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How to create a city of art ? The example of Luzern Culture

Mr. Mario LÜTOLF - General Director of Luzern and Swiss Central Tourism, Luzern, Switzerland

 

Programme

L.C.P. – Lucerne Culture Partner
Marketing Collaboration in the Art, Culture and Entertainment Sectors

Contents

1. Situation Analysis

1.1 Market Analysis
1.2 Strengths / Weaknesses and Prospects / Risks
1.3 Assessment

2. Positioning / Segmentation / Objectives

2.1 Positioning
2.2 Target Groups
2.3 Target Markets
2.4 Marketing Aims

3. Lucerne Culture Partner

3.1 Aims and Arguments
3.2 Membership
3.3 Activities

Appendix

Member List

 

1. Situation Analysis

1.1 Market Analysis

Trends in Supply

  • The economic significance of culture has risen sharply: culture is given a high status but the expectations are correspondingly higher.
  • Culture is increasingly being operated on a more professional level.
  • New partnerships are emerging and reservations are disappearing, e.g. culture and economy.
  • Boundaries are not always clearly recognisable, it is the overall experience that counts, e.g. dance and gastronomy.
  • International Trend towards Sponsorship / Development of Culture Tourism.

Trends in Demand

  • Cultural demand has risen Culture as a basic requirement.
  • Desire for experiences combining people, art and culture.
  • Leisure tourism: more money, but less time to travel away from long holidays to "short breaks" preferring culturally interesting cities, compensated for by eventful, intensive short breaks.
  • Business tourism: culture as antithesis, culture as "wellbeing for the mind".

Market Potential

  • The offer of culture greatly increases a destination's appeal.
  • Culture tourism represents a huge market potential for a city as it is "green" tourism, rich in added value.

    1.2 Strengths / Weaknesses and Prospects / Risks

Lucerne, City of Culture

1.3 Assessment

The year-round wide range of culture on offer, together with the excellent infrastructure and unspoiled landscape, meets the expectations and requirements of the visitors :

  • Lucerne has an outstanding infrastructure, both in the cultural and the tourism sectors.
  • The visitor to Lucerne also enjoys an extensive tourism offer in terms of content, and an extremely varied range of cultural attractions.
  • The preconditions on the demand side are also right: Current trends show that the demand for culture has risen and will continue to rise further. Increasingly often, there is little time left for travelling which is compensated for with a short, interesting and refreshing city break. Here, the emotional experiences, the so-called soft city factors, play a decisive role. In this respect, Lucerne enjoys a clear advantage over other cities.

 

2. Positioning / Segmentation / Objectives

2.1 Positioning

Main message

Lucerne = Stylish City of Culture

  • A city with a rich and lively range of culture on offer whose lively atmosphere makes it stand out from other cities.
  • Style = quality of life, glorious landscape as a place to relax, "savoir vivre": eat and sleep well, enjoy

Other messages

  • Lucerne = City of Festivals (as opposed to a city of museums or architecture or a cosmopolitan melting pot etc.)
  • Lively cultural life: year-round attractions, culture at a high level alongside modern art / cabaret
  • Contrast: modern and historical, traditional

    2.2 Target Groups

The target groups can be subdivided according to various criteria :

Motive

  • Culturally motivated visitors : culture as main motive
  • Culturally interested visitors : culture as additional motive or alternative
  • Art and culture enthusiasts, connoisseurs
  • Cultural enjoyment, relaxation, pleasure (culturally motivated)
  • Visitors to an event (e.g. festival, concert, exhibition)
  • Look forward to the occasion or experience (culturally motivated)
  • Short break tourists / City break tourists
  • City as actual main attraction, sights, museums, excursions (culturally interested)
  • Day trippers
  • Same motive as short break/city break tourists, but stay one day only
  • Business tourists (participants in conferences, seminars, incentives etc.)
  • Culture for a change and as a supporting programme (culturally interested)

Travel type

  • Alone
  • Groups

The L.C.P. is increasingly sponsoring visitors travelling alone.

Booking method

  • Direct
  • Indirect (through tour operator or travel agent)

Here, a visitor either books an individual trip or a package tour.

Influencing parties

  • Tour operators and travel agents
  • Media

With the limited financial resources available to the L.C.P., it is concentrating, first and foremost, on the influencing parties and is only targeting end customers as a secondary initiative.

Important : It is impossible to come up with an exclusive and generally applicable target group definition as every L.C.P. member has a different focus.

2.3 Target Markets

A-markets : Switzerland, Germany
B-markets : Italy, Great Britain, Scandinavia, USA
C-markets : The Benelux countries, France, Eastern Europe, Russia, Asia

2.4 Marketing Aims

In terms of quality

  • Image : Lucerne stands for quality cultural tourism and stands out clearly from competitive cities. The following keywords are associated with Lucerne: quality of life, zest for life, lively, amicable, tourist-friendly, innovative and trendy.
  • Renown : Lucerne is widely perceived to be a city of culture throughout Switzerland and neighbouring countries.

    The general public is aware of the significance of cultural tourism. A reciprocal convergence of tourism and culture is taking place, reservations and prejudices are disappearing.

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