Kate Baker

Kenilworth Castle

David Collins

Chairman

Shakespeare’s England

• Public / private partnership

– Board members

– Local tourism businesses

• Helping develop tourism to the wider area with our partners

Who we are

• Value of tourism to the Shakespeare’s England area already increased since the partnership began

– Up 15% from 2012 to 2013

– Tourism in 2013 worth over £631 million per year to the local economy

– Employing 11,077 people

Already having an effect

• Leading on national and international activity – Joint campaigns with VisitEngland

– Overseas activity with key partners

– Website to promote the area

– Active social media presence

– Attendance international trade events

– £1.6 million EAV of PR activity already

– Joint promotional campaigns with our partners

– Joining up tourism businesses

Our activities

• Initiated the DMP to help manage and develop the destination rather than just market it

• An action plan for all not just Shakespeare’s England DMO

Destination Management Plan

Robin Tjolle

Shakespeare’s England

• Appointment of McAllister and Company

• Funding from WCC and CWLEP

• Widespread consultation/engagement

• Great feedback

• Clear areas to work on

Destination Management plan

• Seven clear priorities for action

• Evidence base and intelligence

• Destination (infrastructure) Development

• Market Development

• Communication and Profile

• Product Development

• Welcome, Information and Experience

• Skills, Business Development and Careers

Priority areas

Intelligence -understanding the issues

and opportunities.

(And testing if our actions are working)

Destination development -what needs to be done to

improve the physical destination based on what

we know

Market development -based on our

understanding of new and existing markets, which

present the most opportunity to the region?

Communication - how do we best communicate to existing and new visitors?

Product development -which products do we

need to develop to meet the needs of new

and existing customers?

Visitor Experience - what do we need to do to

provide the best quality welcome and experience?

Skills and business development - what do we need to do to make

sure we have the skills to deliver

• An action plan for each priority

•A lead for each priority to ensure progress

•A DMP board to meet quarterly year to check on progress and update

•Already achieving success

Destination Management Plan

Thank you

James Berresford

Chief Executive

VisitEngland

Congratulations

• Realises the wider destination potential

• Marshalls limited resource

• Offers national engagement and partnership opportunities

• Is part of the national plan

• It’s the basis for future growth

• Our shared growth ambition

• 5% average growth, year on year, in the value of tourism since 2010

• 7% uplift in jobs since 2010 = 178,000

• Currently being refreshed in 2015

The strategic objectives are to:

Vision

Increase the contribution of tourism to the English economy

Increase tourism

employment and local prosperity

Strengthen the competitiveness of businesses and England’s tourism offer

A globally competitive tourism industry that acts as a key driver to the economy and of local prosperity across England

These objectives will be achieved by:

Investing in the infrastructure and environment on which tourism growth relies

Attracting & retaining motivated people and developing their skills

Increasing the visibility & understanding of England’s tourism offer

Overcoming barriers to business competiveness and investment

Investing in tourism products and experiences in line with market trends & strategic needs

The role of VisitEngland

• Champion the sector and drive forward the industry’s shared Strategic Framework for Tourism

• Support local areas grow their economies through tourism

• Advise Government on English Tourism issues

• Provide official intelligence on tourism and visitor economy in England

• Promote England's tourism offer

Themed Campaigns • Holidays through History

• Cycling

• A Taste of England

• Romance

• Heritage in Spring

• Family in Summer/Big Summer

Holiday

• Be Part of History: Rugby

Year of the English Garden ‘16

• Capability Brown Tercentenary

• Quintessentially English and a key motivator for travel internationally

• Wealth of product

(circa3,000 historic parks and gardens open to the public)

• Working in partnership with DMOs, RHS, EH, NT, HHA, NGS.

• 2014/15 - content gathering

• 2015 - trade and PR programme

• 2016 - consumer activity

• Media breakfast at ABTA

convention with partners

• Travel Trade Master class for

Destinations planned for Spring

2015

• Trade workshop with England’s

Heritage Cities

Travel Trade

Holidays at Home are GREAT!

I need information

Offers

Ideas

Availability

New news

Tactical

etc

Quality

Expertise

KnowledgeRelevant

Real time

Right channel

• In 2014, visitors to England spent an estimated total of £82bn

₋ £18.1bn was spent by British residents on domestic overnight trips

₋ £45.1bn was spent on tourism day trips

₋ An estimated £18.9bn was spend by international visitors

• The English visitor economy contributes £106bn to the national economy (direct and indirect impacts), and supports 2.6 million jobs

People visit places – great destinations

Another reason for a joined up destination approach

How Satisfied Are Visitors to English Destinations?

OverallPerformance

Likelihood to Recommend

Likelihood toRevisit

Competitive Advantage

TRI*MIndex:

94

90

50

70

30Likelihood to Recommend

85% excellent/ very good

86% definitely/ probably

78% definitely/probably

66% much/ slightly better

Source: VE Brand, Communications and Satisfaction TrackerSource: VisitEngland Brand & Satisfaction Tracker 2013-14 data

94

ENGLAND

Cornwall

Lake District

x

Northumberland

Yorks DalesYork

Bristol

Manchester

Gt Yarmouth

Essex

Leeds

East Sussex

ScarboroughLake District

North York Moors

Liverpool

Bath

Cotswolds

London

New Forest

Isle of WightTorquay

Yorkshire Coast

97

x

x

Kent Coast

Durham

Warwickshire

Gloucester-shire

Staffordshire

Lincoln

Eastbourne

Peak District

Skegness

Notting-ham

SuffolkCambridge

Newcastle

Blackpool

Chester

Bournemouth

Wey-mouth

Somerset

Oxford

StratfordShropshire

Brighton

Wiltshire

Derbyshire

Other Devon

Birmingham Other Norfolk

x

x

Canterbury

29

95

96

105108

94

90

95

100

81

82

100

74

75

92

74

100102

104

111

85

91

87

102

100

101

10486

88

91

92

83

8389

91

95

96

97

80

91

94

99

82

85

Total Hants

91

95

Kent Total

8282

94

92

89

98

Futures ….. a

need to future

proof

1. Demographic trends

• The population is changing – over the next 10 years, the number of older people will increase

...and as baby boomers hit retirement age, catering for this group (who don’t behave like “old” people) will be vital

• There’s also been a mini baby-boom – leaving the “squeezed middle” to care for (and finance) the growing numbers of young and old

• There are increasing numbers of UK residents born outside the country – but their leisure habits are often poorly understood

• The traditional family unit is less common than it once was – but this isn’t always recognised by businesses

2. Technological trends

• Since 2006, there has been an increase of over 100% in the number of domestic trips booked online...

• ...mobile devices have changed how we use the internet...

• ...yet not all businesses have a website yet (and if they do, it’s not always mobile enabled)

• Near universal internet penetration in the UK + proliferation of holiday-related UGC mean that the consumer has more information than ever before to help make a decision

3. Leisure time / economic trends

• Despite the recession, spending on leisure and recreation has held up – money may be tight, but work life balance is vital

• ...but value-seeking (and the role of great deals) will remain crucial

• It’s not just about “the big holiday” any more - the average English holiday is getting shorter and shorter with people taking portfolios of trips

• ...and we’ve changed how we plan – last minute is ever more common, making it hard for businesses to predict customer flows

The way the wind is blowing

• The number of domestic overnight trips taken in England fell back by 9% in 2014, while expenditure declined by 3%

• The North/ South divide

11,696

13,389 13,893

15,593 15,340

14,753 14,211

14,706 15,289 15,461

16,784

11,284

12,207

13,275

13,94214,293 14,252

12,93212,568

12,996 12,846

13,629

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Inbound Visits (Millions) – All Purposes

London Rest of England

…which is illustrated by this chart which shows growth in inbound visits to

London vs Rest of England, showing a +8% increase vs pre-recession

compared to -5% for ROE

Source: International Passenger Survey

Vs. Pre-recession high

+8%

-5%

Looking ahead

• Delivering the Triennial Review’s recommendation

• Product development and experiential

• It is going to be challenging

National balance

International competition

Phase 2 of savings

Fewer, stronger destinations

The best way to prepare is to plan