates of Bournemouth. These groups were investigated through primary research. Consumer decisions of choosing an appropriate venue are exploited. Bournemouth is used as a case study.
The primary goal of conferences in Bournemouth is to contribute to large parts of the economy of the seaside destination. This can be strengthened through emphasising its facilities, reacting to demand of conference organisers and considering needs of delegates. With the help of this work Bournemouth can create a marketing plan adjusted to its conference sector. Furthermore, the findings can be applied by venues, to effectively align their product to the market and by conference organisers to create a successful conference for their attendees.
In general venues are emphasising their physical factors, rather than soft issues and therefore meeting the demand of conference organisers. Those are aware of delegates’ needs, but nevertheless chose a venue with size and facilities as the major considerations.
Bournemouth’s reputation is strongly influenced by its entertainment possibilities also portraying a negative image due to its ‘drinking culture.’ The infrastructure is well established and provides the basic requirements for delegates’ needs to come to the venues, experience the conference and return.
The recommendation for the town’s marketing plan is a focus on delegate’s needs reachable through the common communication channels together with a niche market orientation. This gives it a competitive advantage to differentiate it from its rivals.
Table of contents
Acknowledgements
Abstract
Table of Contents
List of Figures
List of Tables
List of Abbreviations
Chapter One – Introduction
1 Introduction
1.1 Background to the research study
1.2 Rationale
1.3 Aim
1.4 Objectives
1.5 Dissertation structure
1.6 Conclusion
Chapter Two – Literature Review
2 Introduction
2.1 Conferences and destinations
2.2 Supply side
2.3 Demand side
2.3.1 Corporations
2.3.2 Associations
2.3.3 Delegates
2.3.4 Conference organisers
2.4 Key issues of the conference industry
2.4.1 Conference and meeting trends
2.5 Site selection criteria
2.6 Marketing of destinations
2.6.1 Marketing communication plan
2.6.2 Branding
2.6.3 The role of the conference and visitor bureaux (CVB)
2.7 Bournemouth
2.8 Conclusion
Chapter Three – Methodology
3 Introduction
3.1 Primary research
3.1.1 Questionnaires
3.1.1.1 Pilot Study
3.1.2 Interviews
3.2 Research Procedure
3.3 Sampling frame
3.4 Analysis
3.5 Limitations
3.6 Conclusion
Chapter Four – Findings
4 Introduction
4.1 Finding One – Site selection criteria
4.2 Finding Two – The delegate
4.3 Finding Three – Image and reputation of Bournemouth
4.4 Finding Four – Bournemouth’s strengths and weaknesses
4.5 Finding Five – Standpoint and dynamics of Bournemouth’s conference industry
4.6 Conclusion
Chapter Five – Conclusion and Recommendation
5 Introduction
5.1 Meaning of the finings
5.2 Answers to the objectives
5.3 Marketing plan to address the findings
5.3.1 Current situation
5.3.2 Marketing
5.3.3 Strategy
5.3.4 Differential Advantage
5.3.4.1 A new niche target group
5.4 Synthesis of findings
5.5 Final Conclusion
Chapter Six – References
Chapter Seven – Bibliography
Chapter Eight – Appendices
Appendix 1 – Comprehensive approaches of different authors
Appendix 2 – Questionnaire for a delegate
Appendix 3 – Advantages and disadvantages of open questions
Appendix 4 – Advantages and disadvantages of closed questions
Appendix 5 – Overview of the purpose of each question in the delegate questionnaire
Appendix 6 – Pilot questionnaire
Appendix 7 – Overview of the purpose of each question in the interview questionnaire
Appendix 8 – Transcripts of the Interviews
Alan Fyall
Barbara Crabb and Sam Woodward
Brian Stannard
Clive Tyers
Daniel Marsh
Denise Heller
Mari-Anne Carter and Angela Faber
Shirley Thompson
Spencer Clark
Sally O'Reilly
Appendix 9 – Research procedure
Appendix 10 – Overview of individuals and organisations contacted
Appendix 11 – Comparison of Bournemouth with its major competitors
Appendix 12 – P.E.S.T.E.L Analysis
Appendix 13 – Ansoff matrix
Appendix 14 – Questionnaire for students
Appendix 15 – Overview of the purpose of each question in the student questionnaire
Appendix 16 – Perceptual map
Acknowledgement
The author takes this opportunity to thank all those people who have helped me with the completion of this dissertation.
Special thanks goes to my dissertation tutors Brian Wood, Keith Wilkes and Feifei Xu who supported me and were there for questions concerning this piece of work.
Great appreciation goes to Alan Fyall who distributed the questionnaires to his delegates in form of his conference pack for the ‘Event Tourism Conference’ in January 2007.
Thanks would also like to be made to all interview partners and delegates contributing their opinions and attitudes.
Further thanks are also acknowledged to Martin Schmidt for his support during the academic year.
Abstract
The focus of this dissertation is on the perceptions of conferences organisers, venue organisers and delegates of Bournemouth. These groups were investigated through primary research. Consumer decisions of choosing an appropriate venue are exploited. Bournemouth is used as a case study.
The primary goal of conferences in Bournemouth is to contribute to large parts of the economy of the seaside destination. This can be strengthened through emphasising its facilities, reacting to demand of conference organisers and considering needs of delegates. With the help of this work Bournemouth can create a marketing plan adjusted to its conference sector. Furthermore, the findings can be applied by venues, to effectively align their product to the market and by conference organisers to create a successful conference for their attendees.
In general venues are emphasising their physical factors, rather than soft issues and therefore meeting the demand of conference organisers. Those are aware of delegates’ needs, but nevertheless chose a venue with size and facilities as the major considerations.
Bournemouth’s reputation is strongly influenced by its entertainment possibilities also portraying a negative image due to its ‘drinking culture.’ The infrastructure is well established and provides the basic requirements for delegates’ needs to come to the venues, experience the conference and return.
The recommendation for the town’s marketing plan is a focus on delegate’s needs reachable through the common communication channels together with a niche market orientation. This gives it a competitive advantage to differentiate it from its rivals.
Word count: 11.602
List of Figures
Figure 2.1 – Four phases of a conference
Figure 3.1 – Sampling
Figure 4.1 – Overview of the age groups
Figure 4.2 – General satisfaction degree
Figure 5.1 – Reasons for not attending conferences
Figure 5.2 – Number of conferences already attended
Figure 5.3 – The three – perspective – model
List of Tables
Table 2.1 – Comparison of corporations and association market segments
Table 2.2 – SWOT Analysis of Bournemouth
Table 3.1 – Questions covering the aims of the dissertation
Table 4.1 – Important features for conference organisers
Table 4.2 – Factors against a venue
Table 4.3 – Reasons for the general satisfaction degree
Table 4.4 – Importance of certain features
Table 4.5 – The reasons for attending conferences
Table 4.6 – Overview of transport modes used
Table 4.7 – Opposite views of the role of video conferencing
Table 5.1 – Delegate profile
Table 5.2 – Reading preferences by gender in %
Table 5.3 – Advertisement in magazines
Table 5.4 – Presence at exhibitions and trade shows
Table 5.5 – Student profile
List of Abbreviations
illustration not visible in this excerpt
Chapter One - Introduction
1 Introduction
“In the United Kingdom, seaside and inland resorts have been regarded as the main providers of conference facilities until recently. […] Yet in view of the continued development of the industry, the standard of many of the existing venues was deemed inadequate, resulting in the construction of purpose-built facilities… (Weber & Chon 2002: 14) [e.g.] in Bournemouth in 1984” (Law, 1993).
Conferences make up a major part of Bournemouth’s business situation and an especially large contribution is made through the purpose-built ‘Bournemouth International Centre’ (BIC) (Conferences: UK, 2007). This holds about 50 to 55 big conferences per year. (BIC 657 response, 2007) Recently there was a “multi-million pound extension and refurbishment programme […] and overhaul of the main 6,000-capacity Windsor Hall…” (Thornton, 2006: 45). The refurbishment of the BIC “creates over 1,300 extra jobs and an economic benefit of some £21million a year to the cosmopolitan town“ (BIC, 2004). With the creation of the Bournemouth International Conference Bureau (BICB) in 2003 the town gained a major attribute to stay competitive in the market. Various hotels which recently have upgraded their facilities complement the offer of the purpose built conference centre. This ranges from independently owned hotels to four star chains. E.g. the Hinton Firs and the Marsham Court can be found in the three – star category, the Royal Bath Hotel and the Marriott in the four-star range.
Bournemouth also has academic venues with Bournemouth University providing space for 200-240 delegates. The unusual venues are covered through the Oceanarium, the Russell-Cotes Art Gallery & Museum as well as the cinema Odeon. Furthermore, several venues have been introduced in the Conference and Incentive Travel Magazine (Nov/Dec 2006) as up and coming venues: Compton Acres an ornamental gardens, the Rubyz/Bazaar Bar which opened in December 2005 or the Landmarc, a transformed church situated in the town centre taking till 500 delegates.
Bournemouth delivers the facilities for the interaction when delegates become tourists. The tourist atmosphere with the beach, entertainment possibilities and sight seeing attractions, undoubtedly has the potential to deliver a memorable experience as this makes delegates perhaps return for a vacation (Rogers, 2003).
The demand side is especially made up by associations, forming the core customer market of the BIC coupled with exhibitions. The future goal for Bournemouth is to work on corporate business (Clive Tyres in Conference & Incentive Travel November/December 2005). Further marketing objectives are that “Bournemouth is dispelling the myth that it’s a town for retirees” (Thornton, 2006: 45). Moreover, “Bournemouth is traditionally seen as a family summer- season resort” (Clive Tyers in Conference & Incentive Travel November/December 2005: 43). In addition, more and more business trips are combined with leisure stays. Delegates are extending their trip before and/or after e.g. a meeting or conference (Mintel, 2002) demanding leisure packages. This represents a good business opportunity for the town having leisure and business facilities at one location.
Clients have increasing expectations from attending conferences (Rogers, 2003). With this in mind, it is necessary to understand what delegates want in comparison to what conference organisers of associations and corporations deliver to them resulting from the negotiations with the venue. Bournemouth needs to create a differential advantage to survive in the future conference business through e.g. the help of marketing communications (De Pelsmacker et al., 2004). By understanding how the industry functions and why site and venue decisions are made, Bournemouth can stay competitive.
Bournemouth is chosen for this investigation as it has one of the largest conference centres in the United Kingdom. Although it is a small town, it attracts the biggest conferences in the UK.
1.1 Background to the research study
This piece of work is undertaken as it forms a part of the author’s ‘International Tourism Management’ degree. The purpose of this study is to apply research methods related to the chosen topic as well as to support the ability of independent learning.
The selected subject constitutes to the conference branch of business tourism and investigates the supply and demand structure together with site selection criteria of Bournemouth’s conference market. This includes researches in the conference industry itself with regards to the location of the event, delegate’s needs and conference organiser orientations. Bournemouth is used to give a context for the next following chapters.
The literature review revealed the gap that little is known about the combination of the three mentioned perspectives together with what makes Bournemouth a conference town.
1.2 Rationale
This work is carried out to give conference organisers and venue managers the opportunity to better understand their requirements for the future and to build their marketing and site selection process on this knowledge. It will develop an understanding why a destination is attractive or not; that the destination can enhance its advantages and diminish its weaknesses. The study is related to the venues of Bournemouth and the site/venue decision influences.
Judging from an academic – theoretical perspective the combination and comparison of the three perspectives have not been investigated before and therefore research was undertaken. This is evident from chapter two and addressed by primary research in the form of questionnaires and interviews in chapter four.
Furthermore the personal motivation of the author: to work in this industry as well as already gained experiences in this branch influenced the decision of writing the dissertation on this topic. There is crucial evidence that business tourism is a growing industry with various job and employment opportunities.
1.3 Aim
The aim of the author’s dissertation is to analyse if Bournemouth is a successful (future) destination for conferences. Concluding from the investigation into a special selection of different conference venues in Bournemouth, into the site selection criteria of conference organisers as well as into the delegates’ needs, an overall picture for Bournemouth is drawn.
1.4 Objectives
The objectives of the above introduced dissertation are:
- To identify attitudes and orientations of venues organising conferences
- To investigate the decision making process and perceptions of organisations holding conferences
- To analyse and compare objective one and two with the perceptions of delegates
- To examine challenges of the conference industry in Bournemouth
- To develop a future marketing plan for Bournemouth based on the findings
To find the answers to these objectives primary and secondary research was undertaken. The objectives help to provide clarity and act as a guideline throughout the dissertation. Questionnaires and interviews addressed the gap found through the review of literature followed by an analysis of the data received within this process. The findings help the author to draw conclusions which could have the form of a future marketing plan.
1.5 Dissertation structure
illustration not visible in this excerpt
1.6 Conclusion
This chapter lead the reader into the topic comprising the background of the study, its aim and objectives as well as the structure which will be applied in the dissertation. The research question in connection with Bournemouth as a conferences destination is introduced. The next chapter investigates previous research undertaken concerning the subject selected.
Chapter Two – Literature Review
2 Introduction
The literature review focuses on findings based upon academic research on the conference industry, different types of venues and customers demanding the conference pro-duct. Especially for the venues and the overall destination the knowledge of its strengths in their venues as well as in their marketing is very important. This is therefore amongst others a review of information available in terms of consumer opinions choosing a venue or destination. The secondary data gives the reader a detailed understanding of the chosen topic. It commences with the scope and definition of the sector.
2.1 Conferences and destinations
“The conference industry forms one sector within the business tourism” (Rogers, 2003: 20). There are various definitions of the term ‘conference’ due to its young history and development. Lawson (2000: 7 - 8) defines a conference as
“An event used by any organization to meet and exchange views, convey a message, open a debate or give publicity to some area of opinion on a specific issue.”
Further objectives of conferences are:
- To discuss and negotiate
- To build networks and business relationships (key factor)
- To encourage better performance by individuals and organizations
- To come together and share a common interest
- To create a spirit of cooperation that enhances collective entity
- To involve more people in the decision-making process
- To promote the collective aims of the organisation
- To change attitudes, skills or efforts of potential delegates
- To give an incentive or reward
(Lawson, 2000; McCabe et al., 2000; Rogers, 2003; Montgomery & Strick, 1995)
Chapter Two – Literature Review
Conferences can be held at various places such as destinations. Gatrell (1994, cited in Rogers, 2003: 106) defined a destination as follows:
“From the perspective of the consumer, destinations are perceived as those geographic areas that have attributes, features, attractions, and services that appeal to the prospective user. How the consumer defines a geographic area varies greatly and may or may not include specific boundaries.”
The statement shows that destinations are acting as a supplier of the conference product.
2.2 Supply side
Suppliers provide “the facilities and services that are essential to an effective operation of a conference” (Davidson & Rogers, 2006: 8). Rogers (2003) defined three main categories of the supply side of the conference industry: venues, destinations and other suppliers.
Venues include residential venues (McCabe et al., 2000) e.g. hotels; purpose-built centres, academic venues for example universities; civic venues such as a town hall and unusual venues comprising sporting venues (Siegle, 2006). This study stresses especially purpose built conference centres, hotels and unusual venues.
Destinations could e.g. be a town, a city, a region or the country. The destination is marketed by the conventions and visitor bureau often being the first contact person for conference organisers (Davidson & Rogers, 2006).
Other suppliers comprise audiovisual contractors, telecommunications companies, transport operators, interpreters and translators, after-dinner speakers, entertainers, corporate events companies, speciality caterers, floral contractors, companies that develop specialist computer software etc. (Rogers, 2003). They complete the conference product. It is therefore an entity of added values.
All these suppliers try to attract as much demand as possible.
2.3 Demand side
Buyers are “those organisations that make use of conference destinations and venues…” (Davidson & Rogers, 2006: 11). McCabe et al. (2000) define three groups of buyers: the corporate sector, associations as well as the government and non profit sector. These three groups are subject to several external influences e.g. the economic situation, the financial constraints of the organisation or trends in the sector.
This work concentrates on corporations/associations, delegates and conference organisers as they are especially important for Bournemouth and make up the major key players of the industry.
2.3.1 Corporations
The corporate market is the largest single market sector, accounting for some 65 % of meetings (Weber & Chon 2002). Fred Lawson (2000) identified the following characteristics concerning this market segment:
- Tend to be small meetings (delegate numbers generally fewer than 100)
- Short duration of meetings
- Short lead times (much less than one year)
- Most typically held in hotels
- Use of rather unusual venues and of high standards
- Key priority: return on investment
2.3.2 Associations
According to McCabe et al. (2000: 57) an association is an ”organised and structured group of people who have a similar interest or business.” They are characterised through:
- Large meetings
- Longer duration sometimes of several days
- Use of purpose-build conference facilities
- A non-profit orientation
- Members are generally charged for attending events
(Davidson & Rogers, 2006; Weber & Chon 2002).
Weber & Chon (2002) identified the key differences between corporations and associations which are visible in Table 2.1.
Table 2.1 - Comparison of corporations and association market segments
illustration not visible in this excerpt
Source: Adapted from Weber & Chon, 2002
Delegates of associations or corporations attend conferences for different reasons.
2.3.3 Delegates
Delegates are “also known as attendees, participants and guests, [who] are […] the ultimate buyers, or end consumers, of the conference product” (Davidson & Rogers 2006: 7 - 8). They make the conference industry function. Their satisfaction largely depends on stakeholders choosing the destination, venue, facilities and other products belonging to the conference experience.
To expect them returning to the conference and recommending it high satisfaction levels should to be reached (Davidson & Rogers, 2006; McCabe et al., 2000). Therefore the supply has to meet their needs. Rogers (2003) states that delegate expectations are continuously rising. That’s why it becomes more and more difficult to satisfy them. Furthermore, the group interest is made up by the requirements of individuals only enabling a small satisfaction of expectations of each person due to different opinions.
The question arises what a conference organiser is supposed to do, if all locations for events in the vicinity have already been used. Choose more outlying destinations although vicinity is a major criteria highly assessed by delegates as stated by e.g. Oppermann & Chon (1997). Further reference to the site selection criteria is made under point 2.5.
2.3.4 Conference organisers
Conference organisers should be aware of delegates’ needs. They should seek information from the last conference and identify what was criticised and what was appreciated by the delegates. Their aim is to reach a high customer satisfaction degree as “satisfied customers not only want to repeat the experience but also tell their friend and peers” (McCabe et al., 2000: 311). He/she builds up the trust with the venue which is crucial for a good cooperation (Rogers, 2003). The conference organiser is the intermediary between supply and actual demand and his/her choice influences the delegate’s fulfilment of needs. Its role is crucial as this person decides on the final venue (Davidson & Rogers, 2006).
2.4 Key issues of the conference industry
By giving an unusual atmosphere and flair the perceptions of delegates can be affected. These factors are e.g. reached thorough the choice of venue, as “nothing adds more sheen to an event than staging it in a spectacular venue…” (Anon, 2006: 39). This is supported by Weber & Chon (2002) and Rogers (2003). Branded conference products of hotels can be disadvantageous. E.g. Hilton Meetings is similar all over the world, as a conference brand has been created.
Therefore, the special effect could be missing. A venue should be able to deliver an experience (Rogers, 2003).
With regards to the conference market Munro (1994, cited in Rogers, 2003: 248) is convinced that
“video conferencing is put forward as panacea for company communications, and as the greatest destroyer of the conference centre building boom of the late 20th century.”
This rather pessimistic attitude is opposed by Lawson, (2000: 5) saying that “printed and electronic information, even with the development in video conferencing, cannot be a substitute for this personal contact.” The reason for this lies in the nature of conferences. It is too much active and participatory that it could be replaced. In addition the enjoyment of delegates prevents this phenomenon. They like to be in another city; also because of entertainment programmes (Rogers, 2003). Also the total ambience and motivation are important (Lawson, 2000). EIBTM[1] argues that:
“Video conferencing is increasingly being used in addition to meeting, but only in a small minority of cases instead of face-to-face meetings. […] Video conferencing is likely to reduce the need for face-to-face meetings in the future”
(cited in Weber & Chon 2002: 254).
The concern that video conferencing will replace the traditional forms of communication is also opposed by a more recent investigation from Davidson & Rogers (2006). The industry writer and trainer Tony thinks that “you can’t share a glass of wine over the Internet or enjoy the same walk in the park” (cited in Rogers, 2004). There will “always be a need for face-to-face contact and technology…” (Weber & Ladkin, 2004). Video conferencing increased by 4% from 2002 to 2004 to 20%, but declined by 25% from 2004 to 2005, indicating that the replacement as forecasted by experts did not take the expected dimension (Mintel, 2006). Moreover, the networking between delegates is a key issue of conferences. Sharing ideas and opinions is what delegates are looking for (Ladkin & Spiller, 2000). Delegate’s perceptions can be influenced by e.g. trends.
2.4.1 Conference and meeting trends
Trends generally affecting the tourism industry are likely to influence the conference industry as well, as it is a part of the tourism sector.
“Delegates spent […] more time in smaller groups and syndicates“ as the emphasis of the industry in question is on dialogue (Weber & Chon 2002: 249). This causes the venues to provide a sufficient number of small meeting rooms. “A further trend is the growing popularity of venues for exclusive use by one organisation. […] Technology will bring an amazing dimension of interactivity right into the conference room itself” (Rogers, 2003: 249). The MPI (Meeting Outlook Service) of 2001 (cited in Weber & Chon: 251, 2002) ranked technology highest to affect the industry in the next years. Furthermore, intermediaries and hence the role of convention and visitor bureau will become less essential. The emphasis is on direct contact. The Internet will play a major role for gaining information, registration and much more. Also environmental issues and sustainable conference tourism will become more important. “Conference and business tourism have fewer negative impacts on the natural environment than mass leisure tourism.” The environment and its protection are also in this sector key considerations (Weber & Chon 2002: 264). In addition, companies try to save money concerning business travel costs as e.g. SAP, a leading German software producer, introduced a travel department to cut and constantly monitor travel expenses (SAP, 2007).
Regarding the evolution cycle of Butler the conference and tourism industry is reaching maturity in North America and Europe (Weber & Chon 2002). There is the threat that “too many purpose-built convention centres are being constructed“ (Murray, 1995). Also social and demographic trends have to be considered as different generations meet during conferences - the older one which had to learn to handle the technology and the younger one which grew up with it. Furthermore products for an ageing population have to be available and an adaptation to working practices such as working from home has to be considered (Weber & Chon 2002). Finally, due to unforeseeable crises and catastrophes, safety and security issues are of rising significance.
To summarise, especially technology and its impact on the conference industry is heavily discussed in the literature. Site selection criteria for the choice of the appropriate venue have been less altered in the past. Lists just became more comprehensive. Now, a shift is visible, as introduced in the next section.
2.5 Site selection criteria
Many factors are influencing an associations’ site selection process making it to a very complex procedure (Clark & McCleary, 1995). Most authors did examine associations, indicating that the results are transferable to corporations.
Several models and approaches have been developed to investigate the site selection criteria. A list of the most important ones is summarised in Appendix 1. They propose more or less comprehensive lists, delegates and conference organisers are looking at. These are predominantly physical attributes such as size, access, costs, accommodation or facilities. A recent approach by Robinson & Callan (2006) includes intangible factors like atmosphere, image or quality of food possibly indicating a trend to those features. In general soft factors are rather neglected.
The recommendation of a third party conveys a message which cannot be reached through other media as guides, websites etc. This word-of-mouth advertising “has the potential to be very powerful and create a memorable idea” (Pickton & Broderick, 2005). Furthermore, prior experience can influence a conference organiser’s decision process (Weber & Chon, 2002). But also “knowing the property takes away most of the anxiety” (Jim Jones, president of James E. Jones Associates cited in Kotler et al. 2006: 248). This is opposed the view of a memorable experience, connected with an unusual venue and exciting views discussed under section 2.4.
To manipulate and influence the site selection process to the favour of a venue or destination comprehensive marketing is a necessary tool.
2.6 Marketing of destinations
“There can be no doubt that the success of any destination or venue depends on effective marketing planning“ (Davidson & Rogers 2006: 75). For a venue itself it is very difficult to undertake valuable marketing actions (Rogers, 2003). However the task is more complex for a destination than for e.g. a company as different venues and their needs have to be considered. A marketing plan focused on branding is a useful method to make destinations more attractive for conferences as proved in the next sections.
2.6.1 Marketing communication plan
A marketing communication plan “sets out what an organisation is trying to achieve” (Rogers, 2003: 98). This is carried out in several steps:
1) Analysis of the situation of the destination
2) Projections to its likely performance
3) Creation of an appropriate marketing mix strategy
4) Determination of effective monitoring systems and performance measures
“The events industry […] has an emphasis on developing business relationships…” (Bowden, 2006: 54). Therefore the major aim is to build up long lasting relationships with customers. First clients need to be identified and contacts have to be established (Relationship marketing). Afterwards this relationship has to be strengthened (Customer relationship management). Professional familiarisation visits and showrounds necessarily belong to customer relationship (Rogers, 2003). “Branding ought […] be at the very heart of marketing strategy” (Davidson & Rogers, 2006: 82). This below-the-line-tool is introduced in the following section.
2.6.2 Branding
A brand is a ”collection of perceptions in the mind of the potential buyer” (Davidson & Rogers, 2006: 82). Its objective is to reach a positive reaction in customers by easing the decision-making process (Kotler, 2006) Therefore branding is
“a set of associations that is linked to a particular destination , venue or chain of venues, that resides in buyers’ memory and helps than to understand: what the brand is, why it is potentially relevant to them, how it differs form other, competitor brands” (Davidson & Rogers, 2006: 82).
Several authors mention that a brand may be the only thing that makes consumers think about the different destinations with all offering more or less the same facilities (Davidson & Rogers 2006). Rogers (2003: 107) supports this idea:
“The battle for customers in tomorrow’s destination marketplace will be fought not over prices but over hearts and minds.”
Therefore it is the task of the destination management organisation (DMO) to develop the described brand identity.
2.6.3 The role of the conference and visitor bureaux (CVB)
“Convention and visitor bureaus represent the most prominent form of convention destination marketing organisation.” (Morrison et al., 1998: 20). The DMO helps in ensuring, that the consumer needs are met (Davidson & Rogers, 2006). The presence of the CVB within the selling process includes following phases (Figure 2.1):
illustration not visible in this excerpt
Figure 2.1 – Four phases of a conference
Source: adapted from Rogers, 2003
The difficulty is that the real product is not owned by the CVB (Davidson & Rogers, 2006). That is why it is a complex task in general and also for Bournemouth.
2.7 Bournemouth
The challenge of the independent CVB, which was established in January 2003 and is based within the BIC (BIC/Pavilion, 2005) is that the brands of all venues must be compatible with the overall brand of the destination. Furthermore the emphasis should not only be on the BIC but also on hotels and unusual venues which are central for the development of the conference sector of the town.
The literature research undertaken together with the website of Bournemouth Borough Council are building the basis for the development of a comprehensive analysis of Bournemouth concerning its strengths, weaknesses, opportunities and threats (S.W.O.T). This is visible in Table 2.2. Further information on Bournemouth’s conference situation can be find in chapter one.
Table 2.2 – SWOT Analysis of Bournemouth
illustration not visible in this excerpt
2.8 Conclusion
A comprehensive review of theory, practice and models was undertaken to explore what is already known about the subject. It revealed that several authors established site selection criteria, which vary in their length and cannot be completely generalised for each destination. The review has shown that little is known about the combination of three perspectives: the venues as the supply side, the conference organiser of associations or corporations who selects the destination or venues and finally the delegates, the end consumer of the conference product. Therefore doing primary research is justified. For this purpose Bournemouth is chosen to see which site selection criteria are most important in choosing this special destination. Different approaches are selected to deal with the gap discovered.
Chapter Three – Methodology
3 Introduction
This section will give an overview into the research methods chosen by the author.
“Research may be defined as in terms of a review of existing knowledge in a particular area together with the creation of a new slant on this knowledge” (Riley et al., 2000: 7).
The methods used, investigate the aim of the study:
an analysis into what makes conference organiser decide to choose Bournemouth as the destination and venue for their conferences with regards to the delegate and venue perspective.
There exists a huge variety of different research methods whose results can be used for different purposes. The techniques chosen are seen as most appropriate to address the gap in knowledge. Interviews and questionnaires are selected as they are seen as efficient, cost saving and informational. The comparison of suppliers - the venues and their conference product - with demanders - the conference organisers - is completed through a third perspective the end consumer of the conference package, to see if they receive what they expect and want to get.
The literature distinguishes between primary and secondary research. The latter is covered in Chapter 2. The tools of primary research used for this study are presented below.
3.1 Primary research
To gain new information and find out about the objectives of the study, questionnaires and interviews are utilised.
3.1.1 Questionnaires
Questionnaires are documents containing a list of questions (Oppenheim, 2004), and are mainly used in this study to get the opinion of delegates participating in conferences. They were distributed at Bournemouth University at the ‘Event Tourism Conference’ 10/11th January 2007. The questionnaire was therefore part of the conference pack of this special event. Consequently, less interesting questions for the research topic needed to be added. The questionnaire distributed can be seen in Appendix 2. Because of the mentioned adaptation the questions six and seven are neglected in the findings chapter as they are very specific for the Bournemouth University venue and not of interest for the research question.
With the help of a questionnaire a large number of delegates could be addressed (Veal, 2006). An identical online version of the hard – copy questionnaire was created to reach delegates after the conference (Saunders, 2007). This form belongs to the self-administered group of questionnaires and helped to increase the response rate (Oppenheim, 2004).
The questionnaire consists of 16 questions. These are mostly closed and pre-coded questions with some open questions to get more depth to the answer. The advantages and disadvantages of these two types of questions are illustrated in Appendix 3 and 4. Leading questions “give[…] the respondent a clue as to what the answer should be” (Malhotra, 2006: 339). These questions were avoided in the questionnaire because they cause bias (Malhotra, 2006). Each question has an important sense as it can be seen in Appendix 5. Before the questionnaire was distributed a pilot study was carried out. This is made apparent in the following section.
3.1.1.1 Pilot study
A pilot study was conducted to test the questionnaire “for the purpose of improving the questionnaire by identifying and eliminating potential problems” (Malhotra, 2006: 345). The pilot questionnaire which is visible in Appendix 6 was sent to 32 students by email. Changes are marked with an asterisk. Due to time limits, combined with the previously mentioned third party, the pilot study had to be carried out within one week. The author contacted students to pilot the questionnaire. Further reference to this issue is made in the limitations under section 3.5.
After the author received 14 responses, changes were made accordingly to the identified problems. These were structure, length, and wording with regards to leading questions. As a result, problems were eliminated through the formation of subheadings:
- A – personal detail
- B – questions about the venue
- C – questions about the destination
- D – general questions
Furthermore the leading questions were substituted by closed questions. In addition, the pilot study revealed that the questions 10, 11, 13, 16, 17 and 19 were less important. Those were taken out or substituted by new ones. Subsequently the questionnaire was discussed again with two students which gave the most qualitative comments in the ‘first round’.
Besides questionnaires, interviews were conducted to address the gap in knowledge.
3.1.2 Interviews
An interview is
“a face-to-face or long-distance (such as by telephone) discussion between two or more people to collect information and the opinions of the people being interviewed about certain topics or events“ (Evaluate IT, 2006).
This approach was chosen to compare the perceptions of the venues with those of conference organisers. The author has first conducted unstructured face - to - face interviews/meetings to get familiar with the topic. This form of interviews helps to gain an understanding in the early stages of research (Turban, 1997). Additionally, this technique is seen as appropriate to build relationships for better future co-operations and in depth interviews with the venues. Afterwards, the author chose a semi-structured interview approach for the primary research. For this type of interview open questions are typical (Creed, 2006). These are necessary to reach more depth to answer objective one and two.
The author conducted 10 interviews: five with hotels, two with academic institutions, one with an unusual venue: the ODEON and two with organisations (associations) using Bournemouth for their conferences. Appendix 7 gives the reader a detailed background to each question. The questions at the beginning were asked to get into the topic, leading to questions about the venue investigated, Bournemouth and finally the conference industry in the UK. As many interviews were undertaken a wide view could be covered depending on the critical standpoint of the interviewees. As far as possible similar or the same questions were asked of the venues as well as the conference organisers. The transcripts of the interviews are available in Appendix 8. In order to listen back and ensure correct content, all interviews expect the one with the Marriott hotel were audio recorded, as the interviewee objected to this.
Interviews and questionnaires were carried out in parallel. The research process is further illustrated in the next section.
3.2 Research procedure
The first step of the research process (Appendix 9) was to get an overall perspective of the conference industry in general and in Bournemouth. For this purpose an extensive review of literature was undertaken. Furthermore small meetings with potential interview partners as e.g. the BIC, Royal Bath, Marriott Hotel, the Bournemouth University Conference Office, the Services Management School of Bournemouth University and the Odeon Cinema were arranged to get to know the venue and the conference managers. Appendix 10 gives an insight into the procedure for gaining these contacts. The meetings were also undertaken to lower refusal rates. These were also reduced through a professional layout and design of the questionnaire (Oppenheim, 2004). It was helpful to get the questionnaire part of the conference pack of the ‘Event and Tourism conference’, so it gave the document an additional value compared to handing it simply out to the delegates. Follow ups in form of the online questionnaire were sent to remind of the document. The third part - to get familiar with the topic - was to contact experts as Julie Whitfield, Stefan Luppold, Miguel Moital or Caroline Jackson as well as the author’s initial dissertation tutor Brian Wood who also participates on conferences. These persons are lecturers and specialists of the conference and event sector.
The BIC was obvious to take into consideration due to its predominant position in Bournemouth and the surrounding area. The hotels selected for this study were extracted from the Bournemouth website and than contacted individually by mail. The four hotels chosen cover two four-star and two three-star hotels to give a broader perspective. The unusual venue was selected through recommendation of Julie Whitfield. The destination Bournemouth was seen as suitable due to its easy access and importance in the UK.
The questionnaires were distributed relatively early due to the already mentioned third party. The interview dates were arranged and conducted. The interviews with the venue organisers took place at their venues as they feel more comfortable there than in a foreign environment. Finally, the data was analysed and assessed. From all this information a future marketing plan for Bournemouth was developed regarding its strengths and weaknesses to make useful recommendations for the town.
To receive the right data for this suggestion an appropriate sample needs to be chosen.
3.3 Sampling frame
There are different forms of sampling. Saunders (2007) identified two groups: probability and non probability sampling (Figure 3.1).
illustration not visible in this excerpt
Figure 3.1 – Sampling
Source: Saunders et al., 2007: 207
The author has chosen non-probability (purposive) sampling for her study. “The key feature of non-probability sampling is that items chosen for a sample are not chosen randomly but purposively” (Riley 2006: 85). One form of non-probability sampling is convenience sampling. With the help of convenience samples the focus on a particular issue is made possible. For this study delegates, venue staff and conference organisers of an association or cooperation were chosen as they are the major key players within the conference industry. These “respondents were selected because they happen to be in the right place at the right time” (Malhotra 2004: 363). Neither the age group nor the gender was restricted.
The samples were investigated with the help of questionnaires and interviews, revealing data for analysis.
3.4 Analysis
The results of the questionnaire research were analysed with SPSS (Statistical Package for the Social Sciences). This is an appropriated method for evaluating statistics and to develop graphs and tables. Qualitative questions were categorised appropriately. Interviews were interpreted individually through reference to the objectives.
During the process of research and analysis several limitations of the study were discovered.
3.5 Limitations
General limitations of the whole study are that the author did not get all the people wanted for the research e.g. delegates of hotels due to customer confidentiality. Furthermore it is not clear if the people questioned did respond because this answer was expected from them or if it really was their opinion. They might not tell the truth because they do not know it or do not want to.
Oppenheim (2004) recommends not sending out mail questionnaires before the week-end. Due to the circumstances and time pressure related to the third party, the pilot questionnaire was sent out on Thursday as the author needed them back on Monday to fully analyse them until Wednesday. Furthermore the pilot study was conducted with students. The author tried to pilot it with delegates, through contacting the Meetings Industry Association (MIA), Tony Rogers from the British Association of Conference and the Bournemouth International Centre. However, they were not reachable within two days. “Respondents in pilot studies should be as similar as possible to those in the main enquiry” (Oppenheim, 2004: 62).
In addition the conference office of Bournemouth University through which the association contacts for the interviews were gained, proposed contacts of organisations with which they have a good relationship and high satisfaction levels. This also limits the validity of findings. Moreover, open questions were less frequently answered than closed questions giving a less detailed view into the topic.
A big problem of the conference industry is that terms are differently defined. Furthermore, a single authority in charge of data collection in the Meetings, Incentive, Conference, Event (MICE) industry is missing (Weber & Chon, 2002). This makes the comparison of data difficult.
“Yet although it is convenient to use the term MICE, it hides the fact that four industry components […] are actually quite separate activities. […] But on close inspection it becomes clear that they often refer only to meetings and conventions” (Weber & Chon, 2002: 102).
John Mason, the author’s contact for the ‘Jehovah’s Witness conference’ in January 2007 at the BIC cancelled the cooperation. Therefore no questionnaires could be distributed at the BIC as initially intended. No other conference organiser holding a convention during the research time was prepared to help the author.
3.6 Conclusion
Questions and responses from the primary research will aim to answer the stated objectives indicated in Chapter one and serve the aim. Please refer to Table 3.1 to see which questions of the questionnaires addressed the specific objectives.
Table 3.1 – Questions covering the objectives of the dissertation
illustration not visible in this excerpt
In general a balance of qualitative and quantitative measures has been used to address the gap identified in the second chapter. The limitations discovered restrict the findings and results of the research.
Chapter Four – Findings
4 Introduction
This chapter shows the results and findings from the primary research on the conference situation in Bournemouth. They are related to chapter two to if they agree with the theory. The presentation of findings follows five subheadings in coherence with the main themes raised. The first looks at the major site selection criteria for choosing a location and destination where the conference takes place.
4.1 Finding One – Site selection criteria
In general conference organisers look at physical facts like location, facilities, price and size. The most important criteria a venue should provide are “…the facilities for one, access, parking, cost” (Stannard, 2007). Robinson and Callan (2006) suggested a similar range of features. Furthermore break out rooms and space were the major criteria, but also service and atmosphere. Montgomery & Strick (1995) as well as Crouch & Louviere (2004) are amongst the authors including break out rooms in their investigations. An overview of the most important features with regards to the choice of a location for conference organisers and delegates (from the view of the venue) can be seen in Table 4.1.
Table 4.1 – Important features for conference organisers
illustration not visible in this excerpt
[...]
[1] annual global meetings and incentives exhibition
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