TOWARDS 2015 Shaping Tomorrow’s Tourism

1. TOWARDS 2015 Shaping Tomorrow’s Tourism

2. Background ? • Why have we undertaken this review? • What did we do ? • What did we find out? • What did we conclude? • Who should be involved? • How will we know we have achieved our goal ?

3. Why?

4. Why? • Post Foot and Mouth, 11th September, SARs … • Changes in customer’s expectations, habits and trends • Volatility in tourism • Increasing competition • Technology changes • Public funding changes and challenges • Increasing sustainability issues

5. What did we do?

6. Infrastructure issues Segmentation Work Community Attitudes Employee Research Economic Impact Market Intelligence National Research Tourism Structures Audit Analysis and Review & Scenario Planning Policy and Strategy Review Competitor Analysis Business Survey Customer Survey Regional Economic Strategy (RES) Regional Cultural Strategy (CSW) Regional Sustainability Strategy (SSW) Regional Tourism Strategy

7. What did we find out?

8. ECONOMIC IMPORTANCE • Total Visitor spend £8,294 million annually - Staying Visitors £4,523 million (55%) - Day Visitors £3,771 million (45%) • Worth up to 10% of regional GDP • Supports 307,000 ‘actual’ jobs (225,000 FTEs) • 1 in every 8 jobs in the South West (UK average 1 in 13) • Major Issues of variable quality, seasonal and part-time employment

12. Domestic Visitor Segmentation & Satisfaction Initial Findings TNS Travel & Tourism

13. Satisfaction – TRI*M Index (1) • South West TRI*M Index: 78 • Visited last 12 months: 85 • Visited > last 12 months: 73 • Never visited: 55

14. Strengths • A8 – The quality of the accommodation • A10 – Overall welcome and friendliness • A35 – Interesting villages, towns, locations to visit • A32 – Beaches and coastline • A26 – Place for peace and quiet and relaxation • A31 – Unspoilt countryside • A4 – Choice of hotels, B&B’s, guesthouses etc • A29 – History and heritage • A18 – Facilities for walking rambling and cycling • A33 – Chance to see wildlife in natural habitats Hygienics Motivators high A8 A9 A21 A31 A10 A26 A32 A3 A4 A35 A1 A2 A13 A29 A22 A33 A15 A18 A30 Claimed Importance A28 A23 A6 A14 A11 A20 A34 A25 A17 A27 A5 A16 A12 A7 A24 A19 Hidden low Savers Opportunities Real Importance low high

15. South West • Priorities • A9 – Standards of service • A21 – Quality restaurants and dining • A23 – Availability of tourism information • Hidden Opportunities • A6 – Choice of self-catering accommodation • A14 – Range & availability of local produce, arts and crafts and souvenirs • A17 – Range of water based activities, e.g. sailing, surfing, swimming • A7 – Choice of camping and caravanning facilities Hygienics Motivators high A8 A9 A21 A31 A10 A26 A32 A3 A4 A35 A1 A2 A13 A29 A22 A33 A15 A18 A30 Claimed Importance A28 A23 A6 A14 A11 A20 A34 A25 A17 A27 A5 A16 A12 A7 A24 A19 Hidden low Savers Opportunities Real Importance low high

16. South West • Vast majority high satisfaction. • Of some concern that loyalty levels are relatively low.

17. Initial Conclusions • Performance is ‘Good’ - is that good enough? • Compared to European benchmarks South West performance is average but not competing hard • Promote the USP’s of the region • Two-thirds of domestic leisure trip takers prefer to go somewhere different on holiday every time • Communicate the variety and diversity of the South West

18. Initial Conclusions • Trends come and go, fundamentals remain TRENDS • Spas, beauty treatments, fitness, wellbeing - current hot topics in tourism, low real relevance FUNDAMENTALS • Beaches, coastline and unspoilt countryside, quality of accommodation, quality of restaurants and dining - universal appeal

19. Consumer's changing characteristics and needs • Wealthier ( for now) • Healthier • Older and more active • Multiple holiday taking • Short breaks as a survival tool • Increasingly “experience driven” breaks • Changing lifestyles

20. Traditional Markets: Traditional Beach Holiday History & Heritage Close to Nature Easy Preschool Emerging Growth Markets: Sheer Indulgence Romance Chill Out It’s Cool It’s Adventure Discovery South WestSegments

21. Experience Brand Cluster

22. Market Intelligence Conclusions 10 Year growth projections: • Domestic Trips UP 39% (spending UP 20%) • Overseas trips UP 32% (spending UP 19%) • Day Trips UP 20% (spending UP 20%) • Potential for increased overall value of £1,625 million per year

23. Market Intelligence Key growth areas • Short Break Holidays UP 53% • Visits to Friends & Relatives UP 24% • Overseas (overall) UP 19% - North America UP 23% - Non EU UP 19% - EU UP 12% • Long Holidays None

24. Destinations Research South West Devon West Country Cornwall Dorset North Devon Cotswold English Riviera Exmoor Bath Somerset Dartmoor Forest of Dean Plymouth Exeter Weymouth Bournemouth Gloucestershire Wiltshire Salisbury Awareness Cheltenham Jurassic Coast Purbeck Bristol South Hams Swindon Interest

25. Sub-Regional Analysis • 98 organisations employing 1000 staff & volunteers • Promoting at least 215 locations • 54% of LAs have tourism strategies • Primarily focussed on LA role • Consistent focus on: • Increasing income and employment • Better quality of life for local people • Considered use of natural resources • Quality visitor experiences to encourage repeat visits

26. SW Community Views • 97% consider tourism good for their Area • 87% willing to engage with and help visitors • 50% feel summer visitor levels right, 18% too many, 27% more. • 43% feel levels right at other times, 3% too many, 47% more.

27. SW Community Views • Positive community benefits identified • Support for local businesses • Better choice of facilities • Local product development • Support for local culture • Heritage / environment maintenance • Negatives • Traffic congestion and parking problems • Poorly paid and seasonal / part-time jobs

28. What did we conclude?

29. Conclusions • Changing consumer needs and desires • We must change the perceptions of non visitors • Increases will be in the short break markets • Must maintain long holiday market • Quality will be the competitive advantage across the range • Must engage tourism businesses at all levels

30. Conclusions • Sustainability is a must not an optional extra • Separate, but integrated approach needed for Business Tourism and the development of Overseas markets • Competitiveness, productivity improvements essential • Simplification of support arrangements to match the new challenges

31. How should we go forward?

32. How should we go forward? • Need a professional approach to customers whether they are either Destination or Experience driven • Varying degrees of specialisation needed at business and destination level • Need to have clear strategies and actions for repeat and new/lapsed customers • Support organisations need to make it easier and simpler for customers • New team approach needed re destinations and regional support

33. Repeat Customers • Businesses – increased use of direct marketing • Local “product” guides • Data capture and data warehousing • Customer relationship marketing introduced/improved • Email marketing

34. New & Lapsed Customers Complex issues but to deliver simple solution for visitors and businesses

35. Bath Bournemouth Bristol Cotswold Cornwall Where shall we go ? Devon English Riviera, Plymouth Dorset Gloucester & Forest of Dean Salisbury & Stonehenge Somerset Destination Driven

36. What shall we do? • Traditional Beach Holiday • History & Heritage • Close to Nature • Easy Preschool Experience Driven • Sheer Indulgence • Romance • Chill Out • It’s Cool • It’s Adventure • Discovery

37. Destination Driven Experience Driven

38. Key Issues for the South West The Changing Priorities for Tourism • Value not Volume • Quality of Employment not Quantity • Impact on the Environment • Impact on Host Communities

39. VISION • By 2015, the South West of England will be internationally recognised as a ‘model’ tourism destination, achieving a unique balance between its environment, communities, industry and visitor satisfaction, achieving long-term economic and social benefit for the region.

40. STRATEGIC AIMS • Driving Up Quality • Delivering Truly Sustainable Tourism • Effective Regional and Destination • Management

41. DRIVING UP QUALITY Priorities for Action • Experience Brand Clusters Development • Improve marketing and promotion • Quality Development, accommodation, attractions, public • realm, facilities, food and drink etc • Productivity and competitiveness, benchmarking • Business Support – 3 tier system

42. DRIVING UP QUALITY Priorities for Action • Skills and Labour, vocational, customer service, • flexible & work based, expansion of Tourism Skills • Network • Tourist Information & Easy Booking, DMS systems, • Englandnet • Market Intelligence, data, trends & forecasts • Regional Profile Building

43. SUSTAINABLE TOURISM Priorities for Action • Embedding sustainability principles in regional development and destination management • Effective evaluation & appraisal tools • Industry adoption of sustainable practices and promotion • Understanding and managing visitor impact on communities and the environment

44. DESTINATION MANAGEMENT Priorities for action • Regional Leadership and Direction • Engaging the Industry – Clusters and destinations • Buy-in and commitment Destinations and businesses • 10 Destination Management Partnerships (DMPs) • DMP Strategies and Action Plans, revised planning guidance

45. DESTINATION MANAGEMENT Priorities for action • Devon (+ Dartmoor,North/rural, English Riviera, Plymouth) • Dorset (+Weymouth & Poole) • Gloucester & Forest of Dean • Salisbury & Stonehenge area (+ rural Wiltshire) • Somerset ( Weston and Exmoor) • Bath • Bournemouth • Bristol • Cotswold & Cheltenham • Cornwall (+Newquay& I.o.S)

46. Who should be involved?

47. Everyone • Tourism Businesses • Regional and Local Planners • Local Authorities • South West Regional Development Agency • South West Tourism • Government Office • Business Links • Learning and Skills Councils • Banks and Intermediaries

48. Howwill we know we have achieved our goal?

49. Target Areas • Radically less seasonal, with an increase of 40% in the value of tourism generated in off-peak and off-season • Of higher quality - more competitive businesses with higher productivity than any similar region; • With over 85% visitor satisfaction rates and high levels of repeat business; • Able to command a 15% premium price over relevant competition;

50. Targets • More accepted by the host communities with over 90% accepting and supporting tourism in the region; • A key driver in protecting and enhancing the environment,   • A better employer with 75% of staff employed satisfied with their conditions of employment, training and if appropriate, career development; • Supported by effective tourism management arrangement at regional and destination level with no duplication or waste of resources.