National Tourism PlanA SIX-YEAR ROADMAP FOR BERMUDA

Our ApproachAll Voices Heard

3

Develop a comprehensive6-year growth plan for tourism in

Bermuda such that it maintains its strong growth trajectory

Overall Objective

Our Approach

•Create a robust, inspirational and actionable national plan

•Ensure all voices are heard

•Foster collaboration, not competition

•Be positive and forward looking

•Provide a strong shared vision for tourism…but more importantly for the country as a whole

4

Extensive Research External Internal

3,539

African American Travelers (n= 1,000)

>145

• Online research

• Previous visitors

• People who have not visited Bermuda

• UK, USA, Canada

• All respondents had to have HHI >$75k or local equivalent

Travellers surveyed

• BTA BoardMembers

• Government

• Hoteliers

• Attractions

• Event Organizers

• Retailers

• Restauranteurs

• Travel Advisors

• QUANGOs

• Museum Operators

• Airport

• Consultants

• Airlines

• Union

• Academics

• Economists

• Developers

Stakeholder Interviews

• Telephone interviews

• Representative sample - reflects the demographics of the island

Residents Interviewed

400

• Online survey – all residents of Bermuda invited to participate

Residents surveyed online

377

30 10

• Participants in need-state workshops (4 groups x 3 hours)

• Key African American Key Opinion/Thought Leaders

N T P V I S I O N

Growing & BalancedBermuda will have a

growing and balanced tourism business

A growing tourism sector

that has…

balanced seasonality

balanced price-value

perceptions

balanced cruise vs. air

balanced benefits for all

Enable Change

Work with all relevant

stakeholders

Focus on the things that

matter

Change in a sustainable way

Cooperate vs compete

Visitor-centric

The NTP will enable, or be the catalyst for, changes that boost the tourism industry

Guiding Principles

N T P M I S S I O N

Building the PlanKeep It Simple

NTP Strategic Pillars

A I I YG L T

AWARENESS &RELEVANCE

INFRASTRUCTURE INNOVATION YEAR-ROUND

GREENER LOCAL INVOLVEMENT TEAMS & GROUPS

Each Pillar Has Five Key SECTIONS

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: KEY ISSUES

37

Fam iliarity is low …so

people don’t know w hat

m akes us special

W hile peop le know w hat Berm uda is, m any don ’t know where it is, or w hat m akes it d ifferent .

Less than 20 % of peop le say that they are fam iliar w ith Berm uda (23% in ‘focus states’) and

w h ile their im age tends to be posit ive, it ’s rather b land: a safe, clean p lace…not part icu larly

excit ing or en t icing

So they go

som ew here else

As a result m any (25%) say that their m ain reason for not com ing is that find other p laces

m ore in terest ing than Berm uda

For m any, Berm uda is just

another island

Of those w ho are not very fam iliar w ith Berm uda, it ’s seen as just another island (in the

Caribbean)

Gett ing our voice heard w ill

be difficult

Other dest inat ions and b ig resort b rands outspend us considerab ly. Since w e can ’t m atch

their spend ing , w e need to be sm arter

Source: U&A Study, May 2018

DRAFT: DO NOT DISSEMINATE

Bermuda will be seen by

potential target visitors as a

distinct destination from other

islands, by promoting the

uncommon vibe and unexpected

assets that help us stand apar t

AWARENESS AND RELEVANCE: OPPORTUNITY

DRAFT: DO NOT DISSEMINATE

39

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: WHAT NEEDS TO CHANGE?

40

Increase fam iliarity from 23% to >35%* in our focus cit ies and from 12% to 20% in our nurtu re cit ies

am ong our t arget aud ience

Custom er experience will overtake price and product as the key brand differentiator

Enhance perceptions of Berm uda to be less bland. Prospective visitors should see Berm uda as:

• A year round dest inat ion t ied to it s at t itude rather than m erely it s assets

• An island set apart by its locat ion and w ay of life

• A dest inat ion that is fu ll of adventure and m yst ique

• A p lace that peop le are d rawn to

• A p lace that peop le feel where they belong

Reduce perceptions/ barriers* am ong non-visitors that

• (Barrier) Don ’t know enough about it (from 21% to <15%)

• (Barrier) Other places are m ore interesting (from 29% t o 15%)

• (Barrier) It ’s too far (from 7% to <1%)

• (At t ribu te) Berm uda is value for m oney: 17% à 25%

*source: RedSky Quant Survey May 2018/ Top box am ong ‘focus states’ on ly

DRAFT: DO NOT DISSEMINATE

Note:

Benchm ark study underw ay

DRAFT: DO NOT DISSEMINATE

STRATEGIES

AWARENESS AND RELEVANCE: HOW WILL WE EFFECT CHANGE?

41

• A1: Integrate efforts across the board, includ ing paid , ow ned and earned m edia alongside sales

touchpoin ts

• A2: Reach the right traveler at the right t im e to tell the right stories based on the Berm uda brand

• Messages shou ld convey in form at ion about t he island, h igh ligh t en t icing experiences and enab le

an em otional connection betw een our t arget and Berm uda

• Keep Berm uda top of m ind and in the conversat ions of core target segm ents (and m icro-

segm ents) in key m arkets

• A3: Use com m unications as an integral tool in the balancing of seasonality by develop ing

prog ram s that m atch target aud ience + need state + season to encourage year-round t ravel

• Educate and t rain indust ry partners to be part of t h is effort

• A4. Focus first on creating dem and from our Focus Cities t o ensure su fficien t dem and to encourage

airlines to increase their airlift from these cit ies

• Secondarily: create dem and from ‘nurture’ cit ies t hat w ill, in tu rn , encourage airlines to

consider expand ing their rou tes to t hese cit ies

WHAT WE WILL DO…

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: TACTICS

44

A1Integration : In it iate regular sessions w hereby all agencies and key

m arket ing p layers w ith in Berm uda get together to d iscuss upcom ing program s / cam paigns

BTA

Im p lem en tat ion of

regu lar m eet ings betw een agencies and

m ktg . stakeholders

A2.1Right traveler etc. All advert isers on the island should develop a d iscip lined

m essag ing and m ed ia approach that is st rict ly focused on the target segm ents and cit ies

BTA, Other advert isers

Increase in desired

im age at t ributes (see sect ion ob ject ives)

A2.2PR w ill be used to leverage our ow ned, earned and bought content and

cont inue to at t ract in fluencers to Berm uda. Th is requires part icipat ion by on-

island stakeholders

BTA. PR Agencies,

Property Ow ners, Event

Prom oters

Increase in desired

im age at t ributes (see

sect ion ob ject ives)

A3M ore relevant m essaging : Develop m edia and m essag ing p lans that align

to the target aud ience+ need state+ season com binat ion

BTA, Ad Agencies, Other

advert isers

Increased t ravel in

non-sum m er m onths

A3.1Cadence: Develop a cadence w hereby com m unicat ions is p lanned 2

seasons ahead. Th is w ill then provide m ore t im e to in tegrate com m unicat ions and p rogram m ing

BTA, Ad Agencies, Other

advert isers

Increase in desired

im age at t ributes (see sect ion ob ject ives)

A4Focus cities: Med ia budgets and program s should be invested first in Focus

cit ies. How ever, p lans should be m ade as to how to beg in develop ing

‘nurture cit ies’ on a case-by-case basis

BTA, Ad Agencies, Other

Advert isers

Fam iliarity and airlift

incr. from focus cit ies

ISSUES

OPPORTUNITY

GOALS

STRATEGIES

TACTICS

A

Differentiating Bermuda

Awareness & Relevance

G

Growing Bermuda by being pink, blue AND greener

Greener

I

Enabling Frictionless Experiences

Infrastructure

L

Growing with and through people

Local Involvement

I

Think like a visitor

Innovation

T

GROWING THROUGH GROUPS (MICE, SPORTS, ETC.)

Teams and Groups

Y

Embracing Seasonality

Year round

L

Growing with and through people

Local Involvement

Each Pillar Has Five Key SECTIONS

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: KEY ISSUES

37

Fam iliarity is low …so

people don’t know w hat

m akes us special

W hile peop le know w hat Berm uda is, m any don ’t know where it is, or w hat m akes it d ifferent .

Less than 20 % of peop le say that they are fam iliar w ith Berm uda (23% in ‘focus states’) and

w h ile their im age tends to be posit ive, it ’s rather b land: a safe, clean p lace…not part icu larly

excit ing or en t icing

So they go

som ew here else

As a result m any (25%) say that their m ain reason for not com ing is that find other p laces

m ore in terest ing than Berm uda

For m any, Berm uda is just

another island

Of those w ho are not very fam iliar w ith Berm uda, it ’s seen as just another island (in the

Caribbean)

Gett ing our voice heard w ill

be difficult

Other dest inat ions and b ig resort b rands outspend us considerab ly. Since w e can ’t m atch

their spend ing , w e need to be sm arter

Source: U&A Study, May 2018

DRAFT: DO NOT DISSEMINATE

Bermuda will be seen by

potential target visitors as a

distinct destination from other

islands, by promoting the

uncommon vibe and unexpected

assets that help us stand apar t

AWARENESS AND RELEVANCE: OPPORTUNITY

DRAFT: DO NOT DISSEMINATE

39

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: WHAT NEEDS TO CHANGE?

40

Increase fam iliarity from 23% to >35%* in our focus cit ies and from 12% to 20% in our nurtu re cit ies

am ong our t arget aud ience

Custom er experience will overtake price and product as the key brand differentiator

Enhance perceptions of Berm uda to be less bland. Prospective visitors should see Berm uda as:

• A year round dest inat ion t ied to it s at t itude rather than m erely it s assets

• An island set apart by its locat ion and w ay of life

• A dest inat ion that is fu ll of adventure and m yst ique

• A p lace that peop le are d rawn to

• A p lace that peop le feel where they belong

Reduce perceptions/ barriers* am ong non-visitors that

• (Barrier) Don ’t know enough about it (from 21% to <15%)

• (Barrier) Other places are m ore interesting (from 29% t o 15%)

• (Barrier) It ’s too far (from 7% to <1%)

• (At t ribu te) Berm uda is value for m oney: 17% à 25%

*source: RedSky Quant Survey May 2018/ Top box am ong ‘focus states’ on ly

DRAFT: DO NOT DISSEMINATE

Note:

Benchm ark study underw ay

DRAFT: DO NOT DISSEMINATE

STRATEGIES

AWARENESS AND RELEVANCE: HOW WILL WE EFFECT CHANGE?

41

• A1: Integrate efforts across the board, includ ing paid , ow ned and earned m edia alongside sales

touchpoin ts

• A2: Reach the right traveler at the right t im e to tell the right stories based on the Berm uda brand

• Messages shou ld convey in form at ion about t he island, h igh ligh t en t icing experiences and enab le

an em otional connection betw een our t arget and Berm uda

• Keep Berm uda top of m ind and in the conversat ions of core target segm ents (and m icro-

segm ents) in key m arkets

• A3: Use com m unications as an integral tool in the balancing of seasonality by develop ing

prog ram s that m atch target aud ience + need state + season to encourage year-round t ravel

• Educate and t rain indust ry partners to be part of t h is effort

• A4. Focus first on creating dem and from our Focus Cities t o ensure su fficien t dem and to encourage

airlines to increase their airlift from these cit ies

• Secondarily: create dem and from ‘nurture’ cit ies t hat w ill, in tu rn , encourage airlines to

consider expand ing their rou tes to t hese cit ies

WHAT WE WILL DO…

DRAFT: DO NOT DISSEMINATE

AWARENESS AND RELEVANCE: TACTICS

44

A1Integration : In it iate regular sessions w hereby all agencies and key

m arket ing p layers w ith in Berm uda get together to d iscuss upcom ing program s / cam paigns

BTA

Im p lem en tat ion of

regu lar m eet ings betw een agencies and

m ktg . stakeholders

A2.1Right traveler etc. All advert isers on the island should develop a d iscip lined

m essag ing and m ed ia approach that is st rict ly focused on the target segm ents and cit ies

BTA, Other advert isers

Increase in desired

im age at t ributes (see sect ion ob ject ives)

A2.2PR w ill be used to leverage our ow ned, earned and bought content and

cont inue to at t ract in fluencers to Berm uda. Th is requires part icipat ion by on-

island stakeholders

BTA. PR Agencies,

Property Ow ners, Event

Prom oters

Increase in desired

im age at t ributes (see

sect ion ob ject ives)

A3M ore relevant m essaging : Develop m edia and m essag ing p lans that align

to the target aud ience+ need state+ season com binat ion

BTA, Ad Agencies, Other

advert isers

Increased t ravel in

non-sum m er m onths

A3.1Cadence: Develop a cadence w hereby com m unicat ions is p lanned 2

seasons ahead. Th is w ill then provide m ore t im e to in tegrate com m unicat ions and p rogram m ing

BTA, Ad Agencies, Other

advert isers

Increase in desired

im age at t ributes (see sect ion ob ject ives)

A4Focus cities: Med ia budgets and program s should be invested first in Focus

cit ies. How ever, p lans should be m ade as to how to beg in develop ing

‘nurture cit ies’ on a case-by-case basis

BTA, Ad Agencies, Other

Advert isers

Fam iliarity and airlift

incr. from focus cit ies

ISSUES

OPPORTUNITY

GOALS

STRATEGIES

TACTICS

Local Involvement: key issuesTourism not seen as a viable career

One of the most pressing issues facing tourism in Bermuda is the belief among young Bermudians that Tourism is not a viable career option for them because of the (relatively) low pay and longer hours vs. the financial services industry

Large groups of our population feel disconnected from tourism

Our studies show that Black residents and younger residents do not feel as connected to the tourism industry as much as other groups

Disconnected tourism networks

There are many organizations within Bermuda that are involved in some aspect of Tourism. However, other than the BTA, there does not seem to be a unifying network of people and organizations that can represent the interests of tourism to different stakeholders

Tapping the hospitality of Bermudians

Locals are an important part of the visitors’ experiences on the island – in fact most visitors rate their experiences with Bermudians in their top reasons they liked coming to Bermuda. We need to provide more opportunities for this interaction – so that both locals and visitors benefit

Overcoming the ‘culture of no’

(Younger) Entrepreneurs continuously bemoan the ‘Culture of No’ that they perceive runs rampant. It is vitally important that Bermudian Entrepreneurs in tourism-related services be given the opportunities and assistance to help them build appropriate businesses to meet the need-states of visitors – and employ more Bermudians

Local involvement: the opportunity

Bermuda will effectively tap the vast creative and entrepreneurial potential of its local

residents so that both visitors and residents benefit from these interactions

BY 2025…

Local Involvement: How will we effect change?

Establishing tourism as a career:

• Tourism is not seen as a desirable career for many young people in Bermuda. It is important that steps be put in place to introduce tourism to school children and establish tourism as a viable job track

Continue entrepreneurial start-up funding and establish mentorship programs

• Help Bermudians discover they can think beyond working in the tourism industry, they can also own a piece of it

Establishing a more vibrant tourism network

• Transition working groups into lobby groups to advocate for tourism within government and among the community at large

STRATEGIES

What we will

do…

L2 L3 L4

Cultivating Our Champions

Working Groups

2019 NTP Working Groups

Awareness & Relevance Infrastructure Local Involvement Innovation

BabymoonsRapid Cycle Group

AccessibilityWorking Group

Vacation RentalsWorking Group

Cultural ExperiencesWorking Group

A I L I

Accessibility Working GroupA National Tourism Plan Action Item

N T P A C T I V AT I O N

Infrastructure: The Opportunity

Bermuda will offer frictionless experiences from arrival through departure in a way that

not only satisfies visitors but adds to their positive experience of our country

BY 2025…

Working Group ObjectiveLeverage World Triathlon Bermuda As A Catalyst For

Reimagining Accessibility Island-wide; Consider How We Create A More Frictionless, Barrier-free Experience For This

Audience Of Visitors.

Chair: Tinee Furbert, MP Vice Chair: Keith Simmons

Working group’s Approach:

Setup Scope Develop Partner

• Finalize team and working group leadership

• Review and agree on the working group charter

• Clearly define accessibility and the NTP

• Conduct a tourism asset review

• Develop a clear understanding of Bermudian laws on accessibility

• Leverage case study of other, similar countries and their success with accessibility

• Define and develop a recommendation / roadmap for accessibility in Bermuda through the lens of the NTP and tourism

• Align and partner with the Government for further action

• Develop communication plans

• Consider additional tactics beyond those identified in the NTP

• Prepare for the Triathlon Pre-events in 2020 and 2021 events

4 Main Phases

Working group’s Approach:

Setup Scope Develop Partner

• Finalize team and working group leadership

• Review and agree on the working group charter

• Clearly define accessibility and the NTP

• Conduct a tourism asset review

• Develop a clear understanding of Bermudian laws on accessibility

• Leverage case study of other, similar countries and their success with accessibility

• Define and develop a recommendation / roadmap for accessibility in Bermuda through the lens of the NTP and tourism

• Align and partner with the Government for further action

• Develop communication plans

• Consider additional tactics beyond those identified in the NTP

• Prepare for the Triathlon Pre-events in 2020 and 2021 events

4 Main Phases

World Triathlon 2019

Para-athlete Perspective

Inventory Review P1

Action ReportCurrent StateFuture State

April May July September

Cultural Experiences Working GroupA National Tourism Plan Action Item

N T P A C T I V AT I O N

Strategic Plan Objectives

Coordination of Opening Hours for museums and sites that are aligned with when visitors are most likely to be on-island

Increase collaboration and cross-pollination for culture in Bermuda to thrive, not just survive

A change in mindset to collaboratively build services and product offerings that are seasonally relevant and reflect the need states of visitors. Consider delivery to group market as well

Highlight Bermuda-made brands and Bermuda-inspired products to help differentiate the country, enhance the shopping perceptions and assist retailers on-island

Elevate Bermuda’s overall cultural experiences and develop more interactive and immersive experiences including offerings focused on stories of the African Diaspora

Leverage technology to support and promote cultural tourism development with an innovative use of social media, technologically advanced experiences. Also develop online bookable experiences

Strategic Plan Objectives

Coordination of Opening Hours for museums and sites that are aligned with when visitors are most likely to be on-island

Increase collaboration and cross-pollination for culture in Bermuda to thrive, not just survive

A change in mindset to collaboratively build services and product offerings that are seasonally relevant and reflect the need states of visitors. Consider delivery to group market as well

Highlight Bermuda-made brands and Bermuda-inspired products to help differentiate the country, enhance the shopping perceptions and assist retailers on-island

Elevate Bermuda’s overall cultural experiences and develop more interactive and immersive experiences including offerings focused on stories of the African Diaspora

Leverage technology to support and promote cultural tourism development with an innovative use of social media, technologically advanced experiences. Also develop online bookable experiences

Experiences Ready for LaunchOctober 2019

Read It. Live It.

Public Awareness

Living the Plan

PUBLIC AWARENESS

Web BannersAirport

Monitors

Social Media The Breakdown

Content Partnership

The BreakdownZBM TV 9

Measure & report

Accountability

Success Indicators & MeasurementsBy 2025…

Tourism will contribute $1.2bn to the economy (GDP) from ~$800m in 2018

(6.3% growth in air+cruise leisure spending and 4.5% growth in all leisure

(air+cruise) arrivals pa 2018-2025)

Of our visitors in the summerwill come from airlift (vs 25% in

2016/2017)

>30%

Balance

1

2

>83%Definitely would recommend

Bermuda to friends/family from 76%

5

>56%Of our arrivals will come from the non-summer months (Sept-May) -

currently 52%

3

>70%Of our residents will support the

development of tourism in Bermuda from 61% (composite

variable)

6

3x the projected Bermuda economic growth of 1.5%*

>2.5x the growth in arrivals from 2008-2017 (1.9%)

Growth

>8%

Of our leisure air arrivals will be African American. Currently 4%

4

Balance Inclusion Satisfaction InclusionSources

- * Based on Moody’s Projection as reported by the Royal Gazette on May 24 2018

- 1. Government TSA measures $635 GVA in 2016. This was increased by 26% based on spending growth between 2016-2018 and then projected based on 5.4% CAGR to 2025- 6) BTA Statistics, 3) Visitor Exit Survey (Weighted 80/20 rule), 4) Final percentage TBD 5) Bermuda Residents survey 2016 (Top 2 box), 2) Arrival Statistics (cruise+air+yacht)

STRATEGIES

50+

TACTICS

100+

Dashboard

THANK YOU