Discussion Questions
Please see the attachments
01
Case Study
City Visitor Trail
St Paul’s Cathedral, London
02City Visitor Trail | Case Study |
The City Visitor Trail aligns with VisitEngland’s Strategic Framework Objective 4 –
to facilitate greater engagement between the visitor and the experience. It also
contributes to the VisitEngland Destination Management Action Plan, as it delivers
an authentic and distinctive destination experience, with a clear focus on the needs
of visitors and the environment, contributing a 3.2% growth, year-on-year, to the
City’s attractions (growth measured in 2013 during soft launch phase).
The problem:
Relative to other London Boroughs, the City is small, easy to
walk around and has a greater density of things to see and
do; this includes a significant portfolio of heritage attractions.
Most visitors to London will want to visit an attraction within
the City; the Tower of London, Tower Bridge and St Paul’s are
“must-sees.” Yet visitors do not always know they are in the
City and so fail to make the connection that “City” attractions
are in close proximity to one another. Many take the tube or
bus from St Paul’s to the Tower of London, while some leave
the City altogether to go to another part of London, before
returning to visit an attraction that was close to their original
departure point.
The solution:
The City of London Corporation (CoL) sought to address these
issues through its Visitor Development Team and the creation
of a City Visitor Trail. By providing clear mapping, routes and
itineraries that appeal to the visitor, the Trail helps to:
• Enhance the visitor experience by “interpreting” the City
and its attractions
• Drive footfall to and between City attractions and so
increase revenues and visitor dwell time
• Promote walking as the easiest, most efficient and most
enjoyable means of seeing the City
• Aid navigation by using the same base mapping in print as
on-street signage
• Drive visitors to the City’s Principal Shopping Centres
(PSCs), as identified in the CoL’s Local Plan, by featuring
retail options in the itineraries offered by the Trail
• Deliver the City as a visitor package that makes it easier for
CoL’s partners (e.g. VisitEngland and London & Partners)
and its stakeholders (attractions and hotels etc.) to
promote on its behalf
Most visitors to London will
want to visit an attraction
within the City; the Tower
of London, Tower Bridge and
St Paul’s are “must-sees.”
“ “
City of London Visitor Trail leaflet
03City Visitor Trail | Case Study |
Approach
The City Visitor Trail was:
• Soft launched in April 2013, with a bells and whistles
launch in March 2014, including an above-the-line
marketing campaign scheduled for August 2014
• Adapted and developed to align with user feedback
for the March launch, with the product finessed to
meet visitor needs and objectives of the CoL across
relevant departments
The Trail comprises:
• A paper map (A2) describing the best walking routes
between the City’s top attractions, with suggested stops
along the way for lunch, a spot of retail therapy and
the odd insider tip about a feature of a building or the
streetscape itself
• Six themed routes: ‘City Highlights’; Law and literature;
London stories, London people; Culture vultures, Market
mile; and Skyscrapers and sculpture’ – all of which are
quicker to follow than any public transport option and the
map was cleverly gridded to tell the user exactly how long
a walk will take
• An audio app (for iPhone or Android) through which
visitors can hear stories about what they are seeing from
the mouths of those that know the attractions best, be that
a Beefeater at the Tower of London, or a choirboy at one of
the City’s churches
• A children’s map with stickers and plenty of activities to
engage families (2014 launch only)
In addition:
• If a visitor starts the Trail at the City Information Centre (as
advised), they can purchase tickets for all the attractions they
will see that day, saving more time
• The Trail was fully audited by the CoL access team and remains
fully accessible. The accessible information along with other
elements is available for download from
the City’s website
In 2014, features on the new app included:
• GPS enablement
• Google mapping
• A toilet finder function
• Social media sharing facilities (soliciting reviews on Trip
Advisor, Facebook and foursquare check-ins)
• A feedback mechanism
• Audio content from an array of characters including a pearly
queen and a retired Fleet Street journalist, covering sites at
Leadenhall Market, St Bride’s Church, St Dunstan in the East
(garden), Petticoat Lane Market, Guildhall Great Hall, St Mary
le Bow Church and Sculpture in the City, as well as the big
attractions like St Paul’s and Tower Bridge
Core funding for the City Visitor Trail was provided by:
• Tower Bridge
• The Monument
• Guildhall Art Gallery
Sponsorship for both phase one and phase two
elements was received from:
• The Diocese of London
Other funding includes:
• Transport for London (TfL) through their Local
Implementation Plan funding
The Trail was delivered in partnership with:
• Open City (children’s map)
• London Borough Tower Hamlets (Market mile)
• London & Partners (overseas promotion)
Management:
Relevant sponsors, partners and participating departments
(e.g. the attractions) were invited to sit on a steering group
and through that actions were agreed and delivered.
Non-availability of representatives was sometimes an issue,
but the sending of deputies and sharing of designs and
outputs for approval via email mitigated any negative impacts.
Agreement of a clear set of guiding objectives in the early
stages of the group was key and avoided clashes later down
the line when a wide variety of views needed to be considered.
Soft launched in April 2013,
with a bells and whistles launch in
March 2014, including an above-
the-line marketing campaign
scheduled for August 2014.
“ “
04City Visitor Trail | Case Study |
City of London Visitor Trail App
Results
At the time of writing, only the pilot phase could be analysed as
phase two was pending launch in March 2014.
To date:
1,075
apps
(Apple = 701, Android = 374) were
downloaded by visitors from across the
world, a disappointing figure, but largely
related to no marketing/PR in phase one
(2013/14) and the inability to promote an
app within the App Store
130k maps have been distributed
An audience figure of 3.2% was reported
by those attractions that could measure
visitor numbers generated via the Trail
3.2%
Translating this across all featured attractions,
the figure equates to 201,600 visits, or 22% of
City visitor growth for the year
201,600
visits
This project was a real first for the City, with multiple
stakeholders working together to achieve greater footfall and
revenues for the tourism sector, while promoting sustainable
methods of transport and meeting multiple objectives in the
City’s Local Plan and other strategies.
The key factor for success was that revenues at participating
attractions were increased at a level to warrant their investment
or, where no admission was charged, footfall increased as a
direct result of the Trail to targets agreed with each attraction.
All targets were met or surpassed.
In terms of impact on economy, employment and quality of life,
the growth figures opposite address the first two; quality of life
impacts are anecdotal, but include the promotion of walking as a
means of well-being and a sustainable alternative to public and
private transport, as well as the convenience of new “extras” in
the app such as a nearest toilet finder. The new children’s map
(delivered in partnership with Open City), will also help to ensure
that families and younger audiences feel welcome in the City.
The key factor for success
was that revenues at
participating attractions
were increased at a level to
warrant their investment.
“ “
05City Visitor Trail | Case Study |
TO
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Top Tips
1. For a complex, multi-stakeholder project such
as this, run a pilot phase to test take-up and
solicit feedback that will enable you to refine
your product
2. An app needs to be functional, simple and provide
something of value for the user that cannot be
given to them by other means; be sure this is
the best media for your project and note that
promotion can only be achieved by rigorous
PR and press endorsement of your product
3. While the views of all stakeholders should be
considered, do not try to please everyone and in so
doing, meet the needs of none. Ensure you have an
agreed set of objectives from the outset and refer
back to these when difficult decisions must be made
Map of City of London Visitor Trail
Challenges and Lessons Learnt
Phase one of the Trail was very important; from this the CoL:
• Learnt about app marketing and the need for dedicated
PR – a website can improve promotion through SEO and
there is no equivalent to help ensure an app is headlined
in the App Store
• Refined routes aligned to visitor feedback and noted any
access issues
• Cultivated interest in the Trail from retail and other
businesses who were positive about future advertising
opportunities within the app – a function that was built-in
with the new re-purposed phase two edition
• Understood needs by “putting something on the table”
and then refining it aligned with the wishes of all stakeholders
– sponsors, publics, participating attractions etc
The main obstacles to overcome through the launch of the
Trail were identifying a vehicle that could engage visitors;
enhance their visit; fairly represent the destination and the
stakeholders within it; would be self-financing, through
sponsors whose revenues or footfall justify investment; and
which delivered on objectives across a number of the City
of London Corporation services.
For more information
Visit: www.cityoflondon.gov.uk/cvt
Watch: www.youtube.com/watch?v=OWLLGF5BTjU
Contact: Nick.Bodger@cityoflondon.gov.uk
Nick Bodger
Head of Visitor Development
City of London Corporation
IN
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http://www.cityoflondon.gov.uk/things-to-do/visiting-the-city/walks-tours-and-architecture/city-visitor-trail/Pages/default.aspx
https://www.youtube.com/watch%3Fv%3DOWLLGF5BTjU
mailto:Nick.Bodger%40cityoflondon.gov.uk?subject=
06
VisitEngland, Sanctuary Buildings,
20 Great Smith Street, London SW1P 3BT
www.visitengland.org
© British Tourist Authority (trading as VisitEngland) 2014. All rights reserved.
Photography by VisitEngland Images and Britain on View. Case study images provided by the City of London Corporation
This publication contains materials submitted by third parties. We cannot guarantee the accuracy or reliability
of this material and hereby disclaim any responsibility for error, omission or inaccuracy in the material or for any
misinterpretation, loss, disappointment, negligence or damage caused by reliance on any such material.
This document has been developed by VisitEngland.
VisitEngland is the country’s national tourist board responsible
for driving forward England’s Strategic Framework for Tourism with
industry partners. We work in partnership to lead the development
of a thriving tourism industry, supporting our national and local partners
to achieve economic growth and increase investment and employment
by encouraging the development of excellent visitor experiences
and effective business practices. For information on the wide range
of support and opportunities we offer to the different sectors
involved in England’s visitor economy visit visitengland.org and
for further information on England, visit visitengland.com
www.visitengland.org
01
Case Study
Interconnect
Birmingham
Interconnect Birmingham. Credit: City ID & JAP Alexander
02Interconnect Birmingham | Case Study |
Interconnect Birmingham is a framework within which
infrastructure and design for Birmingham’s city centre
streetscape is being evolved and improved, with a focus
on people, their journey, interaction and activity.
Within this framework, this project focused
on the planning, design and delivery of the
Interconnect wayfinding system, with
the aim of improving visitors’ experience
of Birmingham.
Visitor surveys and enquiries to Visitor
Centre staff identified a need to improve
wayfinding and signage in Birmingham.
Marketing Birmingham’s first audit in 2007
demonstrated 47 different signage systems
through the city centre and generally
the quality was poor. The systems were
disjointed, with too many providers seeking
different aims from their signage.
Partners and stakeholders including
Birmingham City Council, British Waterways
(now the Canal and River Trust), Centro and
the city’s Business Improvement Districts
(BIDs), were keen to work with Marketing
Birmingham to find a solution. Following an
open tender process, Marketing Birmingham
appointed City ID to support the development
of a new wayfinding system for the city.
Library of Birmingham. Credit: Christian Richters
The final system design integrated pedestrian
wayfinding with public transport information
to move Birmingham from a city in which the
provider/transport mode was the top rational,
to a situation where the individual’s journey
was the priority. This acknowledged the central
importance of the user and that each individual,
across a single journey, may walk, cycle or ride
on a bus, tram or train and therefore their options
for travel at each decision-making point must be
catered for, without obliging them to reinterpret
information a number of times.
Information is provided through a network of
on-street, heads-up, map based totems,
integrated with public transport at bus stops and
pedestrian wayfinding decision-making points.
Visitor surveys and enquiries to Visitor
Centre staff identified a need to improve
wayfinding and signage in Birmingham.
“ “
03Interconnect Birmingham | Case Study |
Interconnect area navigation totem on Colmore Row.
Credit: City ID & JAP Alexander
Approach
To bring a new wayfinding system to the street the project
comprised the following stages:
• Research and audits to establish the current state of
wayfinding provision
• Business case for improvements used for advocacy and
project support
• Proposed approach
• Pedestrian flow analysis
• Route hierarchy and location of information
• Map and content development through workshops and
open studio sessions
• Content hierarchy decisions – what should appear and
at what level of detail
• Product design and development – form of the product
to communicate the information with clarity
• Testing with the public
• Manufacture prototype
• Full production
• Installation
• Follow-up research and evaluation
Over the past 7 years various funding sources have been used to
achieve the installation of the Interconnect wayfinding system on
street. The initial works were funded by the Regional Development
Agency, ‘Advantage West Midlands’, through a successful bid from
Marketing Birmingham into the visitor economy funding stream.
This created the overview and strategy for the city.
The concept was supported and developed by Birmingham City
Council, which was working on the Big City Plan, a master plan
for the next 20 years of development for the city. ‘A Vision for a
Walkable City’ was the result of their input, focusing specifically
on planning the pedestrian realm.
This gave a strong shape to the delivery of on-street totems, which
were backed by Marketing Birmingham, Centro, Colmore Business
District and Retail Birmingham, who all invested in the foundation
stage to fund the development of content and mapping.
The opportunity to seek investment from the ERDF ‘Investing in the
City Region’ project arose with the co-funding of works by Centro.
Centro, the regional Integrated Transport Authority (ITA) had begun
to analyse its bus and metro network and develop a project in
the city centre to change bus stop locations to meet the needs
of the metro line extension through the city centre (Birmingham
City Centre Interchange ‘BCCI’) and improve bus stop and service
quality (Statutory Quality Partnership ‘SQP’).
It became clear that by developing the on-street wayfinding and
information to join-up these pedestrian and public transport
journeys, there was a more simple solution for bus passengers
and an opportunity to reveal public transport information to
pedestrians at appropriate times, to allow decisions to be
made on mode and means of travel. This would not have been
possible without the Centro-ERDF co-funding. The BIDs have
also continued to fund totems in their area, where necessary.
04Interconnect Birmingham | Case Study |
Birmingham Symphony Hall, International Convention Centre
Results
The baseline position from the Marketing Birmingham 2010
visitor survey was that 23% of visitors were dissatisfied with
mapping and signage in Birmingham. The aim was to improve
this situation, as it was also an on-going source of complaints
and enquiries to the Visitor Information Centre staff.
The Key Performance Indicator (KPI) was to reduce
dissatisfaction by 10% to just 13% as a result of the initial
Interconnect-BCCI work on signage and mapping.
Marketing Birmingham hoped that once the system had
bedded into the city and stakeholders were using the map
base to direct people to their destination, the satisfaction
results would increase.
The 2013 visitor survey showed that just 8% of respondents
were dissatisfied, achieving the project aim (Marketing
Birmingham Visitor Survey, 2013).
The Birmingham partners, with City ID, led the way in
integrating public transport and pedestrian wayfinding
information. It took time to create a partnership involving
big organisations like Birmingham City Council and Centro
and with the political power of the private sector-led BIDs.
These all coalesced around a very high quality solution to the
wayfinding which was an issue affecting all of the partners.
The Interconnect project also provided a platform on which
the BIDs and the city could work together. There had always
been collaboration, but this was the first time that a major
project had been developed together. The BIDs, particularly
Colmore Business District and Retail Birmingham, were vital
to the project achieving early support throughout several
organisations, because of their powerful business voice.
The other newer BIDs could then join the project following the
path already paved for joint-working by the original partners.
Having developed the on-street mapping and totems with the
Centro-ERDF funding, the partners all felt ownership of the
project and invested their own funds to produce associated
print and digital mapping to suit the needs of their destination/
area. This was for promotional campaigns, visitor information,
events and festivals, magazine inserts or simply wayfinding.
13%
Key Performance Indicator (KPI) target as a
result of the initial Interconnect-BCCI work
on signage and mapping (10% reduction)
of people dissatisfied with mapping
and signage in Birmingham23%
2010 visitor survey (before)
of people dissatisfied with mapping
and signage in Birmingham8%
2013 visitor survey (after)
05Interconnect Birmingham | Case Study |
Birmingham tourist information map.
Credit: City ID & JAP Alexander
Challenges and Lessons Learnt
• The focus on a high quality product and information has
made the Interconnect map base sought after by partners
and is generating further interest from stakeholders, from
developers to retail investors, throughout the city. It has
definitely been the right approach for Birmingham
• Designing a system in which the colours, font and icons
speak of Birmingham, rather than a generic solution from
a brochure, has made its journey through the planning
and conservations teams remarkably smooth. This also
reflects the desire to experience a sense of place in the
destinations we visit, rather than carbon copy streets,
shops and spaces
• The product design process needed to take more account
of the views of the assets and maintenance team. There
remains an issue with the removal of glass from the
totems, which takes a 2-people team
• Internal communications can be as political and in
need of on-going attention as those with stakeholders
and partners
• On-going maintenance must be sorted out prior to the
main delivery of the project, but sometimes there needs
to be a proof of concept stage before everyone feels
confident to sign up to it. For some places, this may be
a high quality print map, for others, a pilot area
• Such has been the interest in the system that Marketing
Birmingham are now talking to a range of stakeholders
who want to invest in the system, a great boost for future
development as the project moves out of the city centre
For more information
Top Tips
Visit: www.marketingbirmingham.com
1. Let the needs of the user – visitor or resident – guide
the function and the form of the information. By
putting them at the centre, many hurdles regarding
priority of information, partner involvement,
signage and totem design and logo disagreements
can be resolved
2. Ensure that there is a strong design ethic woven
throughout the project. It would be difficult for the
user to put their finger on why it looks good and
works well, but this is a big contributory factor
3. Expect opposition if you are implementing change
to the streetscape; but have a strong evidence
base and strategy and just one or two committed
partner champions for the project – you will win
the doubters round. Be patient – the right time will
come for the project
IN
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TO
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www.marketingbirmingham.com
06Interconnect Birmingham | Case Study |
VisitEngland, Sanctuary Buildings,
20 Great Smith Street, London SW1P 3BT
www.visitengland.org
© British Tourist Authority (trading as VisitEngland) 2014. All rights reserved.
Photography by VisitEngland Images and Britain on View.
This publication contains materials submitted by third parties. We cannot guarantee the accuracy or
reliability of this material and hereby disclaim any responsibility for error, omission or inaccuracy in the
material or for any misinterpretation, loss, disappointment, negligence or damage caused by reliance on
any such material.
This document has been developed by VisitEngland.
VisitEngland is the country’s national tourist board responsible
for driving forward England’s Strategic Framework for Tourism with
industry partners. We work in partnership to lead the development
of a thriving tourism industry, supporting our national and local partners
to achieve economic growth and increase investment and employment
by encouraging the development of excellent visitor experiences
and effective business practices. For information on the wide range
of support and opportunities we offer to the different sectors
involved in England’s visitor economy visit visitengland.org and
for further information on England, visit visitengland.com
www.visitengland.org
Interview and Analysis
Having learned about yourself and about potential employers in the area you are interested in, the next step is to have a deeper understanding of what it is like to work in the industry/company you have chosen.
Personal Interview
Conduct a personal interview with a highly successful professional working in the field you are interested in. You need to identify such a person, make the contact and schedule the interview, personally meet the professional (safely distanced via phone or online, e.g. Zoom), and gather information on the following:
· Name of the professional, position and what he/she is primarily responsible for.
· What are the most important strengths or skills necessary to achieve his/her position?
· Name of the company, products and general description of target customers.
· What characteristics does the company look for when hiring?
· How does the company find qualified employees?
· Can he/she provide recommendations on improving a student’s leadership skills?
· Obtain a business card or a link to the professional’s LinkedIn profile.
Please prepare a write-up of the interview. DO NOT use a question-and-answer format.
Analysis
Review your findings and write-up from the interview and provide the following analysis.
· Explain why the person you interviewed was selected for the assignment.
· What did you find was the most interesting part of the interview?
· Is this an area (i.e., company/industry) that you would like to explore for a job after graduation? Why or why not?
If you ARE interested in a job in this industry or with this specific position:
· Describe 3 characteristics that the person you interviewed told you were important. To what extent do your current qualifications fit within these characteristics?
· What should you do to prepare for a job in this industry between now and graduation?
· Are there courses you think you should take? Explain.
· Are there specific activities you believe will enhance your characteristics in the eyes of employers? Describe them.
If you DON’T want a job in this industry based on your interview findings:
· What industry have you found in your research that you might want to explore? Why?
· What are 3 characteristics you think you will need to join that industry? Why?
· What should you do to prepare for a job in this industry between now and graduation?
· Are there courses you think you should take? Explain.
· Are there specific activities you believe will enhance your characteristics in the eyes of employers? Describe them.
Include in Your Submission
1. Write-up and analysis including all required components in the bulleted lists and with a combined minimum word count of 1000
>> Upload the write-up and analysis as one document to Blackboard by the deadline indicated in the syllabus. If providing a business card, a photo or scanned image as a separate file will be accepted.
1. Nicole Kidman’s interview with David Marchese: Don’t Confine Me. Please discuss some of her most prominent roles.
2. Between the Bars: Garrett Bradley’s Uncategorizabe New Film Upends Assumptions about what a documentary about incarceration can be. Please write about what you took away from this article. Do you wiish to see this film>
3. Move in Place III (2015) Brandon Fernandes part of a digital and photographic collage that highlights the various meanigs a body in motion can encapsulate. Choregraphy is a tool for coding and decoding the language of movement. Your thoughts.
4. Interesting article about the indie game company that created Among Us. Due to the pandemic we are seeing numerous changes in the entertainment arena. Will these type video games endure the test of time?
5. Will influential protest art survive the pandemic?
6. Picnics outside are now considered form of entertainment. Many areas are seeing a serious uptick with people bringing linens, tables, decorative chairs etc. It has gone beyond the concept of a wicker picnic basket. Do you see this form of “dining out” as an entertainment venue or simply a way to get out during the pandemic?
7. The Shell was scheduled to open a wonderful season of the San Diego Symphony. Try to read up about this amazing outdoor home to the San Diego Symphony to the cost of 42 million. Enter: Covid 19 Pandemic!
8. Sports Marketing Enthusiasts: What is your take away from the article on p. 4. What advise would you give Jalen Rose?