Guinness Storehouse Dublin: Creating A 'Wow' Factor

Explanation of the challenge

Questions:

Explanation of the challenge

1. Have you explained what the unique selling proposition is? Have you included aspects that relate to demand and competition?

Discussion of the Guinness Storehouse

2. Have you explained in what way the visitor experience at the Guinness Storehouse is unique? Have you identified any aspects that may not be unique? Have you identified aspects that add to the visitor experience off site? Have you explained and discussed (not just described) the experience?

Support through relevant literature

3. Have you used relevant sources (e.g. journal articles, books etc.) to back up your arguments? Have you used a range of reliable sources? Have you used appropriate citations?

Presentation

4. Have you formatted the essay according to the guidelines given? Is the answer well written? Does it follow a clear structure? Have you included your reference list? Have you correctly applied Cite Them Right for your citations and reference list?

1. All businesses these days need to have a certain ‘Wow’ factor, which is its USP, in order to be successful. (Burkart, 2014). In today’s highly competitive, globalised markets, it is often not enough to just have a good product to make the business a success. (Burkart, 2014) Organizations need to pay greater heed to adding something extra, which not only distinguishes the product from others, but also add to consumers delight in order for them to buy the product. Burkart (2014) believes that taking care of small yet important things can help in this. She adds that some of the activities businesses can employ in order to develop an USP can be; giving something extra to the customers, taking care of the little details, offering a demonstration or trial for your services, eliminate the risks and back your product thoroughly as well as remembering your customers. (Burkart, 2014). During the course of this essay, we will examine the Guinness Storehouse at Dublin (Ireland) and whether it has managed to develop that ‘wow’ factor. Guinness Storehouse is located in Dublin and is a major part of Irish heritage. (Frochot and Bachat, 2014)

2. The Guinness storehouse has seven stories of space in the center of Dublin. (Frochot and Bachat, 2014). Apart from its high quality products, it invites its guests for various value added services such as smelling the different ingredients that go into making the beer, they are also invited to touch the barley and feel it. (Frochot and Bachat, 2014) The store also provides the customers a brief history of the brewery culture in Ireland, and the top floor provides them with a chance to capture the beautiful view of Dublin. (Frochot and Bachat, 2014). Additionally, guests can sample the different variety of beers Guinness offers. (Frochot and Bachat, 2014). Also, visitors can figure out how to pour the ideal pint at the Guinness Storehouse. (Dienst, 2012). The experience of the storehouse is one of a kind. It starts off with the world’s largest pint of brewed beer, which runs across the seven storied building. (Guinness, n.d.) The experience is enhanced with the splendid gift shop which offers one of a kind treats and memorabilia for the customers to purchase. (Guinness, n.d.). The Gravity Bar on the top floor of the store gives its customers a panoramic view of the city of Dublin, where they can enjoy their favourite Guinness Beer. (Guinness, n.d.). The view of the entire city is certainly one of the highlights of a customer’s experience at the store. The Arthur’s Bar on the fifth floor serves amazing snacks and condiments along with the stores flagship Guinness Beer and offers a view of the “St. James’s Gate Brewery” which brews the famous Guinness Beer. (Guinness, n.d.). Adding to customer delight is an innovative certificate which Guinness issues to its customers who complete the ‘perfect pint pourer’ (Frochot and Bachat, 2014: 95). Guinness, with its innovations like the largest pint of beer in the world, the Gravity Bar on the top floor and customers getting a real feel of the brewery industry certainly adds to the customers’ happiness index during a visit to its storehouse in Dublin. Add to that an entire floor dedicated to “alcohol prevention” (Frochot and Bachat, 2014: 96) and the customers get a fair idea of the risks involved with drinking. This further improves the image of Guinness as a company with excellent social values and regard to the safety and well being of its customers.

Discussion of the Guinness Storehouse

3. The Guinness Storehouse is a wonderful experience to be a part of. It is one of the most famous tourist destinations and attractions in Ireland. It has certainly created its own “Unique Selling Proposition” and developed a wow factor to its store. Overall, one would have to say that Guinness, through its storehouse has concentrated on its niche product – the beer, and transformed it into something much more than a pint of beer at the store. The overall experience, which includes many unforgettable ones, is part of folklore today. One would imagine that even one or two of the attractions at the storehouse would make a customer feel very delighted. However, Guinness surpasses consumer expectation and enters into consumer surplus, which is rarely found in organizations these days.

4. If we take Burkart (2014) notions on what contributes toward creating a ‘wow’ factor, we can closely associate it with the Guinness Storehouse. It has paid attention to detail, offered extra incentives for customers to keep coming back and even offers free trials of its beer. However, it can look to introduce a customer loyalty program, whereby repeat customers or customers who bring their friends with them are entitled to some form of discount or extra value added services.

References:

Burkart, K. (2014) Give your business the wow factor , 27 February, [Online], Available: https://missouribusiness.net/article/wow-factor/ [09 January 2015].

Dienst, J.N. (2012) Ireland: Where Timeless Meets on Time , December, [Online], Available: https://www.pcma.org/convene-content/convene-article/2012/12/18/ireland-where-timeless-meets-on-time#.VK9333upevc [09 January 2015].

Frochot and Bachat (2014) 'The Guinness Storehouse - an experience involving all senses' Marketing and designing the tourist experience', Woodeaton: Goodfellow,., pp. 95-96.

Guinness Inside the storehouse, [Online], Available: https://www.guinness-storehouse.com/en/Inside.aspx [09 January 2015].

Abstract

1. Does your abstract summarise your assignment? Does it include your findings? Is it of appropriate length?

Changing tourism demand

2. Have you explained how tourism demand has changed? Have you discussed relevant mega-trends? Have you considered quantitative and qualitative aspects of demand? Have you provided relevant statistics? Have you explained the opportunities and challenges that have resulted from the change in tourism demand? Have you ensured that the changes in tourism demand as well as the opportunities and challenges are relevant for your sub-sector?

Addressing changing demand

3. Have you focused your discussion on the opportunities and challenges that you have identified before? Have you considered several aspects of the visitor experience? Have you provided clear solutions to the opportunities and challenges you have identified? Have you presented aspects and measures that are already in place (these could be supported by the examples) as well as your own recommendations? Have you included different management functions, e.g. marketing, product development, support services etc.?

1. Visitor attractions assume a urgent part in the achievement of a tourism terminus, where they go about as key sparks for visits and as assets for nearby groups. The scope of stakeholders included means their powerful administration is of key criticalness in the end and in the general accomplishment of a nation's tourism item, yet they are an under-scrutinized segment of the tourism framework. The paper looks at the importance and challenges in Visitor Attraction in UK, as well as outlines some effective ways to manage the challenges.

Support through relevant literature

The UK Government's approach incorporates amplifying tourism's commitment to the economy (Blake & Cortes-Jiménez, 2007). To do this, marketing of the UK abroad and of domestic attractions inside the UK are an critical strand of UK tourism arrangement, and additionally supply-side strategies, for example, enhancing aptitudes and administration quality. These approaches are hard to execute on the other hand, without learning of how changes in the drivers of tourism demand will influence the quantities of tourism outings and estimation of tourism consumption, both for inbound and domestic tourism. This report plans to support these arrangements by giving assessments of the degree to which the drivers of both inbound and domestic tourism demand influence demand levels. In 2006, consumption by domestic visitors in the UK was £21 million, while use made by inbound travellers was £16 billion. In 2006 the UK positioned sixth in the global tourism profit UNWTO characterization behind the USA, Spain, France, Italy and China. The main five abroad markets for the UK in 2006 were the United States, France, Germany, Irish Republic and Spain. This report will contemplate these five particular nations and additionally Italy and the Netherlands. Similitude's and contrasts crosswise over nations will be recognized and examined in the present report. The tourism division is portrayed by nonstop change. Tourism ends are liable to solid rivalry, especially from developing objectives and through costs and the accessibility of low cost air transport. The investigation of the drivers of the inbound and domestic tourism demand, paying extraordinary consideration regarding the diverse purposes of visit, can give a valuable instrument to the government in request to detail proper strategy choices or suggestions. This report distinguishes the key drivers of tourism demand in the UK for diverse markets (nationalities and purposes of visit). By assessing versatilities of demand for these drivers, the report gives valuable data that can be utilized to evaluate the effect that progressions in costs and trade rates have on inbound and domestic tourism in the UK. The model created gives the Department to Culture, Media and Sport with condition of-the-workmanship instruments for aiding its choice making methodology. (Blake & Cortes-Jiménez, 2007)

The monetary commitment of retail is felt through immediate purchaser use and through neighborhood vocation and personal satisfaction as a consequence of expanding openings for work, and the backhanded local speculation that is produced through the production network and then instigated job opportunities through more noteworthy internal venture from logistics, money and friendliness businesses. Exploration proposes that voyagers 'use give or take one-third of their aggregate tourism consumptions on retail buys'. Look into additionally distinguished clear connections in the middle of age and sex and shopping action, which impacts the sorts of shops that gatherings will visit, with a customary family bunch prone to visit most shops on the grounds that their blended retail typologies implies they all have diverse hobbies. A wide advance can be accomplished, along these lines, through a blended retail offer, as is frequently seen in branded shopping outlets.

In urban areas the outline of shopping plazas has been an alternate center of examination, examining the relationship in the middle of construction modelling and consumerism. Most present day shopping offices incorporate in their outline catering spaces, tyke mind zones, routinely procurement occasions and stimulation offices including films and bars, making a micro-end inside the terminus. This is obviously to be praised in the connection of the additional guest numbers produced thus, however regularly the organizations that populate these microcosms of trade are obliged to pay an impressively higher rent than neighbourhood business may have the capacity to manage, and such an area may not be the privilege position for conventional retailers. Since large portions of these focuses are loaded with homologous high-road retailers, which is not by any methods a feedback, the "neighbourhood" item stays in its customary area on the high road. It is pivotal then to arrange how to sway potential guests to the conventional retail zones to leave the shopping plazas to investigate these territories and to buy products. This can be attained to through limited time action, social occasions and different exercises that raise the profile of conventional shopping regions. At that point there are the littler towns. These shopping centres put an enormous weight on customary strip malls and business towns, conceivably pulling purchasers far from these conventional retail situations, with the guarantee of simple stopping, simple access, long opening hours and haven from nasty climate. The danger here is really two-fold. The first issue is the risk from the planner shopping environment, which has been examined, and alternate originates from the effect of out-of town

Presentation

retail stops which have supplanted the conventional butcher, cook and merchant of the customary market town. In this circumstance it is considerably more essential to expand upon neighbourhood personality and items, and to consider the more extensive shopping environment. The business town needs to contend, not simply on the retail offer, however on the nature of the experience of the customer.

3. Challenges:

The UK has, as of late, seen a fast increment in the quantity of guest attractions of different types. Some of this development has been fuelled by National Lottery subsidizing, and various these new attractions have been decently advertised disappointments. (Swarbrooke, 2001) Besides, tragically this increment in supply has not been matched by business development. This has put weight on existing attractions and also making it troublesome for new venues to break into the business sector. It could be contended that the UK attractions market has never been so focused. In the meantime, the client is more experienced, proficient and demanding than any other time in the recent past. These variables give the connection in which today's UK fascination supervisor meets expectations. (Swarbrooke, 2001)

Waves of financial trouble have cleared crosswise over numerous parts of the world in the previous year, moving from the 'credit crunch', climbing swelling, falling house costs and, in harvest time 2008, worldwide currency markets pounding to a stop and coin markets demonstrating extreme instability. (British Tourism, n.d) Deloitte was asked to audit their tourism commitment gauges in light of this. These demonstrated a prompt effect on vocation figures in the tourism business, prompting 114,000 less occupations in 2010. Indeed the demonstrating for this expected a dollar/sterling rate of 1.8, which is liable to be excessively hopeful of the conceivable effect. Having now possibly crested, expansion has determined up expenses for vacationers, yet similarly vitally for tourism organizations. The "bushel" of merchandise and administrations bought by tourism organizations does not reflect the 'buyer value record' wicker container – for some organizations vitality expenses make up a critical piece of consumption, and for tourism organizations giving nourishment and beverage, the expense of these products has climbed significantly more pointedly than the run of the mill family crate whereupon feature expansion figures are based. This implies that organizations confront a twofold test; possibly debilitating purchaser demand (with an ever more prominent yearning for quality for cash) joined with an expanding expense base. For tourism  organizations to get by throughout the following year or two it will be  crucial for a tight cover to be continued costs that are charged and subsequently costs; any expenses considered expendable will be reduced, and we confront a hazard that numerous will see quality accreditation plan instalments (or actually marketing use) as just pleasant to have in times of bounty, however unimportant when difficulties are out of control. (British Tourism, n.d)

A division effectively feeling the squeeze is the carrier business. Around three-dozen aerial shuttles crumpled far and wide in 2008, and most investigators suspect that, in spite of the declining cost of oil, more are situated to take after. Business tourism is a vital component of demand for tourism, with "genuine" inbound business using up 109% since 1979, looked at with development of just 18% in inbound occasion use. (British Tourism, n.d) Nonetheless, we hazard seeing a time of withdrawal, particularly inside the monetary and business administration’s area; this right now takes the type of volume holding up and organizations discovering approaches to trim expenses, in any case, if subsidence is certain, the volume of business tourism will conceivably decrease – for sure, inn inhabitancy in London amid September 2008 was strongly down on a year prior. London remains an overwhelming worldwide city for 'working together', yet this position is under danger from the current financial downturn as well as from the development of new business centres in spots, for example, Dubai, Shanghai and Mumbai. After a time of supported development for the volume and estimation of inbound tourism for Britain, we are currently entering a spell of far weaker development and, conceivably, withdrawn. (British Tourism, n.d)

Guinness Storehouse: A Unique Selling Proposition

England is moving from a time of high open interest in objectives and the associations that help and oversee them, to an additionally difficult budgetary environment. The landscape for tourism backing is additionally changing, as will the part of the private area in setting needs which will get to be more noticeable. It is currently much more essential that information and understanding about end of the line administration is imparted and made generally accessible.

End administration will be significant in the accomplishment of the development focuses of the Strategic Framework for English Tourism. The related Action Plans highlight various regions in which ends of the line have a key part to play however these arrangements may not concentrate on more extensive chances to accomplish development that different segments of the neighbourhood economy can give. For instance, confirmation proposes that the evening time economy is a region that numerous urban objectives can underwrite upon.

Given the differing qualities of the goals inside England, and the scope of associations included in their administration, it is not suitable to recommend that there is stand out, ideal method for dealing with a region. Every terminus has its own particular special set of issues, and arrangements need to be customized to these conditions. Reinforcing the information, capacity and aptitudes of the individuals who deal with these spots will help associations react to the novel difficulties they confront.

Goal administration is not exclusively about marketing. The assignment incorporates creating the item, keeping up and improving the experience and giving a typical vision to open, private and nearby power accomplices to work towards.

Goal administration does not happen by a solitary association being altogether control of the entirety. Successful goal administration truly does mean cooperation and organizations.

Making viable connections between Local Enterprise Partnerships, Local Authorities and tourism organizations will be discriminating in giving key authority in creating nearby guest economies. Building and supporting those connections obliges the privilege individuals, with information and understanding of the guest economy, and with the validity to represent the organizations in the part.

4. Effective management of Visitor Attractions:
 

• Concur a typical understanding of end administration among current driving professionals and associations who champion tourism administration. This is the premise of the promotion, capability and model practice that takes after.
• Put forth the defence for why end administration is essential both at a nearby level in making better ends of the line and at a national level in understanding the government's development focuses for the business.
• Secure and concur the parts of great end of the line administration. This will incorporate a philosophy which permits goals to:

1) Assess their situating of the guest economy inside the terminus' key setting

2) Measure their execution; and,

3) Demonstrate their effect.

• Secure a gathering of model goals focused around concurred situating and execution criteria. This gathering will:

1. Own the terminus administration activity plan for its three year length of time; and,
2. Help convey the usage of activities. This gathering will be a piece of the Destination Management Forum (either the fundamental gathering or a sub bunch).

• Distribute a rundown of Destination Management Organizations that are working towards attaining to all segments of the execution and situating lattice.
• Expand on existing systems and occasions (for the individuals who are occupied with terminus administration in its broadest setting) keeping in mind the end goal to encourage an enhanced understanding and selection of the DM execution lattice.
• Exploration existing assets for the administration of spots and ends of the line to: Recognize the scope of materials accessible and distinguish holes. Cases of materials could incorporate the settled Destination Management Handbook, Mosaic Place Making Toolkit or Living Places. Recognize careful investigations and illustrations to help enhance the methodology of goal administration, e.g. the most effective method to create an end of the line administration plan.
• Create an entryway that will empower key assets to be sourced by those with a part in overseeing ends of the line. The gateway will have two key topics – individuals and spot: The "Individuals" segment will have the extensive variety of materials that backing the advancement of skills and abilities in the field of goal administration to underpin understanding at a neighbourhood level (e.g. the post graduate capabilities from TMI).
• The "Spot" area will be a stage that permits the offering of data and assets around goal administration (i.e. not only for the single person). This will incorporate briefings on regions for development potential that objectives can consider, e.g. the evening time economy and/ or Purple Flag.
• This will be an open hotspot for anybody to get to, change and help towards. Overseen in conjunction with key accomplices this asset will work as a Destination Management Wiki.
• Offer the lessons from the move pathfinder program. This project is intended to encourage the imparting of encounters amid the advancing landscapes for administration of the guest economy at a neighbourhood level

Conclusions:

There was proceeded with shakiness in the UK economy in 2012, with Gross Domestic Product in decay for 75% of 2012, and the Olympics additionally having an unsettling impact for a few attractions.

The climate was portrayed by a genuinely warm, dry Spring took after by one of the wettest summers on record, with above normal precipitation proceeding for whatever is left of the year.

Generally speaking there was a -1% yearly decrease altogether visits to attractions in 2012.

Divisions with high quantities of open air attractions and paid attractions discovered 2012 especially difficult, however just two parts (historical centers & displays and working environments) had the capacity resist this pattern and develop guest numbers.

Free locales fared much better than paid, developing guest numbers by +2% versus a decrease of -3%. The biggest attractions (with 200,000 guests) likewise figured out how to build affirmations (by +1%), helped by development of the abroad market.

Grown-up section charges to paid attractions expanded by +4% in 2012, with kid charges expanding by +3%. This served to balance the effect of a drop in guest numbers, empowering locales to become terrible income by +1% generally speaking. Notwithstanding, the income increment was determined by simply a quarter of attractions, and there were more destinations reporting a decline (36%) than an expand (27%) in income in 2012.

In the course of recent years, the extent of attractions making extra marketing speculations has been in steady decay. There are currently almost the same number of attractions diminishing their marketing use as there are expanding.

References:

Blake & Cortes-Jiménez (2007) 'The Drivers of Tourism Demand in the UK', Christel DeHaan Tourism and Travel Research Institute, December.

British Tourism (n.d) 'Achieving the Full Potential of the visitor Economy', British Tourism.

Burkart, K. (2014) Give your business the wow factor , 27 February, [Online], Available: https://missouribusiness.net/article/wow-factor/ [09 January 2015].

Dienst, J.N. (2012) Ireland: Where Timeless Meets on Time , December, [Online], Available: https://www.pcma.org/convene-content/convene-article/2012/12/18/ireland-where-timeless-meets-on-time#.VK9333upevc [09 January 2015].

Frochot and Bachat (2014) 'The Guinness Storehouse - an experience involving all senses' Marketing and designing the tourist experience', Woodeaton: Goodfellow,., pp. 95-96.

Guinness Inside the storehouse, [Online], Available: https://www.guinness-storehouse.com/en/Inside.aspx [09 January 2015].

Swarbrooke, J. (2001) 'Key challenges for visitor attraction managers in the UK', ournal of Retail & Leisure Property , pp. 318–336.