DESIGNSTRATEGY 2020Lancaster Visitor Information Centre

Seungil Lee

DESIGN

STRATEGY 2020 !

LancasterVisitorInformationCentre !

SNOW SCENE IV by Chas

Contents

DESIGN STRATEGY 2020

for Lancaster Visitor Information Centre

PART 1

45

66

7

PART2

9

• Methodologies

• Research findings and developing insights

17

• Outline design strategy: Lancaster VIC 2020 (LVIC 2020)

• Discussion of the strategy

22

23

35

Contents

DESIGN STRATEGY 2020

for Lancaster Visitor Information Centre

PART 1

Executive SummaryIntroduction

Overview• About Lancaster VIC

• The time for redesign: initial challenges

PART2

Research activities

• Methodologies

• Research findings and developing insights

Establishing new design strategy

• Outline design strategy: Lancaster VIC 2020 (LVIC 2020)

• Discussion of the strategy

Conclusion

APPENDICES

REFERENCES

PART 1

The objective of this research is to regenerate the Lancaster VIC.

It aims to correctly identify problems and analyse them, identify

opportunities and create a design strategy for future direction.

The project focuses on developing historical value and enhancing

communication through design intervention in the process of

building the new strategy: the role of design and design

contribution. However, the project did not include the definition or

description of design strategy and general methodologies.

Research has been conducted in three stages: firstly, Framing

through scanning that includes desk research, objective

observation and interview with a key informant to set a brief and

goal. The second stage is Vision through exploring; its use

includes two forms of communication with target customers to

examine latent needs and participant observation. The last stage is

Actioning through planning. It involves visualization and

evaluation to ensure design intervention.

The findings and insights indicate uncompetitive strategy and

vision. As a result of these findings, no standards for collection

were found in tourist merchandise, in spite of the vast range of

products. The design strategy response focuses on internal and

external resources, and identifies six design strategy principles:

Discovery, Developing together, Environment for tangibility and

visibility, Helping local economy, sustainability and Unique

culture.

Analysis of the responses to established strategy is conducted by

the “Design Atlas” tool to audit design capacity. The result of

design intervention is revealed in positive levels and by case

study, with the aim of increasing effectiveness.

Executive Summary

1. Framework for studying the design capability, processes and planning within a business by Design Council [http://www.designinbusiness.org.uk/]

The objective of this research is to regenerate the Lancaster VIC

1

Introduction

Design has enhanced performance of companies, and design strategy has

to be aligned with the core dimensions of SMEs for them to survive

with their own products and markets. Therefore, new strategies for many

SMEs are required to integrate design into their resources as a

competitive tool. However, Brazier (2005) demonstrates that, in spite of

demands for new strategies, very few SMEs apply design strategies to

their businesses, because of the barriers of using design: how to use it

and make it more sustainable (cited in Selek, 2009: 3853).

One of these issues can also be seen in the tourism market, specifically a

visitor information centre (VIC), although UK government has

implemented tremendous efforts to regenerate and revitalize tourism in

the countryside, according to living Britain, reported by The Future

Laboratory (n.d.).

In this report, as a case study, Lancaster VIC is taken to scrutinize the

relationship between design strategy and practical business. Therefore,

the report will include an overview of the current situation and identify a

number of problems. Moreover, the impact of design intervention on

design strategy will be dealt with as a major issue in research and audit

activities. The approach the study will follow is design innovation

strategy, focusing on functions using verbs by functional visualisation

process, rather than on things using nouns (Carlopio, 2010: 23).

2. Small and medium- size enterprises3. Term “Design” in the sense of creating or generating strategy, focusing way (action) and function4.  Term  “Design”  in  the  sense of a form or structure to focus design on existing things

The impact of design intervention on design strategy will be dealt with as a major issue in research and audit activities

Figure 1 Process development

2

3

4

About Lancaster VIC

From the outset of the project, the researcher regards the VIC as a gateway for visiting and giving satisfaction to visitors (Pearce,

2004: 10). Therefore, the VIC in Lancaster is located in The Storey building (Figure 2), close to the railway station. Lancaster

is well known as a gateway to the Lake District, and the VIC, as local government organization, is operated by a staff of seven, and

carries over 600 items of merchandise.

Overview

V.I.C

The Storey

CafeGallery

Restaurant

Auditorium

Creative businesses

Figure 2 The Storey building

Time for redesign: initial challenges

When the VIC was first visited, a researcher uncovered three initial challenges: lack of signage, too many ranges of

merchandise for the spatial volume, and finally, the passive, rather than friendly, attitude of staff. It offered an excellent opportunity

to conduct the project, as it throws up two main questions: “Is

there a competitive vision for the VIC?” and “Are there tools for

delivering the vision?” According to many case studies, creating a

vision of an organisation is one way of formulating strategy and is

regarded as a basic element to achieve success (Carlopio, 2010:

42). The initial hypothesis suggested that a new vision with design

intervention could make the historical value of Lancaster stronger

and communication with customers more efficient. Furthermore,

the new strategy also will deliver functional solutions to increase

satisfaction of visitors and to enhance sales of tourist

merchandise, whilst helping sales of local businesses. Kozak and

Rimmington (2000) highlight that tourist satisfaction is important

to successful marketing with affecting the choice of destination,

the sales of products, and the decision to return (cited in Huh,

2002: 13).

The visitor centre is in the Storey building where is home to a growing number of successful creative businesses, we offer a variety of engaging events ranging from business conferences, seminars and networking, to films, music, and theatrical recitals.

Figure 3 LVIC view

PART 2

The major objective of the report as an academic study is to create

a design strategy for the future direction of Lancaster VIC in

regenerating service and merchandise. It was developed by a

researcher and a manager of Lancaster VIC, following three stages

(Figure 4): Framing the strategy through Scanning (formulation),

Visioning the strategy through Exploring (ideation) and Actioning

the strategy through Planning (implementation) (Borja de

Mozota , 2003:165).

Research Activities

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Figure 4 Design strategy three stage

(Lecture note-session 9)

Methodologies

To test the hypothesis presented above, the researcher collected data from objective observation, question cards for

communication with customers, contextual interviews with a key participant for a month in the scanning stage to uncover insight

and existing vision/strategy (Figure 5). Data are analysed and chosen, using strategic planning tools to frame the strategy:

SWOT analysis and positioning. Deliberate strategy through intentional character and progressive pattern is useful to deliver a

unique mix of value (Borja de Mozota, 2003:145).

In the two months of exploring stage, the research continually communicated with target customers (experts and novices) using

behaviour archaeology to explore latent demand and possibilities. Interviews were supplemented by participant observations to gain

a better understanding of tailor-made solutions through visioning process (Walzer & Hamm, 2012: 79). In visioning the strategy, an

iterative process of diverse inputs, incubation, creative combination and alteration help to generate many ideas and

solutions in contrast to traditional way carried out by small group of managers (Carlopio, 2010: 120).

With the visioning strategy finished, the researcher/designer needs

to decide ways to plan the stage: persona, scenario, touchpoints

(identity, product, environment and information) and mood boards

as visual collage. Finally, an evaluation process is conducted by

competitive costing of the strategy, the final aspect of judging

whether or not something meets specific criteria, as well as

ongoing refinement to convergent thinking as iterative process

(Carlopio, 2010: 140).

Observation Interview

Question card

Figure 5 Methodologies

Research findings and developing insights

Lancaster VIC’s existing vision is to offer convenient services to visitors, such as tourism accommodation, information on historical

destinations and transportation. There are no competitors in terms of the service in Lancaster, but for tourist merchandise, there is

another vision of becoming a retailer that avoids competition with local businesses. However, it presents a challenge in stocking

specialist items which compete with nearby high street shops. From scanning, the researcher discovered the following key

problems (Figure 7): • No guidelines for the process of collecting merchandise

• Passive relationship with local businesses, as local

government institution

• Many ranges of merchandise for space available

• Budget cuts and low motivation

• Poor signage and ‘official’ atmosphere

Although there are many other findings, the most significant

problem is the mismatch with the city’s more active vision. Design

can be used to demonstrate the new overall organizational goal/

vision of matching the city’s vision with a more active attitude.

Therefore, the study explores the deeper causes behind the

strategy and formulates ways of communication. From these clear

insights, overall goal and vision are set: having a strategy

competitive with other VICs, strong brand identity and user-

centric design, based on historical value in Lancaster. The value

focuses on quality through innovative design as verb form, rather

than quantity or objects as noun form; the researcher expects to

achieve the strategy through story as the innovative way of

communication. However, it still requires agreement about the

direction from key participants.

The centre s range of services include: Travel information and tickets

Accommodation booking service

About 600 Gifts & Souvenirs

About 250 Books & Maps

ffordable items

children

fudge.

Taste Lancashire

The famous

Figure 6 Findings

Strengths Weaknesses

Opportunities Threats

Friendly People

Local BusinessesPromoting New Product From event in the Storey

No Design strategy

No Standard for merchandise

Budget Cut

Lack of Tourist attraction

Inconsistent artisan collections by Local craftsmen

No Feedback From Customer (Visitor & Citizen)

Avoiding competition with Local

Business

Too many products without distinction

No welcoming Environment

(Interior)

Special Promotion: Seasonal Event

Special Product With Local Artists

Ticketing for cultural event

Local Knowledge

Located In The Storey Centre

Attracting visitor through historical resources

No vision for V.I.C

Budget Cut

Enforcing the relationship with local business

Passive attitude

Strong city vision

Figure 7 SWOT analysis

Through more in-depth exploring, the problem of no feedback and

lack of CRM surfaced; this is a crucial issue in interaction with

end users (visitor and resident). A case study of Blackpool VIC

provides a clue to where we are and where we want to go via

design intervention. The issue brings insight for both visitors and

staff into motivating people to visit and stay. The researcher

believes that design also enhances the information offered and

ownership via the active attitude of staff that is one of existing

resources of VIC. Through evolving brand identity with design,

visitors will stay longer and take away happy memories. The VIC

has an opportunity to make user experience a top priority and

achieve worthwhile goals. A combination of valuable story and

user-centric approach results in a unique design strategy “Telling

Lancaster together with friends, family and visitors” (Figure 8). It

means continual branding development through collaboration with

existing resources of people and history, to create stories unique to

Lancaster – the witches, Royal family and War of the Roses.

People want to hear live stories based on authentic historical

backgrounds (Speno, 2010:20), and it will have a positive effect

on physical things, such as tourist merchandise and atmosphere.

However, the strategy still remains of communicating with end

users, creating a prototype for designers to get feedback, reduce

risk and make ideas visible (Carlopio, 2009: 137).

Proud

DesirableAesthetic

Qualities

BoastingReinvented On the map Distinctive

Recycling &

Re-use

Friendly Major centre

for

learning

education

historical & attractive city

contemporary, leisure and

tourism

quality & enjoyable visitor

destination

the ambiance, color and

eclecticism expected of a

historic university city

new & contemporary

design

place to live& work

“Telling Lancaster together with friends, family and visitors”

Reason Result

Lack of Tourism Resource

Lack of Feedback

Lack of reputation on Product

No strategy with weak brand identity

Too wide a range of merchandise

Display methods too simple

Lack of distinction in products

Inconsistent ranges

No user centric design

Weak Vision for V.I.C

Problem

New vision Matching City vision

Figure 8 Visioning process through exploring

The next step starts with the following questions: “How to make

staff’s knowledge visible?” and “How to read the tourists’

thinking?” The latter means attitude of target to ensure customer

loyalty and attract new customers/visitors before creating a

prototype for the former question. Therefore, the researcher forms

three types of attitude for each target (Figure 10): open mind for

the young generation, conservative mind to communicate with

older generation, and welcoming mind for foreign visitors.

Making these ideas or knowledge visible could be the role of

design. In this issue, design directly intervenes into the planning

strategy to impact identity, product, environment, and information

of the VIC through designing so-called design touchpoints.

Touchpoints, to support the new strategy “ Telling Lancaster

together” with new vision, “ Finding more historical value &

making it more valuable”, first change the brand identity of the

VIC, formulating a unique culture and then environment, product

and communication design support to enhance the main design

concept (Figure 9). When these elements are accepted, the project

would require time and money and specifically operational

standard including training for staff and criteria for the collection

of tourist merchandise. Finally, personas consist of three types to

combine character profiles (Figure 11), user scenarios and concept

models (Brown, 2007, cited in Carlopio, 2009: 157). From this

perspective, visualizations using mood boards are established to

deliver the strategy. In actioning the strategy, evaluation is

normally conducted to refine prototype and the customers

revisited to gain feedback. However, the VIC project relies more

on the evaluation of design contribution as specific criteria on the

research project and it is discussed in depth in the next chapter.

19Loyal story

Witch story

Battle story Environment

Product

Communication

Figure 9 Touchpoints & Stories

Figure 10

Three types of

attitude

Open mind

catch up with new trend

Welcome mind

Young generation Older generation Foreign Traveller

Share the story

Experiential culture

Conservative mind

Age

28

Occupation

Journalist

Personality

Extroverted

Location

Preston

Social life

He lives with his wife in Preston close

to Lancaster. He likes riding a bike with

his wife during the weekend.

Work life

inspiration.

Young generation

Age

22

Occupation Student

Personality Considerate

Location u.s.

Social life

Lancaster

go to museum in the UK.

Work life

. She has a exhibition end

Young generation

Older generation

Age

52

Occupation

House wife

Personality

Introverted, optimistic

Location

Lancaster

Social life

She lives with her husband and

20-years old daughter in a house

in Lancaster

Work life

She helps disabled people in her

spare time.

Foreign traveller

Age

48

Occupation

Professor

Personality

Rational, reasonable

Location

Italy

Social life

He lives with his wife and 1-dog in a

house in Rome. He likes spending time

with his family. When he has some free

times he visits Lancaster with wife for

meeting his sun.

Work life

He is a professor of architecture.

Figure 11

Persona for

target attitude

Establishing new design strategy

Outline design strategy:

Lancaster VIC 2020 (LVIC 2020)

The plan is simple: Lancaster has many historical values and rich

stories, but Lancaster VIC did not sufficiently utilise these resources, due to lack of vision and strategy. Therefore, the initial

idea is to regenerate Lancaster vision and strategy through design to enhance sales of tourist merchandise and the whole process will

be iterated to generate new ideas and stories. The LVIC 2020 will be guided by the following principles (Figure 12):

1. Discovery

2. Developing together

3. Environment for tangibility and visibility

4. Helping local economy

5. Sustainability

6. Unique Culture

Each detailed strategy is accompanied by action plans (Table 1). It

represents LVIC up to 2020 and is divided into two periods:

short-term plan (2012- 2016) and long-term plan (2016-2020).

Action By 2016 By 2020

Environment

Strategy: Improve the competitiveness of LVIC through design v

Environment Strategy: Increase the capacity of LVIC designers to meet future demand vEnvironment

Strategy: Develop markets for LVIC merchandise and service v

Culture

Strategy: Increase understanding, awareness and recognition of design and its value to our economy, culture, society and environment

v

Knowledge

Strategy: Improve creativity and design in education and learning at all levels v

Knowledge

Strategy: Improve the availability of design research v

Supportlocal business

Strategy: Increase understanding and awareness of the value of design to the local business.

v

Table 1 Action plan 2020

1. Discovery

New vision “ Finding more historical value & Making it more

valuable” is based on “selling stories”.

2. Developing together

Stories discovered should be shared with local designers,

craftsmen and businesses and developed to produce ideas and

product. Once this process is complete, visitors will be entertained

by staff in Lancaster VIC acting as storytellers and actors

according to the new strategy “ Telling Lancaster together”.

3. Environment for tangibility and visibility

VIC environment offers space for creativity and flexible

reactions. It helps to interact with visitors and would receive

feedback from the activities. The whole environment design

involves product and communication designs behind one

consistent concept and is used to support the new strategy. (table –

design & discipline)

4. Helping local economy

As local businesses collaborate with the VIC, successful new

ideas for products will be made available to local businesses. As a

government institution, it is expected to develop a strong

relationships with local businesses and communities.

5. Sustainability

Basic principle of the whole concepts is based on using local

materials and workforces. Being responsible for social, economic

and environmental matters is the triple bottom line.

6. Unique Culture

The final principle is to form a unique social culture for Lancaster.

This means the VIC should sell the culture, not just product, to

visitors. This will give insights into valuable experiences of

visitors and encourage them to revisit.

Discovery

Developing together

EnvironmentHelping local

economy

Sustainability

Unique culture

Six principles

Figure 12 Visioning process through exploring

Discussion of the strategy

As six principles guiding the new strategy, the researcher identified new vision and new brand strategy for Lancaster VIC.

However, the auditing process showed the hypothesis suggested was still not totally convincing: enhancing the heritage value and

contributing to efficient communication. Adoption of this strategy and current impact of the VIC situation as a realistic issue are the

reasons behind it.

Firstly, the audit process follows “Design Atlas” tool by the UK Design Council as assessment framework for auditing design

capability of the new strategy. It is intended to evaluate planning, processes, resources, people and culture for design in terms of the

new strategy with the new vision. Table 2 shows the result of the evaluation with key detailed considerations.

In planning for design, planning would be led by analysis of

internal drivers (staff and historical stories) and external drivers (designers and local businesses). Staff with a positive attitude

would communicate well with one another. Moreover, with a clear and flexible vision, the new direction for merchandising would be

identified and the business would have a broader range of approaches in the planning process. The strategy has short and

General planning awarenessHow effective is the business at planning across all its activities? v

General planning communication Are plans and objectives communicated clearly to all relevant company staff? v

Design planning awareness Does the business understand where design fits within its overall corporate plans? v

Design planning thinkingWhat use is made of structured thinking in developing design plans? v

Design planning horizons How focused and forward thinking are design plans v

General process awarenessIs their understanding of how activities can be identified as processes? v

Design process awareness Does the business understand where design fits within its processes? v

Design process managementDoes the business understand how design activity can be managed? v

Design process tools What use is made of structured thinking in design activity? v

General resource allocation Does the business understand the general principles of budget allocation v

Design resource allocationIs the business able to assign resources to design activity? v

Design skillsDoes the business have the skills to handle design activity v

Design organisationDoes the business accommodate the multi-disciplinary nature of design activity?

v

Design commitmentHow committed are senior management to design activity? v

Design attitudes How positive are attitudesto design? v

1 2 3 4

Table 2 Design Atlas Result Sheet for New Strategy

Level

long term objectives. With participation by local businesses and

feedback through interaction with customers, the risk is expected

to reduce. All levels of each stage remain important.

The strategy has identified its business process as the

enhancement of business by improving cultural and heritage

tourism by encouraging customers to spend time in the VIC. It is

accounted for by McCormick (2007: 4), who says, “heritage

travellers stay longer and spend more money than other types of

travellers.” Businesses would understand the place of the VIC

design.

The next consideration is the budget for practical resources for

design. The budget allocated to the strategy involves using low

priced materials, such as blackboard paint. However, The business

can allocate budgets to project activities but with no review of

potential return.

The strategy would involve dealing with all relevant forms of

design activity from design thinking and collaboration in creating

an appropriate environment, as the environment would be created

by interaction between staff, customers and local businesses. This

way it is easy to organise appropriate solutions. It is designed

from the perspective of the people.

Heritage travellers stay longer and spend more money than other types of travellers

With regard to design culture, as all staff would play an active

part, regardless of the working position in the VIC, they can

develop decision-making channels. Hence, all staff in the business

understand that contribution towards design is essential.

In order to confirm the strategy, a case study was taken as an

example, Asahiyama Zoo (Figure 13) in Japan. Asahiyama Zoo

had critical weaknesses compared with other zoos, due to its low

budget. Furthermore, as customers rarely paid return visits, the

zoo had faced closure. In order to overcome this situation,

Asahiyama Zoo repositioned itself in a distinctive way: presenting

animals’ inherent behaviour in a more natural environment

through interaction between wild animals and humans, using

experiential value design; a knowledge-based operation by

enhancing communication (Fukuda, 2010: 3). After some years of

effort, Asahiyama Zoo brought customers back and its new

positioning proved a great success.

From these perspectives, all things are considered and the

business through design contribution has a new opportunity to

understand Lancaster’s historical value and improve

communication by satisfying latent demands of customers. In the

future, Lancaster VIC will occupy a specific position as a heritage

developer in the UK tourism market compared with competitors

which have a longer historical heritage exposure, such as York.

Figure 13 Asahiyama Zoo

The research aims to carry out a process of synthesis to produce a

reformulation and combination of the brief and problems; fusing

disparate data, insights, ideas and assumptions as an holistic

approach. Design strategy with the process (framing, visioning

and auctioning for the strategy) developed for the Lancaster VIC

can be especially useful in finding design intervention as positive:

enhancing collaboration and communication and defining its

relationship, building brand identity, contributing to the local

economy, and giving customers a pleasurable experience. In order

to achieve the holistic goal, some time is needed, so the strategy

also sets up two action plans: short-term by 2016 and long-term

plan by 2020, helping to maintain consistency. The principal

reason for adoption of the strategy is to enhance the heritage value

and contribution to efficient communication with customers.

Furthermore, it focuses on sustainability, as staff and key

participants can make new business models in changing market

situations. My definition of impacts of design intervention in real

business and prediction of future direction through the process of

design strategy must be meaningful acts in developing the VIC.

Consequently, the approach for strategy innovation with a view to

design intervention as competitive tools will be a core dimension

and become one of future directions upto 2020. It can be a design

contribution to VIC as an SME. The next step is to measure the

Conclusion

success of the LVIC 2020 development each year in terms of

economic contribution, awareness of the VIC’s design capacity

from design integration programmes and linkage between service

providers, its consumers, and local designers, businesses and

government.

APPENDICES

APPENDIX 1: Questionnaire for a manager_1 (020220012)

1. The Proportion of the goods that shows the symbol or images of Lancaster in the shop:Approx 25% of the stock is Lancaster branded merchandise including the I Love Lancaster range, Lancaster Castle images on Pencils, Erasers,Bookmarks, Notebooks, Pencil Sharpeners.

2. Most popular for Tourist?Postcards, Pens, Local Books & Maps Magnets, key rings & a range ofgiftware.

3. Most popular for Locals?Local walking books, local books and seasonal gifts.

4. Are there any seasonal products?Christmas - Cards and giftwareEaster - Merchandise relating the Easter CelebrationSchool holiday promotions

5. How many times do you change display for tourist Merchandise?Try to change every two weeks.

6. What do you do to stimulate sales?We have continual promotions throughout the year and send out Pressreleases.Lancashire Day - Showcase all Lancashire Made Produce - 27th NovemberSt Georges Day - St Georges Flag badges, key rings 23rd April 2012    Taste Lancashire - Local produce and have tasting in the centre, AdhocEnglish Tourism Week - Local giftware and showcase our localattractions. Diamond Jubilee - Stock souvenirs and giftware 5th JuneOlympic Games 2012 - small stock of Olympic giftware 27 July-12 Aug 2012Christmas  - Bespoke hampers and gift bags, late night opening forChristmas shopping

Lancashire/Pendle Witches - link into the 400th Anniversary in 2012

7. Do you have a certain design strategy or business strategy for running the shop now or in the future?Although we have limited budget we are always striving to improve andlook constantly for new idea to promote revenue and improve the look ofthe centre.

8. Are there Challenges?Budget cuts which can affect the amount we can invest in the centre nowand in the future.Competition from high street shops in close vicinity, we aim to try andstock specialist items Economic downturn affects general tourism spend - less income to spendon stock items.

9. Who is your major target?Visitors and residents alike together with local schools (our giftwareis very popular when schools are going on exchange trips abroad).

10. Have you collaborated with local crafts or companies?Yes always try to buy local when can Elliot's, Honeycomb Company, Arkglass are all local companies, together with local artists,photographers and writers.

11. Do you have unknown heritages that did not apply to products?We feel we represent all the local attractions fairly.

12. How was online selling?We set up the online shop approx 12 months ago, merchandise is quiteslow but due to budgets and resources it is difficult to market.  Wehave kept our Books and Maps section bespoke to our area as we can'tcompete with Amazon.  The biggest area of growth is the sale of concerttickets,  this has grown considerably over the last 12 months.

APPENDIX 1: Questionnaire for a manager_2 (02032012)

1.What is objective of your organisation?

2.Is there other place that sells tourist merchandise in Lancaster, such as Williams Park and Lancaster castle? - Lancaster Castle, Williamson Park, Maritime Museum, City Museum & Judges Lodgings

3.Are there role models to run your information centre including selling tourist merchandise in the UK or over the world? - no

4.Who are your competitors in sales or service apart from local business as you mentioned? And what is the relative position of you to your competitors? - mainly local businesses

5.What is your history in terms of tourist centre?  - located at The Storey 3 years, been in existence in Lancaster 20+ years

6.Some tourist centre don¡¯t include merchandise shop, such as London tourist centre where is located near Tate Modern. What is the purpose of selling merchandise in the tourist centre?   - reach income targets to help with running costs

7.Do you think your centre has customer loyalty? - yes lots of repeat customers

8.Who is loyal customer for your centre? and which products they buy?  Local residents, travel passes

9.Do you have customer criteria? No

10.Is your customer based increasing or decreasing? Footfall steady, total enquiries (email & online) increasing

11.What is your strength (competitive advantages) in position, offering and resources? - local knowledge, professional and un biased advice

12.What are advantages of your proposition that you created? -

13.How many staffs work for tourist centre? and what is their role and capabilities? - 6 staff plus manager

14.Do you have unique selling point for your products or services? local knowledge, professional and un biased advice

15.How to manage to connect tourist service to tourist merchandise? experience and knowing our customers

16.Have you experienced innovative aspects in your tourist centre? we are always looking at new ideas to promote the centre

17.Do you think the price, value and quality of merchandise are proper to your centre? yes

18.What is disadvantage of proposition that you created?

19.Do you feel the gaps in capabilities in terms of sales and service? we are confident we provide a good service

20.How is your reputation in tourist market in the UK? we are well established as a VIC

21.Are there own known vulnerabilities? - budgets

22.Are there any categories that you want to emphasize (core activities)?

23.How to adopt the new stream by changing market development in tourism plan in Lancashire or the UK? - can't comment on this

24.Do you can observe lifestyle trends in Lancaster in terms of your merchandises? What is it? - local Lancashire gifts and locally sourced products

APPENDIX 1: Questionnaire for a manager_2 (02032012)

25. In partnership with local based craftsmen, is there a certain programme to share new idea to launch new product like workshop? - none that we are aware of

26.Is there market demand? or customer demand?  yes

27.Do you know customer¡¯s needs and wants? - we work hard to react to our customer's need and demands

28.Do you have products that have weather effects? -

29.If you choose major heading, what is it? (you considered getting people to buy products and the information of where your centre is as a challenge before)

30.Is there any obstacle to run the centre from political issue or environmental issue apart from budget cut?

31.Does your centre share the information with other visitor centres in Lancashire or other area in the UK - yes we network regularly

32.Could you evaluate your products by following categories?

1) Quality level       : low _     medium _    High_

2) Special features : low _     medium _    High_

3) Branding            : low _     medium _    High_

4) Product range    : low _     medium _    High_

5) Service back-up : low _     medium _    High_

6) Warranty            : low _     medium _    High_

7) Durability            : low _     medium _    High_

8) Packaging          : low _     medium _    High_

33.Do you think your place is easily accessible to target customers? If it is not , do you have any ideal place for your centre? yes, close to city centre and transport links

34.Have you hired skilled people to promote your products to customers or   other buyers?

35.How many channels do you have to connect customer? F2F/email/telephone/online

36.Do you have a plan to extend of a range of product or reduce of them? extend the range

37.Do you have long term plan? If yes, what is it? - working towards Council priorities

38.What are the latest products and services in your centre? new gift ranges

39.Do you have the refreshing of existing offerings?

APPENDIX 2: Communication with a expert who is a councilor, Deputy mayor, Lancaster City Council

1.There are several stories in terms of loyal family.

2. If we can persuade children, we can do it to everyone.

3. There are still covered histories that general public do not know.

4. Lancaster city has problems about signage system.

5. The major point of the project is of what it is different compared with one in other cities.

6. Needs long-term plan

7. Needs education

APPENDIX 3: Question Cards with general pubric

The reason why I go to visitor information centre on the trip is ...

SIL: Seungil Lee

MAP

Souvenir

Hotel

Local shop

travel

information

Ticket

attraction

Spending

time

to wait train

time

Lancaster brand image might be.....

SIL: Seungil Lee

Lancaster

University

Historic city

Lake District

Lancaster

Castle

Duke

Witch

Williamson

Park

APPENDIX 4: Mood boards_Branding Design

Fun

Friendly

Comfy

Storytelling

Together

APPENDIX 4: Mood boards_Environment Design

Interaction

Curious

Young

Bright

Flexible

APPENDIX 4: Mood boards_Product Design

Consistent storyline

Themeproducts

by local artist

Recycle

Fun

Message

APPENDIX 4: Mood boards_Communication Design for information

Art

Story

Valuable information

APPENDIX 4: Mood boards_Communication Design for Tickets

+  

Collection

APPENDIX 5: Actual scenario

Lack of motivation to enter into the centre

Lack of directive information

Too much information &Too complicated

Too high desk for communication

No packaging for souvenir

No interesting visitorʼs book

Still lack of directive information

REFERENCES

REFERENCES_1

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CA.

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Innovation. Palgrave McMillian, USA.

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Huh, J. (2002) TOURIST SATISFACTION WITH CULTURAL /

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Industrial%20Design%20for%20SMEs%20-%20Evaluation

%20of%20a%20Design%20Collaboration%20Project%20from

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Speno, L. (2010) Heritage tourism Handbook: A How-to-Guide

for GeorGiA, Available at http://www.georgia.org/

SiteCollectionDocuments/Industries/Tourism/Product

%20Development/GA%20Heritage%20Tourism

%20Handbook.pdf [Assessed 10 April 2012].

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PROGRAMS: Processes and Oucomes. Oxon: Routledge

REFERENCES_2

For further information, please contact:

Seungil Leelee.seungillee@gamil.com