CBN strategi 2. udgave 5.2.13

Open for city breaks

C O P E N H A G E NC I T Y B R E A K

S T R A T E G Y 2 0 1 2 - 2 0 1 4R E V I S E D E D I T I O N D E C E M B E R 2 0 1 2

1 Introduction.................................................................... 22 Summary........................................................................ 33 Vision&Mission&Goal................................................ 44 AboutcitybreaktourisminCopenhagen...................... 55 Objectives....................................................................... 9 5.1Measuring................................................................ 106 Marketingstrategy......................................................... 11 6.1AwarenessofCopenhagen...................................... 12 6.2Travelpattern&tendencies.................................... 14 6.3Destination&productmarketing........................... 16 6.4Markets.................................................................... 17 6.5Targetgroups........................................................... 18 6.6 Themes..................................................................... 19 6.7Timing...................................................................... 20 6.8Marketingstrategyconclusion................................ 217 Branding......................................................................... 228 Businessmodel............................................................. 239 Appendix......................................................................... 24

I N T R O D u C T I O N

Copenhagen city break strategy 2012-2014 is based on a vision and mission and quantitative and qualitative objec-tives. The purpose of the strategy is to gather Copenhagen tourism partners around a common strategy and in a network. In addition the strategy is an operational tool for the content and execution of marketing campaigns.

City BreakStrategy2012-2014

VisitDenmark / Wonderful Copenhagen

Photographers: www.copenhagenmediacenter.com, Nicolai Perjesi, Christian Alsing, Ty Strange, Morten Jerichau, Kasper Thye, Tuala Hjarnø, Klaus Bentzen, Claus Starup, Tivoli Hotel, Skt. Petri HotelGraphic design: BonisFirst edition: September 2011. Second edition: December 2012

/ 2

1 . C O n T e n T & I n T r O D u C T I O n

2 . S U M M A R Y

/ 3

Summary

This city break strategy will focus on five key areas:

1) GA IN INTERN ATION A L M A RK E T SH A RE S – Exceed the interna-tional growth forecast of 3.4% and gain

international market shares.

2) 380,0 0 0 E X TR A BED NIGHT S A ND DK K 4 0 0 MIO. E X TR A IN TuRNOV ER – Generate an ave-rage annual growth of 6% in leisure turnover and bed nights by 2014. This equals 380,000 extra bed nights and DKK 400 mio. extra in turnover.

3) EFFICIENT M A RK E TING CA MPA IGNS – Generate efficient city break marketing cam-paigns by using quan-titative and qualitative measuring methods.

4) DIFFERENTIATED M A RK E TING STR ATEGY

– Implement a differen-tiated marketing stra-

tegy with focus on tar-get groups, themes and timing on prioritized mature, growth and overseas markets.

5) COPENHAGEN CIT Y BRE A K NE T WORK – Through the City Break Network,

increase the focus on

city break tourism

in Copenhagen.

V I S I O N Copenhagen shall be the leading city break destina-tion in Northern Europe

M I S S I O N Generate efficient and cost effective city break marketing campaigns

G O A LIncrease city break turnover with DKK 400 million by 2014

3 . V i S i o N & M i S S i o N & G o A l

/ 4

City BreakStrategy2012-2014

City break tourism is a steady businessFrom 2006 to 2010, Copenhagen has lost international marketsharescomparedtoeuropeancompetitorcities.InthisfiveyearperiodCopenhagenhada1.5%growthwhichissignificantlybe-lowtheaverageeuropeangrowthof2.8%.Copenhagentourismingeneralhasthuslostinternationalmarketshares.However,internationalcitybreaktourismiscontributingsignifi-cantlytotourisminCopenhagen.In2010,itisestimatedthatCo-penhagencitybreaktourismrepresented49%(StatisticsDenmark)ofallinternationalbednightsinCopenhagen.Citybreaktourismwasnotaffectedbythe2009creditcrunchandcitybreaktourismwasmajordriverforgrowthfrom2009-10(Appendix1&2).International forecast of 3.4% growthThe international growth forecast for city break tourism from2010-2015is3.4%(Appendix3).Inordernottolosefurthermar-ket shares,Copenhagenmuststrive toat least reach the fore-castedgrowthrate.

4 . A B O u T C I T y B r e A k T O u r I S M I n C O p e n H A G e n

VisitDenmark / Wonderful Copenhagen / 5

City breaktourism

Annual average growth 2006 - 2010

Source: European Cities Marketing, Benchmarking Report 2011

(All bed nights)

12%

10%

8%

6%

4%

2%

0%

-2%

-4%

-6%

-85

Berlin

Stockholm

Munich

Hamburg

Zurich

Tallin

n

Vienna

Barce

lonaoslo

lisboa

Amste

rdam

Copenhagen

Bruss

els

Prague

Helsinki

Budapest

Göteborg

Average: 2,8%

1,5%

City breaktourism

2 billion in turnover in 2010

TheCopenhagencitybreaksegmentseesthelargestgrowthwithintourismsegmentsinDenmark.

In2010,itisestimatedthatcitybreaktourismcontributedto2billionDkkinturnover.However,2010wasanexceptionalyearforcitybreaktourismandturnoverincreasedwith29%inthatoneyear.Theaveragegrowthinturnoverfrom2006-10was7%whichagainishighduetotheexceptionalincreasein2010.

In2008CityBreakershadanaveragestayof3nightsandtheaveragespendingperbednightwasDkk1.100.newfiguresshowanincreaseintheaveragestayto3,7bednights,andanincreaseinaveragespendingtoDkk1,588in2011.Inthisrevisedstrategyfiguresonbednightsandturnoverfor2011 are included. The figures show an 8% increase in bednightsand50%increaseinturnoverfrom2010-2011,confirmingtheexpectedgrowth.(Source: Turistundersøgelsen 2008 & 2011, VisitDenmark )

Focus in city break tourism 2012-2014Focuswillbeongeneratinggrowthininternationalbednightsin order to sustain Copenhagen’s position as a leading citybreakdestinationinnortherneurope.

Development in turnover (billion DKK)

Development in bed nights (‘000)

2006 1.52 1.409

1.49 1.3822007

1.57 1.4542009

1.55 1.4372008

2.03 1.8782010

3.05 2.0082011Appendix 1& 2

Growth in turnover from 2009-2010 was 29%andgrowth inbednightsfrom2009-2010was33%.Thiswasexceptionalhighandtheannualaveragegrowthof7%thereforereflectsthis.

Annual aver-age growth in

turnover

Annual aver-age growth in

bed nights

7%

50%*

7%

8%

2006-2010

2010-2011

Development in city break turnover and bed nights from 2006-11.

/ 6* The increase in turnover is due to the significantly higher spending per bed night

G r A F I n D S æ T T e S


NEW HOTELS CAPACITYBella Sky Comwell (2011) 812Scandic Sydhavnen - expansion (2011) 110Park Inn Copenhagen Airport - expansion (2011) 102Generator Hostels (2011) 175Kokkedal Slot (2011) 74Number of new rooms 1,273

POSSIBLE HOTELS Cabinn, Metro - expansion 200Radisson Blu Scandinavia - expansion 450Arp-Hansen, Borgergade 350Hotel Batteriet, Islands Brygge 300Mønten Suites and Apartments 80Hotel project - Marmormolen -Hotel Scanport, Kastrup -CitzenM -Number of new rooms 1,380

City breaktourism

Capacity is growing

Hotel capacity in Copenhagen is growing significantly and there has been an increase of capacity of 30% from 2009-2010. This is a great challenge to Copenhagen but at the same time, it results in a better and less expensive hotel product. In addition, new figures show that growth in hotel capacity has stabilized and grown with 7,3% from 2010-2011.

Source: HoRESTA

Sold rooms Numbers of rooms

200

180

160

140

120

100

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2012

2011

Estimate

2012: 16,900 rooms

Hotel rooms in Copenhagen (1995 = index 100)Sold rooms and room numbers

Brussels (2)

Brimingham (1)

Manchester (1)

Bremen(2)Dublin (1)

London (4)

Hamburg (1)

Gothenburg (1)

Oslo (2) Stockholm(3)

Helsinki(2)

Berlin (3)

Düsseldorf(2)Frankfurt(2)Stuttgart (1)

Munich (2)

Marseille(2)Venice(1)

Barcelona(3)Madrid(2)

Nice(2)

Milan(2)Bologna(1)

Rome(2)

Paris (4)

Mix of low-costand regular airlines

Regularairlines

Amsterdam (2)

Accessibility is vitalInternationalflightconnectionsandaccessibilityviatrain,boatandbridgeisvitalinordertoattractinternationaltourists.Citybreakmarketingisfocusingontheareasandcitiesfromwhichthereisadirectflight,boatorbridgeconnection.

E u R o P E

City breaktourism

Toronto (Air Canada)

Saint Petersburg (SAS)Moscow (Aeroflot, SAS)

New York (SAS)Chicago (SAS)

San Francisco(SAS) Washington DC (SAS)

Tokyo(SAS)Beijing (SAS)

Shanghai (SAS)

W o R l D

VisitDenmark / Wonderful Copenhagen

Direct flight routes from prioritized markets

/ 8

Objectives

MACRO objectives – gain market shares and con-tribute to 380,000 extra bed nights from 2012-2014:1. To exceed the international growth forecast for city break tourism of 3.4% growth

2. To contribute to a 6% growth in average annual turnover (DKK 400 mio) by 2014 within city break tourism in Copenhagen

3. To contribute to a 6% growth in average annual international leisure bed nights (380,000) by 2014*

MICRO objectives – efficient campaigns and cost per conversion of DKK 45:1. Marketing campaigns with an average CPC (cost per click or contact price) of DKK 4.5 in 2012

2. Marketing campaigns with an average estimated price per convertion of DKK 45 (DKK 270 per travel group**)

3. Establish a City Break Network for Copenhagen in 2012 with 25 members by 2014

4. Conduct a satisfaction survey on network activities with an average satisfaction level of 4 on a scale from 1-5

* 380.000 bednights equals 280.000 roomnigths. Calculation method of conversion is 1,5 bednigths to 1 roomnight.**Estimated number of influenced decisions on travelling to Copenhagen. Each decision consists of a travel group of 2 persons with 3,7 room nights which equivalens 7,4 bed nights in total and two times transportation.

5 . O B J e C T I V e S


The cost per click (CPC) objective measures the cost of getting people to see, hear, read or participate in the marketing. With a focus on contacts instead of impressions, we focus on quality instead of quantity and on those actually clicking on the advert. This focus secures that the media mix will be adjusted continuously throughout a campaign period. Accordingly, the marketing objective will be adjusted annually in the marketing plans.

Objectives

Measuring:All campaigns are measured in:

Impressions - About attracting attentionAwareness - About creating interestPreference - About creating desireConversion - About generating call to action (estimated) With a marketing objective focusing on cost per click (CPC), the awareness is thus the main management tool in marketing campaigns. (Appendix 4)

Number of impressions (defined by the media) – CPM (Cost per thousand impressions)

Number of people that have seen, heard, read or partici-pated in the marketing – CPC (cost per click)

Number of people that have got a desire to travel to Copenhagen in the near future

Estimated number of influenced decisions on travelling to Copenhagen

5 . 1 M E A S u R I N G

Impressions

Budget

Awareness

Preference

Conversion


Marketing strategy


Marketing is the City Break Network’s key driver in contributing to growth in Copen-hagen city break tourism. Firstly, the mar-keting strategy will highlight how aware-ness and the travel pattern and tendencies influence the marketing execution. Secondly, the marketing strategy will define the emphasis of destination and product marketing. And finally, the markets, target groups, themes and timing are elaborated.

Market prioritizationThe markets are divided into three market clusters – mature, growth and overseas markets - as they have similarities in awareness, travel pattern and travel motive.

6 . M A R K E T I N G S T R A T E G Y

A Markets

Mature markets

SwedenNorway

GermanyUK

Russia

30% 60%

25% 55%

Growth markets

B Markets

C Markets

Marketing investment

Expected contribution to growth

France, Italy, Holland

Finland

Overseas markets

US

10%

20%

China, Japan, Brazil

Marketing strategy

6 .1 A w A r e n e S S O F C O p e n H A G e n

The ‘Awareness of Copenhagen on Mature and Growth Markets’ study shows the awareness and knowledge of Copenhagen in five European countries. This is among specific target groups similar to the target groups which we aim at in our campaigns.

I know a lot

I know something

I don't know anything

Mature marketsThematuremarkets,arewheretheawarenessofCopenhagenishighest.peoplelivinggeographicallyclosetoCopenhageninnor-wayandSwedenhaveaveryhighdegreeofawarenessandacces-sibility.

Growth marketsThegrowthmarketsgenerallyhavealowerawarenessandknow-ledgeofCopenhagencomparedtothematuremarkets.Overseas marketsTheoverseasmarkets,generallyhavenoorlimitedawarenessofCopenhagen.ThefurtherawayfromCopenhagen,thelesspeoplewillknow.peopleonoverseasmarketswilloftenassociateCopen-hagen/DenmarkwithScandinavia.

Awareness of Copenhagen on Mature and Growth Markets

Source: Brandmåling Rapport 2012, VisitDenmark 2012 / 12

NoRWAY

SWEDEN

GERMANY

UK

Nl

74%

76%

33%

26%

6%

33%

34%

36%

15%

16%

31%

40%

59%

11%

8%

Marketing strategy


Awareness from coverage in the international pressBelow are main key words that the international press has been writing about Copenhagen (Appendix 5 & 6). The main tendencies are:

· Mature markets: Shopping, events and hotels are the dominant key words

· Growth markets: Green, gastronomy and design are the dominant key words

Press releases and press handling are significant factors in getting international press.

Awareness, accessibility and potentialThere is a connection between awareness, accessibility and the mar-ket potential which makes it possible to divide the markets into three groups: mature markets, growth markets and overseas markets:

Awareness High

High

Medium

Accessibility

Potential

Mature markets

Growth markets

Overseas markets

Low

Medium

High

Low

Low

High

Thepurposeoftravellingusedtobetorelax,thetravellerwasobserverandtherewasfocusonthedestination.Todaythepurposeoftravellinghasde-velopedtosatisfyingspecificneeds,thetravellerisaparticipantandasub-jectandfocusisonthepersonalneeds.Inotherwordsthetendencyisthatpersonalneedscomebeforethedestination.Thismeansthatthedestinationcannotstandaloneinmarketingcampaignsbutthemessagehastoincludevaluessatisfyingpersonalneedsofthetraveller.However,onthemarketsfur-therawayfromCopenhagen,thedestinationisstillthemainreasonfortravel.

Inspirationwhenchoosingdestinationitisoftenbasedonpreviousexperiences,recom-mendationsandinformationontheinternet.

Marketing strategy

OVERSEAS MARKETS - use of travel agents and specialized tour operators

- Travel to Copenhagen as part of a round trip

- Some online bookings mainly from the uS

GROWTH MARKETS - Some use of travel agents

- Book individually- online operators

MATuRE MARKETS - Directly with carrier

- online operators - Almost no use of travel agents

- Book individually

Booking tendencies6 . 2 T r A V e l p A T T e r n & T e n D e n C I e S

Traditionally

Futuretendency

* Source VisitDenmark, lighthouse Cph A/S 2011

Change in behavioural pattern when choosing travel experience

relaxing

Specificneeds

Purpose

Observing

participating

Role

Destination

needs

Focus

/ 14

Marketing strategy

MATuRE MARKETS - Atmosphere - Attractions - To relax

- Eating & drinking - Shopping

GROWTH MARKETS- Design & architecture - Atmosphere

- History - Eating & drinking - Shopping

OVERSEAS MARKETS - History - Design & architecture

- Atmosphere - Shopping - Eating & drinking

(Appendix 7)

(Appendix 8)

(Appendix 9)


Main reasons to goThe travellers are actively exploring the city and the atmosphere is crucial as main reason to travel to Copenhagen. As an average for all markets, the main reasons for travelling to Copenhagen respectively are atmosphere, design & architecture, history, shopping and eating & drinking. However, there are differences in reasons to go depending on market.

6 . 3 D E S T i N A T i o N & P R o D U C T M A R K E T i N G

Attention

Interest

Desire

Action

Marketing strategy

Interaction and synergy between destination andproductmarketinggeneratefoundationforefficientmarketingcampaigns.

Destinationmarketing tocreateattention in themarketandtomaintaininterest

product marketing to create a desire for theproductandtogenerateactionandapurchase

Inordertogenerategrowthinoverseasandgrowthmarkets, it is necessary to increase attention inthe market and to focus primarily on destinationmarketingactivities.Inthematuremarketswhereattention and awareness is very high, growth canbe generated by product marketing activities. ThecloserthemarketistoCopenhagen,thegreaterfo-cuswillbeonproductandexperiences.

Destination marketing

Product marketing

Efficient marketingcampaigns


Marketing strategy

Prioritized markets6 . 4 M A R K E T S

Market selection criteria in the markets

*44% of uS bed nights are estima-ted to be cruise related bed nights. In 2010 uS city break bed nights were thus 77.000. **VisitDenmark and Wonderful Copenhagen ensure Copenhagen's presence on the market by participating in a number of B2B activities. These activities can be purchased should your company wish its own presence.

– Growth in foreign travel– Macroeconomic and political situation

– Awareness and market share– Accessibility to Copenhagen

(Appendix 7.8,9)

MATURE MARKETSmaintain market pressure on volume markets/cash cows- Annual average growth from 2006-10 was 6%

A MARKETS- More than 150,000 bed nights- Annual average growth from 2006-10 was 6%- Marketing: Dedicated market campaign and part of cross national projects

B MARKETS- 50-100,000 bed nights- Annual average growth from 2006-10 was 10%- Marketing: Part of cross national projects

C Markets- less than 50,000 bed nights- Annual average growth from 2006-10 was 13%- Marketing: Primarily basic activities & B2B activities

GROwTH MARKETSincrease market pressure and gain market shares- Annual average growth from 2006-10 was 9%

OvERSEAS MARKETS maintain market pressure in lower volume markets with growth potential- Annual average growth from 2006-10 was 11%

SwedenNorway

GermanyuK

France ItalyHolland

Finland

Russia

uS* China Japan Brazil**


Marketing strategy

Mature Markets - B2C:Southern Sweden: Families

Stockholm & oslo: Women 35-

55 with interest in local lifestyle,

events, eat & drink, shopping and

attractions.

They know Copenhagen well and

appreciate the easy access and

proximity. Their motives for travel-

ling to Copenhagen is; to enjoy the

atmosphere, the hotels and res-

taurants, the various events, exhi-

bitions, attractions and museums

like Tivoli and louisiana. Copen-

hagen attracts many families from

Norway and Sweden to visit Tivoli

and other amusement parks.

Growth Markets – B2C:Women 35-55 and high spenders

with interest in local lifestyle, ar-

chitecture & design, cutural events,

gastronomy and shopping.

Russia: Primarily B2C target

group.

They have a very limited knowledge

of Copenhagen. They are looking

for new and unique experiences,

opportunities to reconnect with

spouse or friends, time to spend

on the hobbies and interests; Art,

Music, Food and Wine, Sports, Ar-

chitecture and Design. They also

have an interest in classical sights

and attractions like castles and

museums. The choice of destina-

tion is secondary and random.

Overseas Markets – B2C & B2B: US: B2B, high spenders, lGBT &

empty nesters 50+

Japan: B2B, young women travelling

in groups, empty nesters 50+

China: B2B, high spending empty nest-

ers 50+

Brazil: B2B.

They have no or very limited knowl-

edge of Copenhagen. They mainly

come to Copenhagen as part of a

round trip in Scandinavia or Europe,

or as part of a cruise. The destination

itself is a major factor when choos-

ing the travel experience. They take

interest in the history and culture

of the destination and it's classical

sights and attractions like the cas-

tles of North Zeeland and The little

Mermaid.

Sub segments in all markets:B2B, tour operators, agents, press,

media and the gay and lesbian

community.

6 . 5 T A r G e T G r O u p S


Marketing strategy

Openminded, Shopping, Nyhavn, Attractions, Festivals, Exhibitions, WonderCOOL .

Openminded, green, gastronomy, shopping, bicycles, accommodation, events.

Openminded, sights, museums, historical buildings, green, royal, shopping.

6 . 6 T H e M e S


Marketing in all markets needs to be basedon a theme in order to satisfy the travellers’needs.Thethemesaredifferentiateddepend-ingonmarketsand interest. Inmaturemar-ketsthethemeswillbeusedveryspecificwithconcreteexamples.whereasthethemesin

overseas markets primarily will be used asinspiration.Thebelowthemesarenotacom-pletelistbutanindication.Thereare3majorthemes in each market cluster. Below thethemes are mentioned relevant focus areaswithineachmarketcluster.

SPECIFIC MESSAGE INSPIRATIONAL MESSAGE

MATuRE MARKETS

Atmosphere

Eat & drink Events

GROWTH MARKETS

Green lifestyle

Architecture & design

CultureEvents

OVERSEAS MARKETS

Architecture & design

uS+BR: Gastronomy

JP+CN: Shopping

History& culture

Marketing strategy

6 . 7 T I M I n G

There are three main periods of the year for the marketingcampaigns.ThefirstperiodisQ1withthewonderCOOlfesti-valasmaindriver.Secondly,isthesummerperiodfromMaytoAugustandfinallytheChristmasperiod.

WINTER SPRING

AuTuMN SuMMER

Calendar of annual recurrent events in Copenhagen:

FEBRuARY: Wondercool Festival (food, art, music, design, architecture, fashion)APRIL: CPH:PIX (film) MAY/JuNE: Copenhagen Distortion (electronica) JuNE/JuLY: Roskilde Festival (music) JuLY: Copenhagen Jazz Festival (jazz music) AuGuST: Copenhagen PrideAuGuST: Copenhagen Cooking AuGuST: Copenhagen Fashion Festival AuGuST: Copenhagen Historic Grand PrixSEPTEMBER: Kopenhagen Contemporary (Art)SEPTEMBER: Copenhagen Design WeekOCTOBER: Wonderfall (event for families) OCTOBER: Night of Culture OCTOBER: Copenhagen Blues FestivalNOVEMBER: CPH:DoX (film)DECEMBER: Christmas Markets & Christmas atmosphere

wonderCOOLFebruary

Campaign period: DEC-FEB

ChristmasNOv-DEC

Campaign period: OCT-DEC

Summer festivalsMAY-AUG

Campaign period: MAR-JUL

/ 20 VisitDenmark / Wonderful Copenhagen

Marketing strategy

6 . 8 M A R K E T i N G S T R A T E G Y C o N C l U S i o N


DESTINATION AND PRODUCT MARKETING

TARGETGROUPS

THEMES TIMING

MATURE MARKETSSweden, Norway & Finland

Product marketing Women 35-55Families

AtmosphereEat & DrinkEvents

DEC-FEBMAR-JuloCT-DEC

GROwTH MARKETSGermany, Holland, France, Italy, uK & Russia

Some product marketing. Primarily destina-tion marketing.

Women 35-55Russia: B2C

Green lifestyle Architecture & DesignCulture events

DEC-FEBMAR-JuloCT-DEC

OvERSEAS MARKETSuS, China, Japan & Brazil

Destination marketing

uS: Gay & 50+ Japan: Young women, 50+ & B2B. China: 50+ BR: B2B

History & cultureArchitecture & DesignGastronomy (uS+BR)Shopping (JP+CH)

MAR-JuloCT-DEC

Branding

7. B r A n D I n G

OpenCopenhagenisthegenericbrandconceptthatwillbe implementedinallcampaigns.Thisisinordertosecurerecognitionandconsistencyinthemarket.TheOpenCopenhagenbrandwillalwaysbethemainmessage.


www.landingpage.com Partner

Logo

Experience the catwalk in Copenhagen £29.99

Cepelia et omnim nossi re corrunt vendundae consed qui omni:

www.landingpage.com Partner

Logo

Experience the catwalk in Copenhagen £29.99

Cepelia et omnim nossi re corrunt vendundae consed qui omni:

BusinessModel

8 . B u S I n e S S M O D e l

VisitDenmark / Wonderful Copenhagen / 23* Example of marketing campaign: Wondercool, More Copenhagen, My Copenhagen etc.

SteeringCommittee

City break tourism will be organised in a City Breaknetwork (CBn). There will be constituted a SteeringCommitteeconsistingofCBnmembers.TheSteeringCommitteeisainformalbodyinfluencingandadvisingVisitDenmark and wonderful Copenhagen in marke-ting of Copenhagen as a city break destination. TheCBn members will participate in dedicated networkactivities. In addition to the network activities, therewill be a number of marketing campaigns that onlymemberscanbuyinto.

VisitDenmarkandwonderfulCopenhagenwillbe in-vestors in CBn, together with investors as carriers,hotels, incoming, attractions, retail and other tour-ismandnontourismpartners.Inaccordancewiththefunding target and the estimated total budget, part-nerswillgetasignificantgearingoftheirinvestments.

CITY BREAK NETwORKBasis network activities for members

Steering Committee

OvERHEAD & PRESSAdministration, evaluation & international press/PR

Mar

keti

ng

cam

paig

n A*

Mar

keti

ng

cam

paig

n B

*

Mar

keti

ng

cam

paig

n C

*

Mar

keti

ng

cam

paig

n D

*

Funding target25%foreachtypeofpartner

Total budget:Dkk30mioperyearfrom2012-2014

other

Hotels

WoCo/VDK

Carriers

Appendix

9 . A P P E N D I X Development in city break turnover in Copenhagen ..............................................25

Development in hotel bed nights in Copenhagen ..............................................26

Beacons of growth ........................................27

Measuring ....................................................28

Awareness from coverage in international press ...................................29

International online articles, june 2010-june 2011 .....................................30

Main reasons to travel, Mature markets ......31 Main reasons to travel, Growth markets ......32 Main reasons to travel, overseas markets ...33 McKinsey model: city break tourism turnover .........................34 Demand for experiences ..............................35

1

2

3

4

5

6

7

8

9

10

11

Growth 2010-11percent

Appendix A P P E N D I X 1

Norway Sweden Great Britain USA Germany italy Netherlands Spain France Finland Switzerland Japan Russia Canada China Australia Belgium iceland Brasil Austria Greenland Poland Greece other countries ALL

2008mill. DKK

2492071651479963604235332729221515121126

767

1010

2481.545

2009mill. DKK

265178158171103

79725346353232231916131411127

109

10202

1.573

2010mill. DKK

328249202197140

989470604741393223201817171614131312

2642.027

3522142643444262593874206092256365

-5716110111148224033

78362665417344667729056

1259

160106100

47197146

1008

3650

85369

109

13128

155

1318

61313

-1927192110

597

Turnover hotel-leisuretourists in Copenhagen* pr market (mio. dkk.)

2432031781579968664338342433201216111039

6769

10188

1.521

2006mill. DKK

234200178148

936466473434273119121511104165699

1901.490

2007mill. DKK

Annual average growth 2006-10 percent


Development in leisure turnover in Copenhagen and surroundings (København By og omegn) 2006-2011

Source: Statistics Denmark and VisitDenmark *Copenhagen city and surroundings / 25

351456328328216115126102100

8178617225523734251924192613

3603.048

2011mill. DKK

Appendix


2010('000)

2011('000)

2009('000)

2008('000)

A P P E N D I X 2

Sweden Norway Great Britain USA Germany italy Spain Netherlands France Japan Finland Switzerland Russia China Australia Canada Belgium Austria iceland Poland Greenland Greece Brazil other countries ALL

1941711701451096445443737312218211310128

3510

694

1921.409

190165170137104

6148443435312617191211116

3710

684

1971.382

198176158136110604340343330251919141313

72311795

2551.437

1701871511581157555484536333120201516168

1010

998

2061.454

238231194183157927363594543392826212020161515121111

2661.878

27326525221217717588696964595044383527262519181613129

2.036

2335142643446242592039746125649265

101-5748

11122

1613933

1515-59

-312-418-51

3728-2452528282427116

23-1

-148

58369

1013

91258

1513

613181319

-191020

527

27

Bed nights hotel-leisure tourists in Copenhagen* pr market ('000)

2006('000)

2007('000)

Annual average growth 2006-10 percent


Development in hotel bed nights in Copenhagen and surroundings (København by og omegn) 2006-2011

Source: Statistics Denmark and VisitDenmark *Copenhagen city and surroundings / 26

Appendix

A P P E N D I X 3

Beacons of Growth

© Euromonitor International

Global Fastest Growth Categories by Value Sales % CAGR 2010-2015

% CAGR 2010-15

NATIONAL PARKS

MEDICAL TOuRISM

SPA PACKAGES

CRuISES

CITY BREAK

ADVENTuRE / TREKKING

3,4%

1 2 3 4 5 6 7 8

/ 27

Total numbers of exposures(Defined by media)

Total number that have seen/heard/read/participated in amarketing activity

Total numbers that the marketing activity have influenced posivitely regarding a vacation to Denmark in the near future

Total number of influencedtravel decisions

4 . 1 M E A S u R I N G

Cost per Exposure

Budget

Cost per Awareness

Cost per Preference

Cost per influenced travel

decisions

Exposure

Budget

Awareness

Preference

Influenced travel decisions

Appendix

A P P E N D I X 4

Marketing Effects

Total efficiency city break 2010

Exposure

DKK 0.05 DKK 4.80 DKK 29 DKK 277 DKK 15,596,434

Awareness Preference Influenced travels decisions Budget

Marketing Efficiency

/ 28

Appendix

Source: image Analysis, June 2010-June 2011, Wonderful Copenhagen,

Shopping Gastronomy* Green tourism** Design Events*** Architecture Sightseeing**** Hotel Culture City Break

*= food, cooking, restaurant, eating, dining, chef ** = climate-friendly hotels *** = sport events, WonderCool **** = CPH card, canal tours

5

4

3

2

1

0Sweden Norway united

KingdomGermany Italy Spain France

A P P E N D I X 5Awareness from coverage in the international press

/ 29

250

200

150

100

50

0

Art

icle

sAppendix

Source: Meltwater 2011

Int. marketing strategy France

Int. marketing strategy Germany

Int. marketing strategy Italy

Int. marketing strategy Norway

Int. marketing strategy Spain

Int. marketing strategy Sweden

Int. marketing strategy uK

A P P E N D I X 6 International online articles from June 2010 – June 2011

718 2124

3 313

1317

67

4 57 10

49

80

268

26

91

1222 25

20159 5 78

26

87

62 4 1

19 21

114

72

96

1322

6 5 39

36

5

20

31111119

31 23

1 4 4

4026

6 74 7 4

36 28

127

92 0

64819

53

21111

2010-06 2010-07 2010-08 2010-09 2010-01 2010-11 2010-12 2011-01 2011-02 2011-03 2011-04 2011-05 2011-06

000 22

167


A P P E N D I X 7

Appendix

/ 31

Together with family or friendsSee well-known and

famous attractions and sightsTo relax

Visit attractive restaurants and cafesLearn about the city and it's history

See new, modern and different places and attractions

ShoppingIn contact with the locals

Party and have funExperience the city's cultural offers

Visit historical museums

0 1 2 3 4 5

3,90

3,78

3,66

3,60

3,58

3,45

3,41

3,09

2,89

2,85

2,57

/ 31

M A T u R E M A R K E T SBelow are a variety of statements about activities in Copenhagen. For each statement, please indicate to what extent you agree that the statements fit into your activities and experiences in Copenhagen.

Source: Copenhagen Welcome, Visitor Survey 2011 (Wonderful Copenhagen).

G R o W T H M A R K E T S

% CAGR 2010-15

See well-known and famous attractions and sights

See new, modern and different places and attractions

Learn about the city and its historyVisit attractive restaurants and cafes

Together with family or friendsTo relax

In contact with the localsExperience the city’s cultural offers

Visit historical museumsParty and have fun

Shopping

1 2 3 4 5

Appendix


4,17

4,08

4,03

3,66

3,62

3,53

3,22

3,06

3,05

3,04

1,44

Below are a variety of statements about activities in Copenhagen. For each statement, please indicate to what extent you agreethat the statements fit into your activities and experiences in Copenhagen.

A P P E N D I X 8

/ 32

A P P E N D I X 9

Appendix

/ 33

Learn about the city and its historySee well-known and famous

attractions and sightsSee new, modern and different

places and attractionsVisit historical museums

Visit attractive restaurants and cafesTo relax

ShoppingIn contact with the locals

Experience the city’s cultural offersParty and have fun

Together with family or friends

0 1 2 3 4 5

4,29

4,22

4,05

3,92

3,82

3,75

3,65

3,57

3,49

3,07

3,03

/ 33

o V E R S E A S M A R K E T SBelow are a variety of statements about activities in Copenhagen. For each statement, please indicate to what extent you agree that the statements fit into your activities and experiences in Copenhagen.


Appendix

A P P E N D I X 1 0

3

9

6

2

8

5

1

7

4

3 BuILDSELECTIVELYSpeciaize around strengthsSeek ways to overcome weaknesses

2 INVEST TO BuILDChallenge for market leadershipBuild selective-ly on strenghtsReinforce vul-neable areas

1 PROTECT POSITIONInvest in growthConcentrate efforts on maintaining strengths

6 LIMITED EXPANSIONGrow with limited risk.Rationalize operations

5 SELETIVELY/MANAGEFOR EARNINGSInvest in most attractive segments with low risk. Protect existing strenghts

4 BuILD SELECTIVELYInvest in most attractive segments

9 DIVESTMinimize fixed costsConsider efforts

8 MANAGE-FOR EARNINGSFocus only on profitable segments

7 PROTECT AND REFOCuSProtect positionFocus on profitable segments

Source: Storbyferieomsætning i Danmark 2007

LOW

LOW

HIGH

HIGH

THE SIzE OF THE BuBBLES REFLECTS THE CITY BREAK TuRNOVER OF THE PARTICuLAR MARKET.

MA

RK

ET A

TTR

ACT

IVEN

ESS

COPENHAGEN'S EuROPEAN MARKET SHARE

SwedenNorway

Iceland

Germany UK

USA

HollandPoland

SwitzelandSpain

Canada

Brazil

ItalyBelgiumFinland

France

RussiaAustria

Japan

Czech RepublicIceland

UAE

Ukraine

Other markets

TurkeySouth Korea

India

Lithuania

MCKINSEY MODEL - CITY BREAK TOuRISM TuRNOVER IN COPENHAGEN


Appendix


A P P E N D I X 11

Demand for experiencesCopenhagen's Top 10 Attractions in 2010 (number of visitors)

TIVOLI GARDENS

DYREHAVSBAKKEN

COPENHAGEN zOOLOuSIANA MuSEuM

OF MODERN ARTFREDERIK VIII'S PALACE

AT AMALIENBORG

NATIONAL GALLERY OF DENMARK

RuNDETÅRN

NY CARLSBERG GLYPTOTEK

THE OPEN AIR MuSEuM IN LYNGBY

0,4 MIO

0,5 MIO

0,6 MIO

1,1 MIO

2,5 MIO

0,4 MIO

0,4 MIO

0,3 MIO

0 1 2 3

3,7 MIO

Source: VisitDenmark 2010

visitdenmark.comVisitDenmark

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