Israel CVB Why and How to Create it

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

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

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

4. Hotel sector 1,070 Retail sector 1,080 Travel Trade 80 State 430 Athens Airport Tax 70 VAT 310 City Tax 50 Total 2.660 e.g. Financial Impact for Athens (‘000 €)

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

6. 2 levels of Marketing • Micro-marketing:done by individual companies (e.g. hotels, conference centres, PCOs, DMCs, transport companiesetc.) • Macro-marketing: done by collective bodies, cooperative or public bodies

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

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

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

10. CVB Vision To promote the destinationas a premier business (& leisure) destination and to provide industry leadershipby securing business for the community and encouraging the full supportof relevant industry forces.

11. Thessaloniki – the effect of TCVB Number of Conferences in Thessaloniki • On average: 580 pax, 3 days • i.e. in 2005: over 220.000 room nights

12. Number of events Istanbul – the effect of ICVB Number of events data ICVB

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

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

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

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

17. CVB General Characteristics Target Markets Ownership CVB Profile

18. CVB Budget and Main Expenses Annual Budget – million € Main Expense Categories

19. CVB Personnel

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

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

22. Essentials for a successful CVB • Managerial autonomy • Financial autonomy • Professionalism • Impartiality

23. Turisme de Barcelona • Founded : September 1993 (1 year after Barcelona Olympics) • Shareholders: 50% Public 50% Private • Management: Private Sector 19942003 • Personnel 41 95 • Budget (mln. €) 4.1 11.4

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

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

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

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

28. Notre Dame Paris 10000 Sacre Coeur Paris 8000 Tour Eiffel Paris 6200 Musee du Louvre Paris 5700 Centre Pompidou Paris 5500 National Gallery London 4900 British Museum London 4800 BA London Eye London 3900 Tate Modern London 3600 Cite des Sciences Paris 2600 Musee d’Orsay Paris 2100 Sagrada Familia Barcelona 2100 Tower of London London 2000 Zoo in Schonbrun Vienna 2000 Sconbrunn Palace Vienna 1800 Natural History Museum London 1700 Victoria and Albert Mus. London 1400 Arc de Triomph Paris 1400 Caixa de Catalunya Barcelona 1400 Aquarium of Barcelona Barcelona 1400 Science Museum London 1400 P.Espanyol de Montjuic Barcelona 1300 National Portrait Gallery London 1300 Barcelona Bus Turistic Barcelona 1300 Centre de la Fundacio Barcelona 1100 Αcropolis Athens 1100 Hundertwasser Haus Vienna 1000 Museum FC Barcelona Barcelona 1000 Musee de l’Armee Paris 1000 Parc Zoologic Barcelona 1000 Tate Britain London 1000 Visitation (x1000)of various European Attractions Πηγή: Γραφεία Στατιστικής Διαφόρων Πόλεων