Toolkit EN

Toolkit EN


The City Hospitality Toolkit is developed from different subjects of the Research Centre. The tools and examples will help to develop city visions and programmes with better hospitality experiences as a result.

The toolkit exists of the following components:

  • Awareness
  • Insight
  • Vision
  • Choice and Focus
  • Programs
  • Dashboard

The steps from the toolkit have a logical connection, but they don’t have a set order. Feel free to randomly go through the topics to get inspired by ideas and visions.



Hospitality is in the heart of mind of the city

The Ritz-Carlton hotel is one fo the top hotels looking at Hospitality. Why? The way they involve the stakeholders and specifically the employees. Every employee has the right to spent $2000 only to give the guest that WOW experience. Involvement of the tourist information office creates more hospitality in the city and eventually the guest will spend even more!

Research shows that a (more than) satisfied guest

  • Stays longer
  • Spends more
  • Returns more often
  • Brings more visitors
  • Has a higher quality of living


There is a clear understanding of the hospitality experience of the city's core target groups.

Create a Persona on the different core objectives of the city. Look at the city from the perspective of the people with eye for the ups-and-downs. Take the whole persona journey into consideration and look at the whole journey, not only the stay in the city but also before and after that; orientation-travelling-arrival-stay-departure-memory

Before you can work on strategies it is important to realize; where are we now? Where are the ups-and-downs of my city experience? How is my city hospitality experienced looking at the following 3 perspectives?

  • Visitors
  • Inhabitants
  • Businesses


Success factor
The city has a clear vision looking at City Hospitality

Read the city visions from other cities as an example.

City Hospitality only works when there is a clear vision and if this vision is implemented whithin the colleage plans and the vision and plans of the executing organizations. It is of essential importance to adapt tothe experience world of the different stakeholders with the goal to create value. To achieve this goal, strategic choices need tob e made. But how do you make those choices? ( Choice and Focus)

Read visions of other cities:

Den Haag


Choice and Focus

There is a clear strategy chosen whre the city is heading

Find the match between three factors and make this the base of choice and focus. The following questions should be answered:

  • Where is the city in 10+ years? 
  • What are the goals, ambitions?
  • What does the city want to achieve?
  • What are the demands of the core objectives groups?
  • How can they be achieved?
  • How can the city of the target market give an unforgettable experience?
  • What makes them really happy?


Strategy  is about choices: You can't be all things to all people. 

- Michael Porter

Before an execution plan can be developed, it is important to make choices to make sure that the city can make the difference for the core objective groups.

Use this model as tool: [triangle model]



Success factor
There are coherent and SMART goals that are regulary being evaluated

There are a few examples on how cities made goals into concrete programs with regards to

  • E-learning
  • Innovation
  • Hosts

To develop a better hospitality experience in a concrete way and to make the chosen strategy into a tangible experience.

Den Haag Marketing

KlM's Seat & Meet

Host programmes:
The Hague


Success factor
There is a SMART goal frame that will be evaluated regularly

Survey the goals of the city and look at the achieved results. Visualize the information in a clear way and intuitive manner to make it clear for all parties.

Use the pyramid to set priorities in the chosen indicators.

With a dashboard it is clear which programs need attention and which need tob e adjusted. By mkaing the dashboard intuitive everybody gets involved in the process. 

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