downloadable - Visit Montserrat

Draft Final Report, 19 th July, 2012
This has been Montserrat’s experience, in that prior to 1995
there were some 400 villas on the island. A vast number of
these were owned by expatriate retirees or semi retirees and
they made a significant contribution to employment and the
island’s tourism economy in general.
Both islands are actively engaged in developing capacity,
skills and infrastructure, and in trying to build awareness of the
destination in key markets, with existing and potential
operators (both tour and cruise).
Equally both destinations have identified the diaspora as
important contributors for the islands economic recovery.
Outsourcing - The St Helena Model
St Helena has no tourist office in the UK. However, there is a
representative who performs primarily diplomatic and
administrative functions. The Diplomatic representative makes
office space available as needed to support the marketing
function and provides input when requested.
The Government of St Helena recognized that some aspects
of international promotion, particularly participating at tourism
fairs as an exhibitor was outside its means. A conscious
decision was taken that all marketing activities would be
carefully targeted and focused on results delivery, and that the
marketing and Public Relations functions in the UK and South
Africa would be outsourced.
A Sales and Marketing Executive (SME) with a background
in tour operations and destination marketing was recruited
(on a 2 year contract) to work for 72 days per year on a calldown
basis, as agreed with the Tourism Development
Executive.
The SME works from a home base in the UK but has access
to office facilities at the St Helena diplomatic office in London.
While the primary focus was the UK market she is expected to
travel overseas from time to time, and to assist ad hoc, in
other markets such as France, Germany and South Africa.
The SME’s primary tasks are:
‣ To develop regular, pro-active contacts with existing
operators to the island, and to provide additional support
as needed in order to expand their product offerings and
feature the island more prominently.
Small contributions are made for such initiatives as cooperative
advertising, direct mail campaigns, and online
activity. This allows St. Helena to “piggy back” on the tour
operators larger and more wide ranging marketing activities
and campaigns in a cost effective manner.
‣ To identify and strengthen relations with potential new
operators, both by introducing them to the island and
working with island suppliers to create and offer itineraries
for their use.
This helps stimulate private sector development and build
capacity amongst less experienced providers of goods and
services by assisting them to develop these itineraries.
‣ To attend all the major travel exhibitions, and to meet and
network with trade visitors at the show by ’”walking the
floor” to set up meetings with potential operators and
others interested in the island.
MONTSERRAT TOURISM DEVELOPMENT PLAN 2012 – 2022
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