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be there be .brussels

Action Plan 2019

EN


TABLE OF CONTENTS

1 INTRODUCTION........................................................................................................................................................3 1.1 BACKGROUND TO THE ACTION PLAN 2019: THE MANAGEMENT CONTRACT.....................................9 1.2 THE GENERAL CONTEXT: MANY CHALLENGES, MANY ACTORS, A VARIETY OF COLLABORATIONS................................................................................................................................................10 2 AIMS.............................................................................................................................................................................15 3 STRATEGIES..............................................................................................................................................................23 3.1 BRAND STRATEGY: CONVEY A STRONG, COHERENT AND ATTRACTIVE IMAGE OF MANY CHALLENGES, MANY ACTORS AND A VARIETY OF COLLABORATIONS..........................................24 3.2 AFFINITY STRATEGY: HIGHLIGHT AND REINFORCE THE REGION’S STRENGTHS.............................26 3.2.1 STRENGTHEN THE OFFERING AND TRANSLATE IT INTO PROMOTIONAL TOOLS...........................27 3.2.2 COMMUNICATE TO SPECIFIC TARGET GROUPS......................................................................................29 3.3 STRATEGY FOR EVENTS-DRIVEN ATTRACTIVENESS: AN ADDED VALUE............................................30 3.4 DIGITAL STRATEGY: THE DIGITAL REVOLUTION.........................................................................................31 3.5 CUSTOMER EXPERIENCE STRATEGY: RECEPTION AND SATISFACTION.............................................32 3.5.1 RECEPTION OF VISITORS...............................................................................................................................32 3.5.2 B2B CUSTOMER EXPERIENCE AND SATISFACTION...............................................................................33 3.6 SALES STRATEGY (MICE/LEISURE): ENHANCE PERFORMANCE...........................................................34 3.6.1 SALES ACTIONS AND PRESENCE IN PRIORITY MARKETS...................................................................35 3.6.2 BUSINESS DEVELOPMENT.............................................................................................................................36 3.7 WORKING IN SYNERGY WITH THE SECTOR...................................................................................................37 4 ACTION PLAN FOR MANAGEMENT – CONVENTION & ASSOCIATION.......................................................41 4.1 MISSIONS...............................................................................................................................................................42 4.2 TARGET GROUPS...................................................................................................................................................42 4.3 ASSESSMENT OF THE ACTIONS.......................................................................................................................43 4.4 CONVENTION BUREAU........................................................................................................................................44 4.5 ASSOCIATION BUREAU.......................................................................................................................................49 4.6 AMBASSADOR & INTERNATIONAL PROGRAMMES.....................................................................................52 5 ACTION PLAN FOR MANAGEMENT – CULTURE & CITY LIFE........................................................................57 5.1 MISSIONS...............................................................................................................................................................58 5.2 TARGET GROUPS...................................................................................................................................................60 5.3 ASSESSMENT OF THE ACTIONS.......................................................................................................................61 5.4 FRAMEWORK OF THE ACTIONS........................................................................................................................61 5.5 EUROPE....................................................................................................................................................................63 5.5.1 EUROPEAN CAPITAL.........................................................................................................................................63 5.5.2 THE EXPATS TARGET GROUP.........................................................................................................................64 5.5.3 EUROPE DIRECT................................................................................................................................................65 5.6 HERITAGE................................................................................................................................................................67 5.6.1 THEME – HISTORY AND HERITAGE...............................................................................................................67 5.6.2 THEME – ART NOUVEAU/ART DECO............................................................................................................68 5.6.3 THEME – SURREALISM....................................................................................................................................68 5.7 ARTS & CREATIVITY.............................................................................................................................................71 5.7.1 THEME – COMICS AND POP CULTURE.........................................................................................................71 5.7.2 THEME – PERFORMING ARTS.........................................................................................................................72 5.7.3 THEME – CONTEMPORARY ART.....................................................................................................................72 5.7.4 THEME – FASHION & DESIGN.........................................................................................................................73 5.7.5 THEME – JAZZ.....................................................................................................................................................74 5.7.6 BRUSSELS 2030 BID.........................................................................................................................................74 5.8 CITY LIFE.................................................................................................................................................................79 5.8.1 THE LGBT TARGET GROUP...............................................................................................................................79 5.8.2 THE FAMILIES TARGET GROUP......................................................................................................................80 5.8.3 THE SCHOOLS TARGET GROUP.....................................................................................................................80 5.8.4 THEME – GASTRONOMY...................................................................................................................................82 5.8.5 THEME – SUSTAINABLE TOURISM...............................................................................................................85 5.8.6 THE TARGET “TOURISM FOR ALL”.................................................................................................................86 5.8.7 THEME – URBAN CULTURE.............................................................................................................................86 5.8.8 THEME – SPORT.................................................................................................................................................89 5.9 CULTURAL COMMUNICATION...........................................................................................................................92 5.9.1 AGENDA.BRUSSELS..........................................................................................................................................92 5.9.2 ARSENE 50...........................................................................................................................................................95 5.10 DISCOVER THE CITY..........................................................................................................................................96 5.10.1 GUIDED TOURS................................................................................................................................................96 5.10.2 GREETERS.........................................................................................................................................................96 5.10.3 DISCOVERING THE DISTRICTS...................................................................................................................99 5.11 WELCOME..............................................................................................................................................................100 5.11.1 RECEPTION OFFICES.....................................................................................................................................100 5.11.2 EXPERIENCE.BRUSSELS..............................................................................................................................101 5.12 SCREEN.BRUSSELS FILM COMMISSION....................................................................................................102 6 ACTION PLAN FOR SALES & MARKETING.........................................................................................................107 6.1 ASSESSMENT OF THE ACTIONS.......................................................................................................................108 6.2 OFFLINE COMMUNICATION...............................................................................................................................109 6.3 DIGITAL COMMUNICATION................................................................................................................................112

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Introduction


6.4 PRESS.......................................................................................................................................................................117 6.5 COPYWRITING & TRANSLATIONS....................................................................................................................118 6.6 SALES & PROMOTION..........................................................................................................................................120 6.7 FOREIGN MARKETS..............................................................................................................................................126 6.8 MARKET INTELLIGENCE.....................................................................................................................................130 7 ACTION PLAN FOR EVENTS & FAIRS...................................................................................................................135 7.1 MISSIONS................................................................................................................................................................136 7.2 TARGET GROUPS...................................................................................................................................................137 7.3 ASSESSMENT OF THE ACTIONS.......................................................................................................................138 7.4 BRUSSELS DAYS...................................................................................................................................................138 7.5 EVENTS....................................................................................................................................................................141 7.6 TRADE FAIRS..........................................................................................................................................................150 7.6.1 TOURISM TRADE FAIRS...................................................................................................................................150 7.6.2 OTHER INTERNATIONAL TRADE FAIRS AND EVENTS.............................................................................152 8 ACTION PLAN FOR FINANCE & OPERATIONS..................................................................................................157 8.1 MISSIONS...............................................................................................................................................................158 8.2 FINANCE & ACCOUNTING...................................................................................................................................159 8.3 HUMAN RESOURCES...........................................................................................................................................162 8.4 IT & TELECOMMUNICATIONS............................................................................................................................163 8.5 BUILDING MANAGEMENT..................................................................................................................................164 8.6 INTERNAL SALES..................................................................................................................................................165 8.6.1 LOCATION OF BIP AND THE TRAM EXPERIENCE.....................................................................................165 8.6.2 TICKETING...........................................................................................................................................................165 8.7 ADVERTISING AND SPONSORING...................................................................................................................166 8.8 MANAGEMENT CONTROL...................................................................................................................................166 8.9 CONTRACT MANAGEMENT................................................................................................................................167 8.10 INTERNAL CONTROL..........................................................................................................................................167 9 GLOSSARY..................................................................................................................................................................168

Introduction

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1 Introduction ©XPO creatives


Ixelles Ponds


1.1 BACKGROUND TO THE ACTION PLAN 2019: THE MANAGEMENT CONTRACT

The first management contract, signed by visit. brussels and the Brussels-Capital Region on 18 April 2018, set out the missions and resources allocated to the Association. This was the culmination of a process, which started in 2010 based on a general observation: the need to create a single structure focused on promoting Brussels as a destination, at a national and international level. In 2014, the 6th State Reform regionalised the responsibility for tourism, resulting first of all in the merger of several non-profit organisations associated with the image and reach of Brussels, and secondly, the transfer of staff dedicated to promoting Brussels within the non-profit organisation “Wallonie Bruxelles Tourisme�. The objective was to create a single entity with its own board of directors and strategic committee, which would ensure that private stakeholders were represented. Signing the management contract, which lays down the missions of the Association for the coming five years, is the final stage in this transformation. This contract is intended to sustain the entity and ensure its development, with the aim of achieving the objective of 10 million overnight stays per year, set by the government of the Brussels-Capital Region. The objectives and missions set out in this management contract form the backdrop to the activities conducted by visit.brussels and are reflected in the various sections of this 2019 Action Plan.

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1.2 THE GENERAL CONTEXT: MANY CHALLENGES, MANY ACTORS, A VARIETY OF COLLABORATIONS Following two particularly difficult years for tourism and culture in 2015 and 2016, years 2017 and 2018 are clearly characterised by the rebound of the sector. After two years of work focused on stimulus measures, the growth recorded in 2018 once again makes it possible to envisage working on innovation in order to confront the new challenges and upheavals in the tourism, cultural and event sectors. Indeed, in recent years, these sectors have undergone profound transformations in line with the evolutions of their target audience. The “tourist” has become the “traveller”, or “city tripper”, who places great importance on the “experience”, the ecological impact of their trip and the quality of interaction with the locals of the destination. In addition, the digital revolution has changed tourism marketing and the role of the various actors, resulting in new business models, changes in cultural consumption, the leisure market and cultural communication. These transformations are taking place in a constantly evolving Brussels Region: its international and multicultural character is increasingly highlighted as well as its role as the European capital and an international crossroads. In addition, the role of the 19 municipalities is growing in terms of tourism. There are various challenges ahead, including the bid for European Capital of Culture 2030, the KANAL Centre Pompidou and the hosting of one of the world’s greatest sporting events, the Tour de France. To complete its work, visit.brussels also needs to take into account the innovations that are developing in the field of citizen projects and sustainable urban initiatives, the various new infrastructure projects currently underway (pedestrianisation, Brussels Cruise Terminal, etc.), the development of the Mediapark and the redevelopment of the Ixelles barracks site. More than ever, Brussels residents themselves (who represent more than 180 nationalities speaking around 100 languages) are seen as the premier ambassadors of the destination. They help convey a positive image of Brussels, as do tourism organisations, actors in the cultural and event sectors as well as the media. The diversity of the visitors coming to the destination reflects the cosmopolitan character of the Region, which is part of its DNA. The Brussels tourism, cultural and events offering not only attracts visitors from Europe, who are curious to discover the European capital, but also the Flemish and Walloon people who work or live in Brussels. It attracts visitors from distant countries, thanks to the international connectivity of the Region. Finally, it attracts many professional visitors and expats, their families and friends. The

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diversity of this potential target audience is a veritable opportunity for the Brussels-Capital Region, for its image and for the development of its tourism, cultural and events sectors. Through this 2019 Action Plan, visit.brussels is committed more than ever to working in partnership with the various actors in these three sectors and to continuing its reflection on the challenges and opportunities of Brussels tourism, based on the principle of “what is beneficial to visitors to the Region must also be beneficial to its inhabitants�. More than a standard tourist office, visit.brussels has become a fully-fledged regional development actor, involved in cultural communication, organising major events, urban marketing and image campaigns for the Region. As demonstrated by this 2019 Action Plan, the Association will continue to play this key role as part of a vast network.

Mural of the Smurfs

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KANAL - Centre Pompidou ©Veerle Vercauteren


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Objectives


Developing tourist numbers – the mandate entrusted to visit.brussels – is aimed above all at creating jobs in the Brussels-Capital Region. The growth dynamic needs to be harnessed to generate more overnight stays, conventions and seminars; sectors that create a significant number of direct and indirect jobs. This objective relates to Articles 4 to 6 of the Management Contract.

Art. 4 of the 2018-2023 Management Contract: Increase the number of visitors

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Art. 4 of the 2018-2023 Management Contract: Increase the number of visitors

Between 2010 and 2014, the number of overnight stays in Brussels increased by 40%, reaching seven million. In 2015, the attacks in Paris and the lock-down in Brussels resulted in a drop of nearly 5% in the number of visitors over the full year. This decline worsened in 2016, following the attacks in Brussels and the closure of Brussels National Airport, with drops of up to 30%. In 2017, Brussels recovered from these tragic events, allowing it to keep the ambition formulated by visit.brussels at the end of 2015 on course: to aim for gradual growth in order to exceed the symbolic threshold of 10 million overnight stays by the end of the Management Contract. The aim is not only to increase longer-stay tourism but also day tourism. In 2017, visits to the Region’s museums and attractions increased compared to the previous year, returning to the 2015 figures. The aim is to continue achieving growth of around 5% annually. Professional tourism proved to be more stable in the face of the events of 2015 and 2016 and an upswing in demand was observed. This growth needs to be consolidated by increasing the number of conventions and trade fairs organised in Brussels. In addition, the aim will be to encourage these professional tourists to return to the Brussels-Capital Region in a private context.

Art. 5 of the 2018-2023 Management Contract: Strengthen the image of Brussels

Following the major campaigns organised in 2017 (the international image campaign “Where will Brussels take you?” and the MIXITY.brussels theme year 2017), visit.brussels will continue to strengthen the brand image of the capital in its various dimensions and as a major cosmopolitan capital. The cultural offering is a major foundation of a city’s image, particularly in Brussels. The Region is home to around 100 museums and every year hosts some 23,000 cultural events, which can be found in the agenda.brussels database. Culture is therefore a key element in the Region’s image. It shapes an “imagery of Brussels” that must be clearly identifiable by visitors, tourists, professionals and the people of Brussels themselves. This is why it is essential to make sure that the communication around this cultural offering is directed at all of the above-mentioned target groups.

Green walk

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Art. 6 of the 2018-2023 Management Contract: Promote the tourism and cultural offering in the 19 municipalities of the Region.

The Association must ensure that there is a match between visitor numbers and the quality of life. The tourism and events offering must be developed in good cooperation with the citizens of Brussels. To this end, the Association will incorporate the offering of the 19 municipalities of the Region in order to strengthen collaboration with the various stakeholders. This objective corresponds with Brussels’ desire to promote sustainable and high-quality tourism by encouraging the spreading-out of visitors throughout the territory of the Brussels Region. The aim is firstly to highlight the Brussels districts and the diversity of their offerings (culture, shopping, hotels and restaurants, etc.) and secondly to ease pressure on the city’s central core. Finally, putting the various municipalities and districts of the capital in the spotlight will make it possible to broaden the tourist offering and consequently increase the duration of stays and positive feedback from visitors.

Oli-B mural

Art & History Museum

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Objectives to be achieved and the main performance indicators Number of MICE/Leisure overnight stays and arrivals:

• More than eight million overnight stays in recognised accommodation,

• •

which should correspond to more than nine million overnight stays, taking into account other types of accommodation (furnished accommodation, etc.) => +20% compared to 6.65 million overnight stays in recognised accommodation in 2017 => +20% compared to 7.46 million total overnight stays in 2017

Occupancy rate: 76% (+5% compared to 71% in 2017) Visitor satisfaction rate: 90% (+/- stable compared to 2017) Visitor numbers to museums and attractions: More than 4.5 million visitors (+13% compared to 4.21 million visitors in 2017) Impact studies on the reputation of Brussels: Achieve 28th place in the “Reputation score” (30th place in 2017) on the City ReTrak established by the Reputation Institute (survey of 23,000 respondents at the international level) Breakdown of events across the 19 municipalities: Reduce the standard deviation of events recorded per municipality on agenda.brussels (total number of events in 2017: 20,430 events; standard deviation in 2017: 2.393) (standard deviation = average deviation between the number of events per municipality and the average number of events)

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Place Rogier


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Strategies


3.1 BRAND STRATEGY: CONVEY A STRONG, COHERENT AND ATTRACTIVE IMAGE Positioning Brussels as a destination for leisure tourism and professional tourism requires disseminating a strong and attractive image of the capital among Brussels residents, Belgians and foreign visitors. To achieve this, it is advisable to incorporate a strong and coherent brand strategy, directly linked with the regional city marketing. The image of Brussels conveyed by visit.brussels needs to match its identity and reflect its main strengths: its cultural and events offering, its heritage, its accessibility, its gastronomy, its accommodation offering, its cosmopolitan nature, etc. This strategy needs to be fully engrained in all the departments of the Association. The brand identity is closely linked to the values enshrined in the Brussels DNA.

• The Brussels identity is territorial, first and foremost. Simultaneously

a city, a region, a national capital and a European capital, Brussels is a true “territorial city” with a broad reach and is open to the world. Its unique urban structure also makes it a “city of villages” on a human scale, which maintains quality of life. The Brussels identity is also sentimental: the Brussels native is fiercely attached to their region; they are literally “in love” with it. Humour, self-mockery, the “zwanze”, surrealism, conviviality.... The Brussels native recognises him or herself in this “spirit of Brussels”, which is their charm. However, far from hunkering down in their territory, the Brussels native is a “citizen of the world”. Cosmopolitan and multilingual, Brussels embodies the humanist and founding values of Europe: welcoming, respect for differences, and peace-loving. Its mixed population makes it a city of “citizens of the world”. Brussels is also a region teeming with creativity, which nurtures a sense of celebration, pleasure and the good life. Alternatively poetic or surreal, Brussels offers a special place for dreaming, inspiration and the freedom of artistic appropriation.

This strong and generic image must also fit in with a strategy of affinity marketing, targeting potential visitors according to the reason for their stay (leisure tourism, family visits, participation in a convention or meeting, etc.), their interests (comics, art nouveau, surrealism, jazz, shopping, etc.) and their identity (families, LGBT community, people with reduced mobility, etc.).

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Not only does this strategy need to fit in with the city’s marketing of the Region (be.brussels) but must also incorporate the various regional brands managed by visit.brussels, since its responsibilities have broadened: visit. brussels, agenda.brussels, event brands (Fête de l’Iris, eat! BRUSSELS, drink! BORDEAUX, etc.), experience.brussels!, etc. All of these brands must fall within a visual identity and communication “tone” that is clearly identifiable and recognisable. One of the main challenges for 2019 will consequently be to strengthen the positioning and brand image of the Brussels Region, based on a strong brand strategy, a clear brand policy and a revised, attractive and coherent visual identity. This approach will be incorporated into all communication campaigns and promotional actions. The identity and brand image of Brussels must be disseminated in the context of recruitment activities for new domestic and foreign visitors but also throughout the territory of the Brussels-Capital Region and whenever there are loyalty-gaining actions.

Bois de la Cambre

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3.2 AFFINITY STRATEGY: HIGHLIGHT AND REINFORCE THE REGION’S STRENGTHS Anyone living in the Brussels Region knows how abundant and diversified the cultural, events and gastronomic offering is here. However, various studies have shown that the offering of Brussels as a destination is still too little-known among potential visitors, whether Belgian or foreign. That is why the emphasis needs to be on promotion aimed at these target groups. In the first instance, visit.brussels must ensure that this abundant offering remains varied and of high-quality. Furthermore, the offering needs to be planned throughout the year and spread over the territory of the 19 Brussels municipalities. Developing a tourism strategy that is capable of increasing visitor numbers, across locations and over time, is a decisive challenge. To achieve this objective, visit.brussels needs to incorporate an affinity strategy for tourism, both in the development of the offering and in the way it is promoted. In this regard, the Association will continue its efforts to develop and broaden what is offered in Brussels. It is focusing particular attention on visitors discovering the Region’s districts, in collaboration with the various municipalities. The events organised by visit.brussels supplement the offering proposed by the partners; they help broaden certain affinity-related themes. The affinity-based approach makes it possible to highlight the Brussels-related themes that underpin national and international promotional actions, whether general or targeted at certain groups. The general promotion of Brussels as a “city trip” destination highlights the key themes and strengths of the Region. Targeted promotion broadens a given theme, focusing more on a niche offering. Certain important affinity-related themes are represented by major events, such as the Comic Strip Festival or eat! BRUSSELS, drink! BORDEAUX for gastronomy. The Association also ensures that themes identified at other decision-making levels (national, European or international) are incorporated, as was the case in 2018, which was declared the “European Year of Cultural Heritage”.

Maison Cauchie

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The affinity-based approach also applies to business tourism. Actors from the Meetings, Incentives, Conferencing, Exhibitions (MICE) sector constitute an affinity target in their own right, which should be specifically approached. With the help of Innoviris and hub.brussels, the Association has identified the five major centres of excellence for which the Brussels-Capital Region offers a particularly dynamic economic, scientific or innovation ecosystem: Life Sciences & Biopharma, Business Services, Media & Creative Industries, Clean tech & Sustainability, and ICT.


3.2.1

STRENGTHEN THE OFFERING AND TRANSLATE IT INTO PROMOTIONAL TOOLS

(Art. 6, 11, 20, 21, 25, and 26 of the 2018-2023 Management Contract) tt Expand tt Broaden tt Develop tt Promote visit.brussels continues its work to broaden and develop the events offering and all related communication. Effectively spreading out this offering, across locations and over time, represents the main lever to develop tourist numbers in the Brussels-Capital Region. Therefore, visit.brussels has made this issue a primary objective. It involves improving the offering available during “off-peak” periods and all related communication. In recent years, the promotion of the Brussels offering has been based around two clearly highlighted seasons: winter and summer. This “seasonal” approach has been successful, leading to an increase in the number of overnight stays. In 2019, the promotional strategy of visit.brussels will continue. However, specific attention will be given to raising awareness among the various partners of this strategy. In particular, visit.brussels will play a more active role alongside the umbrella organisations, with a view to developing a broader summer offering with its various partners. The Sales & Marketing department of visit.brussels will reinforce the communication around this offering, through media campaigns and co-marketing activities, both in Belgium and abroad. Promoting the available offering in the various districts and municipalities of the Region will also be the subject of particular interest. In effect, promoting the diversity of Brussels’ districts encourages recurrent visits. This offering is also aimed at a Brussels and Belgian public eager to (re)discover their capital city (sometimes even their own district) in surprising ways. In order to promote this specific offering, the Destination Management Culture & City Life department has developed various communication tools around guided tours, greeters and neighbourhood walks; it will continue its efforts in this respect.

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A number of initiatives help to highlight the multiple facets of the Brussels offering, including the exhibition “experience.brussels”, which takes a new look at the Region and gives pride of place to the less well-known sites in the capital, as well as its inhabitants. Every year, the unmissable Fête de l’Iris also offers a spotlight on the various municipalities of the Region. Finally, agenda.brussels offers the general public an inexhaustible source of inspiration to go out and discover all corners of the Region. Anniversaries and commemorations are also opportunities to expand the Region’s offering of events. In 2019, Pieter Bruegel the Elder will be honoured to mark the 450th anniversary of his death. The events and exhibitions organised for the occasion, as well as the permanent offering related to this illustrious painter, will be promoted in collaboration with Toerisme Vlaanderen. Finally, to support its partners and colleagues responsible for promoting Brussels, the department has developed working tools to facilitate relations with B2B contacts, by collating all the necessary information in a structured approach (sales guide, thematic dossiers for the press and trade, thematic presentations, commercial dossiers on given themes, etc.). These tools, which are primarily online, will be reviewed every year and adapted to the needs of the market.

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3.2.2

COMMUNICATE TO SPECIFIC TARGET GROUPS

(Art. 9, 14, 15, and 16 of the 2017-2023 Management Contract) tt Communicate tt Gain loyalty In order to achieve the objectives of the sustainable development of tourism in Brussels, visit.brussels has chosen to communicate to specific target groups via an affinity-based approach. These target groups have been identified according to the available events and cultural offering, and to meet the objective to gain loyalty among certain target groups. As such, children and young people, who are the visitors of the future, are the focus of specific interest. A pleasant experience enjoyed in one’s childhood, as part of a school or family visit, can be a guarantee of loyalty. The expats living in Brussels are another important target, due to their particular interest in discovering the cultural richness of the Region. They play the role of ambassadors for the destination, both during their stay in Belgium and once they return home. In addition, various studies have shown that the LGBT community is particularly loyal to destinations where they have had a positive first experience. Brussels holds all the trump cards to attract this target group, which also travels more than on average. In the promotional strategy of visit.brussels, the Brussels and Belgian public have not been left out. The aim is to get them to discover the various districts of the capital by highlighting little-known events and locations. This aim is also to encourage Brussels inhabitants to act as tourists, curious about their own region, thereby becoming the best ambassadors for the destination. Professional visitors (MICE) represent another priority target group. The communication specifically targeted to this group needs to be more visible and considerable focus must be given to welcoming them in the Region. These visitors must be able to access all information about the experiences on offer in the capital. The MICE target group is relatively difficult to pinpoint, due to its heterogeneity, however, the presence of this group in the regional territory is a genuine opportunity to be seized.

Fête de l’Iris

Finally, visit.brussels is implementing targeted actions to enhance the attractiveness of the Brussels-Capital Region as a film location. In this sense, film productions (short or feature-length films, documentaries, advertising spots, etc.) represent another target group for the Association. These actions must be implemented in consultation with the people of Brussels and must be the subject of clear communication and agreements.

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3.3 STRATEGY FOR EVENTS-DRIVEN ATTRACTIVENESS: ADDED VALUE In order to support its brand and affinity-related strategy, the non-profit organisation has a department at its disposal that is specially dedicated to the organisation of events. For the preparation, production, communication and follow-up of events, this department can count on more than ten years of experience. The events produced by visit.brussels are centred around the priority themes laid down by the Region. Every year, they attract hundreds of thousands of visitors. The Association also has a long tradition of co-productions, both for one-off events (the Tutankhamun exhibition, Brussels Ice Magic, the world premiere of Steven Spielberg’s Tintin, etc.) and for recurrent events (Belgian Pride, Brussels Food Truck Festival, Bal National, Resto National, etc.). visit.brussels' strategy for event-driven attractiveness is divided into three main strands. Firstly, it involves strengthening the identity of the destination, through events with a high tourist value, produced or co-produced by visit.brussels in line with the defined strategy. This work must be implemented in consultation with the Brussels-based and international partners, and must be based on quantitative and qualitative studies, thereby making it possible to refine the Brussels events offering. Secondly, it involves identifying international events which are likely to strengthen the organisation’s affinity strategy and the attractiveness of the destination. This selection work is based on interaction between multiple departments: City Life, Convention, Events, Sales, etc. When an event is identified in line with the defined strategy, the partners likely to (co)produce it in the regional territory are designated, while Brussels’ possible bid is supported and a multiannual development plan on the themes that will be highlighted is envisaged. Thirdly, it involves seeking new international collaborations by capitalising on the cooperation agreements of the Brussels-Capital Region. Such partnerships have been established with the Angoulême Festival or Bordeaux fête le vin.

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3.4 DIGITAL STRATEGY: THE DIGITAL REVOLUTION All the activities of visit.brussels are confronted with the exponential growth of digitisation. Over the last five years, the digital showcase of the Association has experienced a veritable revolution. From a simple web portal, it has transformed into a complex and interconnected digital platform, offering a whole range of content, functionalities and services: media buying, mailing of commercial prospects, content curation, technical tools (CRM, extranet, CMS), statistical analysis, ticketing and targeted promotion of given markets, etc. The significant investments made in recent years have enabled the Association to implement its digital transformation. However, the accelerating digital change requires the implementation of a new digital strategy that is capable of supporting all its future activities. This strategy will be based on the expertise of a specialised agency, which will carry out a comprehensive study on visit.brussels’ digital transformation in 2018. This study will focus in particular on the role of the Destination Marketing Organisation (DMO) in providing digital information on the collaborations to be implemented with other digital platforms and on the type of campaign to be organised in order to generate a better return on investment. It will also lead to a series of recommendations based on the following subjects: a holistic approach, the visitor cycle, the product and experience, creating the brand image, markets and target groups, content and engagement, targeting and distribution, performance and evaluation, partnerships and alliances, technologies and disruptions, knowledge and know-how, exploration and innovation, etc. The new digital strategy, for which implementation starts in 2019, will be organised around the expectations of visitors, following the various stages of the customer travel journey. It will allow visit.brussels to better meet the needs of the target groups while embracing new digital trends, with the aim of maintaining a competitive advantage in its sector.

Fête de l’Iris

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3.5 CUSTOMER EXPERIENCE STRATEGY: RECEPTION AND SATISFACTION 3.5.1

WELCOMING VISITORS

Providing a reception that meets the expectations of visitors, regardless of where they are from or who they are, is the priority of visit.brussels. It is a priority that relates both to physical reception, within the reception offices of the Association or its Brussels partners, and to virtual reception (websites, social media networks, etc.). To ensure the quality of tourist reception, ongoing training modules are proposed to staff in charge of reception, whether they are employed by visit.brussels or by a partner in the sector. Visitor satisfaction is a major stake. A satisfied visitor is one who is likely to repeat their experience and convey a positive image of the destination. As such, it is logical to offer them an experience that will make them want to discover more. In order to foster these recurrent visits, particularly among the national public, the Association is undertaking to develop a tourism offering that highlights the less well-known facets of the capital. Visitor satisfaction is constantly measured by the Market Intelligence team of the Sales & Marketing department, which also evaluates visitor satisfaction with the information offices. The results of these barometers are shared with all stakeholders from the sector, in order to identify any weak points and consider ways to improve. Moreover, in 2019, professional visitors (MICE) will be the focus of specific attention, as will the quality of the information offered to them regarding the available offering in terms of culture, gastronomy and shopping, etc. The aim will be to ensure that they have a positive leisure experience during their professional stay and to encourage them to return in their free time. The partners in the sector will be made aware of the specific aspects of this professional target group, which offers opportunities for developing tourist numbers.

EAS 2018

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In this regard, the reception strategy of visit.brussels transcends its own reception offices. It includes the reception and services provided by its partners and the range of tools used as a source of information for visitors. The aim of the Association is to strengthen the attractiveness and targeting of these various channels: in-house and decentralised offices, digital and “offline� communication, etc.


3.5.2

B2B CUSTOMER EXPERIENCE AND SATISFACTION

A satisfied visitor will become a veritable actor in promoting the destination. That is why visit.brussels will continue to put customer experience and satisfaction at the heart of its actions by promoting an offering which meets the actual needs of the various target groups. To this end, the various sales teams will be provided with tools enabling them to propose the products that are best suited to these target groups and, at the same time, flag up any identified needs or shortcomings. In 2018, the Market Intelligence department conducted a series of studies and surveys into the reputation of Brussels, visitor experience and B2B customers (meeting planners, tour operators, etc.). These tools are valuable, as they make it possible to better understand the needs of visitors and customers, while identifying the strong points as well as areas for improvement in the customer experience.

visit.brussels Awards

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3.6 SALES STRATEGY (MICE/LEISURE): ENHANCE PERFORMANCE The aim of achieving 10 million overnight stays by the end of the 2023 Management Contract will require implementing an ambitious development policy for both the “MICE” and “Leisure” aspects. In a growing but highly competitive sector, visit.brussels needs to continuously enhance its performance and efficiency, in particular, to strengthen its position in the conventions sector. In this context, at the start of 2018, visit.brussels reorganised its sales department to improve its operation and the quality of the service offered. This reorganisation was underpinned by two main principles: firstly, the specialisation of tasks and the complementarity of the teams, and secondly, specific attention given to Brussels customers and their needs. This involves encouraging synergies between the various teams at the head office and the representatives abroad. In 2019, visit.brussels plans to continue this new organisation and fully capitalise on its positive effects.

34 Strategies


3.6.1

SALES INITIATIVES AND PRESENCE IN PRIORITY MARKETS

visit.brussels’ presence in its twelve priority markets is taken care of either by a tourist attaché (United Kingdom, France, Netherlands, Germany, Spain, Italy) or by an external agency (United States, BRIC countries). These attachés and agencies work to identify new leads and prospects. For the Convention & Association component, the research essentially focuses on the five centres of excellence: ICT, Life Sciences & Biopharma, Business Services, Media & Creative Industries, Clean Tech & Sustainability. For the Culture & City Life component, the research is based on affinity marketing. In 2019, priority will be given to face-to-face meetings with prospects and clients, as well as to sales actions that lead to a tangible experience and discovery of the destination (fam trips, events about the markets, workshops, presence at international trade fairs and shows, etc.). These actions are coordinated by project experts in the Sales & Promotion department and by the Trade Fairs department, in collaboration with business developers and foreign representatives. Particular attention will also be given to gathering information regarding the ROI (Return On Investment) of the actions conducted among partners, in order to consolidate the commercial action plans. Finally, for the partners acting as ambassadors for the destination, sales tools that can be used by anyone will be developed and made available to them.

WTM

Strategies 35


3.6.2

BUSINESS DEVELOPMENT

In 2019, the Convention Bureau will continue its work on its business development strategy, with the aim of attracting major professional events to Brussels, a priority within the five centres of excellence. The creation of new recurrent events, which have a positive impact on Brussels’ international reach, will also be encouraged. With regards to the Culture & City Life offering, attracting major B2B events that are capable of enhancing the image of the Brussels-Capital Region around its strong themes will be redoubled. In order to attract major events, visit.brussels intends to build on its local strengths (academic, scientific, economic, tourism and cultural). Naturally, the Association will continue to promote the Brussels-Capital Region as a destination for professional tourism and leisure tourism, in particular among tour operators and travel agencies, which are the main players involved in sales actions in distant countries. Digital developments in the metasearch and online booking (OTA) sector will also be taken into account. As such, collaboration with the actors in this sector, who are active at the global level, is essential.

visit.brussels day

36 Strategies


3.7 WORKING IN SYNERGY WITH THE SECTOR tt Inform tt Raise awareness tt Exchange visit.brussels constantly reflects on the evolution of the tourism and cultural sector in general and in Brussels, in particular. Therefore, the Association is examining whether there is a match between its development strategy and these evolutions. Since 2018, this reflection has also brought together the Association’s various partners in thematic working groups. The aim is to develop a robust tourism vision, shared by all the stakeholders in Brussels tourism, in order to promote working in synergy and increase efficiency. Informing and raising awareness among the partners involved in tourism, directly or indirectly, represents a major challenge for visit.brussels. Not only does a Destination Management Organisation (DMO) need to keep itself updated on the latest developments in the sector but it also needs to share this information with its partners in the field. Particular attention must be given to secondary actors or those further away from the tourism sector on a day-to-day basis. To achieve this, visit.brussels will ensure there are multiple exchange opportunities with tourism and cultural partners. In this respect, a “visit.brussels Day” will be organised in 2019, along with at least 3 meetings for exchange. Consultation with the sector will also take place within the Strategic Committee, attended by representatives of the various spheres of tourism and culture. Finally, the management, product experts, business developers and the various visit.brussels services will benefit from the contacts they maintain on a daily basis with operators in the field, through bilateral contacts or meetings. In 2019, cooperation with hub.brussels, the new regional agency for business support, will be strengthened. Currently, hub.brussels is home to the Cluster Hospitality for tourism and it coordinates the economic attachés in Brussels. The collaboration with the agency also relates to shopping, trade fairs, the image of the European Quarter and the conventions incubator.

Strategies 37


Egmont Park


Destination 4 Management Associations & Conventions


4.1

MISSIONS

Art. 29 of the 2018-2023 Management Contract: The Association will develop major conventions and trade fair business by directing its commercial approach to the centres of excellence in Brussels. Events are hosted according to their ability to generate positive impacts for the Region. The aim is to strengthen a comprehensive development strategy for the destination. In this respect, it relies on an internal partnership with the tourist attachés of visit.brussels based abroad and externally with impulse.brussels, Innoviris and Brussels Invest & Export in particular. Art. 30 of the 2018-2023 Management Contract: The Association will implement a monitoring and research system for the centres of excellence and the international conventions and exhibitions sector, in order to continue to position itself as relevantly as possible in these sectors, identify events to be attracted or created in Brussels and to monitor the emergence of new growth sectors. This analysis work must be conducted in synergy with the Research & Development team, as well as with our regional partners Innoviris, Impulse, Brussels Environment and Brussels Invest & Export. Art. 31 of the 2018-2023 Management Contract: The Association will extend the reach of the Region and strengthen its international image as an international capital for trade fairs and conventions. Art. 32 of the 2018-2023 Management Contract: The Association will generally be involved with the following target group: international associations as well as professionals from the “Meetings Industry”, i.e. organisers of conventions, trade fairs, conferences and incentives, and the various actors from this sector.

4.2

TARGET GROUPS

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Associations & Conventions

Art. 32 of the 2018-2023 Management Contract: The Association will generally be involved with the following target group: international associations as well as professionals from the “Meetings Industry, i.e. organisers of conventions, trade fairs, conferences” and incentives, and the various actors from this sector.


4.3.

ASSESSMENT OF THE ACTIONS

Objectives to be achieved and performance indicators specific to the Destination Management Convention & Association department* tt Number of requests for conventions generated: 3,250,000 days/ convention attendees (+20% 2017)

tt Number of requests for conventions converted: 552,820 days/convention attendees (+20% 2017)

tt Ranking in the ICCA (International Congress and Convention Association): Top 25

tt Ranking in the UIA (Union des associations internationales): Top 5 Additional annual objectives tt Number of bid books initiated: 65 (+30% vs 2017) • Life Sciences & Biopharma: 25 • Business Services: 10 • Media & Creative Industries: 10 • ICT: 10 • Sustainability & Clean Tech: 10 tt Confirmation rate of applications of more than 1,000 participants: 25%

tt Satisfaction rate among convention organisers, associations and amtt tt tt tt tt tt tt tt tt

bassadors: 4.5/5 Satisfaction rate among convention attendees: 4.5/5 Response time for requests: 24 hours Requests sent to the One Stop Shop: 63 (+200% 2017) Requests to set up/relocate head offices: 24 (+200% 2017) Number of head offices actually set up (and supported) in Brussels during the year: 8 Number of requests for conventions generated by the Association Bureau: 15 (200% 2017) Number of associations active within the International Association Club: 50 Number of new bids generated thanks to the Ambassador’s Programme: 10 Number of meetings/presentations organised in universities, hospitals and other centres of influence: 10

* For the general objectives and the main performance indicators, see Chapter 2 “Objectives”

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4.4.

CONVENTION BUREAU

The Convention Bureau is responsible for promoting Brussels as a destination for conventions, seminars, trade fairs and incentives. It is involved in achieving the objectives set in the context of the Management Contract by implementing the following actions: tt Identifying congresses, trade fairs and conventions likely to be held in Brussels and organised here on a recurrent basis.

This research is focused primarily on the five centres of excellence (see 3.2. Affinity Strategy) and international events attracting more than 1,000 participants. To achieve this, a monitoring system has been put in place, in accordance with Articles 29 & 30 of the 2018-2023 Management Contract. This monitoring is based on research within existing databases: ICCA, UIA, CRM;

• • • • • •

social media networks (LinkedIn); collaboration with the ambassadors of the Association; benchmarking; identifying prospects in preparation for sales actions; identifying and approaching Chinese companies present in Belgium and at major international trade fairs; identifying large-scale itinerant corporates with potential for Brussels.

tt Organising sales missions to priority markets (United Kingdom, France,

United States, Germany), aimed at meeting key account clients, organisers of major congresses and conventions (PCO, associations and corporate), face-to-face (Art. 29 & 43 of the 2018-2023 Management Contract).

tt Planning by business development experts of commercial actions in

Belgium and abroad, to which existing customers, new prospects and customer follow-ups are invited (Art. 29 & 43 of the 2018-2023 Management Contract).

tt Submitting bids to attract key events in the “Meetings Industry” (AC Fo-

rum, IAPCO, fam trips, PCO, etc.) and organising the reception for these events (Art. 29 of the 2018-2023 Management Contract).

44 Destination

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Associations & Conventions


SQUARE – Brussels Meeting Centre


tt Participation in the major annual meetings of the sector (ICCA, IA-

PCO, PCMA, ASAE, etc.) with the aim of making the Convention Bureau known, expanding its networks and keeping it updated with the latest developments and innovations in the sector (Art. 31 of the 2018-2023 Management Contract).

tt Preparing and justifying bid books aimed at attracting as many

congresses, trade fairs and conventions as possible to Brussels (Art. 29 of the 2018-2023 Management Contract).

tt The implementation of a communication plan aimed at the various identified target groups.

In collaboration with the Sales & Marketing department, this communication plan applies the technique of story-telling and the promotion of customer experiences. It is based on the drafting of a media plan, presence on social media networks and at major events (exhibitions and trade fairs), the drafting of newsletters and press releases. (Art. 45 of the 2018-2023 Management Contract) in partnership with the press team.

tt Identifying strong themes to be showcased during the various commercial actions. (Art. 45 of the 2018-2023 Management Contract)

tt Collecting and consolidating data on congresses, exhibitions and conventions held in Brussels in collaboration with the Market Intelligence service.

The data collected are quantitative (number of meetings, economic impact, etc.) and qualitative (visitor satisfaction, societal impact of events, perception studies, etc.). The aim is to analyse and structure feedback on the customer experience, identify any weak points in the Brussels offering and consider avenues for improvement. In addition, the Convention Bureau will assess the potential benefit that an additional business developer could bring to the team (Art. 30 of the 2018-2023 Management Contract).

tt Updating the website and developing brochures and tools that help MICE event organisers in their work. (Art. 35 of the 2018-2023 Management Contract).

tt Support for organisers of international congresses and trade fairs through the Congress & Trade Fairs Support Programme, in the form of subsidies or dedicated services.

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This support is designed to increase participation in events and improve the experience of participants. This action involves the development of a clear and comprehensive catalogue of services offered in the context of the Support Programme. In addition, ambassadors wishing to launch new recurrent events in Brussels will receive specific support. The minimum size of eligible applications has been increased to 500 participants to direct the Association’s support to major events. The congresses and exhibitions selected in the context of this programme are chosen by a dedicated jury. This jury gives priority to applications for which Brussels is in competition with other destinations. A reflection with the Brussels sector on the possibility of setting up a tax shelter for the conventions sector will also be carried out. The tax shelter is a tax incentive which is applicable in the audio-visual and performing arts sector; it allows companies established in Belgium to invest in eligible sectors while benefiting from a tax advantage. (Art. 36 of the 2018-2023 Management Contract).

tt Showcasing the cultural and tourist offering in Brussels, in order to en-

courage participants in conventions and trade fairs to take advantage of their professional stay to discover the Brussels-Capital Region.

The exchange session organised with the Association’s partners in June 2018 resulted in a proposal to improve the information disseminated in advance, at the time of registration, regarding confirmation of the event in question and also the information given on site during the convention. Providing good information to participants is intended to encourage them to extend their stay beyond the event they have travelled to, or to take advantage of their stay to discover the Region during the event itself, or even to plan a subsequent trip.

Brussels Expo

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The idea is to develop an easy-to-use communication tool intended for the various partners (Art. 44 of the 2018-2023 Management Contract).

tt Implementing a reception policy aimed at gaining customer loyalty and improving their experience.

This reception policy requires making tourist information available before and during the event as well as reception in person at the airport (Art. 29 of the 2018-2023 Management Contract)

tt Organising training and exchange sessions with the Brussels partners to encourage synergies (Art. 42 of the 2018-2023 Management Contract).

tt Developing sales tools that can be used by all the partners of the des-

tination (brochures, PowerPoint presentations, leaflets, bid books, etc.) (Art. 42 of the Management Contract).

EAS 2018

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4.5.

ASSOCIATION BUREAU

Brussels is home to the head office of more than 2,000 international associations, making it the world’s leading city in this field. To improve the service provided to these associations and strengthen Brussels’ international reach, visit.brussels has set up an Association Bureau. This Bureau is responsible for the following actions: tt Creating the International Association Club, a place for exchange and networking where associations can share their experience, expectations and vision, as well as developing a programme of dedicated activities (Art. 38 of the 2018-2023 Management Contract).

tt Developing services proposed to international associations via the One

Stop Shop, which is open for any questions related to setting up an association in the Region.

This One Stop Shop serves as a link between other actors involved in supporting international associations. The implementation of tools to go beyond this basic information mission is currently under study. (Art 39 of the 20182023 Management Contract)

tt Developing information sheets dedicated to international associations

on issues which are specific to their sector (legislation, the steps to set up a non-profit organisation in Brussels, etc.) and providing their own content to the website and newsletter, developed in conjunction with the partners.

Communication tools will be developed, making it possible to identify Brussels as the preferred place for international associations (Art. 39 of the 2018-2023 Management Contract).

EAS 2018

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EAS 2018


tt International cooperation through the Global Association Hubs Partnership to strengthen Brussels’ positioning as a global hub for international associations.

This structure fosters the exchange of best practice with partner cities and offers the possibility of developing joint communication. It is also involved in implementing networking activities and organising educational events (Art. 40 of the 2018-2023 Management Contract).

tt Organising the European Association Summit (EAS), an annual mee-

ting of international associations featuring 2 days of conferencing, networking and exchange.

In this context, strengthening and creating new strategic partnerships will be examined. This event, for which the organisation needs to be exemplary in terms of sustainability, offers the opportunity to highlight the Clean Tech & Sustainability Centre of Excellence during the 2019 edition. The Association Bureau will create content which highlights the particular aspects of the EAS, compared to other competing events (Art. 41 of the 2018-2023 Management Contract).

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4.6.

AMBASSADOR & INTERNATIONAL PROGRAMMES

The mission of the Ambassador & International Programmes team is to bring together a network of experts capable of supporting Brussels’ bids abroad. To achieve this, it carries out the following actions: tt Creating an Ambassadors programme to encourage the latter to bid for Brussels to host major international events.

Particular attention will be given to raising awareness among the academic and scientific worlds, highlighting the work of existing ambassadors and identifying new ambassadors. An annual programme of cultural and tourist activities will be proposed to Ambassadors in recognition of their efforts and to improve their knowledge of the destination (Art. 37 of the 2018-2023 Management Contract).

tt Organising round tables and meetings with the Association’s partners

with the aim of improving the overall offering of the destination (Art. 42 of the 2018-2023 Management Contract).

tt Organising a Careers Day, in collaboration with the other competent

public authorities, to raise students’ awareness of careers in tourism in Brussels (Art. 42 of the 2018-2023 Management Contract).

tt Setting up a customer focus group, designed to transmit customer feedback on the products and tools proposed by the Association (Art. 42 of the 2018-2023 Management Contract).

Ambassadors Gala Event

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Ambassadors Gala Event


“The Fall of the Rebel Angels” Brussels, Royal Museums of Fine Arts in Belgium, inv. 584. — © MRBAB, photo: Grafisch Buro Lefevre, Heule

Destination 5 Management

Culture & City Life


5.1

MISSIONS

Art. 7 of the 2018-2023 Management Contract: The Association will work on a strategy based on City Life themes that are essential in developing city breaks. These themes, linked to daily life in Brussels, are constantly evolving to better reflect the reality of the local environment. They ensure interaction between visitors and residents. For example:

• The urban culture theme, which aims to bring together all the disci-

• •

plines generally described under the term culture 2.0 and which is conceived mainly for an urban and connected 18–35 year-old target group. The gastronomy theme, which continues to valorise the value of our local gastronomic heritage. The world of beer, in constant evolution, will also be highlighted in preparation for the hosting of Belgian Beer World at the Bourse in 2020. The sport theme, for which there is an enhanced approach with systematic lobbying work for the organisation in the short and medium term for national and international sports competitions. The LGBT community, which remains a priority target more than ever. It was among the first communities to return en masse to Brussels and the capital is now considered one of the most friendly destinations by this target group. Children and families, who benefit from a particularly attentive approach, in order to make Brussels a first-choice destination for this target group. In this context, an educational offering is being implemented in order to attract the country’s schools. The development of a targeted offering for families is also being fostered. Sustainability and eco-tourism are reinforced in terms of promotion. Brussels is one of the European capitals with the highest number of green spaces per inhabitant and this advantage must be capitalised on. (…)

Art. 8 of the 2018-2023 Management Contract: The physical reception of visitors is one of the primary missions of the Association. It needs to be high-quality and adapted to visitors’ expectations. The Association encourages collaboration between the reception offices of visit.brussels and the partners responsible for welcoming visitors to Brussels (the accommodation sector, museums and attractions, etc.).

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Art. 9 of the 2018-2023 Management Contract : The Association is responsible for the communication and tourist and cultural promotion of the events that are organised within the territory of the Region, based on an affinity marketing strategy which corresponds to the Brussels DNA, thereby aiming to reach members of various communities of interest (e.g. comics, Art Nouveau/Deco, jazz, surrealism, Europe, contemporary art, gastronomy, urban culture, etc.) or identity communities (e.g. families, LGBT community, people with disabilities, etc.), highlighting the advantages of Brussels for these communities. Art. 10 of the 2018-2023 Management Contract: Brussels’ artistic and cultural life is rich and diverse and stands out in particular thanks to its creativity and contemporary scene. The Association is to give as much attention as possible to these aspects in order to promote the Region throughout the world.

Brussels Design Market

Art. 11 of the 2018-2023 Management Contract: The Association is therefore working to implement a cultural communication strategy, adapted to the Brussels reality, and meeting the needs of both the cultural and tourism sectors. In this context, it plays a coordinating and cultural governance role. This strategy is being developed jointly with the Brussels Arts Network (RAB) and the Brussels Kunstenoverleg (BKO) in close collaboration with various cultural operators in Brussels. The strategy has been formalised with the development of the brand “agenda.brussels”. Art. 12 of the 2018-2023 Management Contract: Brussels boasts a unique cultural and architectural heritage. The goal is to build on the project that was implemented by the Brussels Museums Council in 2016 (Master Pieces). Brussels’ heritage is promoted at the international level through major events. Art. 13 of the 2018-2023 Management Contract: The Association is responsible for facilitating filming in the Region and promoting it as an attractive location for national and foreign productions under the brand “screen. brussels”. The Association will ensure that filming is coordinated as optimally as possible and that a positive image is projected abroad.

Brussels Fashion Days

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5.2.

TARGET GROUPS

Art. 14 of the 2018-2023 Management Contract: The Association is likely to be involved with the following target groups: • For the 4 thematic clusters and “Discover the city”: the Belgian and foreign public (B2B and B2C) interested in the clusters, i.e. the promising themes and targets that are part of the Brussels DNA. This is part of the integrated affinity strategy of visit.brussels. • For cultural communication (agenda.brussels): The Brussels and Belgian public who are interested in culture. • For the information offices: visitors (Belgian and foreign) who are in Brussels (B2C). • For screen.brussels: the producers, directors and others (Belgian and foreign) who are likely to film (movies, documentaries, etc.) in Brussels. Art. 15 of the 2018-2023 Management Contract: The Association is to be attentive to the target group of expats in Brussels for two reasons: they are very interested in the cultural offering and tourism and may become “informal” ambassadors. In this context, the Association will provide them with all necessary information and organise a special welcome. Art. 16 of the 2018-2023 Management Contract: The Association is to raise awareness among the Brussels tourism actors to ensure the reception of people with reduced mobility, and disabled people (accessible tourism) as well as ensuring the implementation of appropriate communication tools.

Ommegang

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5.3

ASSESSMENT OF THE ACTIONS

Objectives to be achieved and performance indicators specific to the Destination Management Culture & City Life* tt Number of eco-labelled venues and accommodation: 51 eco-labelled venues and accommodation (+20% 2017)

tt Number of events on agenda.brussels: 21,000 events registered in the database of agenda.brussels (+5% 2017)

tt Number of visits with greeters: 800 tt Number of visitors to the information offices: 260,000 tt Number of days of filming: 800 days of filming in Brussels (+5% 2017) * For the general objectives and the main performance indicators, see Chapter 2 “Objectives�

5.4.

FRAMEWORK OF THE ACTIONS

In recent years, the missions of tourist offices have undergone rapid transformations. These changes are reflected within the Destination Management Culture & City Life department, which increasingly places the visitor experience at the heart of its work. The quality of this experience is essential; it must at least meet visitor expectations and ideally exceed them. A positive experience is based on two pillars: the quality of the reception and the capacity to propose cultural and tourist activities that match the interests of all visitors. The various departments of the Association will conduct a variety of actions to achieve this dual imperative in close collaboration with the Brussels partners. Particular attention will be given to the strong themes of the Region and the target groups identified in the context of affinity marketing.

Roller Bike Parade

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The European Commission


5.5 EUROPE (Art. 15, 23, 24 of the 2018-2023 Management Contract)

5.5.1 European capital

Its status as the European capital is a major asset for Brussels and a unique selling point. To highlight the European dimension of the Region and capitalise on it from a tourism perspective, the Destination Management Culture & City Life department intends to:

• take part in a study on the image of the European Quarter (the project

• • • • • • •

“Improving the image and attractiveness of the European Quarter”) in collaboration with perspective.brussels, Atrium and the Office of the Commissioner for Europe and International Organisations; strengthen the networking and catalyst functions of the Association by supporting the European Quarter networking Events; strengthen the tourism working group in order to improve the coherence of the communication and offering of the various European institutions; stimulate visits to the European Quarter via brochures, autonomous walking maps and through training guides; provide expert advice during familiarisation visits, press visits and workshops, which are not necessarily focused on Europe; conduct social media campaigns, primarily after Europe Day; coordinate and reinforce collaboration between the Fête de l’Iris and the “Open Days” of the EU institutions in terms of communication and event organisation; encourage meetings between partners or with other departments of visit.brussels to set up projects.

House of European History

Parlamentarium

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5.5.2 The Expats target group

For the Association, the “expats” target group includes expatriates in their own right, as well as Erasmus students and international trainees. To reach this specific target group, the Destination Management Culture & City Life department plans to:

• create and distribute 9,000 welcome packs; • reflect on the possibility of creating a “newcomer’s card”; • organise around ten sessions presenting Brussels and its advantages to • • • •

Newsletter Europe

Presentation to trainees at the European Commission and Parliament

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newcomers to the European institutions in collaboration with the Office of the Commissioner for Europe; conclude an annual agreement with media dedicated to expatriates to distribute articles and videos online and conduct a survey on the specific information needs of expats; create a video for social media, in collaboration with the Office of the Commissioner for Europe to present the Association and its actions; organise a Belgian “Frunch After Work” special in collaboration with @ seven after works; organise communication campaigns on social media focusing on the Brussels events and culture offering linked to the identity or social life of the Region and the country.

In addition, actions will be undertaken to broaden the distribution of the monthly newsletter, taking into account the new rules imposed by the GDPR. A registration campaign will be run on social media. Furthermore, the newsletter will be put online on several websites dedicated to expats and distributed within the European institutions.


5.5.3 Europe Direct

Europe Direct Brussels is an information and documentation centre on the European Union that allows direct contact between the European Union and the citizens of the Brussels-Capital Region. The structure has been managed by visit.brussels since 2013. Europe Direct provides information and personalised advice to citizens and schools through various channels: service in person and via telephone, brochures, newsletters, website, social media networks, etc. In addition, the information centre organises activities on the European Union in the 5th and 6th year primary classes throughout the Region. In 2019, Europe Direct will give specific focus to disseminating information on the stakes of the European elections through online campaigns and the organisation of specific events. To stimulate the debate on Europe, conferences will be organised in libraries and collaborations with local media (radio and television) will be rolled out. Europe Direct Brussels will also organise training days on teaching about the European Union, intended for the Teacher Training Colleges of the Region.

Europe Direct

be european be .brussels

NL

In order to improve its familiarity among the general public, the Association intends to involve Europe Direct Brussels in at least five major events on the Brussels calendar of events, including the Fête de l’Iris, the Education Fair, Europe Day and the Environment Festival. It will also develop a promotional tool specifically dedicated to Brussels projects that are supported by the European Union in collaboration with the ERDF unit of the Region. Finally, to increase efficiency and expand its actions, Europe Direct Brussels will develop collaborations with the other members of the Europe Direct network in Belgium and abroad. The information centre will also recruit new volunteers to increase the number of activities and support for events.

Europa in de klas

Pedagogisch aanbod over de Europese Unie in Brussel

Brussels

Europe Direct Brussels Rue Royale 2-4 Koningsstraat - Bruxelles 1000 Brussel Tel : 02 549 50 54 | E-mail : europedirectbrussels@visit.brussels w w w.e u ro p e d i re c t . b r u s s e l s

VOTRE RELAIS D’INFORMATION SUR L’UNION EUROPÉENNE UW INFORMATIECENTRUM OVER DE EUROPESE UNIE

Europe Brochure in classes

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Brussels City Hall


5.6

HERITAGE The “Heritage” theme relates to the tangible and cultural heritage of the Region: historical heritage, architectural heritage, museums, folklore, etc. It is divided into three “sub-themes” that typify Brussels: history & heritage, Art Nouveau/Art Deco, and surrealism (Art. 9 and 12 of the 2018-2023 Management Contract)

5.6.1 Theme – History and heritage FOCUS ON BRUEGEL 2019 will mark the 450th anniversary of the death of Pieter Bruegel the Elder in Brussels. Throughout the year, this world-famous painter will be honoured by showcasing the permanent offering and through dedicated events in close collaboration with Toerisme Vlaanderen. To valorise the work of the painter and highlight the traces of his movements in Brussels, visit.brussels will organise a project around street art. The Association will also bring together the offering produced for the occasion by the Brussels partners; it will produce specific communication tools dedicated to the general public and tourism professionals and will organise a press trip.

Brochure for the Carolus Festival

SHOWCASING OF HERITAGE The work of valorising Brussels’ heritage, which started a few years ago, will continue in 2019. Explanatory leaflets in three languages will be created for new locations, some of which will be specifically dedicated to the “kids” target group. In addition, existing leaflets will be reprinted. THE CAROLUS V FESTIVAL This festival dedicated to the Renaissance has become an unmissable event in Brussels’ cultural life. Every year, it brings together a growing number of partners. Its programme, both historical and festive, is part of the cultural network “European routes of Emperor Charles V”. In 2019, the anniversary of Bruegel’s death means that the painter will colour the programme for the festival. COMPETITION On the occasion of the International Day for Monuments and Sites, celebrated by ICOMOS, a competition showcasing Brussels’ heritage will be organised via social media. It will target all lovers of heritage in Belgium and in neighbouring countries.

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5.6.2 Theme – Art Nouveau/Art Deco

Art Nouveau/Art Deco is one of the key themes of the affinity marketing strategy of the Association, since it is so closely linked to the soul of Brussels. Various promotional campaigns will be launched in 2019, around the two Art Nouveau festivals in Brussels (BANAD-Festival and Artonov festival) and in connection with the opening of the new halls of the Museum of Art and History. In addition, it is planned to design and distribute an Art Nouveau/ Art Deco walking brochure and update the brochure on the Art Nouveau offering in Brussels.

5.6.3 Theme – Surrealism

Surrealism is another strong marker of Brussels’ cultural identity. Various communication actions will be implemented in 2019 to mark the 10th anniversary of the Magritte Museum, the opening of the Museum of Abstract Art and the 20th anniversary of the René Magritte Museum House. The brochure for the “surrealism” offering in Brussels will be updated.

Magritte Brochure

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Horta & Wolfers Exhibition Art & History Museum


Comic Strip Festival 2017


5.7.

ARTS & CREATIVITY The Brussels-Capital Region is teeming with creativity. Contemporary art, comics, fashion, design and jazz; all these disciplines are freely expressed and make the European capital shine far beyond its borders. (Art. 9 and 10 of the 2018-2023 Management Contract)

5.7.1 Theme – Comics and pop culture

The comic strip is part of Brussels’ DNA and it is a major factor in its international allure. In 2019, the Association will take part in various specialist events in its priority markets. In this regard, visit.brussels will have a stand at the Angoulême Festival (from 24 to 27 January 2019) on the theme of the 10th anniversary of the Comic Strip Festival and the 30th anniversary of the Belgian Comic Strip Centre, then at Ficomic (April 2019) and the Manga Fair in Barcelona. Prior to these events, a weekend on the theme of comics will be organised as part of a competition which is open to the general public; it is a way to reach this target group directly and collect e-mail addresses. Various actions will also be organised as part of the Comic Strip Festival: thematic press trip for the 10th anniversary of the event and the 30th anniversary of the Belgian Comic Strip Centre, competitions, information stand “Brussels, comic strip capital, promotion of the exhibition’s “Geek” spaces, reception of foreign authors (comics or manga), “geek & pop culture” & “street art” activities, etc.”

Comic strip murals route

The Association also supports a number of initiatives that help strengthen Brussels’ image as a comic strip capital, including the Blow Book project. It will also continue to produce information plaques for new murals along the Brussels comic strip route. Finally, it will conduct a range of online and offline promotional actions for the Brussels comic strip offering via specialist magazines. It will produce a diary of comic-book events in Brussels and implement “candelabra” campaigns on the theme.

Expo Star Wars Identities

At the same time, visit.brussels will launch an advertising-editorial campaign targeting neighbouring countries to highlight the region’s various “pop culture” events (Anima Festival, Book Fair, Made in Asia & Youplay Fair, Brussels Comic Con, BIFFF, etc.).

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5.7.2 Theme – The performing arts

Promoting the Brussels offering in the field of the performing arts will be continued during major events: Festival des Brigittines, Dag van de Dans, Bruxellons, Festival cafés-théâtres, Noël au théâtre, Kermezzo, Festival UP!, etc. Actions will also be conducted as part of the “Brussels Dance” event, dedicated to contemporary choreographic creation (press trip, production of a programme brochure, etc.), as well as to valorise the Kunstenfestivaldesarts. Dag van de Dans – Ultima Vez ©DannyWillems

Finally, the Brussels scene will be showcased during the Avignon Festival in collaboration with the visit.brussels office in Paris.

5.7.3 Theme – Contemporary art

visit.brussels intends to strengthen the image of the Brussels Region as a veritable European hub for contemporary art. Its support for the sector includes developing communication tools (print & web, candelabras, advertising inserts, press trips, social media networks, etc.) in connection with major events (Art Brussels, Brussels Gallery weekend, etc.) and the various exhibitions organised by the actors in this sector. The Association will also seek to broaden the audience for these events and create a “cool and trendy” image of the Region by targeting “lifestyle” media through a press trip during Art Brussels, as well as more occasional and targeted actions in collaboration with partners.

KANAL - Centre Pompidou © Veerle Vercauteren

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It will also be responsible for specific actions co-produced with Brussels partners during major events in the sector, such as the Venice Biennale or Frieze London.


MĂźnsterlandStones Expo


Design September


5.7.4 Theme – Fashion & design

Intended for aficionados of design and styling, the “Brussels by designers” guide will be republished. Among other things, it will include an interview with a fashion designer who shares their favourite spots in Brussels: hotels, shops, restaurants, etc. A leaflet dedicated to fashion and shopping will also be produced and widely distributed throughout Brussels. Once again, in October, the creativity of Belgian fashion talents will be showcased in the context of a range of events, brought together under the banner “Fashion Month”: DS Brussels Fashion Days, The Dressing Room, etc. visit. brussels will ensure that national and international visibility is enhanced through online and offline promotional actions, organising competitions on social media networks and issuing press releases, etc. Particular attention will be given to strengthening and disseminating the image of Brussels as a key destination for fashion and design aficionados. In collaboration with its partners in the sector, the Association will carry out a series of actions in this respect, with the media, specialist bloggers, art magazines and influencers. As such, various press trips are planned for the design fair “Collectible”, as part of “Design September”, “Brussels Art Days” and the “Art on Paper” Fair.

Expo Uncovered @ MAD

Finally, in collaboration with the MAD (Brussels Fashion and Design Platform) and Brussels Export, the Association will participate in the Milan and Paris trade fairs. The objective is to promote Brussels’ fashion and design strengths beyond its national borders to an audience of professionals and amateurs in the know.

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5.7.5 Theme – Jazz

The romance between Brussels and jazz is not new. Its roots go back in time and its history is dotted with emblematic figures such as Toots Thielemans. This history continues with a new generation of musicians, who constantly push the boundaries of this art form. In 2019, visit.brussels intends to strengthen its central communication platform dedicated to the jazz offering (www.jazz.brussels, Facebook page, newsletters, brochure, etc.). The Association will also continue to support the events and venues that help convey a positive image of Brussels as a jazz region: jazz festivals, jazz clubs, etc. It will organise press trips for major events, targeting the specialist press, and will ensure that the links between jazz and tourism are reinforced at all levels. In collaboration with UNESCO and the Brussels partners, the Association will organize a jazz event on the heels of International Jazz Day (30 April) and the birthday of the Brussels’ icon Toots Thielemans (29 April). In addition, in February 2019, it will propose a showcase festival on Brussels jazz as part of the Edinburgh Jazz Festival. Finally, collaborations are planned with STIB and Brussels Airlines to announce and support the major jazz events in the Region (jazz will be played in metro stations and on board aircraft). The hotel sector will also be closely involved in promoting Brussels as a jazz region, in particular, by producing and disseminating a “jazz package”.

5.7.6 Brussels 2030 Bid

At the initiative of the Minister-President of the Brussels-Capital Region, all of the cultural operators in Brussels were involved in Brussels’ bid to become the “European Capital of Culture 2030”. This major project is one that will bring the public authorities and the drivers of the Brussels’ cultural community together in a joint dynamic. The official bid of the Brussels-Capital Region will be submitted in 2024. Nevertheless, from 2018 onwards, visit.brussels will set about preparing the project in close consultation with the government and the RAB-BKO cultural networks, regarding the legal, organisational, communication aspects and the impact assessment anticipated for such a large-scale project.

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Balkan Traffic Festival Š Strange Milena / Sofam


Bright Brussels Belgian Pride


5.8 CITY

LIFE

According to the affinity strategy developed by the Association, promoting the City Life offering is aimed at a certain number of target groups (LGBT, families, schools) and is structured around a series of key themes directly related to daily life in Brussels (gastronomy, sport, sustainable tourism). (Art. 7, 9 and 16 of the 2018-2023 Management Contract)

5.8.1 The LGBT target group

The “LGBT friendly” image of the Region will be promoted abroad and strengthened in Brussels. To promote the destination at the international level, the Association will attract international journalists and specialists on the subject, on the occasion of major LGBT events (Pride, Demence anniversary, Girls Heart Brussels). These events will be the subject of prior advertising campaigns in the leading specialised media. Advertising campaigns will also target the “LGBT spots” of ten major Belgian, German, French and Dutch cities. In addition, the Association will organise a conference to present the results of the survey on LGBT tourism at ITB Berlin. In the run-up to Europride 2020, it will also take part in a workshop/conference on LGBT rights in Europe and in the Balkans, held in Vienna. Finally, visit.brussels will organise a public relations event in New York as part of the World Pride. To promote the LGBT offering in Brussels, the Association will produce a dedicated leaflet – be.rainbow, be.brussels – and will distribute it in collaboration with its partners. It will also ensure that actors in the LGBT sector are informed of the cultural offering in Brussels and will develop a specific offering for specialised tour operators in partnership with the hotel sector.

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5.8.2 The families target group

The Association intends to make the Brussels-Capital Region the preferred destination for children and families. Producing targeted communication tools, press relations, influential bloggers and vloggers, updating the website www.visit.brussels/kids, improving its ranking with the target group, etc. In 2019, visit.brussels will continue its efforts in this direction. Naturally, the Association will continue to support the actors in the sector in the context of events aimed at this target group. In particular, it will anticipate creating a “family friendly” label and will compare the Brussels offering with that of other major cities.

5.8.3 The schools target group

In the same vein, visit.brussels undertakes to enhance its communication with the schools target group. To achieve this, the Association will focus in particular on the “Educational offering and activities in Brussels” brochure, which will be updated, reprinted and distributed throughout schools in Belgium.

Atomium

be school be .brussels

FR

Offre pédagogique et animations à Bruxelles 2018 - 2019

Schools brochure

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The brochure will make reference to the more comprehensive site (www. ecoles.brussels). A “temporary events” section will be developed. visit.brussels will also attend events for the schools target group and the possibility of developing the “schools” approach to neighbouring countries will be analysed.


Children’s Museum


5.8.4 Theme – Gastronomy

The pleasures of the palate are an integral part of the daily lives of Brussels inhabitants; gastronomy is an undeniably important asset in the development of tourism. The Association intends to support the local offering to enhance the attractiveness of the destination. As such, the basic products of Belgium’s national gastronomy (chocolate, fries, beer, local cuisine, etc.) will be put in the spotlight. The “Brusselicious” and “World Cuisine” labels, which foster quality, will be further developed. In the same vein, training in local cuisine, given by leading Belgian chefs, will be proposed to the actors in the sector. In order to transform national gastronomy into a veritable lever for tourism development, visit.brussels also intends to draw inspiration from the experience of other cities by focusing on the international “Délice” network, an exchange platform that aims to valorise the benefits of culinary excellence for the development of a given region. In addition, the Association will ensure that the Brussels culinary scene evolves and that its image is refreshed by focusing in particular on opinion leaders, events conveying a young and innovative image (Brussels Beer Fest, Brussels Cocktail Week, etc.) and the launch of a pop-up restaurant in collaboration with hub.brussels. Promotional actions targeted at social media networks will also support these events.

DELICE 2018

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Finally, the Association will support the Region’s independent brewers, as well as various venues, events and facilities related to gastronomy, such as the Salon du Chocolat or the annual Choco-Story Choco-Pass.


EAT! Brussels, DRINK! Bordeaux


The Green walk


5.8.5 Theme – Sustainable tourism

In recent years, visit.brussels has been working to convey the image of Brussels as a region that is concerned about its sustainability and to raise awareness among actors in the sector, so that the destination becomes more eco-friendly. To bring this about, the Association has organised four “sustainability afternoons”, in which actors from the tourism sector are made aware of the major issues related to the development of sustainable tourism (mobility, waste management, short circuits, the Good Food portal, etc.). visit.brussels is collaborating with GoodPlanet to develop the “Green Key” label in Brussels It highlights the numerous green spaces in the Region (parks, the Sonian Forest, the Green Walk, green routes, etc.) and promotes the link with the Droh!me Melting Park and the AfricaMuseum. In the area of sustainable tourism, the communication aimed at the general public is based around two key periods: spring, with green spaces and blossoming, and September, with mobility... The Association will focus in particular on promoting bicycle tourism, with the help of the Pro Vélo non-profit organisation, specifically by launching the Bike for Brussels awareness campaign, the Bike Brussels trade fair and by developing a mobile app based on the bicycle “carto-guide”. visit.brussels will deepen its collaboration with regional businesses and administrations associated with this theme (Brussels Environment, Brussels Mobility, GreenBizz, etc.). In addition, the new passenger terminal at the Port of Brussels, the Brussels Cruise Terminal, will welcome river cruise ships and event boats. The Association will work to create synergies to develop river tourism. Finally, visit.brussels will continue to incorporate an eco-management and environmental performance approach. Among other things, the Association intends to renew its “eco-dynamic business” label, aiming for three stars, and new actions will be implemented by the Eco Team in collaboration with the HR department and Management. Naturally, special focus will be given to the sustainable management of the events produced by the Association.

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5.8.6 The target “Tourism for all”

Developing tourist numbers necessarily requires the development of an offering which is accessible to all. Various actions will be undertaken in this respect:

• introduction of an accessibility label (for hotels, museums, etc.) in collaboration with the “Access-I” non-profit organisation;

• improving accessibility to events organised by visit.brussels; • awareness-raising among actors of tourism and culture by organising round tables and specific training;

• a reflection on the issue of accessibility, following the Destination For • • • • •

All 2018 summit, and organisation of a biannual professional event dedicated to accessible tourism; creation of promotional tools in braille in collaboration with the “Ligue Braille”; collaboration in the development of a press and TO database; collaboration with specialist associations to facilitate occasional accessibility for persons with reduced mobility to moderately accessible or inaccessible sites (Horta museum, Atomium, etc.); participation in the “Art Nouveau accessible” project, organised by the KULeuven and explore.brussels; inclusion of information regarding accessibility of various locations for persons with reduced mobility on the agenda.brussels website.

5.8.7 Theme – Urban culture

This theme encompasses Geek & Pop culture in particular and nightlife in general. It is primarily aimed at a younger audience: 18–35 year-olds. In 2019, the “Urban Culture Guide” will be updated and reprinted. To highlight this theme, the website of visit.brussels will be updated and enriched with content. Collaboration with other themes will be implemented (e.g. street art route with a Bruegel theme).

Jaune mural

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Tour de France 2018


5.8.8 Theme – Sport

100 ANS DU MAILLOT JAUNE — 100 JAAR GELE TRUI

01 > 07.07.2019

A major sporting event will account for a significant amount of the Association’s focus in 2019: the organisation of the Grand Départ of the Tour de France in collaboration with the City of Brussels.

Poster Grand Départ 2019

Éd. Resp. / Ver. Uitg. : O. Mees — Petite rue du Musée 6-8 korte Museumstraat, Bruxelles 1000 Brussel

Following on from the events organised in 2018 to announce the Grand Départ of the Tour de France, various actions will be rolled out. The “Maison du Tour” in Brussels is the dedicated site for continuous information regarding the “Grand Départ 2019 / Tour de France 2019. It is situated in the “Allianz” building in the centre of Brussels. The office will be decorated with “Grand Départ 2019 – Tour de France 2019” and reception staff will be trained to provide appropriate information on both the Tour de France 2019 and Brussels itself. PR AND MEDIA FOR THE GRAND DÉPART 2019: • Communication materials, PR, press releases prior to the event (from the end of 2018 and in 2019). • Construction of the media area of the press centre at the Brussels Expo. • Welcome stand at the Brussels Expo intended for the +/- 2,000 journalists and media during 5 days. • Welcome packs to be distributed to journalists during the event. • PR event (reception) for +/- 1,000 persons. COMMUNICATION, PROMOTION AND HOSPITALITY & ACTIVATION: • The “Grand Départ 2019” website and social media networks: visit.brussels will develop a multilingual website (FR – NL – EN) for the start of the Tour de France in Brussels based on the structure of the website for the 2018 start. • Implementation of activation actions on Facebook as part of the Grand Départ 2019. • 2019 will be the 100th anniversary of the “Maillot Jaune” (Yellow Jersey). An activation will be rolled-out jointly with ASO and the City of Brussels. The building of the BIP will be decorated in yellow. • “Hospitality VIP” actions for the Grand Départ 2019. • To inform, raise awareness and reach out to Brussels inhabitants and Belgians, waves of candelabra campaigns throughout the territory of the Region are planned before and during the event. • Spotlight on the festival Eat! BRUSSELS, drink! BORDEAUX is planned in September 2018; and in May 2019, an activation (and a spotlight on the Grand Départ 2019) will be organised during the Fête de l’Iris.

Maison du Tour

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All 19 municipalities will be united for the event with the launch of communication on these municipalities through multi-channel actions (website, brochures, etc.). The aim is not to centralise all of the actions related to the Grand DĂŠpart in Brussels City but to promote the Grand DĂŠpart in all 19 municipalities and stimulate discovery of the whole Region by the various visitors who will be in attendance. In general, the Association will work in synergy with the 19 municipalities and actors in the sector to improve the hosting of sporting events in Brussels and attract new ones. It will get involved to varying degrees in the organisation of the European Volleyball Championships, the 40th Brussels 20Â km run and the Van Damme Memorial. In 2019, it will also initiate contacts with the City of Paris in the context of the 2020 Olympic Games and will envisage collaboration with the Belgian Olympic and Interfederal Committee (COIB). Finally, in 2019, visit.brussels will collaborate on a plan jogging project alongside perspective.brussels.

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Brussels 20km run


5.9.

CULTURAL COMMUNICATION (Art. 5, 9, 11, 14, 16 and 22 of the 20182023 Management Contract)

In 2019, the Cultural Communication Department will work on the revamp of the www.agenda.brussels.be and www.arsene50.be websites with a view to improving the user experience. 5.9.1 agenda.brussels

On 17 April 2018, following an inter-ministerial conference, agenda.brussels officially became the site and reference brand for cultural communication in the Brussels-Capital Region. It aims to provide the general public and cultural operators in Brussels with a comprehensive overview of the cultural offering in the Brussels-Capital Region, in French, Dutch and English. The site also aims to power the various cultural communication tools of the communities, community commissions and municipalities as well as the open data of the Brussels Regional Informatics Centre. In 2019, the site ergonomics, its visual aspects and its accessibility will all be overhauled in line with the recommendations of the AnySurfer organisation in order to facilitate mobile browsing. The new version will enhance the user experience at the front-end and will aim at simplification at the back-end (extranet). “Basket”, “wish list” and “multiple purchases” functionalities will be implemented as well as the spots.brussels tool, which brings together all the cultural infrastructures in the Brussels Region. Finally, the CMS will be optimised to facilitate the work of the webmasters. Beyond these technical developments, the aim is to develop more qualitative and original content, in particular, to improve the ranking of the site. The aim is to better monitor (and possibly rewrite) the content provided by operators, publish generic articles on cultural news and disseminate content from the Brussels media by forging relevant partnerships. Integration with the tool spots.brussels by perspective.brussels will be organised. The completely revamped site will be the subject of intense promotion, particularly on social media networks. The aim is to ensure that agenda.brussels is a quality label, mentioned on all media (paper or web) using its data. To reinforce Brussels’ image as a student city, it is essential to collaborate with the higher education institutions and universities in Brussels. In the context of promoting the cultural offering to a student audience, the possibility of a discount card or other incentives to discover the cultural offering will be analysed. Brussels Jazz Festival ©Jan Kricke

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BRAFA © Emmanuel Crooy


FESTIVAL UP! – Cie Samuel Mathieu – Guerre © Pierre Ricci


5.9.2 Arsène 50

The last-minute ticketing service, Arsène 50, will have its website completely redesigned to make it responsive, i.e. adapted to all media. In this regard, users will be able to buy a half-price ticket with just one click, including from their smartphone. This project is closely linked to the development of the general ticketing system and the agenda.brussels project. In 2019, promoting the Arsène 50 tool will include: • the printing of new flyers; • social media networks; • various publications and reportages; • a partnership with BRUZZ; • annual publication in “Le Petit Futé”, the “Guide du Routard” and the supplement “Scènes du Soir”.

Art Brussels © David Plas

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5.10

DISCOVER THE CITY

(Art 6, 9, 12, 25, and 26 of the 20182023 Management Contract)

The Discover the City service offers a range of facilities and initiatives (guided tours, greeters, etc.) intended for people to discover the Brussels Region and its districts in it various facets. 5.10.1 Guided tours

To develop this activity, it will be advisable to present the guided tour offering per specific affinity – through the tools developed by the Association or through its promotional actions. Thus, in 2019, the main themes will be: Bruegel, the Tour de France, the Carolus V Festival, comic strips, Art Nouveau, the districts, the royal greenhouses and the Fête de l’Iris in the municipalities. Tourists will be oriented to the tours that best suit their interests. In addition, the service will need to work closely with offices abroad, tour operators, travel agencies and colleagues responsible for the target groups, to convert all requests for information into specific actions to welcome visitors and get them to discover Brussels.

MIMA guided tour

visit.brussels also intends to offer more guided tours on the occasion of Brussels events (produced by the Association or one of the partners) and to improve the participation rate in public guided tours of the City Hall. Finally, it will be a question of facilitating the booking of guided tours for individual visitors in the information offices and on the website.

5.10.2 Greeters

Greeters are ambassadors, volunteers and enthusiasts, willing to welcome visitors from all over the world and help them discover their city or region on a personalised tour. The greeters offering needs to stand out as a key product, which is unmissable in the Brussels tourism offering, given that it is so beneficial for the image of Brussels. The aim is to integrate it into the overall tourist experience of visitors through a number of affinity-related themes (Art Nouveau, comics, LGBT, Europe, jazz, etc.), prioritising the following districts: European district, Flagey/Châtelain, Matongé, Saint-Gilles, Marolles, Royal/Sablon, Centre, Dansaert/Saint-Géry, and the Canal.

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In terms of numbers, the aim is to achieve 1,200 requests for 800 confirmed greeter visits.


Street art guided tour


Saint-Gilles guided tour


5.10.3 Discovering the districts

The districts are essential links in the tourism development strategy pursued by visit.brussels. Their own identity and their main assets need to be valorised by storytelling. In addition, particular attention must be given to their “tourist accessibility� – tourists need to be informed of the existing connections between the city centre, tourist arrival locations on the one hand, and the various districts on the other. Finally, the Association will make the network of owners of small-scale accommodation more dynamic, to encourage the exchange and sharing of experiences. It will also initiate an assertive reflection, in collaboration with perspective.brussels, to rationalise pedestrian signing.

Saint-Josse-ten-Noode guided tour

Woluwe-Saint-Lambert guided tour

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5.11.

WELCOME

(Art. 6, 7, 8, 14, and 21 of the 20182023 Management Contract)

By definition, welcoming visitors is one of the main missions of the Association. The image of the destination conveyed by visitors largely depends on the quality of the welcome they receive. 5.11.1 Reception offices

The synergies and interactions between the reception offices and the other visit.brussels departments must be enhanced. The emphasis will be placed on reception staff providing the right information about the available offering. As such, these agents will be urged to visit new tourist attractions and try out new experiences themselves, in order to be able to propose to visitors the most relevant and personalised offerings. The Association will also ensure that the quality of “decentralised reception� services is improved: external missions, hotel receptions, etc. Finally, the reception offices will market a range of products and articles related to current major events and the main themes of the Brussels Region.

Goodies

Guided tour Art & History Museum

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5.11.2 experience.brussels

The experience.brussels exhibition takes a new look at the Region, focusing on the less well-known places in the capital and on the people of Brussels themselves. In 2019, a public awareness campaign will be launched to mark the 10th anniversary of the exhibition and the 30th anniversary of the Region itself. The communication effort will include: • the production of offline communication material for the permanent and temporary exhibitions; • the organisation of sponsored Facebook campaigns to highlight the agenda of events and temporary actions related to the exhibition; • offline and online advertising inserts targeting priority audiences; • the installation of street signs for the events. In educational terms, the temporary activity “Le tour du monde en 19 communes” (Around the world in 19 municipalities) will be integrated into the permanent range of activities of the exhibition. The same educational activities will be adapted to fit in with the changes made to certain rooms. Finally, a new temporary exhibition will be organised. The various activity books for families and groups (eB! Quiz, L’Explorateur, Le tour du monde en 19 communes) will be reprinted, as will the sheets and game cards for the group activities (eB! Pursuit, eB! Challenge). In addition, goodies will be distributed to people taking part in the educational activities of experience.brussels and during special events. In 2019, experience.brussels will take part in a series of collaborations with some of the key events in the Brussels calendar: the Museum Night Fever, the Fête de l’Iris, Place aux Enfants, Brussels Museums Nocturnes and Kunstberg stage Mont des Arts. experience.brussels

In terms of investment and maintenance, the various content (text, audio and video) will be updated. The interactive quiz in the “Bruxelles l’internationale” room will also be updated. Finally, obsolete multimedia material will be replaced.

Museum Night Fever @ experience.brussels

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5.12

SCREEN.BRUSSELS

FILM COMMISSION

(Art. 13 and 14 of the 2018-2023 Management Contract)

The screen.brussels Film Commission service aims to promote the destination as an attractive location for national and international productions through positive communication. In addition, it will support major film-related events in Brussels including the BIFFF and the Brussels Short Film Festival. This department will continue the work started on sustainable practices applied to filming. To this end, in collaboration with the Vlaams Audiovisueel Fonds (VAF), it will help implement a programme of courses focusing on this issue in the film schools of the Region. It will also formalise new partnerships with Brussels Environment (IBGE) and Brussels-Cleanliness. In addition, the screen.brussels Film Commission service will seek to continue the Location Awards, which were started by the European Film Commission Network (EUFCN). It will attempt to attract this event to Brussels, working in collaboration with the Convention & Association department. Finally, it will be advisable to encourage consultation with the municipalities and inhabitants of Brussels themselves, so that filming can be organised in the best possible conditions, both for the inhabitants and for the production teams. The municipalities, in particular, will be made aware of the positive effects of filming.

Filming the Orelsan & Stromae video

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Filming Les MisĂŠrables


Mima


see summer .brussels www.summer.brussels O M M E G A N G


Sales & 6 Marketing


6.1

ASSEESSMENT OF THE ACTIONS

The objectives to be achieved and the performance indicators specific to sales & marketing are shown below within the departments according to their missions. For the general objectives and the main performance indicators, see Chapter 2 “Objectives�.

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Sales & 109 Marketing Brochure Autumn 2018

ATOMIUM until 13 Jan. 2019 Atomium & ADAM www.atomium.be / www.adamuseum.be Held at the dawn of the “Golden Sixties”, Expo 58 was the first international event to take place following the Second World War. A celebration of peace regained, humanism and modernity, Expo 58 gained a place in the collective memory. Several exhibitions celebrate this 60th anniversary: PEOPLE OF 58 (Atomium) immerses visitors in the ambience, environment and experience of those times, while GRAPHIC 58 (ADAM) revisits the innovative visual world of Expo 58. If you are into old timers, don’t miss the Belgium’s premier classic car show INTERCLASSICS at Brussels Expo from 16 to 18 November. 60 Years World Expo/ Cars of ‘58’ will be the main theme. www.interclassics.be

CONTEMPORARY ART NICOLAS PARTY • until 18 Nov. 2018 Magritte Museum - www.fine-arts-museum.be The Magritte Museum presents works by contemporary artist Nicolas Party, who created a unique dialogue with Magritte’s fascinating universe. Nicolas Party’s playful and colourful creations – exclusively made for the Magritte Museum – will turn the place upside down!

Along the Way - Richard Long @ Fondation CAB

KANAL - CENTRE POMPIDOU PRESENTS BRUT

until June 2019 Quai des Péniches, Akenkaai - www.kanal.brussels Come and visit the recently opened Modern and Contemporary Art Museum, Kanal - Centre Pompidou. Throughout the year, you will discover artworks from the Centre Pompidou collection, pieces by artists residing in Brussels and live performances, events and concerts.

In addition, this involves producing graphic work and communication tools for all the departments of the Association: Culture & City Life, Convention Revolutions Records & Rebels 1966-1970 @ ING Art Center

© Victoria and Albert Museum, London

MICHEL BLAZY • 6 Sept. 2018 – 10 Nov. 2018 La Loge - www.la-loge.be La Loge is transformed into a lively temporary garden combining a selection of films and organic and changing materials, key elements of Studio Blazy. This installation explores how matter transforms, grows and deteriorates under the influence of space and climatic conditions.

Beyond Borders @ Villa Empain

BEYOND BORDERS • 6 Sept. 2018 - 24 Feb. 2019 Villa Empain – www.villaempain.com The exhibition brings together thirty-seven internationally renowned contemporary artists from the European art scene as well as the Arab world, to exchange ideas about the notion of borders and how it is represented.

René Daniëls, Borsalino ©Guy Braeckman

RENÉ DANIËLS: FRAGMENTS FROM AN UNFINISHED NOVEL

7 Sept. 2018 - 6 Jan. 2019 Wiels – www.wiels.org September at WIELS will be marked by the discovery of the pictorial work and the poetic imagination of Dutch painter René Daniëls in a wide-ranging exhibition. Come and discover over 75 paintings in addition to hundred drawings by the artist who has made his mark on the history of painting.

Chris Marker: Memories of the Future @ BOZAR

©Claire Morgan

NIGHT FEVER: DESIGNING CLUB CULTURE 1960 – TODAY

ALONG THE WAY - RICHARD LONG • 15 Sept. 2018 - 27 Oct. 2018 Fondation CAB - www.fondationcab.com A solo exhibition dedicated to this British artist, the first in Belgium in over forty years. Long’s work embodies everything that is relevant in contemporary art: he is radical, relentless, and poetic.

20 Nov. 2018 - 5 May 2019 ADAM – www.adamuseum.be Since the 1960s, nightclubs have been epicentres of pop culture, providing architects and designers all over the world with opportunities and inspiration. This exhibition offers the first large-scale examination of the relationship between club culture and design, from past to present.

© FIlippo

INTERSECTION 5 • until 4 Nov. 2018

the hidden value of design through 10 Belgian st, the present, and some imaginary object from ory approach, the exhibition offers a true expe-

pt. 2018 - 5 May 2019 livery area” to a selection of the design collecd the ADAM - Brussels Design Museum. The the original arrangement of this former showhe Citroën logo.

Actions

Art. 61 of the 2018-2023 Management Contract: Selling media space. The Association will sell media space and offer sponsors’ products and events organised by the Association in order to strengthen events and actions with the Association’s own revenues. CHRIS MARKER: MEMORIES OF THE FUTURE

19 Sept. 2018 - 6 Jan. 2019 BOZAR - www.bozar.be BOZAR and La Cinématèque Française join forces for a journey through the world and archives of Chris Marker (1921-2012), the militant filmmaker, not to mention an author, photographer, artist, musician and globetrotter. This creator was hyper-versatile and cosmopolitan.

KOENRAAD DEDOBBELEER: KUNSTSTOFF

22 Sept. 2018 - 6 Jan. 2019 Wiels – www.wiels.org This exhibition dedicated to the work of Belgian artist Koenraad Dedobbeleer shows over 40 artworks including 15 new productions. These include sculptures, photographs, a slide projection, a collection of books and works on paper.

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KIDS

LITTLE LIFE • until 25 Nov. 2018 Halle Gate (RMAH) - www.portedehal.be This exhibition takes you into a fascinating little world and brings daily life in a bourgeois household of the time to life in a magnificent Brussels doll’s house made around 1900. Save the date, this special kids & family day takes place on 7 October!

PRACTICAL INFORMATION

visit.brussels tourism information centres:

INTERACTIVE EXHIBITION ABOUT HERITAGE FOR KIDS

Art. 56 of the 2018-2023 Management Contract: Managing a photo library and video library. The Association will manage and maintain a photo library and video library in Brussels for various uses: illustrations for websites and brochures, visual sound-bites for posts on social media networks, sales tools for presentations to professionals, material available to the press, etc. A FOREST • 21 Sept. 2018 - 15 Dec. 2018 Iselp – www.iselp.be A Forest brings together artists mobilised directly or indirectly by the plant world and its organisational arrangements in complex systems, called ecosystems.

AGENDA

7 Sept. 2018 - 21 Nov. 2018 Halles Saint-Géry - www.classesdupatrimoine.brussels Young and old are invited to become actors in the discovery of the Brussels heritT. 92/93 age. Reading and comparison of historical maps, observation of facades to decode M. 1/5 composition, style and function, and a free exhibition in the beautiful Halles Saint PARC / PARK Géry building!

PLAY THE GAME • 14 Sept. 2018 - 27 Jan. 2019 ADAM – www.adamuseum.be The story of Kartell objects designed for kids through a selection of items whose innovation makes them significant. The exhibition space proposes two different pathways: one for adults and another for children. Children can explore objects and discover the design values they represent.

> Town Hall - Grand-Place / Grote Markt, 1000 BRU > BIP - rue Royale 2-4 Koningsstraat, 1000 BRU

& experience.brussels : Interactive exhibition & information centre

> Station Europe – pl. de Luxembourg 100 Luxemburgplein , 1047 BRU USE-IT - Galerie Ravenstein 25 Ravensteingalerij, 1000 BRU tourist info for young people

#IRISBRUSSELS

SIGN

The Offline Communication service has a multi-faceted and cross-cutting role. In the first instance, it is responsible for developing a strong, attractive and coherent tourist brand identity for the Brussels-Capital Region. This identity is to be translated into a graphic charter, which can be used in all communication activities carried out by visit.brussels. The service will ensure that all the communication of visit.brussels is in line with this identity.

SEPT. OCT. NOV. 2018

EN

Brochure Fête de l’Iris 2018 WWW.FETEDELIRIS.BRUSSELS WWW.IRISFEEST.BRUSSEL WWW.IRISFESTIVAL.BRUSSELS

#BRUSSELSEUROPEWEEKEND

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COMIC STRIP

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ALIX • 14 Sept. 2018 - 6 Jan. 2019 Art & History Museum – www.rmah.be With twelve million book sales to his name, and his adventures translated into fifteen languages, 2018 sees Alix celebrating 70 years since his first appearance in Tintin magazine on 16 September 1948.

MAGASIN GÉNÉRAL: A QUEBEC SYMPHONY BY R. LOISEL

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AND J-L. TRIPP • 25 Sept. 2018 - 10 Mar. 2019 Comics Art Museum - www.comicscenter.net The Belgian Comic Strip Center is delighted to offer its visitors an insight into the unique world of this profoundly human series, which paints a wonderful picture of rural Quebec in the late 1920s.

Inca Dress Dode @ Art & History Museum

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www.agenda.brussels a complete up-to-date information about Brussels’ cultural offerings

Last-minute tickets 50% > www.arsene50.brussels

THE SMURF EXPERIENCE

28 Sept. 2018 - 27 Jan. 2019 Brussels Expo - www.smurfexperience.com The Smurfs are celebrating their anniversary and have moved their village to Brussels. Thanks to larger-than-life sets, you get the chance to plunge into the magical world of these small blue characters.

Discover Brussels with a local > www.brusselsgreeters.be

Kids & family activities > www.agenda.brussels/kids

WINGS TO GROW UP • From 8 Oct. 2018 The Children’s Museum - www.museedesenfants.be Children are invited to fly from one room to another to discover their own talents, their superpowers, the richness of friendship, different cultures, small worlds where it is nice to live…

TEDDY & BEAR • 18 Oct. 2018 - 1 Sept. 2019 Museum of Natural Sciences - www.naturalsciences.be Bring your teddy along! Who are bears? When did they appear? Do they only eat honey? Are they very clumsy? Where and how do they live? Are they endangered? Is the Yeti a bear? For children aged 4+: interactive teddy trail around the exhibition!

05 & 06A MEI

The image of Brussels conveyed by visit.brussels needs to match its identity and reflect its strengths: its cultural and events offering, its heritage, its accessibility, its gastronomy, its accommodation offer, its cosmopolitan nature, etc. This image needs to encourage an affinity-based approach and be in line with the city’s marketing of the Region (and the “be.brussels” brand). It will update the image and identity of the Region and its brands to ensure a strong positioning in an integrated marketing strategy. Art. 47 of the 2018-2023 Management Contract: The Association will disseminate a strong and positive brand image of Brussels and will ensure consistent communication in all campaigns and promotional actions. The visual identity and tone of communication, clearly identifiable and recognisable, will be in line with the city’s marketing of the Region.

Discover Brussels with www.brusselscard.be

Looking for parties ? > www.facebook.com/BrusselsTonightEvents Due to the altering nature of cultural activities, we cannot be held responsible for possible changes. E.R. / V.U. : P. Bontinck - visit.brussels, Rue Royale / Koningsstraat, 2-4 - 1000 Bruxelles / Brussel

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Missions

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OFFLINE COMMUNICATION GRATUIT GRATIS

6.2.

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18:00

A 05 MEI

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ELECTRO NIGH

QUINTINO

E LUCAS & STEV SIGALA CO ROMEO BLAN ALEX GERMYS THE HIM E.R. / V.U. : P. BONTINCK - VISITBRUSSELS, RUE ROYALE / KONINGSSTRAAT, 2-4 - 1000 BRUXELLES / BRUSSEL

18:30

Out ! Village Village des Communes Dorp der gemeenten Brussels Communes VIllage Village des sciences Wetenschapsdorp Science Village

A 06 MEI

Village de l’Europe Europadorp European Village

Public Village

Village Discover the City Discover the Citydorp Discover the City Village

Village citoyen Burgerdorp Citizen’s Village

Village universitaire Universiteitsdorp University village

MIXITY.brussels Village

E M • MAURANRROW JOSÉ VAN DA NE • TYPH BA MARIE DAUL FILIP JORDENS BJ SCOTT • UELLE • MARKA PATRICK RIG & MORE!

#IRISBRUSSELS

#BRUSSELSEUROPEWEEKEND

E.R. / V.U. : P. BONTINCK - VISITBRUSSELS, RUE ROYALE / KONINGSTRAAT, 2-4 - 1000 BRUXELLES / BRUSSEL

WWW.FETEDELIRIS.BRUSSELS WWW.IRISFEEST.BRUSSEL WWW.IRISFESTIVAL.BRUSSELS


& Association, Events & Trade Fairs, Financial & Operations, Sales & Marketing. These tools include: • advertising material (adverts, posters, banners, etc.); • brochures, plans and other publications in paper and digital versions (regional and desk pad plans, Let’s Meet, call brochures, thematic, event and seasonal brochures); • promotional and welcome material for actions conducted in Belgium and in the various foreign markets (flags, roll-ups, merchandising, signage, etc.); • equipment for decorating stands used during events, trade fairs, exhibitions, workshops, etc.

be winter be .brussels

The service will also ensure that the photo library and video library of visit. brussels is updated and managed. To implement this, it will solicit specialist photographers, produce generic videos (leisure and MICE) and thematic and event videos to meet the needs of the various departments. The photo library is to be made available to the various services of the Association, while a catalogue of royalty-free photos and videos is to be available online. It will also be a question of developing promotional campaigns and negotiating media deals in order to optimise the Association’s financial resources and to generate maximum visibility for the destination as well as for the tourist and cultural offering and events.

invitation to

visit.brussels christmas party

Campaign Winter 2017

In addition, the Offline Communication service is responsible for developing a communication strategy intended for visitors to the Brussels Region. In this context, it will negotiate preferential rates for the use of cultural and event-related advertising space, in order to benefit the cultural and events actors in Brussels. The online and offline communication actions are to be coordinated and planned in consultation with the requesting departments. In this regard, the Offline Communication service plays the role of an internal account manager. Finally, this service is also to be responsible for assessing the performance of the implemented actions, based on a number of indicators: Brussels’ reputation, the value of media deals, etc.

Capsule bright.brussels

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be comics be .brussels

14 > 16.09

JACQUES MARTIN © CASTERMAN

PARC DE BRUXELLES WARANDEPARK

#stripfeest #fetedelabd

Campaign for the Comic Strip Festival 2018


6.3

DIGITAL COMMUNICATION Missions

Art. 48 of the 2018-2023 Management Contract: The Association will be mindful of developing a digital strategy by ensuring the emergence of open data in the Brussels Region in the context of smart cities. It is to position itself to face this new challenge as a veritable content provider from both a tourism and cultural perspective. It will allow developers and all of the Brussels actors to access this data. It is to develop new digital marketing tools, including: content marketing, automation marketing, tracking, re-targeting, targeted data collection and the seamless integration of social media networks. It will improve the ranking of sites and increase the traffic they generate. The websites of visit.brussels are among the main sources of information and incentives for potential visitors to the Region. Art. 58 of the 2018-2023 Management Contract: Promotion of social media networks. The importance of social media networks as vectors of communication and sharing is widely acknowledged in the tourism world. The Association is to promote Brussels and its offering (museums, attractions, events, culture, gastronomy, etc.) in an attractive and engaging way and to ensure the daily follow-up of social media networks (Facebook, Twitter, Instagram, YouTube, Flickr, LinkedIn‌). It is to conduct campaigns to increase the audience on these social media networks (Facebook ads, Twitter ads, Instagram, etc.). It will initiate actions with key influencers in the field of social media networks (Instagramers, etc.).

Objectives to be achieved and performance indicators specific to the Digital Communication service of the Sales & Marketing department: • Number of visitors to the websites (traffic): increase traffic across •

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all sites by one million additional sessions in 2019 to achieve six million sessions in total. Engagement rate on social media networks: achieve 15 million engaged users and a community of 900,000 followers across all networks.


Actions

In the context of fast-tracking the digital transformation, the Digital Communication service is required to take proactive actions as part of a veritable digital strategy. To this end, digital marketing trends and the development of technical tools must be permanently monitored. The Association is to participate in training sessions and workshops on this theme and keep up-to-date with developments in digital marketing techniques. The Digital Communication service is responsible for developing and implementing a digital strategy for visit.brussels. In 2019 and 2020, visit. brussels will undertake a transformation of its digital systems and develop its digital communication actions based on the findings of the audit carried out in 2018. Various elements will be analysed in depth: the back-office, the CMS, the mailing machine, media buying, content strategy and the company’s digital organisation. Minisite summer.brussels

The Digital Communication service develops and manages the digital tools of visit.brussels. It will update nearly forty websites and “mini-sites”, linked to the events, products or specific actions of the Association and works on the continuous improvement of the two existing portals (visit. brussels and agenda.brussels) to meet the expectations of the various departments. Unless there are exceptions relating to specific needs, the “mini-sites” will be integrated into the structure of the generic website (visit.brussels) in order to optimise the development time and offer users a unified, clear and coherent ecosystem. visit.brussels hosts all of its websites and digital services with a single provider, Net 7. New infrastructure services (including a digital advertising server and a Content Delivery Network (Amazon CloudFront)) will help ensure more effective distribution of visual content around the world. Keen to disseminate high-quality information to its partners, the service is responsible for sharing the complete databases of the Association – i.e around 8,000 sites and 30,000 events in open data. The implementation of a single “opendatastore” portal facilitates sharing with partner digital platforms.

Minisite bright.brussels

Sales & 113 Marketing


Naturally, a digital strategy is not complete without a genuine content strategy. This strategy is to be based, in particular, on the daily updating of content, based on contributions from the various departments. Digital communication campaigns will be organised to highlight the tourism and events offering of the destination, thereby ensuring maximum visibility. The websites of visit.brussels are among the main sources of information for potential visitors. As such, considerable efforts will be made to increase the number of visitors and visits as well as to extend the length of time of these visits. The ambition for 2019 is to exceed six million sessions across all the sites of the Association. Achieving this objective requires optimising the ranking of the sites, in particular, through the use of search engine optimisation (SEO) and digital media buying campaigns.

YouTube channel of visit.brussels

In 2019, the Digital department will create a new position in the field of Digital Travel Marketing. This new function will be dedicated to launching digital campaigns and negotiating and monitoring the partnerships with online booking platforms. The Community Management hub is developing Brussels’ attractiveness and its offering through social media networks (Facebook, Instagram, Twitter, YouTube, LinkedIn‌). In recent years, these digital channels have become one of the main sources of traffic to content sites. The hub will ensure that Brussels and its offering are presented in an attractive light and that targeted campaigns are carried out. A considerable effort will be made to strengthen the Association’s visibility on social media networks through paid campaigns and collaborations with specialist influencers, particularly on Instagram and YouTube. In 2019, visit. brussels plans to exceed the level of 900,000 followers and 5,000,000 engaged users.

Instameet Flower carpet

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Videos specially adapted to social media networks (video snacking, GIF, text videos, square format videos, stories, etc.) will be produced to reach the Millennials target group. The destination needs to be promoted through short and to-the-point videos, illustrating the experiences (tourist or otherwise) related to the affinity marketing strategy. B2B and B2C newsletter campaigns will be managed as a priority using a simple e-marketing tool that was selected in 2018. These campaigns make it possible to collect data on the various user groups and centralise them in order to roll out an editorial strategy adapted to each target group. E-mailing campaigns intended for priority target groups need to take account of the new GDPR regulations. Finally, as part of the digital transformation and following the audit carried out in 2018, the Digital Communication department will conduct training sessions for the other departments to support them in implementing their digital actions and, ultimately, make them autonomous in this area.

Facebook page of visit.brussels

Instagram account of visit.brussels

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Comic strip press trip


6.4.

PRESS

Missions

Art. 50 of the 2018-2023 Management Contract: The Association will focus on promoting, in the broadest sense, the Region as a tourist destination among the press. For national and international media, it will draft press kits and press releases and organise press trips on topics of importance to the Region, linked to cultural and leisure events, conventions and current events (new exhibitions, new museums, developments, etc.). Close contacts are to be maintained in Brussels in collaboration with visit. brussels offices abroad and other partners including Brussels Invest & Export and the tourism sector. The Association is to adapt its modus operandi to respond flexibly and effectively to the development of digitisation and the acceleration of IT (blogs, vlogs, influencers on social media networks, etc.).

Objectives to be achieved and performance indicators specific to the press service of the Sales & Marketing department: • Number of press clippings (national/international): generation of more than 3,000 press articles. Number of press trips/journalist trips (leisure/MICE): handling of more than 1,000 requests from journalists and hosting of more than 600 foreign journalists for an organised visit to Brussels.

•

Actions

Contemporary Art Press Trip

Sales & 117 Marketing


The Press service will carry out media actions: distribution of press releases and press kits, organisation of press conferences and interviews. It is to manage relations with journalists, prior to events, put them in contact with the relevant actors and develop the general and institutional tourism communications of the Association. To draft the relevant press releases and kits, the press service will work closely with experts from the Culture & City Life, Convention & Association and Events & Trade Fairs departments. It is to use a database containing more than 10,000 journalists identified by their affinity. International journalists accredited in Brussels are to be the subject of special focus due to their role in disseminating the international image of Brussels. The service is to organise customised press trips, linked to the themes, products and events monitored by the Culture & City Life and Convention & Association departments. It will prepare multilingual communication materials (invitations, press releases and press kits) for Belgian and foreign journalists. The press trips are essential tools for promoting the destination. In effect, journalists, bloggers, vloggers and influencers are all potential ambassadors for the Region among the general public or to one of the target groups. These trips are to be aimed primarily at journalists specialising in leisure tourism and conventions and journalists interested in affinity-related themes. Each trip will offer a “tailor-made� programme, made up of meetings with experts on the destination and key themes as well as visits to key places. Certain press trips are to be linked to major inaugurations, events or specific themes.

Contemporary Art Press Trip

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6.5.

COPYWRITING & TRANSLATIONS

Missions

Art. 57 of the 2018-2023 Management Contract: Multilingual communication. The Association will strengthen its multilingual content in eight languages (French, Dutch, German, English, Spanish, Italian, Chinese and Portuguese). The site is to be comprehensively developed in the three priority languages (French, Dutch and English) and occasionally in the other languages to be able to respond as effectively as possible to the various priority markets. It is responsible for drafting, rewriting and translating the tourist content of the sites with the aim of enhancing the image and attractiveness of the “Brussels” brand.

Actions

The Copywriting & Translations service is to manage online and offline translations into French, Dutch, German, English, Spanish, Italian, Portuguese and Chinese using its internal resources or translation agencies. It will support the various departments of visit.brussels (Culture & City Life, Convention & Association, Events & Fairs, etc.) by proofreading, translating and rewriting their editorial content. The content intended for distribution on the websites of visit.brussels needs to be available in the three main languages: French, Dutch and English, as well as in German, Spanish, Italian, Portuguese and Chinese for certain essential or specific topics. The texts produced by the Copywriting & Translations service are to adopt the written communication tone of visit.brussels in order to enhance the image and attractiveness of the “Brussels” brand. In addition, in order to optimise the ranking of the Association’s websites, the service will apply the rules of web writing as much as possible.

visit.brussels website Homepage Europe

Sales & 119 Marketing


6.6.

SALES & PROMOTION

Missions

Art. 49 of the 2018-2023 Management Contract: The Association will make optimising the proactive commercial prospecting of leisure and MICE in local and foreign markets a priority as well as identifying the results of each of the actions carried out, based on predefined performance indicators. The actions to be carried out will mainly target the twelve priority markets: Belgium, France, the United Kingdom, Germany, the Netherlands, Spain, Italy, the United States, Brazil, Russia, India and China. They will aim to position the Region as an essential destination for organising meetings and conventions as well as to ensure the growth of leisure tourism. In this context, the Association is to participate in economic, princely and state missions, which will correspond to the implemented strategy. Art. 52 of the 2018-2023 Management Contract: The Association will bring together actors in the field around joint communication actions. It is to unite the Brussels tourism offering in order to have a more effective impact on foreign markets by proposing lower-priced actions to its partners. At the same time, it is to adopt a personalised approach among its active partners in order to identify the needs inherent to the various sectors in Brussels.

Target groups

Fam trip China Post Tour - Imex

ATM Dubai

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Art. 53 of the 2018-2023 Management Contract: The Association is likely to be involved with the following target groups: In terms of markets: • the Belgian market, to focus on national tourism and attract Belgians to the Region (e.g. during major events); • the nearby international markets (FR-NL-UK-ES-IT-DE, identified as priority markets, where the Association’s tourism attachés have been in place since 2017); • the BRIC + USA markets, represented by consultants in communication agencies. Targets and Themes: Firstly, the Association’s actions are to target a B2B audience. • BUSINESS through a “corporates meeting planner”: this target group is to be identified based on the centres of excellence, i.e. the main sectors of activity that are growing in each of the markets and PCOs (professional congress organisers). • LEISURE: public to be identified on the basis of clusters, i.e. the main themes and targets of interest in each of the markets. This is part of an overall strategic approach to integrated affinity marketing.

BBT Online

Secondly, the Association’s actions are to target a B2C audience, thanks to promotional materials for the general public, including co-marketing actions with tour operators, digital and offline media purchases.

Objectives to be achieved and performance indicators specific to the Sales & Promotion service of the Sales & Marketing department*: • Number of commercial activities (shows, trade fairs, forums, workshops, roadshows and missions): more than 30 actions on top of fam trips and other types of actions.

*A series of other quantified objectives have been added to the actions described below

Actions

Sales & 121 Marketing


The expert projects of the Sales & Promotion service will implement actions aimed at target groups in the MICE and leisure sectors. They are to organise commercial and promotional events with or without Brussels partners: workshops, roadshows, trade fairs, fam trips, etc. As such, they will contact the organisers of B2B, leisure and MICE events in particular regarding issues such as reservations for places and customer invitations. They are responsible for drafting the specifications, analysing the tenders and monitoring the budget. The project experts are also required to propose certain actions to the various partners of the Association; in this regard they are subject to quantitative objectives. These experts are to work with their colleagues from the Convention & Association, Culture & City Life, Fairs and Foreign Markets departments to ensure the visibility and recognition of the destination through events. In particular, they are to manage all the logistical aspects of the actions: materials and visuals, mailings, programmes, briefings to partners, evaluation reports of the actions, decoration and activities, etc. The actions carried out in partnership with Brussels operators are to be identified in collaboration with the sector in question and will have a budget of â‚Ź400,000, half of which is to be provided by visit.brussels and the other half by the operators.

MICE actions

In 2019, for the MICE aspect, the objective is to organise at least one major event in each European priority market around a strong theme for the destination. This event will need to bring together between 6 to 15 partners, depending on the market, and reach a minimum of 30 high-quality customers. The customers will be selected jointly with the Convention Bureau. In addition, the Sales & Promotion service will continue to organise a range of events in the Belgian market, including BBT online, the Inspiration Seminar and the Assistant Club. These events will enable the partners (venues, organisers, group restaurants, hotels, etc.) to promote themselves in the domestic market. A number of workshops will also be proposed to them: M&I Forums, Pure Meeting, in Paris, Meetings Space and, for the first time in 2019, Break The Ice. In 2019, the Sales & Promotion service also envisages organising a “Brus-

Fam Trip Italy

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sels Meeting Experience� (BME), an event that will feature 11 fam trips at the same time, corresponding to 11 priority foreign markets and an International MICE workshop. The BME would help position Brussels as an essential destination for the centres of excellence identified by the Convention Bureau and establish its reputation in foreign markets. In terms of numbers, the objective would be to attract at least 50 partners as part of the international workshop and gain at least 100 customers. Finally, the Sales & Promotion service is to support MICE hotels in organising their fam trips by sponsoring a recreational or cultural activity, a thematic guided tour, a cocktail or a meal. In return for this contribution, the contact details of the participants are to be communicated to the service and a business developer is to be invited to present the Brussels destination during the event. The MICE business developers are part of the Convention Bureau within the Convention & Association department.

Leisure actions

All B2B leisure actions are designed to market the Brussels offering. They are based on the work carried out by the two leisure business developers (Europe and USA/BRIC), who are active in the Sales & Promotion service, in collaboration with the tourist attachĂŠs and external agencies. The leisure business developer is a source of proposals for organising commercial actions in Belgium and abroad. He or she will present and defend the destination and its offering among their customers: the WHO (wholesalers), TO (tour operators), OTA (online travel agents) and organisers of trade fairs, shows and other large-scale events of potential interest to the destination. Roadshow Spain

The leisure business developer is also to target groups, particularly in France, through works councils. In order to propose a relevant offering, he or she will qualify the needs and expectations of customers in collaboration with the product experts of the Culture & City Life department. He or she will also negotiate with tour operators to include Brussels in as many of their programmes as possible. In addition, he or she is to keep the CRM up-to-date and ensure the quantitative and qualitative development of the customer database.

TO Workshop Germany

Sales & 123 Marketing


The business developers for Europe and the USA/BRICs will travel to the following trade fairs and workshops: FITUR in Madrid, WTM in London, ITB in Berlin, TTG in Rimini and ATM in Dubai. The BRIC business developer will also attend events organised in Europe, which are linked to their geographical target; and as such, they may meet Brazilian tour operators based in Portugal or Indian tour operators based in the UK. Finally, the leisure business developers will participate in workshop or networking events, in particular with transport companies or chambers of commerce to jointly sell the destination. In 2019, the Sales & Promotion service wishes to produce a newsletter intended for tour operators in collaboration with the Culture & City Life department. To promote the commercial actions organised by the service, the emphasis will also be placed on social media networks with the support of the Digital Communication service. In addition, along the same lines as the Brussels Meeting Experience and according to the same principle (11 fams trips and 1 international Leisure workshop), the Sales & Promotion service wishes to organise the first Brussels Trade Experience. The event would target wholesalers, tour operators (product managers), online travel agencies (product managers), destination management companies and bed banks.

City Workshop - Paris

The Sales & Promotion service will also work to bring together the local actors to create “impactful� promotional or commercial actions (in B2B or B2C) and develop synergies and partnerships in order to enhance Brussels’ position in priority markets. Such partnerships will be established with carriers such as Brussels Airlines, Iberia and Thalys as well as with Brussels Airport. The Association will also continue to support the Hi Brussels Pass created by Brussels Airlines: an all-in-one offer that is valid from 50 airports in 18 European countries. Finally, the service is responsible for the tourism component (workshop, seminar, networking activity, etc.) of the economic and commercial missions organised by hub.brussels, according to the interest for the markets in question, as well as the tourism component of the princely missions organised at federal level.

IMEX 2018

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Inspiration Seminar Belgium


6.7

FOREIGN MARKETS Missions

Art. 67 of the 2018-2023 Management Contract: The Association will have tourist attachés and external agencies (consultants) at its disposal within priority markets (France, Germany, Great Britain, the Netherlands, Spain, Italy, Brazil, Russia, India, China), responsible for marketing and promoting the destination in their respective markets. This aim of this presence is to facilitate interaction with local tourism actors. Reporting directly to the Brussels head office, the tourist attachés and staff of external agencies will carry out their missions under the supervision of the head office, which will provide support. They will work with the AEC of Brussels Invest & Export, as well as with economic, diplomatic and tourism attachés in other regions to handle certain common subjects. In addition, the tourist attachés and external agencies are to prepare lists of journalists who could help promote the Region, by specifying the affinity themes that concern them: tourism, business, art and culture, gastronomy, etc.

Objectives to be achieved and performance indicators specific to the Foreign Markets service of the Sales & Marketing department: • Number of contacts qualified on the CRM (leisure/MICE): more than 10,000 B2B contacts. This figure will need to be re-examined depending on the measures to be taken pursuant to the new GDPR legislation.

*A series of other quantified objectives have been added to the actions described below.

MICE market share*:

Leisure market share*:

France 5.50%

France 5.70%

UK 3.80%

Spain 4.70%

Germany 3.80%

UK 3.10%

USA 3.70%

Germany 3.00%

Spain 2.70%

USA 2.30%

Netherlands 2.10%

Italy 1.90%

Italy 2.00%

Netherlands 1.80% *number of overnight stays 2017

Summer networking event in Amsterdam

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Actions

The tourist attachés and external agencies will help develop the MICE or leisure sectors according to the specificities of the country in question and taking into account their respective market share. In the first instance, the external agencies for the BRIC countries will primarily focus on the leisure component. The tourist attachés and external agencies will develop and maintain a network of qualified B2B leisure and MICE contacts within their respective markets. The relationships are to be established via telephone, through networking sessions or face-to-face. In the MICE market, contacts linked to centres of excellence developed by the PCO (Professional Conference Organisers), as well as meeting planners of international associations or large private companies, are to be preferred. In the leisure market, the tourist attachés and agencies will build relationships with tour operators and travel agencies. These contacts are to be made in the context of MICE and leisure exhibitions (regardless of whether the Association has a stand there), during events that are specific to each market (workshops, sales missions, training, etc.), or during monthly sales calls and B2B meetings. The new contacts thus obtained will continuously drive the CRM of visit.brussels.

Group Leisure & Trade Show Birmingham

The tourist attachés and external agencies will develop and maintain a network of qualified press contacts within their respective markets. They are to constantly update lists of journalists likely to help promote the Brussels Region and cover the subjects that concern them: tourism, business, art and culture, gastronomy, etc. The press service relies on this database, which is structured by fields of expertise, to send press releases and invitations to press trips.

State Visit Denmark

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Summer networking event in Milan


The tourist attachés and external agencies will supply all useful and relevant information to the head office of visit.brussels, (market studies, trends, promising themes, new airlines, etc.) with a view to optimising growth strategies and sales or promotional actions in their respective markets. The interaction between tourist attachés, external agencies, the visit. brussels head office and the Brussels partners will take place in the context of meetings that are planned throughout the year. As such, the tourist attachés for Europe will travel to the head office every 2 months on an individual basis. Everyone is to travel to Brussels for the visit.brussels Awards (March/April) and the visit.brussels Day (December). Meetings with BRIC consultants are also to be organised during the visit.brussels Day. Finally, the tourist attachés for Europe are required to accomplish at least 3 actions in their priority market: • organise a major event (MICE or leisure) with between 6 to 15 partners and 30 qualified customers; • organise a Brussels Meeting Experience or a Brussels Trade Experience, in Brussels, in the presence of at least 50 Brussels partners and 10 qualified customers; • set up monthly B2B meetings in their respective markets (excluding trade shows and workshops) with a minimum of 20 qualified customers per month. State Visit India

Finally, tourist attachés are requested to participate in major trade fairs (IMEX Frankfurt, IMEX America, IBTM Barcelona, WTM London, ITB Berlin, FITUR Madrid, TTG Rimini) with a complete meeting agenda.

ATM-Arabian Travel Market in Dubai

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6.7

MARKET INTELLIGENCE Missions

Art. 46 of the 2018-2023 Management Contract: The Association will improve knowledge and insight of the MICE tourism and leisure sector, so that the organisation can optimise its actions. Its role is therefore to produce and acquire the necessary information. This function is central to the strategy to transform the Association into a data-centric organisation. It will provide the partners of the Association with optimal knowledge of tourism and cultural activity in Brussels. Art. 54 of the 2018-2023 Management Contract: The Association will measure the completion of all missions based on performance indicators. Main performance indicators: • Number of MICE/leisure overnight stays and arrivals • Occupancy rate • Visitor satisfaction rate • Attendance of museums and attractions • Impact studies on the reputation of Brussels • Breakdown of events across the 19 municipalities Art. 60 of the 2018-2023 Management Contract: Support for start-ups. The Association welcomes and supports start-ups that are active in the Brussels tourism sector in addition to the services offered by the Cluster Hospitality housed within the Brussels Enterprise Agency. In the long term, the Association will develop a common strategy with this cluster to support start-ups. Tourism sheet

China - 2017 Overnights in Brussels 128.213 a

+25% (vs. 2016) 13%

140000 120000 100000 80000

31%

57%

60000 40000

Art. 66 of the 2018-2023 Management Contract: Develop a “Quality Plan” based on tourist feedback.The Association will develop a Quality Plan to ensure that the services proposed to tourists visiting Brussels meet their expectations. It will handle received complaints, directly or via an online questionnaire, and provide an interface with partners. It will develop awareness-raising sessions and training for the tourism actors in Brussels.

20000 0

2015

2016

Leisure

Meetings

2,0%

2017

Leisure

Other Prof. Reasons

of Brussels overnights

overnights per stay

9th market

vs. 1,85 average in Brussels

Meetings

Other Prof. Reasons

151€ b

1,47

genetated per leisure overnight

47€ meals

54€ accommodation

51€ others

Travel habits (all destinations) Age of Chinese tourists c 4%

8%

Type of group

0-14

17% 22%

20%

15-24 9%

Groupes

50-64 25%

Autres

24%

65 +

Booking platforms

1. 2. 3. 4. 5.

26,6% - Air China 20,6% – China Southern Airlines 17,1% - China Eastern Airlines 11,4% - Hainan Airlines 6,1% - Xiamen Airlines

1. 2. 3. 4. 5.

a) b) c)

visit.brussels Kunstedenonderzoek -2018 Euromonitor

Marketing

Individuels

22%

Airlines c

130 Sales &

Couples

25%

Familles

25-34 35-49

23%

c

c

54,9% - Ctrip.com 12,1% - Tongcheng Network Technology 11,5% - Shangai Chunqiu Tourism 6,3% - China International Travel 2,8% - Tuniu.com

Art. 73 of the 2018-2023 Management Contract: Collaboration and cooperation. The Association is to develop close collaboration with the hotel sector and recognised tourist accommodation to ensure the coherence and complementarity of their actions. Brussels needs to enrich and diversify its tourist accommodation offering. To meet the growing needs of tourists, it will be necessary to support the development of hostelry and alternative tourist accommodation solutions in Brussels (apart-hotel, tourist residence, private accommodation, youth hostels, campsites). It is essential that this tourist accommodation sector continues to develop qualitatively and quantitatively, and have a large-scale presence in the Association’s actions, both on its website and through specific actions for its promotion. Awareness-rai-


sing actions, information and support actions will be conducted with this target group, in collaboration with the actors in the field.

Actions

The Market Intelligence service will help improve knowledge and insight in the tourism sector to enable the Association and its partners to optimise their actions. To achieve this, it is responsible for the following: • maintaining and continually improving the various tourist barometers; • producing a complete report on the events organised by visit.brussels; • producing studies to enable visit.brussels and its partners to adapt their strategy and offering to the various affinity-based and geographical markets; • carrying out a survey of the international events organised in Brussels for the UIA and ICCA rankings; • preparing an annual statistical report on Brussels tourism; • responding to questions and requests from the sector, from research or the press. The Market Intelligence service is also responsible for developing and maintaining the CRM and intranet. It will ensure the coordination of the various systems in use and provide daily assistance to all employees in the event of technical or operational problems. In addition, it will ensure that the administration of personal data complies with the legislation in force. Monitoring and improving the quality of the offering is also part of its missions. The service is to measure the level of visitor satisfaction and feed back the results. It will handle complaints directly, via an online questionnaire, and is to notify the partners concerned. It is also responsible for organising awareness-raising and training sessions for all the tourism actors in Brussels, in particular, regarding the tourism offering, the welcoming of diversity in Brussels and the specificities of priority markets. Finally, the Market Intelligence service will support entrepreneurship in tourism. For people with projects, it is to be the contact point within the Association. It is to organise dedicated activities and update the data on the sector on the Region’s open data platform.

Quality Academy visit

Sales & 131 Marketing


Resto national

eat! BR

drink!

USSELS

BORD

Frunch

BXLB

EAUX

eerfe

st

Campaign Summer 2018


Events 7 & Trade Fairs


7.1

MISSIONS Art. 63 of the 2018-2023 Management Contract: The Association will coproduce the Brussels Days in collaboration with Brussels International and hub.brussels. This is a promotional exercise aimed at strengthening Brussels’ position on the international scene. For the occasion, actors from the tourism sector and companies in the Region will travel to major international cities to meet potential customers and partners. In this context, the Association and its partners will organise B2B leisure/meeting workshops, investor events, networking events, etc. Art. 64 of the 2018-2023 Management Contract: The Association will produce and co-produce events intended to strengthen the image of the Region. These events are to be directly linked to the affinity-based themes developed by the tourist office, including comics, heritage, gastronomy, geek & pop culture, etc. To increase familiarity with these events, it will work to develop events with strong brands, which are intrinsically linked to Brussels, and clearly identifiable by the Belgian and foreign target group, along the same lines as key events in the Region, such as the Iris Festival, the Comic Strip Festival, Eat! BRUSSELS, Drink! BORDEAUX or the Bright Brussels festival‌ At the same time, it is to increase familiarity of existing events organised by other Brussels structures by providing material and financial resources (co-production) and/or advice according to the available budgets. Art. 65 of the 2018-2023 Management Contract: The Association will ensure that Brussels is present at a range of trade fairs, both in Belgium and abroad. To achieve this, it will work to optimise the presence of the Region and its partners at all trade fairs. It is to analyse the impact of the various trade fairs and make recommendations to partners, public bodies involved and the Government.

136 Events

& Trade Fairs


7.2

TARGET GROUPS Art. 53 of the 2018-2023 Management Contract: The Association is likely to be involved with the following target groups: For Events (general public): • Brussels inhabitants (the premier ambassadors of their city) • Expats • Belgians • Foreign tourists For trade fairs open to the general public (Brussels Book Fair, Batibouw, Holiday Fair): • Brussels inhabitants and Belgians interested in the themes of the exhibitions visited and the regional offering in this context For professional, non-tourist trade fairs (MIPIM, MAPIC, Realty): • Foreign investors, Belgian and foreign promoters, international decision-makers likely to bring ideas and capital to the Brussels Region, in particular in the areas designated by the government as priority areas For tourist leisure trade fairs (ITB, FITUR, WTM): • Tour operators (off and online), tour operators/coach tour operators, marketing, press, bloggers For MICE tourist trade fairs (IBTM, IMEX, IMEX USA): • Incentives organisers, associations, corporate, DMCs (Destination Management Companies), PCOs (Professional Congress Organisers), press

I love Science Festival

Events & Trade Fairs

137


7.3

ASSESSMENT OF THE ACTIONS Objectives to be achieved and performance indicators specific to the Events & Trade Fairs department* • Number of visit.brussels events: 15 events of which 10 are produced events, 3 co-produced events and 2 supported events.

• Attendance of visit.brussels events: 400,000 visitors of which 30% are • • • •

foreign visitors. Traffic to the websites: 1.2 million page views Number of Facebook followers: 55,000 Global reach of social media networks: 10,000,000 Number of press clippings (national/international): 100 articles

* For the general objectives and the main performance indicators, see Chapter 2 “Objectives”

7.4.

BRUSSELS DAYS

Brussels Days Back-to-School 2019 Madrid (MICE & leisure)

Milan, Tokyo, Madrid, Paris, Berlin, Washington DC, New York... Every year, the Brussels-Capital Region showcases itself internationally as part of the Brussels Days. In 2019, it will set up shop in Madrid with partners in the sector; it is a new opportunity to promote its assets (economic dynamism, know-how, cultural treasures, gastronomy, tourism potential, etc.) beyond its national borders. On the programme: B2B workshops (leisure or MICE), seminars, sales visits and “networking”.

Brussels Days city workshop 22 May 2018

138 Events

& Trade Fairs


Brussels Day New York 2018


Bright Brussels Festival


7.5

EVENTS Context of the actions • The actions are to be a support for the affinity-based policy of the Association (Art. 7).

• The actions are to be promoted via poster campaigns, media campaigns (Art. 47), enhanced digital action (Art. 48) and press actions (Art. 50).

• The actions are to be organised in collaboration with the Brussels partners according to the theme (Art. 52).

• The actions are to be implemented in order to reach a defined public (Art. 53) with a range of performance indicators (Art. 54).

• The actions will support the solutions, which reinforce the Association’s

own revenues through offers, sales (before and during the event) and sponsorship (Art. 83).

Bright Brussels Festival February (production) (major tourist event)

Since being taken over by visit.brussels in 2017, the Bright Brussels Festival has enjoyed stellar growth, both in terms of attendance and recognition. The 2018 event attracted around 110,000 curious visitors from the Kanal to the Sainte-Catherine district. This spotlight on a recently regenerated district enabled visitors to discover various artistic and heritage treasures. In 2019, the Association intends to strengthen the international attractiveness of the event and increase the number of installations exhibited.

visit.brussels Awards March (production)

Each year, the visit.brussels Awards reward a number of tourism initiatives that contribute to the international reach of the Region or to improving the quality of the visitor welcome. The winners are selected by the general public (except for the Congress & Trade Fairs category) and a jury of professionals from the Brussels world of tourism. The Awards ceremony is held in a different location each time, thereby allowing visitors to discover new places in Brussels.

visit.brussels Awards

Events & Trade Fairs

141


Frunch April to August (production)

Every Friday from April to August, Frunch (or Friday Lunch) offers a clever mix of food trucks, cocktails, music, a sun terrace and a range of activities, offering a relaxing moment during lunch. This gastronomic street food event in Brussels takes place in the main courtyard of the BIP. It targets both the various workers around the Place Royale and passing tourists. In 2018, visit.brussels launched the afterworks Frunch + eat! BRUSSELS, drink! BORDEAUX. This monthly event, in which a Brussels chef is invited to the kitchen of a food truck and kicks off the culinary festival in September.

I Love Science Festival April (production) (event with tourist potential)

150 years of the Brussels Tram

be fr iday ’s

In 2018, to mark its achievements in scientific research, the Region entrusted visit.brussels (and Innoviris) with devising and organising a science event that would bring people together. Organised in April, the “I Love Science Festival” brings together a large number of actors raising awareness of science and offers the public activities, shows, exhibitions, workshops, open labs, etc. For the occasion, the Association brought together national and international science trucks, thereby participating in the food truck movement.

lunc

h

B FOOADR TRUCK LIVES MUSIC

For future events, the aim is to broaden the target audience of the event and establish new partnerships.

150 years of the Brussels Tram May (co-production) (major tourist event)

The organisation of the celebrations for the 150th anniversary of the Brussels tram is based on active collaboration between the various stakeholders in the project: visit.brussels, Brussels Mobility, STIB and the Tram Museum.

STA EVE RT 20 TH O FROMRY FRIDAYF APRIL 12:00 T O 14:30 5 YEA RS ANN PLACE

IVERSA

ROYALE 11 WWW .FRUKONCNINGSPLEIN — 100 H.BRU 0 BRU SSELS

RY

The programme for these celebrations, which will take place from 1 to 4 May 2019, is currently being devised and will include a parade of old trams, an exhibition, a competition for tram drivers and a whole series of activities and promotions.

Frunch 2018 campaign Propo02.indd 14

3/04/18 12:01

142 Events

& Trade Fairs


I Love Science Festival


Fête de l’Iris


The Fête de l’Iris (special event marking 30 years of the Region) May (production) (major tourist event)

Every year, the Fête de l’Iris kicks off the Brussels events season with more than 80,000 visitors. The 2019 event will incorporate a special dimension as it will celebrate the 30th anniversary of the Brussels-Capital Region. In addition to the unmissable electro night, food trucks and entertainment proposed by associations and street artists, a special “30th anniversary” programme will be featured. The link with other events and initiatives organised as part of the Region’s anniversary is being looked into.

Belgian Pride May (co-production) (major tourist event)

For many years, the Belgian Pride has been co-produced with the non-profit organisation of the same name in the context of an active and positive collaboration. The Brussels Pride kicks off the season of LGBT+ events throughout the world. Every year, it unites a large and diverse public, parading through the streets of the historic centre from the Mont des Arts to the Saint-Jacques district. Celebrating sexual diversity in a region with more than 180 nationalities is a matter of course.

Laeken Firework Spectacular Summer (support)

Laeken Firework Spectacular

Launched at the initiative of the City of Brussels, the “Laeken Firework Spectacular” offers a series of fireworks displays set off between the Atomium and Hall 5 of the Brussels Expo. Organised by the BME, the City’s events unit, the event is supported by visit.brussels in terms of communication (poster design, media campaign, social media networks, etc.).

Bal National and Resto National 20 and 21 July (support)

Organised on the Place du Jeu de Balle, the Bal National and the National Resto are two separate events celebrating Belgium’s National Day. On 20 July, the Bal National non-profit organisation organises a series of concerts with a typically Belgian programme. The next day, hundreds of portions of mussels and fries are available at a reasonable price. visit.brussels has been supporting this project for many years.

Belgian Pride

Events & Trade Fairs

145


National Day at the BIP 21 July (production)

To mark Belgium’s National Day, the BIP offers free activities, especially for families. Wooden games are available to the public in the main courtyard of the building, which also houses a bar.

Brussels Design September at the BIP September (co-production)

Over time, Brussels Design September has become an unmissable event for design enthusiasts. The event offers a meeting place for Belgian and international designers and architects, through exhibitions, conferences and an urban route. At the BIP, the ticket office room houses the exhibition of a Belgian designer, while the building is transformed into a central information point for the festival.

Comic Strip Festival September (production) (major tourist event)

#EATBRUSSELS

The Comic Strip Festival is the major event of the ninth art, both for professionals and for countless comic book aficionados. The event brings together more than thirty publishers, gallery owners, dealers and authors. The comic strip festival, conferences, screenings, exhibitions, dedications, events are a rich and varied programme that attracts between 90,000 and 100,000 visitors over three days. Not forgetting the unmissable Balloon’s Day Parade and the Tintin Magazine Car Rally! At the end of the event, the Comic Strip Festival presents the Atomium Comic Strip Prize at a ceremony in Bozar.

Eat! BRUSSELS, Drink! BORDEAUX September (production) (major tourist event)

Sanzaru

Since 2012, this festival has been featuring its original concept in the pathways of Brussels Park. It has various ambitions: to showcase around twenty Brussels chefs around a “signature dish”, created by each chef especially for the event, to promote a dozen or so regions of the world through their gastronomy and to celebrate food and wine pairings in the presence of more than 60 Bordeaux winegrowers. z

Alessio Sanche

06 > 09 SEP. parc de bruxelles / warandepark

www.eat.brussels

Campaign Eat! BRUSSELS, Drink! BORDEAUX 2018

146 Events

& Trade Fairs


Comic Strip Festival


Saint Nicolas in the Brussels-Capital Region


Bruxelles sur scènes – The café-theatre festival November (production)

LA COMMISSION COMMUNAUTAIRE FRANÇAISE DE LA RÉGION DE BRUXELLES-CAPITALE PRESENTE DE FRANSE GEMEENSCHAPSCOMMISSIE VAN HET BRUSSELS HOOFDSTEDELIJK GEWEST STELT VOOR

BRUXELLES SUR

1 >30.11

SCENES LE FESTIVAL DES CAFÉS-THÉÂTRES HET FESTIVAL VAN DE THEATERCAFÉS

LES 16 CAFÉS-THÉÂTRES PARTICIPANTS/ DE 16 DEELNEMENDE THEATERCAFÉS: ATELIER MARCEL HASTIR CAFÉ DE LA RUE CÔTÉ VILLAGE JAZZ STATION LE FOU RIRE LE JARDIN DE MA SŒUR LE KOEK’S LES LUNDIS D’HORTENSE L'OS À MOELLE LE PETIT CHAPEAU ROND ROUGE

LE RAYON VERT LA SAMARITAINE LA SOUPAPE MUSIC VILLAGE SAZZ’N JAZZ ZOART

Buy your pa ss*

20 €

infos et conditions sur info en voorwaarden op

(*)

Launched in 2016, at the initiative of the French Community Commission (COCOF), this festival celebrates the culture of proximity, which drives the heart of the capital and the Brussels districts. For four weeks, around fifteen café-theatres will enhance their usual programming, which will be highlighted for the occasion. With forty different shows, combining music, humour, theatre and poetry, to be discovered over a drink or dinner, this festival offers café-theatres an opportunity to win over a new audience. The most frequent visitors will be able to use the pass developed by visit.brussels for a reasonable price.

Saint Nicolas in the Brussels-Capital Region December (production) (event with tourist potential)

As with every year, at the beginning of December, the patron saint of schoolchildren makes a detour to the capital. Arriving by boat on the edge of the canal, he is awaited by thousands of Brussels youngsters. On the programme are snacks, hot chocolate, face painting, balloon modelling and handouts of sweets and gifts for a 100% free event.

Illuminations of the commercial districts of Brussels December (production) (event with tourist potential)

(*)

Bruxelles sur scènes campaign

Since 2016, the Brussels-Capital Region has entrusted visit.brussels with coordinating end-of-year illuminations in the southern part of the Brussels Region (Chaussée de Charleroi, Avenue Louise, Rue Jean Stas, Place Jourdan, Rue Dejoncker, Avenue de la Toison d’Or, Boulevard de Waterloo, Rue du Grand Cerf and Goulet Louise). Since 2017, other districts around the inner ring have been associated with the event.

Illuminations in the commercial districts of Brussels © CRM / Shutterstock

Events & Trade Fairs

149


7.6

TRADE FAIRS

Context of the actions • The actions, implemented with the aim of promoting a strong and po• • • •

sitive brand image of Brussels, will ensure consistent communication (Art. 47). The actions are aimed at optimising proactive commercial prospecting for leisure and MICE in local and foreign markets (Art. 49). The actions are to be organised in collaboration with the Brussels partners, according to the theme and the expectations of these partners (Art. 52). The actions are to be implemented in order to reach a defined public (Art. 53) with a range of performance indicators (Art. 54). The actions will support the solutions, which reinforce the Association’s own revenues through corporate offers and sales (Art. 83).

7.6.1 Tourism trade fairs (we will differentiate between their tourist target, leisure or MICE for each one)

FITUR – January (Feria de Madrid - Madrid) (leisure)

FITUR (Feria Internacional de Turismo) is one of the largest tourism trade fairs in Spain, aimed at professionals and individuals. 47% of the professional visitors come from Europe, 16% from the United States, 7% from Africa, 11% from Asia and 3% from the Middle East. The first three days are exclusively reserved for professionals, while the next two days are also open to the general public.

Holiday Fair – February (Brussels Expo – Brussels) (leisure)

To promote the Brussels-Capital Region among a Belgian public, visit.brussels participates every year in the Holiday Fair, alongside other Brussels associations and tourist attractions. With 100,000 visitors and nearly 800 exhibitors from more than 50 countries, it is the largest B2C event for tourism in Belgium.

ITB – March (Messe Berlin - Berlin) (leisure)

ITB (Internationale Tourismus Börse) is the largest trade fair in the world dedicated to tourism. German tour operators are present in large numbers. This trade fair is a gateway to the markets of Eastern and Central Europe. The first three days are reserved for professionals, while the next two days

IMEX

150 Events

& Trade Fairs


are also open to private individuals.

IMEX – May (Frankfurt Messe – Frankfurt) (MICE)

IMEX is one of the most important MICE trade fairs in Europe. It is aimed at companies, agencies and international associations and brings together nearly 4,000 potential clients (for 65,000 meetings) as part of its “hosted buyers” programme. These “invited buyers” come from around the world, despite large numbers of European visitors.

IMEX AMERICA – September (Sands Expo – Las Vegas) (MICE)

IMEX America is the American counterpart of IMEX Frankfurt; the ideal place to meet North American and international buyers. It is primarily aimed at companies, agencies and international associations and offers exhibitors the opportunity to develop their business internationally.

WTM – November (Excell London – London) (leisure)

WTM (World Travel Market) is the largest B2B trade fair for leisure tourism, matching supply and demand in the tourism industry and targeting the English-speaking market in particular (United Kingdom, United States and the Commonwealth countries). Destination Management Companies (DMC), tour operators, hotel and event industry players, group leaders and coach companies all meet there.

WTM

IBTM WORLD – November (Fira Barcelona – Barcelona) (MICE)

IBTM World is one of the main trade fairs for the MICE sector. It is aimed at companies, agencies and international associations. Its hosted buyers pro-

ITB

Events & Trade Fairs

151


gramme brings together nearly 4,000 potential international (mainly European) clients, who together make around 80,000 appointments beforehand.

7.6.2 Other international trade fairs and events Brussels Book Fair – February (Tour & Taxis – Brussels) (image of Brussels)

A giant bookstore in the heart of Europe, which has been active for forty years, the “Brussels Book Fair” has become a major cultural event. Set in the historic Tour & Taxis site, this fair brings together all the actors from the world of books. All the publications of the Brussels-Capital Region and its heritage are marketed here.

BATIBOUW – March (Brussels Expo – Brussels) (image of Brussels)

Batibouw is the largest construction, renovation and home show in Belgium and is aimed at professionals and private individuals. In collaboration with the Housing Fund, Brussels Environment, Brussels Planning and Heritage (BUP) and Homegrade, the Brussels-Capital Region provides all information regarding buying, loans, permits, renovation and new construction grants in Brussels.

MIPIM – March (Palais des Festivals – Cannes) (image of Brussels) Brussels Book Fair

In March, the largest international real estate market brings together the major actors from all sectors: offices, residential, retail, health, sports and logistics. As such, it offers unrivalled access to the largest real estate development projects and international sources of capital. Created in 2014, the “Belgian pavilion” concept offers joint presence, image, marketing and communication, under the name of “Surreal Estate” (in collaboration with Ghent, Antwerp, Awex and the Brussels-Capital Region). Under this banner, the Brussels-Capital Region benefits from increased visibility. The Region has a stand to present the main real estate projects within its territory. It also organises conferences and calls for projects in collaboration

MIPIM

152 Events

& Trade Fairs


with the Brussels operators in question: hub.brussels, sau-msi.brussels, perspective.brussels, citydev.brussels, Brussels Planning and Heritage (BUP).

Seafood – April (Brussels Expo – Brussels) (image of Brussels)

Ideally located in Brussels, the Seafood Expo Global / Seafood Processing Global is the world’s largest seafood trade fair. It hosts more than 1,800 exhibitors from more than 75 countries and offers professional buyers a unique opportunity to meet fish suppliers from all over the world. visit.brussels has an information and sales stand for tourist products and organises the “mobility” aspect of the event in collaboration with the organisers and Brussels Expo. In relation to this, five return shuttles are organised from various parts of the city centre to Brussels Expo and Brussels Airport, while a taxi rank is set up at the event site. Produced by visit.brussels, an information brochure on the shuttles, sights and good tips for the Brussels Region is distributed to all participants and made available in Brussels hotels.

REALTY – September (Casino – Knokke) (image of Brussels)

REALTY is the largest gathering of real estate professionals in Belgium and Luxembourg. For professionals, participation allows them to “feel the pulse” of the sector and meet decision-makers. They can discover the latest trends, ideas and perspectives, learn about the latest real estate projects and meet their future business partners. The Brussels-Capital Region has a stand there, presenting the main real estate projects in Brussels. It also organises conferences and calls for projects

Seafood

Events & Trade Fairs

153


in collaboration with the Brussels operators in question: hub.brussels, saumsi.brussels, perspective.brussels, citydev.brussels, the Housing Company of the Brussels-Capital Region (slrb-bghm.brussels), Brussels Planning and Heritage (BUP).

Labelexpo – September (Brussels Expo – Brussels) (image of Brussels)

Labelexpo Europe is one of the largest biennial events for labelling, product decoration and printing. Professional visitors can find out about innovative techniques and attend demonstrations of professional machinery and equipment. The exhibition also covers the themes of digital technologies and environmentally-friendly solutions. visit.brussels has an information and sales stand for tourist products. In addition, in collaboration with the event organisers and Brussels Expo, the Association organises the “mobility” for the event, with six return shuttles to the city centre and one return shuttle to Brussels Airport. Produced by visit. brussels, an information brochure on the shuttle service, tourist sights and good tips for the Brussels-Capital Region is distributed to all participants and made available in Brussels hotels. Labelexpo

Busworld – October (Brussels Expo – Brussels) (image of Brussels)

Started in Kortrijk more than forty years ago, Busworld is Europe’s oldest trade fair for buses and coaches. The biennial exhibition presents the latest developments in the industry, within the sectors of manufacturers, accessories, public transport and tourism. In 2019, the event will migrate to the capital; visit.brussels will welcome visitors to this first event in Brussels.

MAPIC – November (Palais des Festivals – Cannes) (image of Brussels)

MAPIC

To discover the best of the international commercial real estate market, MAPIC is a must. The show welcomes 8,400 major actors from the sector from 78 countries, including more than 2,100 retailers, 2,500 developers and 1,000 investors. For the occasion, around 100 conferences and pitching sessions, led by more than 200 experts, will be proposed to visitors. The Brussels-Capital Region has a stand there, presenting the main commercial real estate projects within the Region. It also organises various conferences, in collaboration with the Brussels operators concerned: hub. brussels and the Brussels municipalities.

154 Events

& Trade Fairs


Seafood


Finance & 8 Operations


8.1

MISSIONS

The Finance & Operations department provides administrative and financial services to the whole organisation, in the context of its corporate objective. Its work pertains to the following areas:

• • • • • • • •

158 Finance &

Operations

Finance and accounting Human resources IT and telecommunications Building management Internal sales Management control Governance Internal control


FINANCE & ACCOUNTING

8.2

Missions

The primary mission of the Finance & Accounting department is to record the complete accounts, in accordance with the law of 2 May 2002 on non-profit organisations, and the ordinance of 23 February 2006 laying down the provisions applicable to the budget, accounting and auditing (OOBCC). The general account of visit.brussels is made up of the annual accounts (the economic interpretation of its activities), and the budget execution account, which reflects the use of budgetary authorisations. The general accounts are recorded in accordance with the standard rules of double-entry accounting. It covers all the assets and entitlements of the accounting entity, as well as its debts, obligations and commitments of all kinds. Cost accounting makes it possible to follow-up the various activities of the accounting entity, in particular, to justify subsidies. Finally, the budget accounting is kept in line with the general accounting. It allows permanent monitoring of the execution of the budget in terms of expenditure and revenue. Art. 77 of the 2018-2023 Management Contract: The provisional budget is made up of: • the budget, in which the Association assesses its income and expenditure in the year for which it is prepared; • where applicable, a plan of measures to maintain a balanced budget; • an investment plan justifying the depreciation charge for assets planned to be acquired in the current financial year. The Association adapts this provisional budget according to the subsidy provided for in the general expenditure budget of the Region. Art. 84 of the 2018-2023 Management Contract: The budget must be shown to balance. The Association undertakes to ensure a balanced budget. This balance must also be achieved in ESA terms, unless the Minister grants an exemption.

Finance & Operations

159


Art. 85 of the 2018-2023 Management Contract: The commitments entered into by the Association pursuant to this management contract must remain directly linked to the financial resources at its disposal and in particular to the subsidies allocated to it to fulfil its missions. Art. 86 of the 2018-2023 Management Contract: The accounts of the Association will be audited by external auditors who are members of the Institute of Company Auditors. Art. 87 of the 2018-2023 Management Contract: The Association must comply with all the audits provided for in the Ordinance of 23 February 2006, laying down the general provisions applicable to the budget, accounting and auditing, and must have its commitments and payments audited by an external auditor.

160 Finance &

Operations


Actions

To fulfil the missions entrusted to it to the best of its ability, the Finance & Accounting department will: • reinforce knowledge of the SAP tool within the Association; • ensure the evolution of the accounting plan, which includes a system of standard accounts and rules for recording, allocating and evaluating transactions; • analyse the detailed reporting of the provisional budget in order to guarantee a balanced budget (Art. 77); • support operational staff in following up project budgets (Art. 77); • comply with administrative and financial procedures; • organise awareness-raising workshops on financial themes (OOBCC) for all departments; • continue the process of digitising documents; • apply the budgetary principle of “accrual accounting” and monitor the provisional budget (Art. 84); • prepare the accounting and budgetary closing file for the certification of the accounts by the external auditors (Art. 86); • integrate the approval process for financial transactions (commitments, payments) within the regional SAP (Art. 87).

Performance indicators

The performance of the department will be evaluated on its ability to file the general accounts before 31 May and obtain from the auditors an unqualified opinion on the annual accounts.

Finance & Operations

161


8.3

HUMAN RESOURCES Missions

The Human Resources department is responsible for the HR policy, recruitment, administrative management, mobilisation and development of all employees in the organisation in order to achieve its objectives.

Actions

In 2019, managers will be trained in the HR policy implemented within the Association. The HR department will organise individual training plans to facilitate the professional integration of new employees and will implement a policy to support workers older than 45.

Performance indicators

A range of indicators making it possible to measure the impact of visit.brussels’ HR policy, compared to other actors in the sector: absenteeism rate, turnover, hourly training volume and prevention.

Thick Sweater Day

162 Finance &

Operations


8.4

IT &

TELECOMMUNICATIONS Missions

The IT department is responsible for ensuring the continuity of IT and telecommunications services provided to employees. To this end, it manages the IT and telecommunications assets of visit.brussels and the BIP. It provides first and second line technical support on services and installs the equipment required for events produced by the Association.

Actions

In 2019, the department will continue its efforts to ensure the smooth functioning of IT and telecommunications services. To achieve this, it undertakes to: • complete an inventory of IT assets; • enhance Wi-Fi connectivity within the BIP; • assist in the integration of new applications and maintain existing applications (payment terminals, sales programmes, etc.); • continue efforts to integrate IT and telecommunications services into the cloud; • maintain the IT services of the visit.brussels offices abroad.

Performance indicators

The performance of the IT department is measured by the number of “IT issue” tickets; the objective is not to exceed 2,500 tickets over the year.

Finance & Operations

163


8.5.

BUILDING MANAGEMENT Missions

This department is responsible for the technical management of the building. Therefore, it is responsible for maintenance, security and works in coordination with the owner. The Building Management department takes care of the well-being and comfort of employees. In continuous contact with the directorates, it ensures that activities are carried out under the best possible conditions.

Actions

In 2019, the Building Management department will carry out the necessary actions to complete its missions: • ensure the maintenance of the building – which implies the drafting of public contracts and the monitoring of subcontractors; • ensure the security of the site and it assets; • ensure access management with regards to the resources of the building.

164 Finance &

Operations


8.6

INTERNAL SALES

8.6.1 Location of the BIP and the Tram Experience Missions

The mission of the Internal Sales department is to increase the revenues generated by the BIP and the Tram Experience, as well as to make them important factors in the reach of the Brussels-Capital Region. To this end, actions will be conducted to increase awareness of the BIP, as the House of the Region, among Brussels inhabitants and the Belgian and international public. This will also involve strengthening the Tram Experience’s position as a symbol of Brussels gastronomy.

Actions

In 2019, the Internal Sales department will extend its efforts to attract more B2B customers to the Tram Experience. To achieve this, new gastronomic menus will be proposed as well as a business package.

Performance indicators

The Internal Sales department is aiming for an occupancy rate of 80% for the BIP rooms and 90% for the Tram Experience. With regards to the BIP, the aim is to propose at least 500 events there each year.

8.6.2 Ticketing Missions

The aim of the ticketing service is to facilitate the booking of tickets for the events of visit.brussels and Brussels cultural operators.

Actions

In 2019, this service will continue to integrate the new ticketing software to optimise the user experience and will seek new partnerships with cultural venues to expand its offering. In addition, specific attention will be given to increasing the sales of guided tours via the new tool.

Performance indicators

In 2019, the aim is to sell at least 130,000 “Box Office” tickets and 27,000 “Arsène 50” tickets.

Finance & Operations

165


8.7

ADVERTISING AND SPONSORING

Missions

This service optimises the product and event offering of visit.brussels for advertisers. It seeks sponsors for the events organised by visit.brussels and maintains contacts with its partners.

Actions

In 2019, the Advertising and Sponsoring service plans to: • reinforce existing sponsoring contracts; • develop visibility reports in order to approach potential new sponsors; • continue long-term sponsorship of the key events of visit.brussels (Tram Experience, EAS, Frunch, Comic Strip Festival, etc.).

Performance indicators

For the Advertising and Sponsoring service, the aim in 2019 will be to attract new sponsors. For the Advertising and Sponsoring service, the aim in 2019 will be to attract new sponsors.

8.8

MANAGEMENT CONTROL

A decree of the Government of the Brussels-Capital Region requires visit. brussels to measure the accomplishment of its strategic and operational objectives, as set out in notes and guidance letters, management contracts, the strategic plans of representatives of government departments and agencies and annual operational plans of administrative units. The mission of the Management Control department is to carry out an evaluation of the organisation’s performance.

Actions

To achieve this, the Management Control department has laid down operational and strategic key performance indicators (KPIs), which it will manage by setting up an internal dashboard. It will communicate the results of its evaluations to the Management Committee and respond to any requests from the Region.

166 Finance &

Operations


8.9

CONTRACT MANAGEMENT The mission of this department is to lay down general rules for drawing up contracts (customers and suppliers) and to verify that they are complied with. It helps the various departments and services of visit.brussels achieve their objectives, by laying down effective contractual procedures, preventing potential litigation risks and collaborating in the settlement of disputes.

Actions

In 2019, the Contract Management department will develop a process to facilitate the management of public contracts in all departments, including the development of standard specifications. It will organise awareness-raising workshops for legal questions (OOBCC) intended for all employees of the organisation. Finally, it will ensure the launch of the new procedure to manage purchase orders.

8.10

INTERNAL CONTROL

The Internal Control department helps control activities and improve the effectiveness of operations and the efficient use of resources, taking into account operational, financial and regulatory risks. It ensures compliance with laws, regulations, instructions and guidelines set by the Region. Finally, it checks the smooth functioning of the company’s internal processes and the reliability of financial and budgetary information.

Actions

The Internal Control department will ensure compliance with administrative and financial procedures as well as the follow-up of its risk mitigation recommendations. In relation to this, in 2019, it will set up a Risk Management Committee. In addition, it will conduct training activities for the staff of the Association, by organising internal workshops.

Finance & Operations

167


bright.brussels


9

GLOSSARY

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

AC Forum: Association & Conference Forum ANIMA: The Brussels International Animation Film festival ASAE: American Society of Association Executives ASO: Amaury Sport Organization ATM: Arabian Travel Market Atrium: Agence Régional du Commerce B2B: Business to Business B2C: Business to Costumer BANAD-festival: Brussels Art Nouveau & Art Deco festival ABAE: Agence Bruxelloise pour l’Accompagnement de l’Entreprise Bid books: application candidate BIE: Brussels Invest & Export BIFFF: Brussels International Fantastic Film Festival BIP: House of the Capital Region BKO: Brussels Kunstenoverleg BME: Brussels Meeting Experience BRIC: Brazil, Russia, India en China BRUZZ: weekly magazine for Dutch speaking in Brussels BUP: Brussels Planning and Heritage CMS : Content Management System COCOF : Commission communautaire française BOIC: Belgian Olympic and Interfederal Committee CRM: Customer Relationship Management DCM: Destination Management Company DMO: Destination Marketing Organization EAS: European Association Summit eB! experience Brussels EUFCN: European Film Commission Network Fam Trips: “familiarization trip; ERDF: European Regional Development Fund FITUR: Feria Internacional de Turismo GT Tourism: (Group travail): work group Hub.brussels: The New Agency for Company support in Brussels IAPCO: International Association of professional Conference Organizers IBGE : Institut Bruxellois pour la Gestion de l’Environnement IBTM: Incentive, Business Travel & Meetings Exhibition ICCA: International Congress & Convention Association ICOMOS: International Council on Monuments and Sites ICT: Information & Communication Technogoly IMEX: Worldwide Exhibition for Incentive Travel, Meetings and Events ITB: International Tourismus Börse (Berlijn) KPI: Key Performance Indicators KU Leuven: Katholieke Universiteit Leuven LGBT: Lesbian, Gay, Bisexual, Transgender M & I: Meetings & Incentives MAD: Brussels mode-en design platform MAPIC: The International Retail Property Market MICE: Meetings, Incentives, Congresses and Events MIPIM: The World’s Leading Property Event OOBCC : Ordonnance organique budget, comptabilité et au contrôle OTA : Online travel agents PCMA : Professional Convention Management Association PCO : Professional Conference Organizers RAB : Réseaux des Arts à Bruxelles GDPR : General Data Protection Regulation ROI: Return on investment SAP : System application production SEC : Système européen des comptes STIB : Brussels Intercommunal Transport Company TO: tour operator UIA: Union of International Associations UNESCO: The United Nations Educational, Scientific and Cultural Organization UP-festival : International Circus Biennial VAF : Vlaams Audiovisueel Fonds WHO: Wholesalers WTM: World Travel Market


ANNEXES

Executive committee • • • •

Ahmed Medhoune, President Frank Lelon, Vice-President Patrick Bontinck, CEO Geert Cochez, Deputy CEO

Board of Directors • • • • • • • • •

Ahmed Medhoune, President Frank Lelon, Vice-President Alexandre Dermine Benoît Miller Vanessa Rigodanzo Pieter Van Damme Charles-Eric Vilain XIIII Karine Lalieux, Representative of the City of Brussels Marion Lemesre, Representative of the association of the city and municipalities of the BrusselsCapital Region

• • • • • • • • • • • • • •

Management Committee • • • •

General Assembly • • • • • • • • • • • •

Ahmed Medhoune, President Frank Lelon, Vice-President Alexandre Dermine Karine Lalieux Marion Lemesre Benoît Miller Vanessa Rigodanzo Pieter Van Damme Charles-Eric Vilain XIIII Jérôme De Mot Nancy Ngoma Tom Reinhard

Strategic Committee • • • • • • • • •

Ahmed Medhoune, President Frank Lelon, Vice-President Alexandre Dermine Benoît Miller Vanessa Rigodanzo Pieter Van Damme Charles-Eric Vilain XIIII Karine Lalieux, Representative of the City of Brussels Marion Lemesre, Representative of the association of the city and municipalities of the BrusselsCapital Region

Ariane Deguelle, Square David Boon, Brussels Expo Frédéric François, Febelux Marc Van Muylders, Horeca Tim Beernaert, La Monnaie Leen Ochelen, Conseil des musées Olivier Poulaert, B&B Michaël Merchiers, Attractions & Tourisme BKO, one representative RAB, one representative Julie Almau Gonzalez, Atomium Christian Bouchat, FGTB Grace Papa, CSC Rodolphe Van Weyenbergh, BHA

• • •

Patrick Bontinck, CEO Geert Cochez, Deputy CEO Majid Riahi, CFO Catherine Dardenne, Director of Destination Management Culture & City Life Micha Kapetanovic, Director of Events Frederic Trauwaen, Director of Sales & Marketing Elisabeth Van Ingelgem, Director of Destination Management Association & Convention

Secretary General: •

Véronique Cordier

The Team of visit.brussels

The composition and contact details of the visit.brussels team are available at www.visit.brussels > About > Discover the team.


Profile for visit.brussels

English - Action plan 2019  

English - Action plan 2019