Growing tourism in Cork a collective strategy - Cork Airport
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
VISITCORK
Growing
tourism
in Cork
a collective
strategy
1
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Foreword
A vibrant tourism sector is crucial numbers of 21.3 percent or the strategic tourism group and CORK STRATEGIC TOURISM
for every major region in the world. projected increase in revenue of 27 local authorities in fostering this TASK FORCE MEMBERS
It creates jobs and contributes percent for the period 2015–2020. collaboration and partnership
significantly to the local economy. is invaluable. Fiona Buckley
There has been an increase in visitor
With this in mind, Cork strategic Head of Strategic Partnerships
numbers across Ireland and Cork
tourism group have created a new Together we are working to & Futures, Fáilte Ireland
finds itself in an excellent position to
tourism proposition for Cork: put Cork back on the map Deirdre Cole
capitalise on this upturn. Cork also
‘Cork is Ireland’s ‘Maritime Paradise’ as a destination brand, while Project Officer Fáilte Ireland
sits within the experience brands,
with a significant maritime history showcasing everything Cork
Ireland’s Ancient East and the Wild Paula Cogan
spanning over a thousand years, has to offer to the visitor.
Atlantic Way, which represents a Director of Sales & Marketing
set in a beautiful soft coastal The River Lee Hotel, Interim
massive opportunity as Cork can
environment where the land, This plan aims to identify key Director of Sales EMEA& Strategic
further benefit by leveraging their
the people and their culture will priorities in each business sector Accounts, The Doyle Collection
success.
allow you to discover a quirky – actions that will help to further Derry Cronin
way to stimulate all of your senses. enhance the visitor experience, Managing Director of the Cronin
However, we must act now
thus giving the Cork tourism Travel Group and VP of the ITOA
to affirm Cork’s position in the
Collaboration amongst the key proposition real substance.
consideration set and to ensure that Ann Doherty
stakeholders is crucial. We must Chief Executive Cork City Council
we can grow our share of visitors
develop a single-minded focus Ger O’Mahoney
and revenue. Cork as a tourism Tim Lucey
which will help to ensure the brand Chair, Strategic Tourism Task Force
proposition is, as yet, not fully Chief Executive
is developed in a seamless and
known across many international Cork County Council
measurable way to the visitor. Partner PWC
markets and segments. Peter Nash
To realise this, a well-coordinated
Although there is some good Head of Strategy Development
execution of the agreed actions
work being developed, the lack of Tourism Ireland
and a supporting structure to lead
a consolidated plan means Cork Ann-Marie O’Sullivan
this with the many stakeholders will
will not be best placed to capitalise CEO AM O’Sullivan PR Ltd.
be essential. The efforts of the Cork
on the projected growth in visitor
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Contents
01 GLOSSARY OF TERMS
02 EXECUTIVE SUMMARY
03 THE NATIONAL CONTEXT
04 TOURISM IN CORK – THE CHALLENGE
05 THE VISION FOR DESTINATION CORK – THE OPPORTUNITY
06 THE OPPORTUNITY FOR GROWTH
07 STRATEGIC FRAMEWORK
08 IMPLEMENTATION FRAMEWORK
09 CRITICAL MEASUREMENTS OF SUCCESS
10 APPENDIX
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
01 Glossary of Terms
CORK THE SUPPORTING THEMES
Refers to both city and county. The supporting themes are
important to how people
PROPOSITION will consume the proposition.
The core, single-minded reason They are not hero themes,
to choose Cork that will motivate but they are key ways in which
visitors and will differentiate Cork. a visitor experiences a destination.
It is not intended that this will be Visitor satisfaction here is crucial.
seen by visitors, rather it will guide
the development of experiences Within the key hero theme and
and communications material. supporting themes, a number
of signature experiences and
HERO THEME supporting experiences will
The hero is what will differentiate be developed to deliver on
Cork and be a leading substan- the proposition. Signature
tiation to the overall Cork Experiences will include the
proposition. branded experiences, Ireland’s
Ancient East and the Wild
INDUSTRY Atlantic Way. Supporting
experiences could include food
Visitor attractions, activity
and beverage and the cultural,
providers, transport,
music and artistic vibe.
accommodation and other
hospitality providers
VISION
A future focus that will guide
all actions.
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
02 Executive Summary
The objective for this project is This report will set out the strategy
clear: to grow Cork’s share of that will make Cork a compelling
domestic and international visitors. and must-see tourism destination.
This will be achieved by maximising Cork is in a unique position; not
Cork’s potential as a tourism only does the county boast a wide
destination within Ireland’s Ancient range of interests that stretch right
East and the Wild Atlantic Way. across the county, it is also perfectly
At present, Cork is not fully situated within two of the
appreciated either internationally experience brands that Ireland
or domestically for all it has to offer. has to offer.
Research shows that international
visitors are unaware of what Cork By leveraging these experience
has to offer and domestic visitors brands and developing a distinctive
are not considering Cork as a tourism proposition for Cork within
potential domestic holiday as them, it can compete both
they have an outdated view of nationally and internationally with
what is on offer*. other tourist destinations. This will
(*Source: 2015 Primary Research) build upon the good work being
developed in Cork by industry, local
Born of the recognition of a need authorities and the tourism bodies.
for a coordinated tourism effort for
the county, Cork County and Cork Primary research was conducted
City Councils jointly commissioned together with several rounds of
this strategic tourism development stakeholder engagement to
project with the support of Fáilte develop a compelling, authentic
Ireland, Tourism Ireland and industry proposition supported by an
stakeholders. implementation framework with
clear ownership and deliverables.
The Cork Strategic Tourism Task This is to ensure that Cork is
Force was therefore established future-proofed in growing its share
with representatives from City and of domestic and international visitors.
County Councils, local industry,
Fáilte Ireland and Tourism Ireland.
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
03 The National Context
Revenue from
Tourism is a crucial sector for THE AIMS OF PEOPLE, overseas tourism...
national and regional economies
and it has the potential to
PLACE AND POLICY GROWING
TOURISM TO 2025 ARE: will grow to €5
contribute significantly to local • Revenue from overseas tourism,
billion in 2025 from
€3.5 billion in 2014
in real terms and excluding air
economic revival. At present,
fares and ferry charges, will grow
tourism, in real terms, brings
to €5 billion in 2025 from
in roughly €3.5 billion per
€3.5 billion in 2014
annum to the national economy.
This growing indigenous industry • 250,000 people will be employed
is already a massive contributor to
employment figures. It is estimated
in tourism, compared with an
estimated 200,000 at present
250,000 people
some 200,000 people are • There will be 10 million overseas will be employed in
employed in the industry at present. visits to Ireland, compared to tourism, compared
Tourism and the strength of the
7.6 million in 2014
with an estimated
economic market also serve as a
reminder to international investors
WORKING WITHIN KEY
EXISTING POLICIES
200,000 at present
that Ireland is back in health Within this policy, both Fáilte
following the economic crisis Ireland and Tourism Ireland have
and this in turn will encourage significant roles to play at a national
more businesses to invest in the and international level, while local There will be 10
country. The Minister for Transport,
Tourism and Sport set out an
authorities will play a role in local
economic and community
million overseas
ambitious tourism policy which development, leading on visits to Ireland,
the Government hopes to achieve
by 2025. The new policy, entitled
destination product and tourism
infrastructure development at a
compared to 7.6
People, Place and Policy, Growing
Tourism to 2025, places focus
regional level. million in 2014
on growing a tourism sector
significantly over the next ten years.
*Source: Department of Transport, Tourism and Sport
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
It is essential that LEADER funding and other funding
is significantly influenced by this strategy to define
maximum impact.
Fáilte Ireland is the National Tourism Development
Authority responsible for developing and improving
the Visitor Experience in Ireland in Ireland and enabling
the Irish industry to perform effectively in domestic
and international markets,in order to deliver
competitive advantage and sustainable growth
for the industry.
Tourism Ireland’s primary objective is to promote the
island of Ireland as a tourist destination in international
markets, encouraging overseas visitors to choose
Ireland over competing holiday destinations.
At a national policy level, Cork is recognised as
a potential growth platform for inbound traffic.
‘A National Aviation Policy for Ireland’, specifically
identifies the unique position of Cork Airport as
a ‘gateway’ to each of the two main tourism policy
propositions – Ireland’s Ancient East and the Wild
Atlantic Way – and recognises that Cork Airport
offers a significant advantage to the region and as
a potential hub for visitors coming to Ireland.
As part of this strategy both Local Authorities and
Fáilte Ireland are committing to prioritising capital
investment in the region for key experience
development projects.
7
03 The National C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Context
In this vein, both Fáilte
Ireland and Tourism Ireland
will utilise the National
Guiding Principles,
which are set out below:
1. 4. 7.
The resources of the National In Cruise Tourism, the activities Adoption of the VICE model of
Tourism Development Authority of the Port of Cork, the local sustainable tourism development,
(Fáilte Ireland) will be prioritised authorities, Cruise Ireland and planning outcomes in terms of their
in favour of programmes which relevant stakeholders will deliver on impact on Visitor, Industry,
assist the tourism sector to secure the agreed outcomes of the Community and Environment
an increased share of international National Cruise Strategy, will be adopted.
leisure and business tourism. due for completion in Q1 2016.
8.
2. 5. The national objectives of economic
In leisure tourism, efforts will be The national aviation policy for growth in revenue and jobs will be
concentrated on further developing Ireland including strategy for Cork kept to the fore, to reflect the
three existing experience brands Airport, as a gateway, will be ambitions of National Tourism
(Ireland’s Ancient East, the Wild necessary to integrate into the Policy, Local Government Policy and
Atlantic Way and Dublin). strategy. the National Programme for Jobs.
3. 6. 9.
In Business Tourism, all international Enterprise support programmes Collaboration amongst private and
efforts will be optimised under the will be aimed specifically at public sector stakeholders will be
Meet in Ireland brand, under which international sales strategy and critical to ensure a ‘joined up’
the Cork Convention Bureau skills, revenue growth and yield approach to tourism development.
operates in overseas markets. management.
8
03 The National C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Context
On review Cork has plenty STRENGTHS OPPORTUNITIES
of strengths and weaknesses »» Geographic location »» Ireland’s Ancient East
but key its future success is between Ireland’s Ancient East »» Wild Atlantic Way
and the Wild Atlantic Way.
making it a famous, must- »» A single proposition
visit destination with a single »» Strong current assets across the
»» Increased visitor numbers
county e.g. West Cork, Fota Island,
proposition that is fully
Blarney Stone, Ballymaloe, Midleton »» Increased access to Cork by air
engaged with by stakeholders Distillery, the Blackwater and and sea
on the ground. Doneraile »» Relative proximity to international
»» The characterful people gateways, Dublin and Shannon.
»» Strong tradition of music »» Single minded engagement
of all types on the ground
»» Progressive Thinking »» Stories and experiences that
cross promote each other
»» Strong International trading legacy
»» Development of the Event Centre.
»» The artisinal producers and
the English Market
»» Second largest natural harbour in
the world
»» Marine and coastline accessibility.
»» A young, vibrant population WEAKNESSES
»» High standard of accommodation »» The lack of awareness
offered in 3/4/5 star hotels and of the City and County
guest houses. »» Negative domestic perceptions
»» The lack of a single
THREATS cohesive proposition
»» Other destinations internationally »» The lack of joined up
»» Other parts of Ireland thinking on the ground
e.g. Ireland’s Ancient East, Wild »» A lack of many iconic tourist
Atlantic Way and Dublin attractions
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C O R K T O U R I S M S T R AT E G Y 2 0 1 6
04 Tourism in Cork - The Challenge
Today, Cork attracts It is imperative that all stakeholders experience brands developed by This brand defined four key pillars
(local authorities, industry, Fáilte Ireland – Ireland’s Ancient of economy, education, quality
approximately 17.5% of all
Fáilte Ireland and Tourism Ireland) East and the Wild Atlantic Way – of life and visitor. The visitor pillar
overseas visitors who have a single-minded focus and which have been built into the remained to be developed and
come to Ireland and is understand fully all that Cork has national policy document People, integrated within the overall Cork
second only to Dublin in to offer as a destination. There is Place and Policy, Growing Tourism proposition, and a leisure tourism
terms of tourist bed nights. a need to create and develop a 2025. These experience brands are proposition is required if Cork is
distinctive visitor proposition being marketed internationally and to grow its tourism related economy.
with the consumer at the centre are expected to deliver in a The first three have been completed
The success of Cork’s inclusion
of all decision making. The aim significant uplift in visitor numbers and this report marks the completion
in the Wild Atlantic Way has been
is to deliver a visitor-facing, to the regions. Cork’s location of the fourth pillar, the visitor pillar.
of great benefit to the county.
world-class visitor experience represents a huge opportunity for
Tourism figures have been
that is delivered and promoted the county to embed itself within
improving year-on-year through- On review, Cork has an abundance
in a coordinated manner. these two core experience brands.
out Ireland, and it is imperative of strengths and opportunities that
that Cork capitalises on this uplift. must be leveraged to create a
WHY NOW? If Cork is to take advantage of the famous, ‘must visit’ destination
The majority of visitors to Cork
2015 is the perfect time to additional numbers visiting the area amongst visitors that is engaged by
re-evaluate Cork’s tourism and grow its number of bed nights, stakeholders on the ground.
are from Great Britain, and mainland
a considered and integrated
Europe. Often they pass through offering for a number of
approach to its tourism strategy
Cork via access points such as Cork reasons. and a compelling, motivating
Airport/Port of Cork. However,
proposition needs to be developed.
research shows they often do not 1. Ireland is experiencing significant
consciously decide to visit Cork*. growth within the tourism sector
3. A brand proposition for the
and Cork needs to position itself in
Cork economy was finalised by
It is not always a planned such a way that it can grow its share
stakeholders in 2013 that looked
destination on their itinerary. of visitors who come and spend
at the creation of an integrated
The consequence of this time and revenue in Cork.
place brand. The proposition for the
is fewer bed nights and therefore
Cork place brand has been defined
lower revenue generated in the 2. Cork has a unique location that as ‘A powerful mix for your success
local economy. no other county in Ireland can lay … in the best small country in the
(*Source: 2015 Primary Research) claim to. It lies within the two key world to do business.’
10C O R K T O U R I S M S T R AT E G Y 2 0 1 6
05 The Vision for Destination Cork
The Opportunity
There is an opportunity to:
• Make Cork a ‘famous for’ and ‘must visit’ destination
for domestic and international visitors, whilst
leveraging Ireland’s Ancient East and the Wild
Atlantic Way
• Create sustainable growth by developing responsible
tourism across Cork
• Create significant revenue and economic
contribution to the local economy
The ambition is to create sustainable growth for
tourism in Cork. The growing significance as an
economic driver or the importance of attracting
increased revenues from both overseas and domestic
markets to support businesses, communities and jobs
cannot be overlooked. The average visitor to Cork
spends €94.59 a day for example*.
(*Source: Cork City Data, 2013 and Cork Visitor Survey)
This will complement and build upon plans already
being undertaken by industry.
11C O R K T O U R I S M S T R AT E G Y 2 0 1 6
06 The Opportunity for Growth VISITOR
CENTRICITY
Development of a Strategic
Framework 2016–2020
This framework must include three important elements:
VISITOR-CENTRICITY
Ensuring the visitor is at the centre of all actions.
The creation of a visitor-centric experience is a core
objective. All other objectives must work to deliver this.
2016-2020
CREATION OF A SINGLE
COMPELLING PROPOSITION
DEVELOPMENT
Giving visitors a reason to visit Cork via the creation
OF A STRATEGIC
of a compelling yet responsible, visitor-led tourism FRAMEWORK
proposition.
A JOINED-UP VISITOR EXPERIENCE
Developing a singled-minded reason joined-up
tourism experience with a single point of view and
clear priorities, and one that embraces existing
promotional vehicles, as well as developing new A JOINED UP CREATION OF
ones among public and private operators. EXPERIENCE A SINGLE
WITH A SINGLE COMPELLING
POINT OF VIEW PROPOSITION
12C O R K T O U R I S M S T R AT E G Y 2 0 1 6
07 Strategic
Framework
CULTURALLY CURIOUS
The Culturally Curious seeks authentic
experiences. They want to get under the skin of
an experience; they want to immerse themselves
in the local stories and artisanal produce. Often
Ensuring the visitor is at this cohort will travel as a couple or on their own,
the centre of all actions. as opposed to going in large groups. They want
The creation of a visitor-centric to broaden their minds by exploring new
experience is a core objective. landscapes, history and culture. They are
All other objectives must work motivated by the discovery of local areas that
offer real and quality experiences accompanied
to deliver this.
by engaging stories.
WHO IS THE VISITOR? SOCIAL ENERGISERS
There are three key international segments Social Energisers like to holiday in groups or
and domestic segments that the Cork as couples. They are looking for cool, exciting
tourism strategy will target: trips somewhere new and vibrant. They want
exciting and intense, action-packed holidays.
INTERNATIONAL AND DOMESTIC They want to be busy both day and night. They
PRIORITY SEGMENTS tend to be a younger cohort in their twenties,
Three international and domestic or early thirties, although not exclusively so.
segments have been identified as Social Energisers are attracted to event-led
priorities for Cork. They are warm to activity including music and water sports.
Ireland, attracted to what Cork can offer
and represent a significant opportunity. GREAT ESCAPERS
All age groups (15+) are represented. Great Escapers are usually couples, often with
babies or quite young children. The most
important aspect of any break for them is the
chance to spend quality time together. They
value time out from busy family lives and
careers. They want to rebalance themselves and
take stock of their lives and what is important.
They want to come home refreshed and
revitalised with their batteries recharged.
For more detail please see Appendix 3
1307 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
Where do current
visitors come from?
Great Britain
Mainland Europe
North America
Other Areas
254k 485k 451k 99k
PRIMARY MARKETS OTHER SPECIFIC France
FOR INTERNATIONAL VISITORS LOCATIONS TO TARGET Bordeaux; Carcassonne; Paris; Rennes
There are four key target markets, the U.S.A., Routes to and from Cork in our key markets Germany
Great Britain, France and Germany. Specific locations will be more of a Düsseldorf; Munich
In 2013 these markets (including the rest focus because of direct access to Cork. UK
of Europe) accounted for 97% of leisure Other key markets, which have access to Birmingham, Bristol, Cardiff, Edinburgh,
visitors to Cork. the international gateways, Dublin and Glasgow, Jersey, Liverpool, London
(*Source: Cork City Data 2013 and Cork Visitor Survey) Shannon, will be targeted. (City Airport; Gatwick; Heathrow;
Stansted); Manchester; Southampton;
Newcastle and Leeds.
U.S.A
Boston (May 2016); New York (2017)
Other significant cities
Amsterdam; Barcelona; Brussels, Madrid
1407 Strategic
07T OSTRATEGIC
CORK FRAMEWORK
U R I S M S T R AT EGY 2016
Framework
Give visitors a reason to visit
Cork via the creation of a compelling,
visitor-led tourism proposition
Three leading visitor affluent. Visitors seek them out,
share them and live in FOMO
motivations* that offer
(fear of missing out) of others
opportunities for Cork who have them.
There are three defining visitor
3. CREATIVE IMMERSION
motivations that will be drivers for
Visitors seek to develop their
tourism over the next decade and
creative potential through the
will therefore be critical in shaping
travel experience. Instead of buying
a true visitor-led proposition.
a vase they want to learn how to
make one. This trend encompasses
1. LOCAL IMMERSIVE
EXPLORATION cooking, dancing, sports and
wellness. Visitors expect to
Consumers have developed a
participate in the experience
deeper appreciation for locally
and leave connected with the
relevant and authentic experiences.
destination and reconnected with
Mind-sets have shifted to a keen
themselves through new learnings.
interest in community-based
exploration where getting to know (*Source: MCCP Trendstream tm)
what local places have to offer
in a meaningful way enhances 4. IMPLICATIONS
the experience. • There needs to be a focus on
developing experiences which
2. EXPERIENCE ECONOMY are immersive and allow visitors
to get to experience true local life
People signal their status via the
consumption of experiences rather • Cork must show it has distinctive,
than goods and travel forms a key unmissable experiences on offer
part of this. Unique experiences are and that can be experienced in
social currency, and not just for the multiple ways
1507 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
“When I was a child we used go
to Goleen in Cork, and I have
brought the children there …it
was beautiful, we loved it.”
Connected Families
“If we had known there was
a funky side to Cork then we
would have stayed longer”
Culturally Curious
Developing a tourism For domestic visitors Cork is
proposition for Cork synonymous with West Cork,
which holds nostalgic memories of
“I discovered the fish was fresh.
their own childhood-family holidays.
She was after buying it at the
A number of strands of research market that morning … I said
were undertaken to understand the
There is a lack of an understanding that’s fantastic” Culturally Curious
needs of the visitor, as well as public
of what the city and the rest of
engagements with the trade, to
the county has to offer.
help define how best to position
Cork as a destination.
“The people are lovely anytime I
KEY LEARNINGS
FROM THE RESEARCH*
have met people from Cork they
KEY LEARNINGS Once Cork is discovered there have always been great craic”
FROM THE RESEARCH are many pleasant surprises Social Energisers
Potential visitors have a narrow
Visitors who found themselves in
understanding of what Cork has
to offer Cork were pleasantly surprised by the: “Cork is a compact city and easy
International visitors have no real 1. Soft, beautiful, peaceful
to walk around, you can give
awareness that Cork is both a city coastline – making escaping
more serene and easy
people, in an hour and a half, a
and county and limited knowledge
of what to do in Cork. Unsurprisingly, 2. A strong artisanal and foodie
good idea of what the city has
Cork is not featuring on their culture, enabling discovery to offer. It is not so crowded like
itineraries. It is a blank canvas. and multi-sensory experiences Dublin but it is still a city.”
Great Escapers
It currently has no iconic
3. Authentic, compact city, making
experiences beyond the Blarney
it easy to connect and feel at
Stone. Visitors to Fota Island are
less inclined to visit the rest of Cork.
home “I did not realise Cork was a city
They see Fota Island as a 4. Quirky place giving way to and a county (GB 47%; France
destination in itself. unexpected experiences 62%; Germany 58%)*”
(Source: * Primary Research 2015, Millward Brown, Strategic Marketing)
1607 Strategic
C O R07 STRATEGIC
K TO U R I S M S T R FRAMEWORK
AT E G Y 2 0 1 6
Framework
A new unifying
Proposition for Cork
A number of successful tourism
destinations brands were reviewed
with similar geographical and cultural
components to Cork. This review
identified the importance of being
single-minded, the need for a stand-out
focus for the proposition, yet realising
the need to have layers. See Appendix 4
THE PROPOSITION FOR CORK REASONS TO BELIEVE
for further detail.
Cork is a lush coastal playground backed In this context ‘Maritime’ means any
by rolling hills with an endless succession aspect that is shaped by water. It refers to
To understand what people felt Cork was of ports, coves and bays that are a magnet the vibrant energy and brightness brought
best at and what would compel visitors to for sailors and those who just love to be to the people, place and activities that are
come to Cork, a number of engagement by the sea. It has a maritime history influenced by water. Cork has the longest
workshops were held with key trade spanning over a thousand years, including shoreline of any county in Ireland, the last
stakeholders. Crucially the proposition the most influential periods of European sunset in Europe and one of the deepest
would need to unify the diverse range exploration. Meet Cork’s free-thinking natural harbours in the world.
of experiences (including both Ireland’s people who will share their stories and
Ancient East and Wild Atlantic Way) their passion for what’s real in life.
‘Paradise’ means abundance. A Maritime
available across the city and county so Here you will discover an immersive and
Paradise is the wild and rugged yet serene
that Cork could put its best foot forward quirky way to experience history and
coastline that can be experienced through
as a single-minded proposition. It would heritage that will stimulate all your senses.
land or sea. See the colourful towns and
also have to become an important
villages; taste the abundance of local
organising principle to galvanise the
IN SHORT artisanal produce, savour the many stories
wide range of stakeholders from the Beara
‘Cork is Ireland’s Maritime Paradise with a and traditions from the locals. Hear the
Peninsula to East Cork. The three strands
significant maritime history spanning over quirky and quick-witted Cork personality
that were core were the coastline, the rich
a thousand years, set in a beautiful soft with its uplifting tone, with lyrics around
heritage, inspired mainly by the sea and
coastal environment where the land, the every corner, and experience a local
the local artisanal produce and creative vibe.
people and their culture will allow you to creative vibe that stimulates all five
discover a quirky way to stimulate all of senses. It is the layering of these things
your senses.’ together that creates a true maritime
paradise. This is truly ownable by Cork
as is evidenced by a recent post on the
Lonely Planet*:
17C O R K T O U R I S M S T R AT E G Y 2 0 1 6
‘Cork is a curious and compelling place.
Millions of Irish migrants passed through
here in the nineteenth century on their
way to North America, leaving evocative
traces of their passage.
The city, county and nearby ports of
Cobh and Kinsale, are looking elsewhere
these days, with a reputation for fine
food, numerous cultural gems and an
infectious love of a good time.
The city’s understated confidence is
grounded in its plethora of food markets
and ever-evolving cast of creative
eateries, and its selection of pubs,
entertainment and cultural pursuits.
Further afield, you’ll pass inlets along
eroded coastlines and a multitude of
perfectly charming old fishing towns
and villages. The scenery is every bit as
enchanting as the best bits of Ireland.’
(*Source: Lonely Planet)
1807 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
The proposition can be flexed across Taking into account the images and text
you have seen and read, how likely are you
the three key international segments.
to visit Cork in the foreseeable future?
Market Very/Fairly likely
• For the Culturally Curious it means exploring
something new and unexpected. For example: GB 64%
the storytelling festival on Cape Clear, the Germany 55%
story of Cork harbour, the Butter Museum and France 60%
importantly it will still include Blarney Castle.
The stories for each of these experiences will
How much do you agree or disagree with
complement each other with the multi-sensory
the following statement: Cork seems like
and local elements.
my kind of place?
• For the Social Energisers it means enjoying
Market Strongly/slightly agree
lots of new, quirky activities such as kayaking
GB 82%
at night, Triskel Arts Centre, live music events,
and water sports. The sense of adventure Germany 77%
needs to be dialled up together with a sense France 88%
of ‘cool.’ Source: Millward Brown, 2015
• For the Great Escapers it means escaping and
indulging in the local artisanal produce found
in all the many colourful towns and villages.
The proposition has been tested across our
key international markets and has been well
received. Once people see the proposition
their intention to visit Cork increases.
1907 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
The Proposition Framework THE PROPOSITION
Cork tourism proposition
The proposition is supported by a key hero theme
which is Maritime Stories and Connections. This will be Ireland’s Maritime Paradise
realised by Ireland’s Ancient East and the Wild Atlantic
Way. The hero themes will be supported by experiences HERO THEME
that the visitor will enjoy. There are two types of
The Maritime stories and connections
supporting experiences:
The maritime stories and connections bring to life the
stories of Cork’s unique and globally influential history.
1. Maritime and Outdoor leisure This theme will be delivered through IAE and WAW.
2. Local Creative Vibe (artisanal produce, music & craft).
SUPPORTING EXPERIENCE THEMES
Maritime and Outdoor Leisure Activites
The port and the coastal lands of Cork has created
a wealth of maritime and outdoor activities, set in
a scenic and unique lifestyle setting that allows you
to explore the beautiful coastline in a number of
different ways.
Local Creative Vibe
The fresh vibe is inspired by the maritime energy that
exudes from the people of Cork. It includes fresh food
and drink from the Atlantic Sea, music and also craft
and design.
KEY INGREDIENT
Multi sensory (sight, see, sound, touch, taste)
PERSONALITY
20
Quirky (tone)07 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
Developing a joined-up tourism Implementation
experience with a single point of view Framework Plan Goals:
and clear priorities
THE GOALS OF THIS PLAN ARE TO: THESE GOALS WILL BE ACHIEVED
BY DELIVERING EACH OF THE
All stakeholders and key visitor touchpoints must work FOLLOWING ENABLERS:
closely together to ensure a cohesive, cross-promoted 1. Increase visitor numbers and duration of stay,
experience is presented to the visitor. There is a need and extend seasonal patterns where possible
1. Develop a compelling, ownable proposition
for the strategic priorities to be aligned and a clear 2. Increase the revenue value of visits to Cork for Cork to position it as an irresistible
roadmap for success to be outlined to ensure all tourism destination that encompasses
3. Increase visitor traffic throughout Cork
stakeholders are working to present one unified existing offerings. This will position it as
offering to the visitor. This will be realised through 4. Encourage repeat visits by leveraging
a compelling and ‘must see’ element of the
the implementation framework. The single point Ireland’s Ancient East and the Wild Atlantic
Ireland offering.
of view is the proposition. Way.
2. Develop a visitor-centric tourism offering that
is sustainable in and beneficial to the local
Underpinning the implementation framework will be economy and deliver visitor-led experiences
strategic priorities that will adhere to the standards that support and deliver on the ‘Maritime
of the VICE model that is best practice within tourism. Paradise’ proposition.
This identifies sustainable tourism as the interaction
3. Generate awareness and motivate tourists to
between visitors, the industry that serves them,
consider Cork.
the community and culture that hosts them and their
collective impact on and response to the environment 4. Facilitate and enrich the consumer journey
where it all takes place. with integrated experience enablers.
2107 Strategic
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
Critical
THE HARD PERFORMANCE METRICS VISITORS NUMBERS
• Visitor numbers – an increase of + 21.3%
measurements •
for the period 2015–2020
Revenue (spend-per-capita)
of success
30%
– an increase in 27% for the period 2015–2020
+ 21.3%
Measuring success and milestones IMPORTANT CONSIDERATION METRICS
Measuring the success of this project We have proposed a number of key metrics that will be
will be done in two ways, through used to measure implementation and consideration:
hard performance metrics and also
through the measurement of • Awareness and consideration of Cork 2015–2020
amongst key overseas markets
consideration metrics. These are
based on Fáilte Ireland market • Intent of travel to Cork and inclusion on their
itinerary (e.g. I intend to travel to Cork as part
predictions for Ireland’s Ancient East REVENUE
of my visit to Ireland)
and Wild Atlantic Way for overseas
visitors, based on Fáilte Ireland • Brand proposition awareness of Cork (knowledge) 38 %
(I associate Cork as the place that is …)
Overseas Visitor Data, Oxford + 27%
Economics, CSO. We propose that these are to be tracked as part of U&A study
2015–2020
Projected growth Stretch growth
2208 Implementation
C O R K T O U R I S M S T R AT E G Y 2 0 1 6
Framework
Critical
METRIC SET 1: METRIC SET 4:
2016-2020 overall strategic metrics for success: 2016 measurable objectives:
measurements • Projected visitor numbers– an increase of + 21.3%
(stretch target is 30%) for the period 2015–2020
• Development of business tourism,
March–May & Sept–Nov
of success • Projected revenue (spend-per-capita) – an increase
in 27% (stretch target is 38%) for the period
• Increase in visitors from key markets
– new access routes
2015–2020
• Increase in domestic leisure visitors
Measuring success and milestones – more short stays from 1 to 2 nights
will be done in 4 key ways. There are METRIC SET 2:
• Increase number of overnight stays
key overarching strategic metrics for Priority KPIs for 2016:
• Increase occupancy levels in Cork by 3% • Extend visitor shoulder season/
the project, KPIs and measurable reduce peak seasonality
objectives for 2016 and brand • Increase average daily rate of spend by €5
• Increase visitor spend
consideration metrics. • Increase length of stay
• Increase paid bednights
• Increase % of leisure travellers to Cork
• Increase employment
Increase average rates for hotels and guesthouses
• Central ticketing sales
(ticketing, events, key visitor attractions)
METRIC SET 3:
Additional measurements of success. • Number of times Cork represented a key
Measuring awareness of Cork: exhibitions/workshops as Brand Cork
• Establish benchmarks for awareness of Cork • Ireland’s Ancient East and the Wild Atlantic
• Build positive awareness of Cork’s proposition, Way–number of domestic promotions
within Ireland’s Ancient East and Wild Atlantic Way • Joint marketing activity to promote Cork as a region
• Increase local, domestic and international awareness • Number of familiarisation trips with key agents
of and warmth / positive sentiment towards Cork’s
brand proposition
• Increased aspiration to visit
• Increase international engagement with proposition
2309 THE IMPLEMENTATION FRAMEWORK C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
There are four plans to support each of the
enablers. These plans will build upon existing
plans for Cork that have been implemented by
industry bodies, so to as to complement the
work already being undertaken.
Definitions:
• ‘Lead Player’ is responsible for progressing the action
in partnership with the other stakeholders. However
they may not necessarily hold sole accountability for its
implementation.
• “Partners” are those that must work together with the lead
to achieve the action
• “Dependencies” represent those that should be consulted
and whose activities might affect or be affected by the
outcomes
The overarching priorities are twofold:
1. To create strong awareness and engagement with the
new single-minded proposition across the industry and
in the target markets: Cork is Ireland’s Maritime Paradise
with a significant maritime history spanning over a
thousand years, set in a beautiful soft coastal environment
where the land, the people and their culture will allow you
to discover a quirky way to stimulate all of your senses.’
2. To deliver a tangible and coherent set of visitor
experiences that are easy to find and navigate for the
visitor.
The following are the macro plans that will ensure these are
delivered.
24C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Plan 1
Realising an ownable proposition
for Cork to position itself as
a compelling tourism destination
within Ireland’s Ancient East
and the Wild Atlantic Way
What success will look like:
A. Cork will have a clear proposition in the mind
of the visitor
B. All stakeholders will be aligned around the
delivery of the proposition within Ireland’s
Ancient East and the Wild Atlantic Way
Experience Brands
C. All existing activities in Cork will be aligned
to bringing the new proposition to life within
Ireland’s Ancient East and the Wild Atlantic
Way Experience Brands
D. Cork will be perceived by visitors,
stakeholders and locals as a key destination
within Ireland’s Ancient East and the Wild
Atlantic Way
25C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Action 1 Action 2 Action 3 Action 4
Develop and define the new Maritime Communicate the new proposition and Create a brand management system Promote and support the development
Paradise proposition with supporting how it sits within Ireland’s Ancient East and for the proposition so that all activities of relationships amongst entities to allow
sample itineraries, experiences and the Wild Atlantic Way brands to internal (actions, communications etc.) operate a collective response to the demand of
narrative which maximise the opportunity audiences – the trade, local stakeholders to deliver on the Maritime Paradise segments.
from Ireland’s Ancient East and the Wild – across the region. Develop a proposition Proposition and strategy and to ensure
Atlantic Way. toolkit. adherence to the brand architecture of Support needs to be given to make sure
Ireland’s Ancient East, the Wild Atlantic that those people and organisations
Develop and define what makes the Cork Communicate the new proposition and Way and Tourism Brand Ireland. developing tourism products are meeting
proposition, with supporting sample how it sits within Ireland’s Ancient East the needs of the target segments.
itineraries and experiences which can and the Wild Atlantic Way brands to Create a brand management system to
Lead Player and Key Partners
be brought to market through Ireland’s internal audiences – the trade and local ensure that all activities are aligned with
Visit Cork
Ancient East and the Wild Atlantic Way. stakeholders – across the region. Develop the Maritime Paradise proposition. Any
Tourism Industry
a proposition toolkit. activities which fall outside of this should
Lead Player and Key Partners Representative Organisations
be deprioritised. The brand management
Visit Cork Lead Player and Key Partners Regional Tourism Organisations
system should sit within the brand
Fáilte Ireland Visit Cork
architecture of Tourism Brand Ireland Dependencies All industry –
Local Authorities Tourism Industry
and the experience brands: Ireland’s service/hospitality, activity, visitor
Representative Organisations
Dependencies All industry – attractions and facility providers.
Regional Tourism Organisations Ancient East and the Wild Atlantic Way
service/hospitality, activity, visitor Local Action Groups (LAGs)
attractions and facility providers. Dependencies Fáilte Ireland Lead Player and Key Partners Cork Airport
Cork Airport Visit Cork, Tourism Industry Port of Cork
Short Term (2016) Create toolkit
Port of Cork Representative Organisations IHF
and communicate in 2016
Tourism Industry Representative Regional Tourism Organisations
Short Term (2016) Regular tourism review
Organisations Long Term (2017-2020) Dependencies All industry – meeting of all key stakeholders to share
Regional Tourism Organisations Continue service/hospitality, activity, visitor learnings and review progress
Local Action Groups (LAGs) to embed attractions and facility providers.
Long Term (2017-2020)
Short Term (2016) Define proposition Cork Airport, Port of Cork,
Deepen relationships to ensure cohesion
and articulate the itineraries Local Action Groups (LAGs)
and aligned thinking and execution
Chambers and Business Organisations
Long Term (2017-2020) Implement
Short Term (2016)
Define and implement in 2016
Long Term (2017-2020)
Monitor and refine
26C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Plan 2
Delivery of visitor-centric
experiences that are sustainable,
beneficial to the local economy
and support the ‘Maritime Paradise’
proposition
What success will look like:
A. Maximised revenue and length of stay
of visitors to Cork
B. Increased accommodation revenue
C. Expanded tourist season to shoulder periods
benefitting the local economy
D. Activities within Cork that will be segment-led
and consistent with the Maritime
Paradise proposition
E. A compelling set of on-the-ground signature
experiences that will motivate the visitor
to come and stay and will deliver against
the Maritime Paradise proposition through
Ireland’s Ancient East and the Wild Atlantic
Way experience brands in an integrated way
F. Cork will be fully leveraged within Ireland’s
Ancient East and the Wild Atlantic Way
27C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Action 1 Short Term (2016) Audit existing Action 3 Action 4
experiences that deliver on the proposition
Long Term (2017-2020) Launch and
Using Fáilte Ireland’s National Experience Prioritise the Cork Harbour Experience Develop Cork City into the primary
implement new experiences.
Development Framework, compile Development Plan and extend relevant destination gateway for the Wild Atlantic
Submit for capital investment and
Signature & Supporting Experience Maritime themes/stories across the region. Way.
implement
Development Plans that leverage the
Cork proposition and make it tangible for
Develop and implement a plan for Develop Cork City as the primary
the visitor, giving Cork stand-out appeal
Cork City and Harbour to make it a key destination gateway for the Wild Atlantic
in Ireland’s Ancient East and the Wild
Atlantic Way. This framework incorporates
Action 2 destination that can leverage its position Way.
as a gateway to Ireland’s Ancient East
experience auditing. Lead Player and Key Partners
and the Wild Atlantic Way. The story that
Implement the Experience Development Local Authorities
connects Cork City with both experience
Plans to deliver a portfolio of new Cork Airport
Signature Experiences need to be brands needs to be considered.
motivating and visitor-centric experiences Port of Cork
developed which support the Cork
for market. Lead Player and Key Partners Dependencies Industry
Maritime Paradise proposition and which
Local Authorities Visitor attractions
can sit within either Ireland’s Ancient East
Dependencies Fáilte Ireland
or the Wild Atlantic Way. The bundling of Implement the Experience Development
a number of activities together and the Plans to deliver a portfolio of new Industry Short Term (2016) Leverage Cork’s
creation of trails should be considered. motivating and visitor-centric experiences Visitor attractions unique position and work with key
This will also help to disperse visitors for market Port of Cork partners to highlight this
across Cork. To be considered as a Short Term (2016) Develop a plan
Lead Player and Key Partners Long Term (2017-2020) Submit for Fáilte
Signature Experience an attraction must to make the proposition tangible
Visit Cork Ireland capital investment and implement
be a strong motivator for overseas visitors
Local Authorities Long Term (2017-2020) Submit for Fáilte Develop a plan to make the proposition
to visit Cork.
OPW Ireland capital investment and implement tangible
Lead Player and Key Partners Industry
Long Term (2017-2020)
Fáilte Ireland Visitor attractions
Launch and implement new experiences.
Local Authorities Dependencies Fáilte Ireland Submit for capital investment and
Dependencies All industry – Short Term (2016) implement
service/hospitality, activity, visitor Develop an implementation plan
attractions and facility providers
Long Term (2017-2020)
Cork Airport
Submit for capital investment and
Port of Cork
implement
Regional Tourism Organisations
Local Action Groups (LAGs)
28C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Action 5 Lead Player and Key Partners Action 6 Action 7
Tourism Industry Representative
Organisations
Create and deliver new events and Regional Tourism Organisations, Support the industry to deliver best-in- Network building – enable small/emerging
activities that will appeal to the key Local Authorities class storytelling experiences at all Ireland’s businesses to leverage off larger and
segments and reframe existing activities Ancient East ‘Maritime Paradise’ visitor complementary businesses
Dependencies All industry –
accordingly. This will include food, music, touchpoints.
service/hospitality, activity, visitor
festivals and creative vibe. Develop a
attractions and facility providers Key to delivering a more seamless visitor
calendar of festival events that will help
Festival organisers Storytelling is a key part of the visitor experience and encourage increased
to extend the traditional peak visitor
Fáilte Ireland experience allowing visitors to connect spend and economic dispersal is the
season. All new events & activities will link
with the place and its people in a truly ability for visitor attractions, and activities,
into Ireland’s Ancient East and the Wild Short Term (2016) Develop and reframe
authentic ‘local’ way. Storytelling is a key etc. to cross-sell to each other. Activities
Atlantic Way. experiences and activities
element of the Ireland’s Ancient East should be able to recommend to visitors
Review gaps in existing calendar
brand and important in telling the story of other things they that visitors might like to
of experiences and activities
A number of supporting experiences Ireland’s Atlantic Culture along the Wild see, as well as promoting other businesses
Develop a wider calendar of events
need to be developed to deliver a best- Atlantic Way. All who engage with visitors across the region. Networking events
and activities to ensure there is a good
in-class holiday experience. These must need to be trained on how to deliver a should be created to allow business
space to extend season
be visitor-led at their core. They should best-in-class storytelling experience. owners to connect with each other and
include activities such as festivals, music Long Term (2017-2020) Launch and learn how their businesses can support
communicate the new/reframed activities Lead Player and Key Partners
events, food and crafts. The first step is each other. These events should be led by
and measure their impact on visitor Fáilte Ireland
to take stock of what existing activities Industry, using Industry Ambassadors and
number Industry
there are and reframe them to fit within facilitated by the Local Authorities with
the Cork Maritime Paradise proposition. Dependencies the support of local partners Chambers of
Gaps can then be identified and filled as Visit Cork Commerce and Industry bodies.
required. While both local authorities will Local Authorities
Lead Player and Key Partners
be key to driving this workstream, industry Industry
Industry Local Enterprise Offices
participation will be crucial for success Regional tourism organisations
in leading the implementation of the Dependencies Chambers Network
Short Term (2016) Develop a training plan
activities. The development of a calendar to deliver best-in-class story telling for all Short Term (2016) Create a series of
of festivals that support the proposition key attractions in Cork ongoing networking events centered
is required. This will involve reviewing and around cross-selling and delivering on the
Long Term (2017-2020)
scaling current festivals to support the Cork proposition
Launch and implement the training plan
proposition and developing new festivals
Long Term (2017-2020) Review and refine
where necessary.
29C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Action 8
Identify and develop an experience
portfolio to cater for Cruise tourism
Cruise tourism is a key driver of visitors
to the region, alongside leisure tourism.
A plan to leverage cruise visitors needs
to be drafted. Experiences and activities
that appeal to these visitors need to be
identified and communicated. This will
require local authorities to work with Cork
Airport, the Port of Cork, ground handlers
and local industry to package the right
activities.
Lead Player and Key Partners
Local Authorities,
Cruise Ireland
Dependencies
Visit Cork
Industry
Port of Cork
Short Term (2016) Work with Port
of Cork and local Cruise Tourism industry
to understand what experiences are most
suited to cruise tourism.
Create a comprehensive plan that
leverages the synergy already created
from the good work being undertaken,
to create experiences that will be
tailored for cruise tourism
Long Term (2017-2020) Launch and
implement the plan and measure the uplift
in cruise tourism
30C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Plan 3
Generate awareness and
consideration of Cork amongst
visitors as a tourism destination and
support business development
What success will look like:
A. Increased numbers of overseas visitors
B. Cork will be perceived as a key destination
amongst domestic visitors and sit firmly in
their consideration set
C. Significant increased awareness of Cork
within Ireland’s Ancient East and the Wild
Atlantic Way experience brands
D. Increased visitor traffic through Cork entry
points (port, airport, bus stations and train
stations)
31C O R K T O U R I S M S T R AT E G Y 2 0 1 6
09 The Implementation
Framework
Action 1 will ensure the Cork proposition is S h o r t Te r m ( 2 01 6 ) Develop a plan that Action 4
integrated into tourism agency overseas will ensure the Cork proposition is
and domestic sales and marketing activity integrated into industry, partners and
Integrate the Cork proposition into stakeholders’ overseas sales and Develop an engagement plan to bring all
Lon g Te r m ( 2 01 7- 2 02 0) Tourism
national and overseas tourism marketing, marketing activity. relevant stakeholders, community and
Ireland and Fáilte Ireland to ensure Cork is
sales and publicity plans for Ireland’s industry on board with the new
a feature where relevant and appropriate Lo n g Te r m ( 2 01 7- 2 020) Integrated
Ancient East and the Wild Atlantic Way so proposition and ensure that their role in
in, primarily overseas, sales and marketing into part of the Ireland offering
as to increase awareness of the Cork the delivery of the proposition is clear.
of Ireland’s Ancient East and the Wild
proposition and consideration among Produce supporting proposition content
Atlantic Way
priority overseas markets and domestic and toolkit for industry and stakeholders.
visitors. Action 3
An engagement plan is required to
The Cork Proposition needs to be Action 2 Communicate the Maritime Paradise educate all stakeholders on the new
integrated into the overall ‘Brand Ireland’ proposition as it relates to Ireland’s Ancient proposition and ensure everyone is
proposition. Work needs to be done on Develop and implement a sales and East and the Wild Atlantic Way, to aligned and has identified ways that they
pushing awareness of Cork as part of the marketing plan to maximise overseas and domestic, international and external can develop their visitor experience in line
Ireland experience so it becomes a chosen domestic marketing and business stakeholders across the region. with the proposition. A specific
destination on visitors’ itinerary when they development outcomes in addition to engagement plan, with a supporting
come to Ireland. This is a piece of work agreed agency activity. Align to existing proposition toolkit, needs to be created
Communicate the new proposition to
that needs to be completed by the local access routes. for artisanal craft producers as they will
external audiences – visitors (domestic
authorities in collaboration with Tourism have a key role in developing and
and international), and external
Ireland and, locally, with Fáilte Ireland. An delivering experiences.
Develop and implement a sales and stakeholders across the region.
overseas, highly targeted sales plan needs
marketing plan to maximise overseas and Lea d Player a nd Key Pa rt ners
to be developed for overseas markets Le a d P l aye r a n d Key Pa rt ners
domestic marketing and business Visit Cork Fáilte Ireland Local Authorities
which includes targeting specific trade Visit Cork, Fáilte Ireland
development outcomes in addition to D ependenc ies Industry
events that will draw visitors to Cork. De p e n d e n c i e s Industry
agreed agency activity. Align to existing
Partner marketing activities with food and Short Term ( 2016) Develop a plan that
access routes. S h o r t Te r m ( 2 01 6 ) Maximise visibility
transport players will also be developed so will engage with all relevant stakeholders
through Fáilte Ireland tourism offices
that Cork is front and centre for Le ad P l aye r a n d Key Pa r tn e r s and communities in Cork that can be
with Irelands Ancient East and the Wild
destinations that offer direct access. Visit Cork aligned to the Wild Atlantic Way
Atlantic Way. Visit Cork to work with
Le a d P layer and Key Part n e rs D e pe nd e n c i e s engagement plans
industry and Fáilte Ireland to develop
Tourism Ireland Cork Airport Long Term ( 2017-2020)
material to optimise communications
Fáilte Ireland Local Authorities Ongoing – review the levels of
channels and visibility in-destination
Local Authorities Industry Fáilte Ireland engagement with the proposition
Lo n g Te r m ( 2 01 7- 2 020) Ongoing
Tourism Ireland
De p e ndencies Cork Airport – ensure communications channels are
Port of Cork
Port of Cork Industry groups being optimised to deliver on the
Industry
S h ort Ter m ( 2016) Develop a plan that ‘Maritime Paradise’ proposition
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