There are nine factors we have to get right to successfully transform summer business for Manchester.
We have to be clear about:
1. The Key Partners in the Project; hoteliers, cultural institutions, attractions, event organisers, Visit Manchester and CityCo. We don't need everyone in the field we just need the people who see the opportunity and want to share the market opportunity.
2. Understand the customer need; the UK economy remains in fragile recovery and so are most households; the customers need great new ideas that are imaginative, value for money and exceed expectations. Further, with a Euro worth 90p and a US dollar at 66p Manchester never looked like such great value.
3. Build the value proposition. This project is not about diluting the marketing or just discounting prices we need to build a solid value proposition for the customers; great activities, great hotels and great itineraries that are really easy to book. We have to be able to assemble the packages in to a simple attractive booking format.
4. Understand the customer segment. The priority for the Summer 2010 project is family audiences.
5. Select the Channels to Market. At the moment Visit Manchester, CityCo and Late Rooms offer the easiest channels to market alongside all of the partners own on line and PR activity.
6. Establish the Key Resources. How much will it cost to tackle this project in 2010 bearing in mind the market opportunity going in to 2011, 12 and 13? If we get it right we could grow a significant new element to our businesses every year. Awareness Reliability and Responsiveness are key drivers.
7. What are the key Customer Relationships. What type of relationship does each of our customers expect us to establish and maintain with them? Is this really in the hands of the hotels or can we get in to a resort mindset where we offer a family friendly service at every outlet?
8. Revenue Streams. There are multiple revenue streams coming out of this Summer City business model. Hotel stays, retail purchases, food and drink revenue, car parking, public transport income, institutional visits, venue merchandising.
9. Cost Structure. If we really can figure out a way of working smarter and harder this summer then we will have a small increase in costs arising from marketing activities and staffing, however this is a value based business argument, we are creating value in the city in the summer. If we pull together we get economy of scale and scope.
So there it is, a business model framework and so prototype thinking.
If we do nothing then we face another 6 weeks of revenue drought this summer and pin all our hopes on a cost focused solution, can we stay shut more tightly?
If just a small band of us can deliver something in then we get the chance to build knowledge and capability to grow in 2011.
What are World Class Service doing to contribute? We are building a 5 day residential Strategic Leadership Summer Programme to help hospitality service leaders prepare for their future by hearing from Business School heavyweights and industry luminaries. Why are we doing this? Because we see that if Cornell can do it so could Manchester.
Howard Raynor with thanks to Alexander Osterwalder and Yves Pigneur.