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Case Studies |
Examples from PartnerS
Scotland
ELLON
| Project Title: Ellon Web Site – A Strategy for Self Promotion. Started in 2006
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Description: The aim of this project is to design, develop and commission a sustainable high quality web site for the town of Ellon and the surrounding area utilising the world wide web as the main communication medium to reach visitors, current and new customers, including businesses and potential investors.
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Objectives: The main objectives of establishing a web site are to:
- Promote Ellon and the surrounding area as a place of opportunity to companies, visitors and investors at a local, national and international level.
- Promote Ellon Town Centre as a place to shop and do business.
- Attract new customers to businesses operating locally and provide an enhanced service and current information to the wider community and all with Internet access.
- Improve the quality, level and flow of information in order to promote Ellon and the surrounding area, its services and the opportunities it provides to stakeholders and the wider world.
- Provide a linkage facility to other local sites to ultimately provide core
information on activities, services, projects and events.
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Process/Stages:
- At meetings of the Ellon Tourism Group in the summer of 2006, after consideration of the new town tourism strategy, it was agreed to set up a town website. Feedback was gathered from the local community and other towns on the content of the website.
- A tender brief for the contract was prepared and approved by the group.
- Invitations to tender were sent out to web developers in the area.
- A short-list was drawn up from the tender responses and the businesses short-listed were invited to give a presentation of their ideas to the group.
- The group awarded the contract to Webecom Marketing.
- Consultation on the content from the website was sought from local groups and our Interreg SusSET partners
- The site went “live” on 20 th December 2006.
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Outcomes/Results:
- A site that is sustainable, attractive, fast, informative, easily accessible and interactive.
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Learning Points:
- Community support is needed from the beginning of the project.
- Arrangements for maintaining and updating the website need to be addressed at an early stage.
- The effectiveness of the site will grow in relation to support that it receives and gives to the community.
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Contact Information: www.visitellon.co.uk
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Project Title: Ellon Riverside
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| Description: The Riverside area has been developed a key focus for the town and involves a programme of environmental improvement and enhancement serving to strengthen the link between the river and the town. Key to the success of the projects was the involvement of the local community throughout the design process.
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Objectives:
- To create a focal point for the town centre and an orientation point for the visitor
- To renew the link between the town and the river
- To improve traffic management in Market Street
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Process/Stages:
The local community drew up initial proposals with a small financial contribution from ATP. These were then exhibited in the local library and discussed at a public meeting, where local community representatives were able to comment and make suggestions using Post-it notes. The Steering Group then reviewed the outcome from these discussions and the plans finalised. Detailed design work was undertaken through the Council’s Roads service. During the development period, the Group maintained an overview of the project and were able to influence detailed design aspects and ensure progress remained on – time, acting also as communication with interest groups including local traders.
 A difficulty that arose was a breakdown in communication between the Group and the contracted architects that led to some delay and the need for reworking of design proposals.
Public at was integrated into the project in the form of seating and the creation of a feature highlighting the area former function as a “Moot” or meeting point (where justice was dispensed in the Middle Ages).
The scheme was completed and the area is now used as a venue for community events in addition to its original function as a car park.
Funded through ATP and Developer contributions
Design development and construction took some 2.5 years to complete
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Outcomes/Results:
- Environmentally upgraded area
- Improved link of town to river & orientation point for visitors
- Improved public safety through traffic management
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Learning Points:
- Community can take lead in delivering design and gives ownership
- Need to emphasise quality of finish
- Value of having Project Steering group
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Contact Information: K. Newton, Aberdeenshire Council. Tel: 01358 726402
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Ellon Tourism Strategy click for Word Document
Inverurie
 Inverurie is the traditional regional centre for the surrounding area and has a strong history and culture. It does not have a national tourism presence, but is included in regional tourism trails for the north east of Scotland – the Castle Trail, and the Stone Circle Trail.
Inverurie is a rapidly growing town with a large number of new residents, who also need to develop a sense of belonging in their new home.
The town’s tourism strategy has been led by the Inverurie Business Association, with support from Aberdeenshire Council, and they had already developed some tourism leaflets and a tourism website. Through SusSET the approach taken by the other project towns was considered, and the Inverurie tourism strategy reviewed. It was identified that there were three main target groups for tourism information –
- visitors from elsewhere in Scotland, the UK and Europe (to encourage them to travel to the area);
- residents in Aberdeen and neighbouring towns and villages within easy travelling distance (as day visitors);
- local residents (to build a sense of belonging and avoid retail leakage).
The range of leaflets was revised and the following leaflets produced:
 ‘Welcome to Inverurie – the Family Town’ (to bring tourists to the area from elsewhere in the UK or Europe) - ‘Your Guide to Inverurie’ (map and key features - for locals, and visitors once they have arrived)
- two different walking trails round the town (for locals, and visitors once they have arrived)
The tourism website (www.visitinverurie.co.uk) was adapted to incorporate the new guide in on-screen and printable versions. In addition, a ‘What’s On’ leaflet of local events and activities was investigated but not found to be successful. The Business Association revised its tourism strategy, which is available on their website (www.inveruriebusiness.com).
As part of its strategy to encourage tourists and day visitors, Inverurie has a wide range of events and activities throughout the year, for example:
- monthly farmers’ market
- annual art exhibition
- annual Environment Day
- community arts festival
- annual Bike Ride
- international market
- artists’ “open studios” week
- Christmas events
Stonehaven
‘Stonehaven it’s Special’ Tourism Strategy
Developing a tourism marketing and promotional plan for Stonehaven. The need for a carefully considered marketing and promotional plan was underlined by the earlier work on the town’s tourism strategy. Stonehaven it’s Special Group decided that it should work to a suitably detailed and mutually agreed plan that could be implemented over a minimum of 3 years and thereby create a legacy for its involvement in the Interreg IIIc SusSET programme. Developing the plan was felt to be best practice and continued the learning experiences of the group.
The town recently produced 25,000 leaflets and maps to improve visitor information. See: www.britnett-carver.co.uk/stonehaven and www.sg.webecombiz.co.uk/StonyLeaflet01_0506.pdf
Project Title: A Tourism Strategy for Stonehaven
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Description: To establish a formal tourism strategy for Stonehaven, which can be adopted by the community and, in particular, Stonehaven it’s Special Tourism Group. The tourism strategy provides a framework for the development of the town’s tourism and, in particular, the activities of Stonehaven it’s Special Tourism Group and takes account of the national and regional developments. The work was undertaken by the group’s members and the cost was limited to a public meeting and consultation costing £113.
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Objectives:
- To provide a formal and recognised framework for tourism development for Stonehaven and, in particular, for marketing and promotion actions for the town to be undertaken by Stonehaven it’s Special Tourism Group.
- To engage local businesses and the community in the development of tourism in the town.
- To understand the existing tourism market in Stonehaven and the requirements of existing tourists.
- To ensure visitors have an experience that meets or exceeds their expectations.
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Process/Stages:
The project was undertaken between late 2005 and mid-2006 and followed a tourism survey conducted mid-2005:
- Collated the results of the tourism survey:
- Desk-top research into national and regional strategies and information e.g. VisitScotland Tourism Strategy – “Scottish Tourism the next decade – a framework for tourism change”. And VisitScotland Tourism Survey. Also taking account of community planning requirements and regional branding i.e. “ Aberdeen City and Shire – A brighter outlook”.
- SWOT analysis completed for Stonehaven’s tourism offer.
- Draft strategy written by tourism group members & accepted by Stonehaven it’s Special Tourism Group.
- Open meeting in partnership with Stonehaven Business Association to launch draft and consultation period. Media releases to coincide.
- Mid-2006 - Consultation period completed, amendments made and document launched on town’s website and further media release.
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Outcomes/Results:
- The strategy has been completed and published on the town’s website.
- This work has led the group to consider adopting a more detailed marketing strategy and longer-term action plan.
- The group was given greater confidence to undertake a promotional project in 2006 and to attend the VisitScotland expo held in Glasgow in April 2006.
- The project encouraged wider engagement with both community groups and local businesses. Some businesses joined the tourism group, however, pressure of business makes attendance at meetings irregular.
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Learning Points:
- The work had to be led by Council officers as group members had little free time to devote to research and authorship.
- Whilst some businesses were prepared to engage in the process, there were others that would not. Also, others would like to be involved but being small could not devote the time to this type of activity.
- That there are a number of strategies currently i.e. national, regional and local and this can become confusing. However, it is better to work to an overall plan than to work without one.
- That potential funders expect such work of this nature to be undertaken.
- Improved knowledge of the principles of tourism development amongst group members.
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Contact Information: Robert Armstrong, Senior Business Development Executive, Aberdeenshire Council, Stonehaven (Tel: 01569 768294/ Email). A copy of the tourism strategy can be viewed at www.sg.webecombiz.co.uk/StonyLeaflet01_0506.pdf
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Åmål
Project Title: Putting Åmål in the centre
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Description: Dialogue and cooperation are keys to success.
Several groups have been formed in Åmål to promote dialogue and cooperation. “FÅC” (Putting Åmål in the Centre), with representatives from associations, business, banks, real estate and the municipality, is an association of over 120 companies.
The ”Centrumgruppen” (Town Centre Group), has representatives from real estate, business and the municipality. There are two mentors in the group who act as advisors. The group provides advice and ideas to the town planners. Work is underway to combine the “FÅC” and “Centrumgruppen” to create a stronger network and to coordinate their work.
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Objectives: FÅC’s goal is to support and coordinate events and activities to keep the town alive. The members are even important discussion partners for planning changes and preserving Åmål’s unique environment.
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Process/Stages: FÅC have boardmeetings every month and a large membermeeting in November when a check is made, of the outcome of the year and when every member have the possibility to make their ‘’voice heard’’.
The Centergroup have 4 meetings every year to inform and to get information of the present situation in the city, and to take part of ‘’whats going on’’ among the members. For example, new shops starting up in the future an so on.
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Outcomes/Results:
- FÅC´s work has led to Åmål being named Sweden’s “Town Centre of the Year” in 2002.
- Awarded in LivCom 2005 second best town in the world
- Have make people feel proud over being citizens in Åmål
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Learning Points:
- Cooperation is important
- Listen to others
- How you can get people feel important in a process by letting them take part
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Contact Information:
Håkan Jarnryd : 0047 705 46 066 8. email
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Åmål’s ‘Blues Fest’ organized by Åmål’s Blues Förening (Association).
Oldest & largest Bluesfestival in Sweden since 1992. Blues-music in all styles, all over town; streets, restaurants, pubs, cruises with ship & train, exhibitions, clinics, 2 main stages with international artists and visitors. Budget approx. 2 million SEK, no EU funding.
’The Åmål weekend’’
This started in 1986 and is a weekend event with two days of entertainment for all ages. A ‘’welcome home’ event to the citizens of Åmål after the summer holiday. Other people are most welcome, as well. The festival provides the citizens of Åmål a feeling of belonging, draws in visitors from nearby communities, i ncrease the shopping during the weekend and families go out together, enjoying their town.
‘Light festival’ in Åmål
Lighten up the dark September evening with 2 000 torches along the Åmål river. Lights on trees and bushes and on old buildings etc. Soft live music and dance. Lighten up the dark September evening and the visitors. Make an event during an ordinary low tourist season. Make the visitors discover common things from an other softer angle. Make the citizens of Åmål go out and enjoy the darkness in the artificial lights.
www.amal.se
Kungälv
’Södra Bohuslän Tourist AB’ - regional collaboration
 A new collaboration of 4 municipalities funding the company with almost 50% of its budget. An expanding tourism sector means expanding businesses also in other private sectors - more employment, more tax incomes etc. About 400 small companies in the tourism and visiting business in the four municipalities formally own the company. The main tasks for the new company are marketing of the entire region, development of new tourism niches, putting together packages, adapted for different target groups etc. This also means that we are closing an internal department and keep a very small coordinating function. With this change we expect a long-term growth in the visiting and tourism sector. This is also well in line with the image we are targeting in our municipality.
www.Kungalv.se
Strömstad
‘Tourism Trust’
The Strömstad Tourism Trust makes it easier for the people and companies to set a common goal for the marketing and promotion of Strömstad so it becomes very well known in Scandinavia and the rest of Europe as a holiday destination across many seasons and for festivals and events.
www.stromstad.se
Project Title: North of Bohuslan Tourism Partnership
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Description: 5 communities are cooperating in the tourism sector. Tool: a Strategic plan for developing the tourismindustry in the area.
Together with the local enterprises we will:
-develop our municipalities in a way that is good for our inhabitants which also attracts our visitors.
-develop our cultural and natural qualities even further
-strengthen our traditional food and handicraft traditions to develop into companies and an industry that will give a sustainable way of living.
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Objectives for tourism in “North of Bohuslan”:
A living and flourishing industry.
Leaders in competence and knowledge
High standards in communications and infrastructure
Leaders in culture
Good health & living status for all
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Process/Stages:
1. Who is responsible for what?
Officers or and politicians?
Municipalities, region or nation.
Public or private
2. Set the frames
Quality & Diversity
Sustainable development
Branding of the common name “Bohuslan”
Tourism all year round
Good hosts – welcoming atmosphere
3. Start developing
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Expected Outcomes/Results :
- A common strategy for the years to come
- More visitors all year round
- More diversified industry
- More inhabitants and more income
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Learning Points:
- It takes time to get to agreements between different levels and clusters
- Together we are stronger and the results will be bigger
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Contact Information:
Solweig Adolfsson , Project Manager SusSET +4652662331 or the Mayor of Strömstad +46526-19000
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Project Title: Strömstad Tourist
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Description: Member owned organisation. Restaurants, Hotels, Camping sites, Tourist Activity companies, Boatcharterers, Shops, Sites, Museums, Art Galleries and other companies
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Objectives:
Information about & Marketing of the destination Strömstad.
Welcoming reception for tourists; “a Visitors Board”
Promote and develop the Visitors Industry/Tourism Industry
Participate in planning & research in local companies
Cooperate on all levels locally, regionally, nationally concerning tourism
Consultancy for the members concerning tourism, sales, marketing and webb
The profit is used to market the destination “Strömstad & Koster”.
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Process/Stages:
- Form a group of companies who are in Tourism
- Involve the local Municipality
- Charge each member a reasonable sum
- Organize those in different working groups or create a company where a hired staff takes the lead.
- Form brochures, advertisements, participate in exhibitions together as a destination, this makes it cheaper and more cost-effective for each member.
- Plan follow-ups and listen to each other
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Outcomes/Results:
- Better of structure of marketing & Information
- More costeffective
- More influence
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Learning Points:
- Communicate and listen to each other
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Hel
Hel - events and festivals
Hel, because of its location has a lot to offer to tourists. Through SusSET, it has done the promotional logo and a slogan name, and a website of the town. The domain, which uses the slogan name is www.gohel.pl.
Hel has a lot of natural assets, which are promoted on the town’s website and on private companies’ tourist portals. To attract various kinds of tourists the town’s authorities organise diversified events - for example ‘midsummer event with traditional games’, ‘amber fishing championships’, ‘fish festival’ etc.. One of these events is closely related to the history of the town. Hel was a strategic place for the military defence of the ports of Tricity ( Gdańsk, Gdynia, Sopot) and the rest of Pomerania inland. Every year the town organizes a 4-day event with reconstruction of battles from the 2 nd World War: This year, 100 participants including professional stunts, pyrotechnic shows, show of assault from the sea and air (with use of naval forces and parachute jumpers in outfits fro the 2 nd WW), show of unique military vehicles, accompanying fetes.
www.hel-miasto.pl
Lębork
‘Choose Lębork’ campaign
 An integrated marketing, promotion, tourism and inward investment project which draws upon this Polish towns built, cultural and natural heritage to create a favourable image of the town to attract visitors, tourists and business investors. The project links together the towns website and a range of supporting promotional material to provide this favourable image to visitors and to create a sense of identity for existing residents.
www.lebork.pl
Puck
Puck – Port Event
The idea of the project was to create a new cultural and art event organized on areas of Puck Bay and Hel Peninsula which would interest tourists staying in Puck and inhabitants of the aggregate cities of Gdynia, Sopot, Gdańsk
The main purpose was promotion of the Puck town through the corsairs’ history and tradition and as the Royal port of the Republic of Poland.
www.miasto.puck.pl
Aeghio
Aeghio - ‘Tourism Strategy’
A comprehensive Tourism Strategy (existing in Greek), covering the town and the surrounding villages belonging to the Municipality, centred on 3 aspects: (i) marketing and promotion (ii) short term measures such as cleaner city, quality of services, cultural events, town centre maintenance, car parking (iii) long term measures such as marina, hotel, heritage renovation works, pedestrian areas, new building. The town’s marketing and promotion efforts include: town leaflet , focused on town identity as the ‘crossroad of the main tourist trails’ (archaeology, history, monasteries, nature) and the ‘city of the flower festival’ (end of October) ; dedicated promotion pages on specialized press and media; and a 20 min documentary film about the surrounding villages and mountain areas. Greece also has a nationwide strategy (existing in Greek), aiming the revival of a local tradition, the ‘flower festival’ (May next year), featuring a flower parade, as well as connected events (vintage cars rally, flower and local products markets, music, competitions).
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