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capabilities of Monaco in
PLACE EXCELLENCE AND CLIENT order to attract key clients
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TEAM PROFILES
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TEAM PROFILES
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MONACO NATIONAL 2013 National Statistics
PERFORMANCE AND VISION
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COUNTRY PROFILE: KEY CHARACTERISTICS
MONACO is the 2nd smallest country in
the world with , with only 0.75 square miles in
area with 7 centuries of history.
The Principality is a hereditary and
constitutional monarchy
10.1%
0.5%
3.5%
3.2%
42.9% 7.3%
2.8%
0.0%
8.1%
2.4%
7.1%
8.1% 3.9%
Source: IMSEE Monaco Statistics
GDP in Monaco rose to 4.48 billion euro in 2012, compared to 4.37 billion in 2011. This
represents a 0.9% growth in volume (adjusted for inflation). There is no official data yet for 2013.
GDP per person employed is growing less quickly than global GDP due to an increase in
employment (+2.6% in the number of employees on 31/12/2011). As the increase in the
working population (+1.9%) is higher than that of GDP, the level of GDP per employed person
has fallen (-0.9%).
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MONACO VISION, VALUES, & STRATEGY
Monaco strategy
enhancing the attractiveness
Strategy Lab country (innovation hub) **
* Investiture speech H.S.H. Prince Albert IInd of Monaco, July 12th, 2005.
** Monaco Welcome Business Office, www.monaco-welcome.mc
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TOOLS AND METHODOLOGY Tools for Achieving
Excellence
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TOOLS & METHODOLOGY
To provide the holistic analyses and comprehensive solution for our
project we used an innovative management methodology and tools
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TOOLS & METHODOLOGY (CONT.)
Related and
GOVERNMENT
supporting industry
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TOOLS & METHODOLOGY (CONT.)
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TOOLS & METHODOLOGY (CONT.)
Place excellence:
To provide recommendations for Monaco National Brand Strengthen
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Tourism Trends
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WORLD TOURISM TRENDS
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TOURISM TRENDS 2009-2013
Asia, Middle East and Latin America are top growth markets
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TOURISM TRENDS 2009-2013 (CONT.)
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INTERNATIONAL CUSTOMER To expand your vision, you
must first understand your
PROFILES customers
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MIDDLE EAST Culture
Regional Economic Indicators Hospitality
Saudi Arabia 576.8 billion USD Collectivism
United Arab Emirates 360.2 billion USD Islamic life
Qatar 173 billion USD Motivators for Selecting a Destination
Top Tourism Destinations 1. Extravagance & Recognition
1. St-Barth's 2. Infrastructure & Personal service
2. Malaysia 3. Visa & Language
3. Lebanon & Turkey
Top business destinations
Types of Tourism 1. London
1. Luxury retreat 2. Geneva & Luxembourg
2. Business 3. Dubai
3. Events & Shopping
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CHINA
Regional Economic Indicators
-100 mln. outbound tourists are expected in 2014
-The fastest growing outbound tourism market in the world
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INDIA
Regional Economic Indicators
- One of the fastest growing markets in the world (4,7% in 2012)
- Rising disposable income
- Outbound tourist departures: 20.5 Mil (2015), 50 Mil (2020)
Motivators for Selecting a Destination
1. Sightseeing- 64%
Top Destinations 2. Explore new countries- 47%
1. South East Asia/ Asia Pacific (Singapore, 3. Leisure- 25%
Malaysia, Thailand)
2. Dubai
3. Nepal Destination Selection
4. USA, Australia, Europe 1. Nature and environment 62%
Types of Tourism 2. Culture and art 53%
1. 40-65% business 3. Safety 50%
2. 35% leisure/ visiting friends and
relatives/ immigrants
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LATIN AMERICA
Relevant Information
Types of Tourism
1. Outbound trips grew 22% since 2010
1. City holidays (47%)
2. Outbound spending grew 28% since
2. Touring holidays (27%)
2010
3. Sun and Beach Holidays (12%)
3. Biggest travel in Summer and Easter
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BENCHMARK: Fierce Competitor? or
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PROFILE
Remains one of the most
popular travel destinations in
the world
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PLACE BRANDING & AND COMPETITIVE ADVANTAGE
Positioning
Diversified economy
Developed infrastructure (hard and tech), education, hospitals and
tourism
Innovation
Every project developed driven by continuous drive for differentiation
and innovativeness
Luxury, monuments, and record breakers
Unified vision driven by government determination
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DUBAI BRAND DEVELOPMENT
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DUBAI INNOVATIVE RADAR
RESPONSIBILITY
To organize the marketing of tourism and commerce for Dubai
DTCM is the key strategic thrust area of the national 2015 Plan
VISION:
To position Dubai as the leading tourism destination and commercial hub in the world
MISSION:
DTCM's mission is to strengthen the Dubai economy via
The development of sustainable tourism.
The provision of a unique visitor experience combining quality service and value for money.
Innovative promotion of Dubais commercial and tourism opportunities.
Further development of partnerships with our industry stakeholders.
GOVERNMENT AGENCY 28
Licensing and classification of hotels, hotel apartments, tour operators,
travel agents and all other tourism services.
Supervisory role covers archaeological and heritage sites and to
DTCM ensure sustainable and responsible tourism for Dubai.
responsibilities: Training programs for personnel from the tourism industry to ensure
that Dubais tourism industry continues its world-class development
with world-class people involved at all levels.
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COMMUNICATION BENCHMARK: DUBAI ONLINE PRESENCE
And DTCM official web-site translates one strong message the same as Dubai
Government web-site regarding national strategy
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COMMUNICATION BENCHMARK: MONACO ONLINE PRESENCE
STRONG
VISION COMMUNICATION
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MONACO NATIONAL BRAND Current Capabilities
ANALYSIS
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Monacos National Diamond
We examined Monacos economic performance and competitiveness both at the national level and the tourism
cluster level. One of the key message is Monaco does not have a good track record of registered patents, which
measures national innovative capacity, knowledge flow and government encouragement for business development.
There were only 10 patent and trademark registrations in 2008 (no public data for 2009-2013 yet)
Tourism Cluster is very developed. But it faces stagnation and for the past years decline in demand: less
residents because of the financial crisis and their inability to pay high rents, the devaluation of the UK pound
(decrease in UK tourists), the expensive euro (decrease in US visitors), new competition (Dubai, Singapore) ,
old image of Monaco amongst the younger generations and resurgent local competition from Cannes and St
Tropez.
Source: Harvard Business School Analysis Monacos Tourist
Cluster, Porter, 2011
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The Tourism Cluster Diamond
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PROPOSED STRATEGIES & Updating the Vision of
Monaco through Place
SOLUTIONS Excellence Analysis
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PLACE EXCELLENCE MODEL
We suggest that before any recommendations for Tourism Office we need to look at the whole
picture on national Level based on Place Excellence model.
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PLACE EXCELLENCE MODEL (CONT.)
2. Reach out to the emerging markets of India, China, and Latin America by
lowering export restrictions for Monaco-based companies (we expect that the
Prince will be an Ambassador for the brand).
4. Eliminate labor hiring process and policies that favor Monaco citizens and
simplify hiring practices.
5. Create innovative context - unify the political leadership agenda and acquire
a solid mandate
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PLACE EXCELLENCE MODEL (CONT.)
2. Create special attractiveness policy to all target audiences from emerging markets
(multiple languages and appropriate labeling for attractions, tailored services in the
hotels & restaurants, casino etc.). On-going human capital training to achieve
excellent services.
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PLACE EXCELLENCE MODEL (CONT.)
3. To strength cluster internal collaboration: help all sectors understand the true
needs of their industries, cooperate and better integrate their individual value
propositions to achieve increased overall competitiveness. IFC and Academia
need to be embedded to decision-making process (HBS, 2011).
ONLY MONACO
PIVOTAL ROLE TO PROMOTE DUBAI ECONOMIC GROWTH AND PLACE EXCELENCE
THROUGH
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SPECIAL THANKS TO OUR CONTRIBUTORS:
Aymeric Pazzagila
Administrator MWBO
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Key Sources
1. www.imsee.mc
2. www.monaco-welcome.mc
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