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OTI, DESTINATION MANAGER
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OUR STRATEGIC ORIENTATIONS

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PANORAMA

STRENGTHS & OPPORTUNITIES

  • Tourism is the 2nd economic pillar of the agglomeration after wine.
  • The reputation of Beaune, the wine capital, and the Burgundy brand has been bolstered since 2015 by the inclusion of the Climats du vignoble de Bourgogne in the UNESCO World Heritage list; nearly 1.1 million tourist overnight stays were recorded in the Agglomération in 2019.
  • The Beaunois offer, whosediversity of themes constitutes a “concentrate of Burgundy”, and its geographical positioning constitute an undeniable asset.
  • The new expectations and behaviors of tourist clienteles are modifying the role traditionally devolved to the Tourist Office and its relationship with professionals.

POINTS TO WATCH OUT FOR

  • Our neighbors in the Dijon and Chalonnais regions are gradually reinforcing their image as wine towns.
  • Beaune remains, in essence, a weekend destination, which, for example, faces competition from Normandy seaside resorts in the eyes of Parisians.
  • As a result of Beaune’s tourist appeal, there has been a certain tendency to multiply the number of restaurants, wine bars and
    wine stores, as well as the development of real estate speculation (seasonal rentals) in the historic center,
    at the risk of damaging the town’s image, in terms of value for money, quality of welcome and authenticity.
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Serge CHAPUIS

OTI'S 4 PRIORITIES

How does our strategy translate into

OUR PROMOTION POLICY

The OTI has identified the outbound markets and targets (BtoB* and BtoC*) for the Beaune & Pays Beaunois destination.
Parallel to this, it is concretely organizing its promotional policy in line with Burgundy Tourism’s shared marketing plan supported by the 4 ADTs* and positioning itself as a strong element of the Burgundy brand.

OBJECTIVES AND METHODOLOGIES BY MARKET

  • Building loyalty and renewing local customer bases including Burgundy, Paris Ile de France, Rhône Alpes as well as European markets (Belgium, Netherlands, UK, Germany, Switzerland).
  • Consolidating mature long-haul markets: USA, Japan, Australia >>> Targeted actions aimed at niche tour operators, support for group wholesaler programming or web communication campaign on world-class accommodation platforms.
  • Anticipation of expectations in growth markets: China, Brazil >>> Work with specialist market consultants, to define objectives and a specific action plan including a mix of prospecting, canvassing, training, intermediary eductours, press reception coupled with digital actions (newsletters, social network animation).
How does our strategy translate into

OUR WELCOME POLICY?

Around 1 in 10 tourists visit a tourist information office

The Tourist Office must draw on its added value: a team of local destination experts capable of providing committed advice upstream and during the stay, on site or by going to meet tourists, and who also support tourism providers in the approach to improving the welcome.

  • Ahead of and during your stay, a well-referenced showcase website and a multimodal welcome (telephone reception, e-mail address and social networks)
  • The tourist advisor in the right place: a presence thought out in relation to flows inside and outside the walls, thanks in particular to the scooter!
  • The right information for the right target thanks to a collection of editorial, print, digital and web tools, tailored to each target.
  • Professionals who share responsibility for the quality of the welcome they receive before and during their stay: the OTI supports them through digital workshops, eductours, speed dating, informative newsletters, as well as a “Facebook pro” group and the distribution of brochures published by itself or its regional partners.

WHAT TOOLS ARE NEEDED TO EVALUATE THE STRATEGY?

FOR THE DESTINATION
TO MEASURE THE ACTION OF OTI