5C: Delivering Visitor Information
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It goes on to look at:
- first impressions
- using skilled staff
- applying communication standards
- integrated destination marketing.
This section draws from TIC Guidance Notes developed by South West Tourism and the TIC Handbook developed by Tourism South East.
5B: The Business Case for Visitor Information dealt with identifying core customer groups. This section considers information needed to deliver a better service. Essentially it involves understanding customer motivation and expectations when using the T/VIC service, whether as a local resident or a visitor.
In many ways identifying who the customers are is the easy part. Assessing the goods and services which might be of interest, the type of information they seek, current demand and future trends – all of these influence the how, why and what of visitor information.
Just as important are the potential customers (the majority of the population) who don’t use the service. The reasons for this are many and varied and could include:
- a perception that the T/VIC is old fashioned
- a lack of understanding about the range of goods and services offered, information overload
- a cultural change to do-it-yourself information.
However, there are numerous examples where T/VICs have taken the initiative to introduce themselves to a wider customer base – late-night openings, press features, open days, support of special events and festivals, hosting community group meetings and being an active participant in local initiatives, eg co-ordinating the town festival, joining the chamber of commerce.
Trying to second guess customer needs is fraught with difficulty, especially when there is a list of priority tasks waiting. Fortunately it is relatively simple to encourage customers to share their feedback by providing the ways and means to do so.
The method chosen to collect visitor feedback influences both the volume of response and the honesty of the content. Where possible it is best to use a mixture of methods. Lots of gushing praise is nice to read but not necessarily helpful as it may be hiding a fundamental issue. Constructive criticism, especially if mentioned more than once, identifies a problem which needs to be tackled.
Information on carrying out customer surveys is given in Section 3 Destination Monitoring. The following are different methods to consider.
Comment books can be left open and available. This is however generally not the most effective or efficient way to gain a service appraisal and can be difficult to evaluate. However it is better than nothing.
Self-completion surveys are designed to ask a few key questions with answers rated on a sliding scale to minimise the amount of effort the customer is asked to make. Surveys can be helpful for assessing the likely impact of new services, or support a reduction in existing, non-profitable or time-consuming ones.
Encourage responses by providing a receptacle so customers can retain anonymity. Minimise the requirement for lengthy prose and add an incentive for completion of the survey. This is useful for adding customer names and addresses to the destination management system mailing list.
There are statistical issues with any self-select survey methodology, however they can provide useful and valuable guidance providing care was taken with the question design and analysis.
Externally-delivered market research is designed, delivered and monitored by an impartial third party organisation. This is likely to be the most expensive option. The benefit is statistically valid data. Repeated regularly they monitor on-going trends. As well as professional market research companies there are universities and further education colleges which could undertake the assignment for a lower fee.
Asking questions is often the quickest and simplest means of gathering vital customer feedback. Ask a few set questions, or record pertinent comments made in the course of a conversation.
Holding focus groups is most appropriate for local business customers and can deliver valuable feedback. Sessions should be handled with specific objectives in mind and preferably by a skilled facilitator to get the most benefit.
Having collected the raw data, it is importance to analyse it and act on it. Remember to tell customers where changes were made at their suggestion – a Sunday Times 2007 survey reports that 50% of businesses act on feedback yet only 5% tell customers about it.
The average person forms their opinion about something within 10 seconds of encountering it; it is therefore important to ensure the look and feel of the T/VIC shape a positive first impression. This should be reinforced by the first staff contact, the quality of service received right through to the customer departure.
The following should be clear, consistently applied and obvious to customers:
- use of the Tourist Information brand externally and internally
- visible, identifiable members of staff.
Generally, staffing is the visitor information service’s largest cost heading and largely determines the opening hours for the service. T/VIC members of staff are the visible face of destination management, and are responsible for most customer interaction.
Staff should be informed, professional and approachable, and have the ability to provide more than answers to questions. Sharing local knowledge, problem solving and delivering for business are routine aspects of their role.
Over the years the best members of staff adapt and respond to changing service needs and learn new skills for example in:
- retail
- information and communication technology
- management.
They can be enabled to do this through the offer of on-the-job skill sharing, specialist training, and academic and vocational qualifications.
Good members of staff are an investment. They should have written job descriptions, expect an annual appraisal and undergo continual professional development through training.
It can be helpful to include the following to internal training:
- health and safety
- diversity awareness
- accessibility.
Internal training should be supplemented with external courses such as Welcome to Excellence. Many T/VIC staff routinely also have:
- a second language
- a European Computer Driving Licence
- management training
- NVQs in retail.
DMOs and regional skills and training organisations may be able to assist with "train the trainer" opportunities, and this can be valuable if there are issues with freeing up staff from the T/VIC rota.
Another excellent means for sharing best practice is through placements at other TICs. This enables experience of different operating methods and problem solving at relatively low cost and builds relationships through awareness.
Those in a managerial role should encourage regular team briefings, skill swaps, opportunities to input into service plans, suggestions, and system improvement.
Depending on the seasonality of the service it may be necessary to have summer placement, part-time temporary or casual staff to cover peak times. Where this is the case the service requirement for extra staff should be the same as for full-time staff:
- to be professional, impartial, and efficient
- to have product knowledge second to none
- to be enthusiastic and welcoming – a people person
- to be able to engage customers in conversation – to encourage sales
- to be accurate with data and information.
Across the country there are no enforceable standards which apply to all T/VIC services. Some customers may feel intimidated by a formal approach, others offended by an informal one. Customers should be dealt with as individuals but it is possible to set some guidelines to inform all means of customer communication.
Increasing use of mobile phone and broadband technology means customers are used to instant communication. Public services generally have target response times – yet being on the receiving end of a holding message promising a response within three days when you want to make holiday plans is frustrating. These days, if customers can’t get what they want when they want it, they will look elsewhere.
Customer questions are rarely straightforward, which is where a good T/VIC service is most valuable. Frequent, regular questions can generate a pre-defined response, which should be personalised to the individual enquirer. It saves time and ensures a speedy response and a happy customer – providing the answer addresses all the required points.
There really should be no excuse for not answering enquiries, yet according to national mystery shopper exercises, this happens with surprising regularity.
Personal greetings should convey a warm, friendly welcome and ideally will be made as soon as the customer enters through the door. If not practical, a smile of acknowledgement is preferable to ignoring the guests. On departure, visitors should feel that their enquiries were professionally handled, that they were welcome and that they can use the service again.
Telephone greetings should be delivered in a friendly, professional manner that clearly conveys the name of the T/VIC and of the person dealing with the enquiry. If a set greeting is used, staff should beware of the ‘sing-song’ effect which tends to occur when a phrase is repeated on a regular basis.
Emails should follow the form of address used by the customer in the first place, ie use the first name or the title and surname – their preference should be obvious from the initial communication.
Accessible premises should incorporate an induction loop hearing system, which staff should be able to operate. Ideally staff should have the ability to sign a greeting. In a similar fashion, staff should be able to greet visitors from overseas in their native tongue. Welcome All and Welcome Host International www.welcometoexcellence.co.uk are ideal for learning these basic skills.
When the office is closed the answer-phone message should give details of when the office will be open. In some cases it may be possible for callers to leave a message – otherwise the customer will have to call back when it suits the office, but not necessarily the customer.
Using the answer-phone service during busy periods is not recommended but sometime unavoidable.
The Internet enables 24 hour communication. Automated email responses should direct the enquirer to the destination website where they may find the information they seek.
Dealing with strangers can be intimidating and both email and telephone communication can be fraught with instances of misunderstanding through tone of voice or use of language. Simple tips to try to overcome these are:
- remember to speak with a smile
- concentrate on the caller – hear / read their questions and answer accordingly
- use every opportunity to up-sell additional goods and services
- ensure the customer knows where to find additional information
- use the spell checker facility and read messages thoroughly before sending
- set up automatic signatures with contact information
- use a professional email address (one reflecting your website's URL, not a free web-based account)
- know how to finish an overlong conversation politely
- if capturing contact data remember the data protection opt-in question allowing you to re-use the data.
Many T/VIC customers use equivalent services across the UK and elsewhere. This builds up expectation - which can be either exceeded or disappointed by the service received. A few tips towards projecting a professional service are:
- keep workspace areas and visible storage shelves clutter-free
- make window displays attractive – hire a professional if needs be and change them regularly
- review external maintenance tasks and action any necessary work
- keep interiors clean and tidy with well-stocked racks and shelves
- maintain ample floor space for manoeuvring lots of people, wheelchairs, pushchairs and luggage
- understand the "tricks of the trade" – eye-catching, colourful displays that can be handled
- provide out-of-hours notices featuring contact numbers, accommodation with known availability and emergency services
- keep up-to-date displays and information relevant to your customers
- create a welcoming, comfortable atmosphere that encourages dwell-time
- maintain an appropriate ambient temperature, eg keep doors open in good weather
- watch out for trip hazards, areas of poor lighting and steps
- wherever possible provide some seating.
T/VICs have face-to-face contact with over five million visitors each year. This provides unparalleled opportunities for collecting and supplying detailed visitor data – which in turn supports e-marketing, promotional campaigns, monitoring and evaluation.
Visitor data collated by T/VICs can be used to develop:
- marketing campaigns – supported by brochure fulfilment (mailshots), counter and telephone services, accommodation bookings
- information resources – cross-checking promotional information
- Customer Relationship Marketing (CRM) - developed by logging every point of customer contact onto a database
- up-selling – providing a destination "shop window" with opportunities to purchase tickets for theatre, attractions, excursions, events, etc
- holiday packages – selling a range of local short breaks.
Oct 2008