Jurassic Coast World Heritage Site Marketing Strategy

JURASSIC COAST WORLD HERITAGE SITE MARKETING STRATEGY

The Tourism Company 15 The Southend Ledbury Herefordshire HR8 2EY [email protected] November 2003

PDF created with FinePrint pdfFactory trial version www.pdffactory.com CONTENTS

1 INTRODUCTION...... 1

2 STRATEGIC CONTEXT...... 3

3 CURRENT TOURISM MARKETING...... 10

4 TOURISM PRODUCT...... 21

5 CURRENT MARKETS ...... 36

6 WORLD HERITAGE SITES ...... 44

7 AIMS AND PRINCIPLES...... 56

8 MARKET SEGMENTATION ...... 59

9 STRATEGIC APPROACH...... 68

10 MARKETING ACTION PLAN ...... 76

11 IMPLEMENTATION AND MONITORING ...... 96

APPENDIX 1 – COUNTY, DISTRICT & BOROUGH COUNCIL’s CURRENT MARKETING ACTIVITY...... 101

APPENDIX 2: SEGMENT PROFILES...... 111

PDF created with FinePrint pdfFactory trial version www.pdffactory.com EXECUTIVE SUMMARY

In April 2003 The Tourism Company was commissioned to prepare a marketing strategy which would ‘provide a single, coherent marketing approach for the effective and sustainable development of the Dorset and East Devon Coast World Heritage Site’.

The strategy has been based on an assessment of markets and products, consideration of current marketing activity and an investigation of the marketing of other world heritage sites. Consultation was held with over 25 local organisations currently or potentially involved with the management and marketing of the Site.

1. The marketing context

This strategy has been devised within the context of the new national marketing strategy for England, work towards a Ten Year Tourism Plan for the South West, and existing tourism strategies and plans at a county and district level. The strategy also takes account of the World Heritage Site Management Plan and studies on development potential, interpretation facilities, education and communications relating to the Site.

Recent marketing activity for the Site includes the development of a brand name and logo, Jurassic Coast, and a suite of high quality information material. All the individual Districts containing parts of the Site undertake destination marketing aimed at the domestic market, including the production of destination guides, which make a strong play on the presence of the Site. Overseas marketing for Dorset and Devon is undertaken through wider sub-regional consortia. A new private sector body, the World Heritage Coast Hospitality Association, has recently been formed and a destination guide for the whole area is being produced as a commercial venture.

In terms of product, the area has a wide range of outdoor and all weather attractions, a number of which have themes relating to the Site. There is also a range or related events, but most are small and with limited coordination. There are few inclusive package offers. There is a good mix of serviced and self-catering accommodation but quality is inconsistent. Infrastructure for exploring the Site includes the SW Coast Path, a dedicated Jurassic Coast bus service and a growing range of boat services.

Current visits are dominated by domestic leisure markets. The balance between long holidays and short breaks is similar to the rest of the region, with the latter showing positive growth and the former a general decline. Overseas visitors account of only around 5% of overnight trips.

Experience from other World Heritage Sites suggests that the designation provides a very useful way of conveying the quality of the site but that most visitors are not motivated by the simple fact of designation. Other sites demonstrate the need, and opportunity, for co-ordination and partnership working, relating tourism and conservation, and integrating promotion with other features such as long distance trails. Some other countries are being more active in developing marketing campaigns around their World Heritage Sites and there are opportunities for strengthening links within and outside the UK.

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The proposed marketing strategy is based on the principles of sustainable tourism which are increasingly recognised at a world and European level and will be reflected in the forthcoming regional ten year plan. These are particularly pertinent to areas with an international designation. The strategy also takes as its starting point the objectives of the WHS Management Plan, which have clear implications for the style and nature of marketing, related to the quality and capacity of the Site.

The Strategy does not address issues of promoting and interpreting the Site to local residents, which is covered in the Interpretation Strategy for the World Heritage Site.

The following marketing aims are presented:

· To utilise the recognition of the coast as a World Heritage Site to strengthen the local economy and performance of tourism enterprises in the surrounding area.

· To ensure that the Site offers a high quality, world class visitor experience.

· To increase awareness, understanding and enjoyment of the special character of the Site amongst local people, local enterprises, educational groups and all types of visitor. · To help to conserve the Site through effective visitor management and raise support for its conservation from visitors and the tourism sector.

The marketing strategy should not be about a blanket promotion of the area for tourism, but should be carefully constructed around the following principles, which should be accepted by all those involved:

Underpin a quality of management and of experience The whole ethos behind WHS designation is about quality at a world level.

Be sensitive to capacity issues This has implications for the types of access, activity and periods which are most actively promoted.

Seek increased visitor spend when it is needed Emphasis should be placed on promoting visits out of season, increasing the spend per head of visitors who do come to the area, and maximising the proportion of this spending that is retained in the local area.

Encourage ‘sensitive exploration’ of the Site and associated themes This should enable and encourage access to, and appreciation of, the whole site in ways which are sensitive to the environment, such as access by foot, boat, bus etc.

Promote appreciation and enjoyment by all Although marketing may focus on certain segments, WHS designation should be used to strengthen the appeal of the area to general visitors rather than just niche markets.

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The marketing strategy is constructed around an assessment of a set of market segments and their needs. Prioritisation of these segments is as follows:

Primary market segments:

Short breaks – post family Highest priority owing to the size of the segment, flexibility in travel period and interest in gentle outdoor activities and exploration.

Activity holidays – walking Extremely relevant to the JCWHS as it is a significant market segment rather than a small niche, relates directly to the concept of sensitive exploration, reflects the linear nature of the site and can make use of existing product, notably the SW Coast Path.

Special Interest Geo-tourism Although this is a very small niche market, it should be considered as a primary market segment owing to the special relationship with the international recognition of the site and the experience it offers.

Secondary market segments:

Short breaks – families The area already receives a significant number of family holidays, including short breaks and additional holidays. The theme has potential appeal to this market, especially fossils and association with dinosaurs, but seasonality is a negative suggesting this should only be a secondary market.

Overseas market segments Overseas visitors should be seen only as a secondary market due to the market size and cost of access, but should be the subject of marketing activity owing to the international status of the Site and visitor spend. Priority should be given to European segments (Germany and Netherlands) owing to their interest in the environment and walking.

Cycling This segment is potentially important owing to the opportunities it offers for sustainable exploration and to the general growth in holiday cycling, but is restricted by infrastructure and terrain.

Education market This segment is important in its own right but also generates useful income as a form of tourism.

Tertiary market segments

Long holidays As many visitors to the area, especially those in self-catering and holiday parks, will be on long holidays, it is important to address this market, but market decline, seasonality, and market characteristics suggest a low priority.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Short Breaks – pre-family A potentially important market for short breaks. It is considered only as a tertiary market owing to propensity of the segment to take city and overseas breaks.

Day visitors and v.f.r. An extremely large market in terms of visits to the Site, but low spend per head suggests that this should given low priority in terms of tourism marketing, with emphasis on managing visitor flows through information provision.

Business visitors In general, designation will have little effect on business tourism but there may be some potential to cater for more meetings and conferences related to geological themes.

Watersports and coastal pursuits The current presence and growth of these activities means that this segment should be addressed. There are a number of product development, environmental and visitor management issues associated with it relating to the World Heritage Site.

Psychographic Segments

Pyschographic segments enable a further sophistication to be applied to the treatment of the short break segments. Three main ones are identified:

Cosmopolitans A large segment, particularly relevant to the JCWHS as they enjoy scenic locations, activities and may be environmentally conscious.

Discoverers A small segment but important owing to its interest in themes and experiences off the beaten track.

Traditionals A relatively passive segment but important owing to their propensity to take short breaks in England including the South West.

4. Strategic marketing approach

The aims and principles for the marketing strategy, together with the market assessment and opinions raised from consultation, point to a marketing approach which is based around:

· Emphasising the World Heritage Site as such. The strategy should make the most of the actual site and its designation, including how to enjoy it and explore it.

· Utilising existing structures. The strategy should be about strengthening relationships, rather than manufacturing new destinations and associated structures.

· Improving Site material and making it central. The Site website and print should be the main vehicles for carrying messages and practical information on exploring the site, to which interest generated by wider marketing by others is directed.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com More specifically, the approach is to:

u Maintain and strengthen the Jurassic Coast World Heritage Site brand

Marketing should concentrate on promoting this brand as: it emphasises the Site itself; it uses ‘World Heritage Site’ which is the internationally known brand wording; it is shorter and more memorable than the official title; and the words Jurassic Coast convey both the concept/reality of ‘coast’ and of the subject matter of the designation (geology). Supporting wording should spell out the full title (Dorset and East Devon Coast World Heritage Site), which may be given more prominence as appropriate in certain circumstances.

u Improve the quality and outreach of offers and material associated with exploring the Site

Good quality information material has already been produced for the Site. This should be maintained, improved and more actively promoted. Further material relating to the needs and characteristics of specific market segments should be developed, to promote opportunities for sensitive exploration of the site, together with appropriate packages involving the private sector and other organisations.

u Strengthen quality and co-ordination of tourism product associated with the Site

Visiting the Jurassic Coast World Heritage Site should be a quality experience. There is already a diverse range of attractions and events in the area associated with the Site. Their quality should be improved where necessary and there should be more co-ordination and joint promotion of them to provide a more integrated experience for visitors. Attention should also be paid to the quality of accommodation and other facilities used by visitors to the site, in the gateway towns and elsewhere, including environmental as well as service quality issues.

u Maintain the promotion of District level destinations, while strengthening their association with, and coverage of, the Site

Our consultation suggests that district level marketing and TIC operations continue to produce business. The Districts are also responsible for other services relating to the quality of the tourism experience and provide a general destination management function. We see no reason to change this. Opportunities should be taken to further strengthen the appeal of these destinations through association with the World Heritage Site. In turn, coverage of the Site in their destination marketing and material will continue to provide an important element of the overall promotion of the Site to the general visitor. Destination marketing at a local level should continue to involve, and be responsive to, the needs of the private sector and the relationship between local authorities and private sector enterprises should be strengthened.

u Continue to market overseas through broader marketing groupings

Overseas promotion is a costly business. We do not envisage a new separate overseas destination marketing campaign for the area, but rather see optimum coverage of the Site in the future work of the two overseas marketing groupings (DACOM and DNFP). There are, however, some specific opportunities for more discrete overseas marketing associated with niche products and markets and in conjunction with other World Heritage Sites.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Reconsider the potential and concept of an integrated brand, destination and campaign for the whole area, possibly using the term World Heritage Coast, but avoid developing this as a brand to be confused with the Jurassic Coast WHS

The concept of a joint promotion of the wider area under the name of ‘World Heritage Coast’ has been discussed. Our consultation has revealed little enthusiasm by the local authorities to pool their brand identities and functions in this way. It also appears that the term World Heritage Coast has been more applied to the coast/site than to the wider area, leading to confusion with the Jurassic Coast Word Heritage Site branding.

There may be some advantage in the local authorities seeking to strengthen co- ordination of their overall destination marketing activity, utilising ‘World Heritage Coast’ or some other identity. However, we believe this needs more thought and discussion between the authorities over time, and clear agreement on what the term World Heritage Coast means and how it should be used.

The creation of the World Heritage Coast Hospitality Association and commercial World Heritage Coast guide is interesting. Response to it should be carefully monitored over 2004. However, any ongoing promotion of World Heritage Coast should be clearly differentiated from the Jurassic Coast WHS, while also accepting the responsibility and need for high quality required from any direct or indirect association with the WHS designation.

5. Marketing action plan

The proposed marketing action plan reflects this strategic approach and addresses the priority market segments identified above. Eleven action areas are identified. Full details of the actions proposed are presented in the main report.

u Strengthening Jurassic Coast WHS branding

A strong Jurassic Coast WHS brand identity and its careful application is central to the marketing strategy. Its use and impact can be strengthened in a number of ways, including: - Control use of the brand/logo. - Communicate the World Heritage status more effectively, through use of the emblem. - Prepare a comprehensive house style guide.

u Raising awareness in the domestic market

Although a blanket awareness raising campaign is not envisaged, a number of actions should be undertaken in order to encourage visits to the Site, and to the area in general on the strength on the Site, especially for short breaks out of season.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com - Ensure effective and accurate coverage in destination guides and other media. - Generate media coverage. - Promote packages and events. - Generate more awareness of, and linkages to, the JCWHS website. - Strengthen advertising and direct promotion of the area, using reference to the JCWHS as appropriate. - Consider establishing a JCWHS telephone information service.

u Developing the Jurassic Coast website

Creating a really effective website for the JCWHS is a central component of the marketing strategy. The current site appears much more geared to providing information relating to scientific aspects of the designation and communicating to the educational market than to providing user friendly visitor information. The orientation of the site should be changed and technical improvements made.

- Redesign the website to make it more visitor-focussed. - Improve the hosting of the site. - Develop an extranet.

u Developing a family of information and promotional print

Information print about different aspects of the WHS serves an important purpose in reaching and influencing the various target market segments identified in the marketing strategy. It is especially important in influencing long holidaymakers and short break takers already in the area.

- Maintain, improve and reproduce the existing main print items. - Produce material conveying a conservation message. - Create a Kids’ guide to the JCWHS. - Create a composite point of sale publications dispenser.

u Improving visitor orientation in the area

In addition to action concerning print and promotions, there are various other ways in which existing visitors can be influenced and which can be seen as integral to the marketing strategy.

- Improve JCWHS displays in Tourist Information Centres. - Establish and implement a comprehensive sign-posting system.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com - Stimulate visitor orientation within accommodation, including by hosts.

u Developing a comprehensive, themed walking campaign

The importance of the walking market, the quality of the existing product, and the close relationship with the objectives of this marketing plan, point to a significant new marketing initiative based on walking. This could be mainly developed for the domestic market but is also very relevant to the overseas market.

The presence of the South West Coast Path, as a major feature of the Site itself, provides the central facility and a particular marketing opportunity for the campaign.

- Develop the theme ‘Walking Through Time’. - Create a main print item for the campaign. - Develop a ‘Walking Through Time’ mini-website and feature on the SWCP site. - Carry out a promotional campaign. - Associate guided walks in the area with the ‘Walking Through Time’ theme. - Work with the local authorities to theme existing circular walks as ‘Walking Through Time’ and also add new ones. - Work with tourism enterprises to create products to support the theme.

u Promoting cycling opportunities

Tourism development for cycling should focus around two aspects - the continued promotion by local authorities of on-road and traffic-free sections and the National Cycle Network’s Route 2 that is set for completion by 2005. - Develop simple promotion and information about Route 2. - Consider the potential for adding a bike trailer to the Jurassic Coast bus service. - Include the area in ‘Cyclists Welcome’ campaigns.

u Promoting to the geology enthusiast

The specialist nature of these groups makes targeting of them relatively easy.

- Produce a leaflet for insert in specialist publications. - Develop a database of local geology groups. - Modify the website and develop an e-newsletter.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Promoting to schools and other educational groups

Marketing to this sector should be based on the recommendations of the Education Strategy. Some specific promotional actions include:

- Co-ordinate accommodation offers. - Produce a flyer leaflet. - Develop a database. - Modify the website and develop an e-newsletter.

u Promoting to overseas markets

A number of initiatives could be taken to promote to overseas visitors, mainly working with others.

- Feature the JCWHS more strongly in promotions with DACOM and DNFP. - Develop Joint marketing of international World Heritage Sites. - Seek UK co-ordination of World Heritage Site promotion. - Pursue collaborative marketing with key UK World Heritage Sites. - Extend UK marketing activity within activity and special interest to overseas markets.

u Strengthening the product offer

The final section of the action plan points to a number of product development activities which we believe are particularly relevant in the light of the marketing issues and activities we have covered in this document. It is not intended to be a comprehensive coverage of product development needs.

- Improve accommodation quality. - Strengthen the events programme. - Encourage sound environmental management. - Develop more group accommodation. - Encourage more packages. - Strengthen the bus services. - Developing waterborne experiences and interpretation.

The implementation of the marketing action plan needs to be seen as a partnership activity, overseen by the Marketing Sub-Group on behalf of the Tourism Working Group. Much of the action relates specifically to the World Heritage Site Team. However, this is primarily a facilitating body with limited human and financial

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com resources and so actions must be shared where possible with the local authorities and other agencies. Effective tourism associations at a local level should be encouraged and they should be involved closely with the developing of initiatives identified in this plan.

Ideally additional staff resources should be found to undertake the implementation of the plan, possibly in the form of a marketing officer or assistant working part time within the World Heritage Site team.

The results of marketing activity should be carefully monitored. Regular visitor surveys should be undertaken to test satisfaction and the additional impact created by WHS designation and the promotion of the Site.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 1 INTRODUCTION

In April 2003 The Tourism Company was commissioned by the Dorset and East Devon Coast World Heritage Site Steering Group to devise a marketing strategy for the World Heritage Site.

The brief identified the overall aim of the strategy as:

To provide a single, coherent marketing approach for the effective and sustainable development of the Dorset and East Devon Coast World Heritage Site.

The brief also laid out the key objectives to be met by the strategy. These are:

· To ensure that marketing initiatives are sensitive to the geological and conservation objectives of the World Heritage Site.

· To ensure that the principles of sustainability are adhered to in all marketing activity.

· To develop marketing initiatives that will encourage appropriate and responsible tourism.

· To increase the economic benefits of tourism.

· To convince the private sector of the value of World Heritage status and to ensure that the private sector are actively involved and supportive.

· To link promotion and marketing with the carrying capacity of different sections of the World Heritage Site for different activities.

· To explore the potential of the World Heritage designation for developing a significant increase in foreign visitors to the coast together with joint marketing of other international destinations in the South West.

· To consider all the potential markets for World Heritage including those related to relevant specialist activities including arts, science and education.

· To integrate the marketing of the World Heritage Coast with wider marketing initiatives and avoid duplication of marketing effort by the many agencies involved.

The development of this strategy and delivery plan has been guided by the Marketing Sub-Committee and Tourism Working Group of the World Heritage Site Steering Group. The process has also been informed by a work programme that has included the following aspects:

Jurassic Coast World Heritage Site Marketing Strategy 1 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Over 25 face to face or telephone interviews with private and public sector representative involved in the marketing or management of the Jurassic Coast World Heritage Site (JCWHS).

· Detailed discussions with members of the World Heritage Site Team.

· An assessment of existing marketing material.

· Reviews of published statistics and research.

· Telephone interviews with those involved in the management and promotion of other World Heritage Sites.

This report is divided into two parts:

Part 1 places the strategy in context. It looks at the current strategic context and current visitors to the area. It set out the existing marketing activity associated with the JCWHS and assesses the nature of the tourism offering. It also looks at marketing at other World Heritage Sites.

Part 2 sets out the marketing strategy for the WHC, identifying aims and principles and focussing particularly on the assessment of segments. It goes on to recommend a detailed marketing action plan.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 2 STRATEGIC CONTEXT

1. At the outset it is important to consider the current context of tourism marketing at a national, regional and local level. It is also necessary to take on board the considerable number of recent strategies on particular topics undertaken for the Jurassic Coast World Heritage Site, most of which touch on marketing issues.

2. This will ensure that strategies and tactics developed for the JCWHS dovetail with those already planned and implemented. It also serves as a reminder that much, if not all, tourism development requires partnership working.

2.1 National

England Domestic Tourism Marketing Strategy

3. September 2003 saw the launch of the England Domestic Marketing Strategy by VisitBritain. The strategy provides a framework within which the organisation will undertake its domestic tourism marketing remit for England over the next three years. Amongst the approaches contained in the document are:

· England needs to be promoted as a series of niche products (i.e. by themes, activities or experiences) that come together to make up the overall proposition that is England.

· The five markets segments to be developed are leisure breaks (holidays of 1- 3 nights), business tourism, visiting friends and relatives, longer stays (4 nights or more) and day visits.

· A compelling products and destinations brand strategy for England will be launched by March 2004, prioritising the most appealing product themes and activities / interests which are identified to be the main drivers of domestic travel.

· From consultations undertaken as part of the strategy development, heritage, family and culture are identified as the most important consumer themes. Walking, cycling and eating are identified as the most important activities to be marketed.

4. The marketing strategy drawn up in part two of this document has attempted to reflect the approaches outlined in the VisitBritain document. However, careful monitoring of the progress made on particular elements of the plan needs to be undertaken in order to ensure that the JCWHS Marketing Strategy remains ‘in-step‘ with this important domestic tourism marketing framework.

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South West Regional Development Agency Ten Year Tourism Master-Plan

5. The South West Regional Development Agency and South West Tourism are currently preparing a Ten Year Action Plan for tourism. The document is looking to provide a framework within which stakeholders within the region can plan and implement their own policies and activities.

6. Current thinking about the plan as it affects marketing centres around the development of a new brand architecture. A number of thematic brands are envisaged reflecting recent psychographic segmentation of the market for the South West. Individual destinations would then have the opportunity to align themselves with these brands and participate in related marketing campaigns.

South West England promotional campaign

7. A £3m campaign for South West England was launched in April 2003, backed by the South West Regional Development Agency, South West Tourism and the South West Regional Assembly. It is designed to build a positive identity for the region and promote its benefits to businesses and visitors. Its aims are stated as: · Increase the proportion of GDP in the region from tourism and leisure.

· Provide opportunities for new entrants and tourism related businesses.

· Make tourism a year-round activity.

· Enhance the distinctive character and quality of local destinations.

8. Initially targeting domestic UK audiences, the campaign includes tube cards, cross- track 48-sheets, and 48-sheet scrollers, AdRail Supersigns, motorway service posters, roadside posters and national newspapers. The campaign features the strap-line “It’s in our nature”. A complementary business campaign launched in May, and focussed on gaining presence at airports and leading business press.

2.3 Local

9. An appreciation of tourism strategies present at a local level is imperative if the marketing strategy for the Jurassic Coast World Heritage Site is to add value rather than duplicate initiatives already undertaken or planned within the Site. Given this importance, the main strategic documents covering the area are summarised here but included in more detail in Chapter 3 - Current Tourism Marketing.

10. In general it can be said that all the local authorities within the Site produce a strategic document of one kind of another which refer to marketing. These range from specific tourism strategies covering a number of years to more wide-ranging corporate plans covering social and economic development but containing specific objectives relating to tourism.

11. Most of the documents address the main domestic holiday markets (family and post-family long holidays). All documents either explicitly or tacitly acknowledge the

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com long-term downward trend in the traditional UK long holiday but not all offer concrete proposals on how this issue is to be addressed. Most pay some attention to reducing the seasonality of the market and the need to attract higher spending market segments, although this is often expressed as objectives rather than being translated into specific tactics.

12. The strategies focus on some product-specific niches such as walking and cycling and, to a lesser extent, gardens and food and drink. In terms of attracting overseas visitors, the strategies acknowledge that overseas markets are best tackled through collaboration with others.

13. The table below lists the documents along with the structure they adopt.

Summary of Strategic Documents produced by Local Authorities within the Jurassic Coast World Heritage Site area Local Authority Document Structure Devon County Council Role and Action Programme, 18 policies under three Tourism, Everybody’s broad goals Business Dorset County Council Regeneration and Tourism 6 main objectives Strategy 2002-2005 East Devon District Corporate Plan 2 tourism objectives within 6 Council corporate objectives West Dorset District Tourism Together: Our Plan 5 main tourism aims Council for Tourism in West Dorset 2003-2008 Purbeck District Council Making Purbeck More Special 4 main aims Borough of Poole Council A Tourism Strategy for Poole 23 strategic aims under 4 2000 - 2005 core values Weymouth and Portland Weymouth and Portland’s 14 aims Borough Council Tourism Strategy 2001 – 2006 Exeter City Council Tourism Development 5 strategic priorities Strategy 2001 – 2004 (Draft)

2.4 Strategies specific to the Jurassic Coast World Heritage Site

14. The following strategic documents relate specifically to the JCWHS. Some have been drawn up as working documents whilst others have been commissioned from outside organisations and companies.

Management Plan

15. The Management Plan aims to guide development and conservation within the WHS. Policies within the Management Pan in relation to tourism promotion include: · The existing public-private partnerships will remain the basis for future tourism promotion of the area, and effective links between their work and World Heritage objectives will be made.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Tourism publications about the Dorset and East Devon Coast will identify the importance of the coast as a World Heritage Site where appropriate, and convey the environmental value of the Site to prospective visitors.

· Providing a high quality of visitor experience will be retained as a leading objective of tourism policy.

· The promotion of special interest visits by small numbers of visitors, including international tourists, will be considered.

· Advice and information on the Site and its values will be effectively disseminated within the tourism industry.

Strategic Report on Development Potential (July 2002)

16. This report, commissioned from Locum Destination Consulting, describes the existing markets for the area. The report postulates that the World Heritage Site on its own provides no development potential.

17. The report also introduces the term ‘World Heritage Coast’ to define an area larger than the WHS which stretches out to sea and well inland and provides attractions, services and infrastructure. These aspects, the report suggests, make up the overall ‘world heritage destination’.

18. Encompassed within this ‘destination’ model are three main types of town – Anchor Towns, Gateway Towns and Market Towns. The Anchor Towns of Exeter and Poole and Bournemouth act as hubs at either end of the WHS. They offer:

· sizeable populations providing visitors to the WHS/WHC.

· major transport interchanges.

· strong retail and accommodation bases.

19. Gateway Towns are located along the coast, twelve of were previously identified by the WHS Steering Group. The report proposes a range of functions for Gateway Towns including:

· acting as destinations in their own right.

· promoting the shared WHS/WHC master brand.

· adding value to the visitor’s overall experience of the WHS/WHC destination.

· forming part of an integrated approach to the conservation, interpretation and management of the WHS.

20. The destination model incorporates 19 Market Towns. These are set back from the coast but identified as important for reasons other than their physical adjacency to the WHS/WHC (i.e. transport hub, range of accommodation, service centres).

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Scoping Study on Interpretation Facilities (July 2003)

21. The Natural History Museum was appointed to undertake an assessment of interpretation facilities currently available to people visiting the Jurassic Coast. The Museum worked with local museums and heritage organisations to assess the range and quality of information available to the public during a Jurassic Coast visit. The report suggested three tiers of interpretation. · Flagship science theme – the primary science theme to be interpreted for the lay audience.

- Geological Time (i.e. Use the ‘Walk through Time’ as its flagship interpretation strategy to convey the enormity of geological time). · Site-wide science themes – subjects that should be covered across the JCWHS, ideally at every venue include:

- Fossils and past environments (the abundant fossil resource is used to interpret the history of life) - Coastal geomorphology (i.e. the coastal landforms used as the starting point for the presentation of information on geomorphological processes - The role of the Site in the history and future of geology (i.e. place a greater focus on individuals within the history of geological science and on the use of the Jurassic Coast in modern geological science) - Conservation and sustainability (i.e. encourage stewardship and ‘responsible’ use of the landscape) - Wildlife and History (i.e. biological and historical stories are communicated alongside the geological stories).

· Site-specific science themes – subjects best covered in specific places.

The site-specific themes are detailed and are referred to in full within the Interpretation Strategy.

The Jurassic Textbook: A Strategy for Education for the Jurassic Coast World Heritage Site

22. This document looks at both formal and non-formal education within the context of the Jurassic Coast World Heritage Site. The strategy outlines a number of policies and actions. The list below lays out the seven policies and under each details the actions to be taken: · Co-ordinating existing and new education initiatives.

- Develop a Jurassic Coast Learning Trail. · Providing educational resources to fill gaps in existing provision.

- Produce a ‘Virtual Field Trip’ website - Produce a child-friendly display for use in field study centres - Establish a Jurassic Coast World Heritage Site roaming workshop to visit schools.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Co-ordinating the effective use of field study facilities as a focus for Jurassic Coast education.

- Develop a Jurassic Coast accreditation system for field study centres - Provide training for field study staff - To create a ‘Focus on Earth Science’ field studies centre. · Encouraging and supporting local schools and colleges to take a leading role in Jurassic Coast education.

- Establish a chain of Jurassic Coast schools where projects relating to the Site take place - Support schools to become the Earth Science focus for the local community. · Bridging the gap between Earth science and the public.

- Create a regional museum / Jurassic Coast Centre - Carry out a feasibility study into running a Jurassic Coast Festival to celebrate the World Heritage Site. · Disseminating clear Jurassic Coast messages.

- Develop a short course on the Jurassic Cost for the local community - Identify and train Jurassic Coast guides - Establish a bank of Jurassic Coast volunteer guides - To support the provision of one or more visitor centres - To install a World Heritage Coast Display in all existing coastal visitor centres - To co-ordinate boat trips on the Jurassic Coast to ensure the right message is given - Establish a Boat Trip Operators Network Group - To give a Jurassic Coast identity to relevant walks and talks. · Developing national and international links.

- Establish links with Dinosaur Coast in North Yorkshire - Develop education use for schools in Northern France - Establish a World Heritage Education Group - Establish a regional World Heritage Education Group to include other World Heritage Sites in the UK - Establish an Earth Science Network under the UNESCO Young People’s World Heritage Education Project.

Jurassic Coast World Heritage Site Marketing Strategy 8 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com World Heritage Coast Communications Strategy

23. The Communications Strategy provides a strategic framework under which media and PR activity is to be conducted. The strategy outlines the key messages, as well as a communications action plan. This has three main elements: · Media activity: The placement of articles in the media highlighting projects/landmarks/events/successes.

· Communications Toolkit: The aim of the toolkit is to ensure that messages about the JCWHS are consistently conveyed. The kit will clarify objectives, roles and accountabilities, promote the brand guidelines and set the context for communications. The toolkit will be distributed to partners.

· Jurassic Coast Newsletter: The strategy recommends the continuation of the newsletter.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 3 CURRENT TOURISM MARKETING

1. This section looks at current tourism marketing activity undertaken in the area of the Jurassic Coast World Heritage Site by the various public and private bodies with an interest in tourism development. The aim is to gain an understanding of the work currently being undertaken in order that the marketing strategy and delivery plan proposed in this report can complement and dovetail with existing activity.

2. Various aspects of tourism marketing are analysed, including objective setting, target audiences & segmentation. The analysis also outlines the tactics used to reach the segments and so deliver the objectives. Consideration is also given to how and to what extent the various bodies utilise the JCWHS at present.

3. The section is split into six main parts and looks at the tourism marketing activity undertaken by: · The World Heritage Site Team.

· County, district, borough and city authorities.

· Town and parish councils.

· Public sector bodies and charitable trusts.

· Consortia and partnerships.

· Private sector.

4. The six are treated separately because each has a distinct role to play and each exercises this role in different ways.

5. The World Heritage Site Team has day-to-day responsibility for the delivery of the Site’s Management Plan. County, district and borough councils have a strategic function and generally define their role as destination management. Town and parish councils have a more tightly defined remit within local communities. Other public bodies may have a strategic function but often have a focus on assets they own or have stewardship of (e.g. National Trust, AONB’s). Consortia or partnerships can be made up of private and/or public bodies and often deal with a particular tourism sector or geographical area. The private sector has less of a strategic role and is more likely to undertake activity that will positively influence consumers and fulfil business needs.

6. The following information has been gained from the consultation interviews conducted during the strategy creation process. Information has also been drawn from strategies and action plans, brochures and other printed materials as well as websites.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 3.1 World Heritage Site Team

7. The World Heritage Site Team is responsible for the day-to-day implementation of the Site’s Management Plan. The Team has both a conservation and tourism remit. The information below relates to tourism marketing activity. 8. Marketing strategy is currently being guided by the Site’s Management Plan and Framework for Action but the marketing plan that forms part two of this document will be at the corner-stone of marketing development over the next five years. Current activity targets a wide range of market segments. The commissioning of this marketing strategy is expected to provide a more focussed market segmentation policy within which to implement marketing initiatives.

9. The following is a list of the publications and website content that is produced by the World Heritage Site Team:

- A mini-guide titled Jurassic Coast – Dorset & East Devon Coast and subtitled England’s First Natural World Heritage Site. It provides a map of the Site including visitor centres and attractions within the area as well as major road and rail links. The remainder of the leaflet describes the coast, the reasons for its World Heritage designation and some of its key features. The information is simply conveyed but designed for a fairly interested audience. 200,000 are produced per year. It is distributed through TICS around the UK. The guide is also available in Dutch, German and French, and is used at international fairs with DACOM and DNFP (see below). - Jurassic Coast News is a twice-yearly newsletter. 15,000 copies are printed and distributed to the travel trade in the area. Topics cover both tourism initiatives and conservation issues. - Guided Walks and Events was published for the first time in Spring 2003. It contains over 70 walks running from April to Nov. The publication is aimed at offering events outside the main season. 10,000 were produced in 2003 but quickly ran out. Distribution of the guide takes place mainly to local TICS, attractions etc. but there is also some direct mail to special interest groups. - The Jurassic Coast Official Guide, subtitled A Walk through Time, is a 64 page guide to the World Heritage Site published through commercial publisher Coastal Publishing. The guide tells the stories of the World Heritage Site, the rocks, fossils and features and includes a foreword by H.R.H. The Prince of Wales. 6,000 copies of the guide are currently available in 153 retail outlets along the coast and retail at £4.95. The guide is displayed within its own Point of Sale (POS) cardboard dispenser. Part of the proceeds from sale of the guide goes towards the work of the World Heritage Site Trust (WHT). - The World Heritage Site team manages the Jurassic Coast website (www.jurassiccoast.com) hosted by the South West Grid for Learning. The website is organised under five main sections – World Heritage Site, Learning, Visit the Coast, Events & Links. The content is pre-dominantly informational in nature. Events themed around the geology and fossil record of the coast are also presented, as are a number of themes such as the fossils and local stone and character. The latter charts the journey of stone from ground to its use in art and architecture. Tourism information

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com such as visitor attractions, accommodation etc. is largely dealt with through an extensive links page. The main audience addressed by the website is the general public although there are also links to good quality educational information. 10. Regular media releases are issued on a wide range of subjects relating to the World Heritage Site. A communications strategy has been drawn up in order to provide a strategic framework for media relations.

11. A series of A2 posters are being produced for display in local Tourist Information Centres. Each poster features a large photograph of the coast and contains the Jurassic Coast logo and branding.

12. Most, if not all, of the marketing activity undertaken by the World Heritage Site Team is done in partnership. This can entail working with local authorities (e.g. inclusion of World Heritage Site information in destination guides) or with private enterprises (e.g. publishing of the Official Guide).

3.2 County, district, borough and city councils

13. In this section, we summarise the tourism marketing activity undertaken by the six borough/district councils, one city council and two county councils within the JCWHS. A more detailed analysis, including reference to individual campaigns, is included as Appendix 1.

14. Tourism marketing activity within each authority area is guided by one of two types of strategic document. The first is a specific tourism strategy and this is the type of document employed by Exeter City Council, West Dorset District Council and Borough of Poole Council. Other authorities, such as Weymouth and Portland Borough Council, East Devon District Council and Dorset County Council, have strategies that are wider in scope and bring in issues of regeneration or economic development.

15. Both types of strategic document contain aims that either tacitly or explicitly make reference to the economic benefits that are expected to flow from tourism. However, fewer strategies outline aims that refer to the maintenance or protection of the natural environment. Of those that do, Devon County, Purbeck and West Dorset District Council’s strategies are perhaps the most detailed in this regard. For instance, West Dorset’s aims include a desire to develop the positives and minimise the negatives of tourism throughout West Dorset’s communities and enhance the quality of West Dorset’s rural, coastal, built and natural environment. Likewise, Purbeck has as one of its stated aims the further encouragement of sustainable and suitable tourism.

16. Segmentation policies tend to focus on the pursuit of ‘mainstream’ holiday markets such as the family market, which are perceived as producing high volume. This is often driven by need for local tourism departments to maximise the benefits of tourism for the widest constituent of groups.

17. Despite their broad aims, some councils are developing campaigns around specific niches such as cycling, and wildlife. Weymouth and Portland’s packaging of Portland as a venue for a range of activities such as bird-watching, moth and butterfly watching and climbing is one example of niche markets being pursued. Much of Purbeck’s promotion is centred around the message Keep Purbeck Special and this

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com is linked to a range of product offerings that relate to the natural environment and could be loosely described as niche tourism products.

18. In terms of tourism marketing activity, the most commonly used tactic is the production of a main destination guide. All the district and borough councils produce such a publication. These guides contain extensive use of photography and promotional text. The guides also contain a range of accommodation providers, which are included on the basis of payment for inclusion (or a deal to be included free on the basis of paying for inclusion in another related publication).

19. All the destination guides make reference to the World Heritage Site. On average, the Site is given a double-page spread. Extensive use is made of photography of the coast. A variety of terms are currently being used to describe the World Heritage Site but the most common one applied is ‘World Heritage Coast’. One reason for this is that the term Jurassic Coast is not felt to accurately reflect the type of rock at certain points along the coast.

20. The main themes used to describe the WHS include the beauty of the landscape and the presence of dinosaur fossils. Fossils appear to be used as a theme where there is a desire to appeal to family markets.

21. An interesting approach adopted by a few authorities including Weymouth and Bournemouth is to describe the JCWHS as sharing the same designation as the Great Barrier Reef and Grand Canyon. These references to world-renowned sites with high awareness levels and with “must see” status amongst many visitors is an approach that could be effective in communicating the quality of the landscape within the JCWHS in a way which has currency for potential and current visitors.

22. The two county councils, conscious of the need not to duplicate the work of borough councils, choose not to produce a destination guide but in its place they publish a range of guides. These tend to focus on specific activities such as cycling, walking, food and drink or gardens.

23. Advertising is also a commonly-used marketing tactic. Magazines such as the Radio Times and national newspapers are the most used media vehicles, although Devon County Council has started to experiment with web-based adverts. A few authorities are also experimenting with assessing the effectiveness of advertising. Both Purbeck and West Dorset have developed research that enables them to calculate the cost per lead for each publication/media generated via advertising.

24. Websites are maintained by all authorities. In general, the sites run by the district and borough councils replicate the information in the destination guides and those run by County Councils focus on the themes contained in leaflets produced on activities such as walking and cycling. All the district and borough websites contain add-on features such as searchable accommodation databases. There is some but not extensive promotion of specific short breaks or campaigns designed to extend the season.

25. Press and media work is an important part of the tourism marketing work undertaken by local authorities. The typical arrangement is for specialist tourism press releases to be issued by the tourism department, with more general releases generated by the Councils’ press units and circulated to local and regional media. External PR agencies are used by two authorities, Devon County Council and East Devon District Council.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 26. Accommodation booking services can range from a visitor contacting accommodation providers directly to services which book a range of accommodation on behalf of the visitor. There are currently four main schemes in operation within the JCWHS:

· Devon Holiday Line is a telephone enquiry and booking line operated on behalf of Devon County Council by Carrier Direct Limited of Barnstaple. It operates daily from 8am-10pm weekdays and 10am – 8pm at weekends. The service is promoted through press relations, on teletext and the County Council's web site.

· West Dorset Tourism Direct allows bookings to be taken on behalf of over 300 holiday accommodation providers by phone, fax, e-mail or in person at all the district's four Tourist Information Centres. The scheme is run by West Dorset District Council and operates from 9am to 5pm Monday to Friday.

· Weymouth Online Holiday Booking Service enables people using the Weymouth website to email through a booking request form to an individual accommodation provider. There is currently no facility to take on-line payments.

· Bournemouth Accommodation Desk provides telephone bookings whilst the tourism website (www.bournemouth.co.uk) enables online reservations.

3.3 Town and parish councils

27. Parish and town councils’ tourism marketing activity largely centres on the provision of information to visitors already located in the area. This strategy stems from a keen awareness of the difficulties of promoting a specific town or parish at anything other than a local level.

28. Most town and parish councils produce items of print. These are often town guides incorporating maps and promote attractions within the immediate proximity of the town/village.

29. The management of directional signage and the running of guided tours are also common features of town and parish councils’ tourism work.

30. There is a growing trend for town or village websites to be produced. Often these are produced by friends of town councillors as ‘labours of love’ and are not official council sites. Advertising is beyond the scope of most, due to budgetary constraints.

31. Town and parish have strong links with private sector tourism enterprises and local tourism associations. In a number of cases these associations contribute to specific infrastructure improvements (e.g. signage) and/or product-based proposals (e.g. new visitor attractions).

32. Town and parish councils see part of their role as lobbying primary authorities for improvements that they feel need to be made. These can include pedestrianisation, seafront improvements or economic regeneration schemes.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 33. Mention of the JCWHS is frequent in guides produced by towns and parishes located on the coast but seldom mentioned in printed publicity produced by those further inland.

3.4 Public sector and charitable trust organisations

34. There is a range of public sector and charitable trust organisations involved in marketing the coast area or which have assets used by tourists and visitors to the area. These include such bodies as the National Trust, South West Coast Path, AONB Partnerships and Development Trusts.

35. With a few exceptions, these bodies have remits that are more focussed around conservation than tourism. As such, budgets available for tourism promotion are limited. Despite this there is active encouragement of efforts to ensure any tourism development is sustainable or at least has minimal environmental impact.

36. In terms of promotion, printed materials are produced by most of the organisations and are distributed on a local and regional basis. These are felt to be picked up by people once they are in the area.

37. Given the conservation remit of many of the bodies involved, some organisations, such as the South West Coast Path and AONB teams take a more facilitating role in terms of tourism marketing. In such cases the role is one of liaison with local authorities, tourist associations and others with regarding tourism development and promotion. At a local level, grant schemes administered by bodies have resulted in the production of local town or village leaflets.

38. Interpretation and education are also high on the agenda of these bodies. Interpretation can take the form of signs, interpretative panels and exhibitions. Education is achieved through talks, workshops and events. In the case of organisations with physical assets that cross administrative boundaries, this role can require the consultation with a number of different local authorities.

39. There is hope amongst a number of bodies that a World Heritage Site themed facility will be placed within their area (e.g. Seaton Development Trust’s bid for a World Heritage Site Centre and Lyme Regis Development Trust’s plans for a eco- conference centre to host geology conferences and field trips).

3.5 Consortia, partnerships and associations

40. This section looks at the current marketing activity undertaken by two types of bodies. The first are partnerships that contain a mix of private and public sector bodies working together on a specific issue(s). The second are bodies, associations and consortia that draw their membership solely from the private sector. These tend to have members from a particular sector (i.e. accommodation providers) or geographical area.

41. The section is split into two parts. The first deals with those bodies whose primary purpose is promoting to domestic markets whilst the second deals with organisations whose remit focuses on international marketing.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Domestic partnerships

42. A number of organisations fit into this category. These include Dorset Coast Forum; Conference Devon; Lyme Regis, Charmouth and District Hotel And Restaurants Association and World Heritage Coast Hospitality Association.

43. There is a wide range of trade associations within the area covered by the JCWHS. These tend to have a geographical constituent (e.g. Lyme Regis) and a sectoral focus (e.g. hospitality). Of high priority in these cases is the provision of active and practical support to members. The associations may also act as a mouthpiece for its members in discussions with other bodies such as local authorities.

44. One of the largest associations in terms of membership is the World Heritage Coast Hospitality Association. It currently has 2000 enterprises as members (though some of these may be properties in the same ownership). Its objectives are to promote the development of local tourism and hospitality businesses; to promote product quality and safety standards; to be the focus for the exchange of professional advice and support and to work with the Local and Statutory Authorities to develop local business. Amongst the marketing activity undertaken by the Association is a tie up with commercial publisher Resort Publishing to produce a destination-type guide for the 2004 season called Stay & Do the World Heritage Coast 2004. The consultation process revealed that there is some uncertainty about the requirement for tourism enterprises joining the Association to apply for quality grading. Many of those consulted felt it imperative that the Association should support wider efforts to develop the ‘quality agenda.’

45. Some bodies are less based on membership from one or two sectors and have more holistic objectives. The Dorset Coast Forum has 119 member organisations from a wide range of public and private bodies and operates across a range of disciplines. For instance, in preparation for producing a strategy, the Forum produced 15 topic papers covering issues as diverse as archaeology, military activity and fishing.

Overseas partnerships

46. Currently most overseas marketing activity within the area covered by the JCWHS is undertaken by two bodies. Devon and Cornwall Overseas Marketing (DACOM) provides this function in Devon whilst the Dorset and New Forest Partnership (DNFP) is the lead body in this regard in Dorset. (The Dorset and New Forest Partnership has a dual approach that targets both domestic and international markets).

47. The DNFP strategy document highlights Germany, Netherlands and the USA as their main target countries for overseas tourism development. Subsequent to the terrorist attacks on America and US Citizens’ reluctance to travel, the Partnership has focussed on pursuing the remaining two territories and undertaken some in France and Ireland.

48. The DNFP has identified its key segments as: · Germany (Double income, no kids; Empty Nesters).

· Netherlands (Young professionals (25 –39); Families (40+); Empty nesters (40+); Mobile Retired).

Jurassic Coast World Heritage Site Marketing Strategy 16 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · USA (Seniors; Boomers).

49. The DNFP has recently commissioned the Market Research Group at Bournemouth University to produce a detailed profile of segments to be pursued. The results of this, expected in Autumn 2003, are likely to be central to the action plan that is currently in production by the Partnership.

50. Recent activity undertaken by the Partnership includes: · Production of 40 page promotional visitor brochure. Printed in four languages: English, French, German and Dutch. Distribution is through the offices of VisitBritain and also through travel fairs.

· Production of visitor maps in four languages and two themes: walking and cycling and history and heritage.

· Managing of the Partnership’s website (www.dorsetnewforest.com).

· Attendance at regional shows: Vakantiebeurs, (Netherlands); Rennes and Nantes (France); Dublin Holiday World (Ireland).

51. It is worth noting that the DNFP’s Marketing Officer’s post is currently vacant and as such the capacity to take on activities requiring staff resources (such as attendance at trade shows) is reduced at present. Consequently, in the short term overseas activity will focus around working with the British Tourist Authority on advertising campaigns.

52. Discussion with the Partnership suggests a replacement will be in place by the start of 2004.

53. Devon’s overseas activity is co-ordinated by DACOM. Set up in 1995 by 2 County Councils, 14 district authorities and 2 unitary authorities, the objectives of the partnership are threefold. To: · Increase the number of visitors and visitor spend from overseas markets to the sub-region.

· Create sustainable employment opportunities through increased tourism spend.

· Raise the quality of Devon and Cornwall’s tourism sector.

54. Core markets for DACOM are the car driving/touring, independent, long- stay central European visitor (German, Swiss, Benelux).

55. Funding for the project originally came from European Regional Development Fund (ERDF) Objective 5b funding but this ended in April 2000. New Objective 1/2 funding has been secured for a period of three years starting November 2003. The draft business plan drawn up for the Objective1/2 funded project indicates that during the time without EU funding DACOM :

Jurassic Coast World Heritage Site Marketing Strategy 17 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com “..we’re able to run a limited programme over this period, with much reduced activity in core markets and virtually nil activity in new markets.1”

56. The new funding will be used by DACOM to maintain and enhance activity in core markets and take on four new areas of activity:

· Travel Trade Strategy: Developing partnerships with international tour operators, travel agents airlines and ferry companies and the implementation of a multi-lingual direct booking facility.

· New Media Strategy: Developing the use of ICT/new media as a key marketing tool.

· PR Strategy: Developing the use of pro-active PR in key markets.

· New Markets Strategy: Identifying and exploiting new market segments.

3.6 Private Sector

57. By their nature, individual tourism enterprises have less emphasis on strategic marketing efforts and more on the development of promotional campaigns that generate business.

58. Marketing activity is often limited to advertising in local or regional guides produced by councils and private publishers. This is particularly the case for B&Bs and hotels and visitor attractions. Caravan parks, camp sites, youth hostels, activity providers and others supplement this by including adverts in national specialist media.

59. A growing number of individual businesses are creating their own websites and seeing the % of business flowing from them increasing year-on-year.

60. A small but growing number of businesses have developed business products or services that use the WHC/JC brand. The list below is based on the results of an internet search that was conducted using the term Jurassic Coast. It is by no means meant to be exhaustive but does give an indication of what activity is currently taking place. In addition to this list there is a range of tourism enterprises that have developed products, services or packages that relate to the JCWHS. These are detailed within the proceeding Tourism Product chapter. · Wareham-based UK Aerial Photography holds and promotes a library of photographic images of the JCWHS.

· Publisher Resort Marketing is producing an accommodation guide themed around the World Heritage Coast.

· The former Weymouth Hotel and Catering Association has been re- branded as the World Heritage Coast Hospitality Association.

· Sidmouth-based electrical shop Ford & Sons promotes its photo developing services by producing a leaflet that encourages people to take pictures of “our part of the Natural World Heritage Coast”.

1 DACOM Application for Objective 1/2 Funding (Business Plan)

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Divercol Productions, based in Sturminster Newton near Dorchester, specialises in natural history videography and has made a Jurassic Coast Video Series.

· Lyme Regis giftware company Jurassic Coast Gifts produces t-shirts, ceramics and other products themed using the Jurassic Coast name.

· A Weymouth-based locksmith promotes itself through the Jurrasicark.com website as a “Heritage-Coast Locksmith”.

61. As can be seen, the JCWHS is already seen as a major opportunity by a range of companies. The rapid adoption and take-up of the Jurassic Coast and World Heritage Coast brands is a sign of their success but also presents those promoting the area with a management issue. To what extent is it desirable or possible to control the usage of the brands?

3.7 Current marketing activity – conclusions

· The current tourism marketing role of the World Heritage Site Team has been the provision of the development of a brand for the WHS (Jurassic Coast) together with a range of high quality, information-based marketing activity.

· It would appear from consultation meetings that the JCWHS is already well-embedded in tourism marketing campaigns mounted by primary authorities, partnerships and a number of private sector operators. However work is required to improve the consistency of message that is given about the JCWHS. Greater consistency is also possible relating to tourism assets that cross administrative boundaries (e.g. South West Coast Path, East Devon and Dorset AONB’s).

· In terms of strategic approach to segmentation, a high proportion of segmentation policies adopted tend not to differentiate between those taking long holidays and those taking short breaks. This in turn has led to campaigns whose messages are not particularly tailored to either market.

· Overseas market segments are not pursued on an individual basis. Instead they are targeted through membership of partnership organisations such as DACOM and DNFP. The recent commencement of the Objective 1/2 funded programme for DACOM and the filling of the currently vacant marketing position within DNFP represents a good opportunity to work in partnership with these bodies to develop overseas market opportunities.

· From the current activity analysis it is clear that the Marketing Plan for the JCWHS needs to consider the balance between developing high volume markets which bring larger economic benefits but which are already actively targeted by many existing players and niche markets which might be ripe for development but may not benefit the a wide range of public and private organisations or enterprises.

Jurassic Coast World Heritage Site Marketing Strategy 19 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Our consultation process has revealed that the JCWHS area is characterised by a high degree of co-operation and partnership working. In addition there is a high level of commitment to using the designation as a way of bringing together the various bodies and enterprises involved in tourism.

· There appears to be an uneven quality of dialogue with the private sector. Most authorities consult with representatives of the private sector but this consultation could be more systematic than it is at present and could be with a larger constituent group of businesses. Resourcing is a major block to progress in this area. Town and parish councils appear to have extensive and constructive links with local representatives of the private tourism sector.

· Consortia and partnerships in the area are generally formed on a geographical and sectoral basis. There are fewer examples of bodies formed around a market segment or tourism theme. The limited adoption of a more thematic approach might provide a good way of bringing divergent interests together around a ‘common cause.’

· There is considerable diversion of opinion over which name should be used to describe the Site with both Jurassic Coast and World Heritage Coast widely used to describe the Site itself.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 4 TOURISM PRODUCT

1. In this chapter we briefly review the JCWHS’s tourism product. The aim is to provide an overview of what is being offered to visitors and to assess the relative strengths and weaknesses of the offering.

4.1 Accommodation

2. The JCWHS Strategic Report on Development Potential looked in detail at the accommodation stock and usage within the WHS. We do not intend to duplicate this work, but instead wish to look in more detail at some of the key points that arise from the data collated in that report. This section also utilises recent data collected for the South West Tourism Intelligence Project2 to make some comparisons of accommodation supply and usage with the South West region as a whole.

Supply

3. In terms of defining supply, accommodation can be split into two main groups – serviced and non-serviced accommodation. Serviced accommodation encompasses hotels, guest houses, B&Bs, farms, inns. Non-serviced accommodation includes touring caravans, caravan holiday homes (static caravans), houses, cottages and apartments.

4. Within the JCWHS, there is more non-serviced accommodation (54%) than serviced accommodation (46%). These overall totals hide big differences in the nature of provision between East Devon and the Dorset districts that make up the JCWHS.

Type of East Devon Dorset Total Accommodation Bedspaces % Bedspaces % Serviced 6,220 19% 31,987 64% 38207 Non Serviced 26,240 81% 18,163 36% 44403 Total 32,460 100% 50,150 100% 82610 Source: Dorset & East Devon Coast World Heritage Site, Strategic Report of Development Potential, Locum Destination Consulting

5. East Devon ‘s accommodation is dominated by non-serviced accommodation (81%) whilst in the Dorset districts the situation is reversed with serviced accommodation playing the dominant role (64%). The difference is explained by the large number of hotels, guesthouses and B&Bs present in the major Dorset resorts of Bournemouth and Weymouth. East Devon’s accommodation reflects the area’s smaller coastal resorts. Aside from Exeter and Sidmouth, caravan holiday homes and pitches for touring caravans provide the majority of bedspaces in the District.

6. The following section looks at the districts within the JCWHS in order to identify which types of accommodation provision are most prevalent. Such an approach is an

2 South West Tourism Intelligence Project, 2003, The Tourism Company et al. on behalf of South West Tourism

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com important precursor to the development of a marketing strategy that aims to be sensitive to the tourism product and infrastructure each area is able to offer within the JCWHS.

Inspected and quality graded accommodation

7. The table below looks at the grades and participation rates of accommodation providers that are inspected and quality graded.

Devon Dorset Total (South West) Hotels 790 327 2,219 Total inspected 421 202 1195 Inspected as % of known stock 53.3% 61.8% 53.9% Average grade 2.9 2.9 2.9 Inns 132 56 526 Total inspected 35 13 186 Inspected as % of known stock 26.5% 23.2% 35.4% Average grade 3.2 3.5 3.2 B&Bs 458 471 2,572 Total inspected 173 205 1184 Inspected as % of known stock 37.8% 43.5% 46.0% Average grade 3.7 3.6 3.6 Guest houses 511 369 1,619 Total inspected 191 127 589 Inspected as % of known stock 37.4% 34.4% 36.4% Average grade 3.5 3.4 3.5 Serviced farms 117 37 416 Total inspected 90 30 345 Inspected as % of known stock 76.9% 81.1% 82.9% Average grade 3.6 3.7 3.7 Self catering 2,793 1,232 8,410 Total inspected 855 701 3222 Inspected as % of known stock 30.6% 56.9% 38.3% Average grade 3.4 3.2 3.3 Holiday parks 198 116 745 Total inspected 95 72 352 Inspected as % of known stock 48.0% 62.1% 47.2% Average grade 3.9 3.8 3.9 Source: State of Tourism: South West Tourism Intelligence Project, South West Tourism, 2003

8. There is considerable variation between the average grades gained in each sector. Hotels in the two counties have the lowest grades (2.9 in both Devon and Dorset) whilst holiday parks have the highest (3.9 in Devon and 3.8 in Dorset).

9. Serviced farms are the most active in their take-up of the quality agenda with over ¾ of establishments in both counties having been inspected. Inns are the sector with lowest involvement, with only around a quarter participating.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 10. Comparing the two counties with the South West region as a whole we see that Devon has above average grades for B&B and holiday parks, but has low participation rates in the inspection scheme in a number of sectors. Dorset has high participation rates for hotels, self-catering and holiday parks, and an above average grade for inns.

Hotels, Guest Houses and B&Bs

11. The nature of provision of hotels, guesthouses and B&Bs differs considerably within different areas of the JCWHS. For tourist centres like Exeter and resorts like Bournemouth, these forms of serviced accommodation dominate. For areas in East Devon such as Seaton, Exmouth and areas outside resorts, such accommodation is thin on the ground. Other points that can be said about the serviced sector are: · The current hotel supply along the coast is limited in terms of quality with the vast majority of establishments being three star or below.

· There is a lack of branded or graded four and five star hotels in the Gateway and Market Towns of East Devon and Dorset. Only Sidmouth in East Devon has a comprehensive offering with three 4 Star hotels. This lack of quality is acting as a hindrance to further development of business tourism within the JCWHS.

· There are a large quantity of guesthouses and B&B’s throughout the JCWHS, with particular concentrations in Gateway Towns.

· As the previous section has shown, the majority of guesthouses and B&Bs do not participate in quality assurance rating or inspection schemes.

Self-catering accommodation

12. Self-catering accommodation includes cottages, flats, apartments, farmhouses, and houses. The category does not include caravan holiday homes or holiday parks. At one end of the spectrum West Dorset’s self-catering establishments make up 13% of the total accommodation stock in the area, whilst in Weymouth and Portland, Exmouth and Seaton, self catering plays only a small part in the overall accommodation mix available to visitors.

13. Other points about self catering accommodation with the JCWHS are: · This type of accommodation is particularly attractive to families.

· Self-catering establishments in Dorset are almost twice as likely to participate in quality inspection schemes than their counterparts in Devon (30.6% compared with 56.9%).

Caravan Holiday Homes

14. Caravan holiday homes (static caravans) form a large part of the self-catering sector within the JCWHS but it interesting to note that their position within East Devon is much more dominant than in Dorset.

Jurassic Coast World Heritage Site Marketing Strategy 23 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 15. In East Devon, caravan holiday homes make up 81% of provision in Exmouth, 60% in Seaton, and 34% in areas outside of resorts. This contrasts strongly with Bournemouth and Weymouth and Portland where it does not feature at all.

Camping and Caravans

16. This sector is made up of touring caravans and campsites offering facilities for both camping and caravan.

17. Caravan and camping provides a large proportion of the accommodation in Purbeck (71%), West Dorset (64%) and areas of East Devon away from resort areas (56%) and a sizeable amount of stock in Weymouth and Portland (45%) and Poole (34%). For Exeter and Bournemouth, caravan and camping is not a major element in the accommodation they provide.

Group accommodation

18. The popularity of the JCWHS as a location for field trips and school study tours has led to high demand for suitable group accommodation. Although statistics on the exact nature of this sector are not available, we can deduce from those involved in the sector that there is a relative dearth of accommodation suitable for use by groups, particularly education groups. Anecdotal evidence suggests that the available stock is quickly booked up during peak visit times. Some sub-segments of the groups market place have particular requirements. These include primary school groups who, for insurance purposes, often require exclusive use of accommodation.

4.2 Attractions

19. This section looks at visitor attractions within the JWHS and also pays particular attention to attractions whose themes are in some way connected with the WHS.

20. Dealing first with general visitor attractions, the report Visits to Visitor Attractions 20023 identifies some 61 attractions in the area consisting of museums and art galleries, heritage properties, country parks, gardens, wildlife attractions, visitor centres, heritage railways and places of worship.

21. The highest visitor numbers are Lulworth Cove Heritage Centre (418,595), Monkey World (350,000), Durlston Country Park (300,000) and Stuart Line Cruises (260,000).

22. With the exception of attractions that have an appeal to specialist markets, no attraction has a national profile or is acting as a ‘destination’ in its own right.

23. There is a good mix of indoor and outdoor attractions but indoor attractions are typified by lower visitor figures. This suggests that the area has a good all-weather proposition in terms of attractions, a feature that could be useful in promotions designed to attract off- season visitors. The low visitor numbers at indoor attractions also suggests that this sector of the attractions market would benefit from such activity.

3 Visits to Visitor Attractions 2002, VisitBritain, June 2003

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Trends

24. In terms of visitor trends, the VisitBritain figures show that attractions within the JCWHS are fairing relatively well with 70% of attractions showing stable or increasing visitor numbers.

25. Overall the average change in visitor numbers for 20001/2 represents a 7.3% increase. This is just below the 8% increase reported for UK visitor attractions across England during the same period and would suggest the attractions within the area are performing in line with the UK attractions market.

Distribution of Attractions

26. A glance at the locations of attractions illustrates the importance of inland attractions to the mix offered. Most of the historic properties, gardens and museums are located away from the coastal area. Not surprisingly, given the geographical area that the JCWHS covers, Dorset contains the majority of attractions. Looking at a District level, the table below shows the total number of visits made to the attractions in each District listed in the VisitBritain report.

District Total Visitor Numbers Purbeck 1,974,665 West Dorset 869,021 East Devon 666,688 Weymouth 312,584

27. We can see Purbeck’s attractions account for the greatest number of visits (1,974,665), with West Dorset’s attractions having the next highest (869,021). Purbeck is also particularly well represented amongst the most visited attractions, with 6 of the top 10 attractions located in the District.

28. Looking in more detail at the average size of attraction in each District, the table below provides the average number of visitors for attractions.

Average Visitor No of District Numbers attractions Purbeck 179,515 11 Weymouth 52,097 7 East Devon 37,038 18 West Dorset 36,209 25

29. Using this measure, Purbeck ranks as the District with the strongest performing portfolio of attractions in terms of average visitor numbers (179,515), with Weymouth second (52,097). East Devon (37,038) and West Dorset (36,209) rank third and forth respectively.

30. Analysing the two sets of figures together, West Dorset has the largest range of attractions (25) but with smaller average visitor numbers than other Districts. Weymouth has the smallest attractions portfolio (7), but in relative terms is performing well in terms of visitor numbers. Purbeck has a small portfolio (11), but one which consists of major attractions. East Devon’s offering is modest, both in number of attractions (18) and their pulling power.

Jurassic Coast World Heritage Site Marketing Strategy 25 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com Attractions that interpret the Jurassic Coast World Heritage Site

31. The JCWHS has a range of attractions that are thematically linked to aspects of the Site. These are attractions that include geology or fossils as a theme as well as those that feature the products of the coast such as stone.

32. Both the Strategic Report on Development Potential and the Education Strategy for the JCWHS looked at the provision of these types of attractions / facilities. The Strategic Report identified 9 attractions in East Devon and 22 in Dorset that relate to the WHS. The Education Strategy identified many of the same facilities but also added some additional ones. In order to devise as comprehensive list as possible, the following table amalgamates the two lists.

List of attractions that interpret the JCWHS Attraction Location Abbotsbury Estates Abbotsbury Axe Valley Museum Seaton Axminster Museum Axminster Axmouth Sea Discovery Centre Axmouth Beaminster Museum Beaminster Beer Marine Heritage Centre Beer Beer Quarry Caves Beer Blandford Museum Blandford Bridport Museum Bridport Charmouth Heritage Coast Centre Charmouth Chesil Bank and Fleet Nature Reserve Portland Chesil Beach Centre Portland Christchurch Steamer Point Visitor Centre Christchurch Crealy Adventure Park Clyst St Mary Dinosaur Museum Dorchester Dinosaurland Lyme Regis Dorset County Museum Dorchester Durlston Country Park Swanage Durlston Park Centre Swanage Exmouth Museum Exmouth Fairlynch Museum Budleigh Salterton Harbour Life Exhibition West Bay Haysom Quarries Purbeck Honiton Museum Honiton Jurassic Coast Cruises, Stuart Line Cruises Exmouth Kimmeridge Marine Centre Kimmeridge Bay Knoll Beach National Trust Visitor Centre Studland Langton Matravers Museum Langton Matravers Lulworth Heritage Centre Lulworth Lyme Regis Museum Lyme Regis Norman Lockyer Observatory Sidmouth Nothe Fort Weymouth Otterton Mill Centre and Working Museum Budleigh Salterton Portland Bill Visitor Centre Portland Portland Museum Portland

Jurassic Coast World Heritage Site Marketing Strategy 26 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com Attraction Location Purbeck Marine Wildlife Reserve Kimmeridge Bay Red House Museum Christchurch Royal Albert Memorial Museum Exeter Russell Cotes Art Gallery and Museum Bournemouth Sid Vale Heritage Centre Sidmouth Square and Compass Exhibition Worth Matravers Studland Beach Information Centre Swanage Suttles Quarries Swanage Swanage Heritage Centre Swanage Swanage Pier Museum Swanage The Honiton Museum and the Thelma Hulbert Gallery Honiton Timewalk Weymouth Tithe Barn Museum Swanage Tout Quarry Sculpture Park Portland Tyneham Church and school Tyneham Wareham Town Museum Wareham Weymouth Museum Weymouth

33. The table above indicates that there are at least 50 attractions of one type or another that provide interpretation of the JCWHS. Most of these attractions play an important role locally although few act as major draws in terms of pulling in large numbers of visitors. The exceptions to this are Lulworth Heritage Centre, Durlston Country Park and Visitor Centre and Stuart Line Cruises.

4.3 Countryside Access

34. The vast majority of tourism strategies developed by both public and private bodies within the JCWHS have reflected upon the importance of the quality of the natural environment in attracting visitors. Following on from this assertion is the need to focus on how visitors access the natural environment. In the context of the JCWHS the issue here obviously takes in how the Site itself is accessed, but also how the coastal hinterland is accessed. The reasons for this are various but include: · The quality of the natural environment is the main reason visitors come to the area and therefore the nature and quality of access to it is of primary importance.

· Large parts of the JCWHS fall within the East Devon Area of Outstanding Natural Beauty (AONB) and the Dorset Area of Outstanding Natural Beauty.

· Access to the countryside acts as a bridge between the World Heritage Site itself and the rural hinterland on which the tourism development potential of the WHS depends.

· The countryside offers an important contrast and complement to the coastal experience provided by the JCWHS.

Jurassic Coast World Heritage Site Marketing Strategy 27 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com Facilities for walking

35. Public rights of way are key to accessing the countryside. Figures from DEFRA show that the total length of public rights of way in Devon are 5600 km and 4500km in Dorset.4 During consultation meetings, concern was expressed that the condition of some of these rights of way is not good and that this is a potential impediment to the enjoyment of walking.

36. One possible solution to this problem is being piloted by Devon County Council. Their Parish Paths Partnership scheme is a partnership with Parish/Town Councils; landowners and local voluntary groups with the main aim to improve the condition of public rights of way and keep them open and used properly. Parish and Town Councils in the scheme receive a grant from the County Council to undertake rights of way work.

37. In terms of specific walking assets, the South West Coast Path (SWCP) is particularly important. The 630-mile South West Coast Path runs right through the JCWHS to reach one of its end points in Poole. The Path’s development is co- ordinated by the SWCP Team that is mainly funded by the Countryside Agency and is based at offices in Exeter. Path management is handled by local authorities and landowners in areas through which the path passes. Promotion of the path follows a similar pattern as that for path management. Co-ordination is provided by the SWCP Team but the majority of work is undertaken by local authorities and landowners on the route. The SWCP team produces a leaflet. There is currently no official website, although the South West Coast Path Association does produce a website.

38. The whole National Trail is estimated to take 56 days but most users choose to do a section of the walk. The Trail, which celebrated its Silver Jubilee in 2003, is already an important generator of tourism revenue.

39. A recent economic tourism impact study looked at four corridors on the South West Coast Path. One of these, Sidmouth to Bridport, falls inside the JCWHS area. The results of the study showed that: · For 65.4% of the accommodation providers within the Sidmouth – Bridport corridor, the SWCP was seen as either a relatively important or huge selling point to their visitors.

· In terms of mean average duration of stay, SWCP walkers stayed 2.69 nights in each place whilst on the Sidmouth corridor the average stay was longer (3.54 nights).

· In terms of annual income derived purely from the SWCP, the average value for the four coastal corridors was 15.21%. In the Sidmouth corridor this was 11.4%.

· The overall economic value attributed to the SWCP per annum was estimated as:

- West Dorset £5,750,502 - East Devon £6,643,995 - Purbeck £1,170,141

4 South West Rural Development Paper, DEFRA, accessed via DEFRA website (www.defra.gov.uk)

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 40. In addition to the SWCP, the area has a good range of trials and walks. Many of these have been mapped and sign-posted by local authorities and landowners. Where the walks are circular, these offer opportunities to provide for visitors who do not want to undertake a linear route. However, there is also a feeling that more walks need to be devised that link with the SWCP. Developing such routes help link the coast to its hinterland.

41. Other issues relating to countryside access that arose during consultation meetings are: · Walking is highlighted by many as a major area for tourism development.

· Walking offers sustainable tourism product that can be promoted outside of peak season.

· However, along some parts of the site, walking along paths does not provide good views of the coastline.

· There is concern that inland diversions from coastal routes (due to slippage etc) and problems with negotiating access to land, take walkers onto roads.

· Some accommodation providers are unable to offer one-night stays during high season.

Cycling

42. In addition to encouraging use of a sustainable form of transport, cycle tourism offers a good strategic fit with a number of objectives set out in this strategy. Cycle tourists, like walkers, spend a high percentage of money in the local economy away from traditional ‘honey-pot’ locations. This stems from the fact that they are unable to carry much so they make frequent stops for food and drink. Cycle tourism can also stimulate off-peak activity as this is a market that can be encouraged to visit during the shoulder months of May, June, September and October.

43. Within the JCWHS there is a relatively good range of local, on-road routes. With one or two exceptions (e.g.Exe Cycle Route, Exmouth to Budleigh Salterton Cycleway) the lack of extensive traffic-free cycle paths means that the more casual holiday cycling market is small.

44. Cycling is a well-established part of many local authorities’ promotional campaigns. Guides, maps and leaflets promote a range of largely on-road routes using quiet back roads.

45. In terms of non-route based developments, Devon County Council runs a Cycle Mark which is intended to show the commitment of a business towards catering for the special needs of cyclists.

46. The private sector’s involvement is represented by cycle hire businesses in Exeter, Exmouth, Sidmouth, Dorchester, Swanage, Weymouth and Wareham. There are also a handful of specialist cycle holiday providers (e.g. Handlebar Breaks in Purbeck).

Jurassic Coast World Heritage Site Marketing Strategy 29 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 47. In terms of future potential, the completion by 2005 of Route 2 of the National Cycle Network may offer an opportunity to develop the cycle tourism market segment. The route will take in much of the JCWHS using a mixture of off-road and on-road sections. Coastal views are not possible along the entire route’s length but it still offers a good opportunity to experience the JCWHS using what is a sustainable form of transport.

48. For the tourism potential of cycling to be maximised within the JCWHS there is a need to ensure the high quality of the sections of NCN route 2 currently being planned or developed by local authorities and other bodies. Quality in this regard relates to the protection of users from traffic, landscape value of the route and the level of sign-posting and mapping.

49. It is our view that attention needs to placed on ensuring that the quality of the final route is high before pro-active marketing of the cycling product is undertaken. This is particularly the case for overseas markets where expectations are higher than in the UK.

4.4 Transport

50. The JCWHS Strategic Report on Development Potential highlighted the important part transport plays in the overall destination mix and in the quality of visit.

51. The report focussed on transport to and from the JCWHS. Our intention is to avoid duplication by summarising the situation in relation to these access routes and concentrate on travel within the JCWHS.

Transport to and from the JCWHS

52. The road network is prone to acute congestion during the peak season. Local Transport Plans for Devon and Dorset are attempting to address the issue.

53. Despite its uneven distribution within the two- sub-regions, rail provides important points of access to the JCWHS. The stations act as entry/ exit points and form an important aspect of overall perception of the JCWHS. December 2002 also saw the launch of a new ‘Jurassic Coast’ livery on one of the trains that runs on the Bristol to Weymouth line operated by Wessex Trains.

54. Regional airports are in the Anchor Towns of Exeter and Bournemouth and further afield in Bristol. Passenger numbers and the number of flights are predicted to increase at all three airports. The growth in internal flights within the UK means that the airports have the potential to be the exit and entry points for UK travellers visiting the area.

Transport within the JCWHS

55. Transport within the JCWHS has the potential not only to serve the function of getting people from A to B, it can also add to their experience and convey brand values about the destination. The following section looks at some of the elements of

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com the transport experience within the JCWHS and assesses their current contribution and their future potential.

Jurassic Coast Bus 56. The Jurassic Coast bus service operates from Exeter to Wareham via Seaton, Lyme Regis, Bridport and Weymouth. It was introduced in September 1998, with funding from the Rural Bus Challenge secured by a partnership including Devon and Dorset County Councils.

57. Numbers using the service has grown steadily since the service was introduced and now stand at 55,000 passengers each year. During the summer months, usage almost doubled between 2002 and 2003, as the table below illustrates.

Passenger numbers June July August Total for 3 months 2002 4,620 4,905 6,682 16,207 2003 9,250 10,470 10,991 30,711

58. It is also clear from the usage patterns observed whilst sampling the service that the bus is being used by visitors as well as those living and working within the JCWHS.

59. Summer 2003 saw a number of service improvements made. These included: · The extension of the service from Weymouth to its current end point of Wareham. From there the timetable is designed to tie in with bus and train links to Poole and Swanage.

· Monday to Saturday service increased to operate every two hours.

· A new Sunday service operating every two hours between June to November.

· Introduction of new low-floor single deck buses giving easier access.

· Introduction of a new Jurassic Coast day ticket, giving a day's unlimited travel anywhere on the X53 and the X54 Exeter to Colyton service, for only £5.

60. To promote the bus service and encourage further exploration of the area by public transport, a series of leaflets called ‘Days out on Coastlinx 53 Jurassic Coast’ have been produced.

61. Further developments for the service include a bid to the Rural Bus Challenge fund to enable the introduction of double-decker buses so that better views of the coast can be gained. The same bid also includes proposals for drivers to be given training about the Jurassic Coast and interpretation to be provided on the bus.

Rail / Tram 62. Seaton Tramway, a narrow gauge electric tramway running on a three-mile line from Seaton to Colyton, is a good example of how transport can enhance the overall

Jurassic Coast World Heritage Site Marketing Strategy 31 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com quality of the visit to the JCWHS. The tramway is a major tourist attraction and runs a range of themed trips including bird-watching.

63. In a similar vein, Purbeck Rail partnership’s plans to reconnect the Swanage Railway to the National Network and run steam trains is another innovative example of transport being used as a touristic experience. A bid for the necessary track and signalling improvements is currently with the Strategic Rail Authority. The long-term nature of transport infrastructure improvements is demonstrated by the fact that the works required are unlikely to be completed until 2006.

Water transport

64. Water-borne transport offers perhaps the best way to view the geological exposures along the Coast. Viewing the JCWHS from the sea one can clearly see the variation in geology as you move along the coast. In addition, interpretation provided at sea by way of guides offers an innovative way to relate the story of the Coast.

65. Such services are already being run. A number of former fishing boats in Beer and Lyme Regis have been converted into sight-seeing boats and used to run Jurassic Coast boat trips. In Weymouth, World Heritage Coast boat trips depart during the Autumn and Winter. Stuart Line Cruises, based in Exmouth, runs a twice-weekly 2-3 hour Jurassic Coast cruise during June, July and August. The Dorset Belles, based in Bournemouth, run Jurassic Coast themed cruises from Studland to Dancing Ledge.

66. Stuart Line Cruises’ twice weekly cruises run during 2003 have proved very popular and are to be expanded to run four times weekly in 2004. Other plans for development by Stuart Line Cruises include:

· Expansion of its range of packages that involve a cruise and an overnight stay in Lyme Regis, with return travel by coach.

· Cruise packages and interpretation themed around the needs of educational groups.

· A boat-taxi service for walkers using the South West Coast Path to telephone ahead to be picked up by boat.

67. As can be seen there is a growing range of water-borne ways of viewing the coast. With such interest from the commercial sector and apparent demand from the public, there is an opportunity to work with operators to ensure that the interpretation of the Coast is of high quality.

4.5 Events

68. Events can serve an important tourism function. As well as drawing people to an area, they can help to refresh or re-interpret a destination or theme in new and interesting ways. This latter facet is particularly important given that a large percentage of staying visitors in the area are repeat visitors.

69. An assessment of the available print and website reveals that the current events mix within the JCWHS is a relatively strong one, with a wide range of events that one

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com would expect from a major holiday area. However it is true to say that there are only a few events that act as major draws in their own right (e.g. Sidmouth Folk Festival, Dorset Steam Fair) and none of these really relate in any thematic way with the JCWHS.

70. In terms of events that do carry thematic linkages, the Jurassic Coast Guided Walks and Events leaflet, produced by the World Heritage Site Team, contains a range of guided walks and events themed around geology, fossil hunting and marine ecology. During the Summer of 2003, East Devon District Council produced a series of guided walks and events under the banner of ‘A Celebration of the Coast’.

71. Aside from these there are a number of events that offer innovative ways of interpreting the coast but could create more impact if the scheduling was co- ordinated. For instance the first-ever Dorset Maritime Festival in Portland is planned for July 2004 whilst Charmouth runs a Marine Week in August each year. Running the two events together but avoiding programming clashes could maintain local distinctiveness but provide a scale of events around which short-break packaging could occur.

72. There are many cultural and artistic events that could include themes that relate to the JCWHS. A film festival might be encouraged to include a series of classic movies about the sea or a theatre might commission a new touring play about the life of pioneer geologist Mary Anning.

73. The challenge in harnessing the power of events within the JCWHS is for those involved in the management of the JCWHS to start and maintain a dialogue with those devising and programming events. Up to now there has been little communication about the World Heritage Site to those involved with arts and event programming. One way forward could be to establish a steering group of interested parties, similar in make-up to the one recently set up to look at Education issues within the area. There may also be some merit in pump-priming appropriate events by funding or part-funding a carefully selected number.

4.6 Specific Packages

74. There is already a limited amount of packaging of product based on themes relating to the coast’s designation as a World Heritage Site. In general most of these packages include weekend or multiple-day events. At present these do not include accommodation as part of the package. Some point potential visitors in the direction of certain accommodation providers. Examples of this approach include:

· Charmouth Heritage Centre which runs fossil hunting weekends during March.

· Portland Sculpture and Quarry Trust offers one to four week sculpture workshops that take place outdoors in a quarry setting. Workshop attenders are given a list of B&Bs hotels and self-catering establishments that previous attenders have recommended. Accommodation booking is undertaken for overseas visitors.

· Yoga holiday-company Orange Tree, based in Bridport, runs yoga weekends in Dorset. Attenders are provided with a list of possible B&B

Jurassic Coast World Heritage Site Marketing Strategy 33 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com establishments. Taking place in August and October, the walking yoga weekends are promoted through their website as offering: “an opportunity to develop your yoga practice ... and to experience this stunning part of West Dorset, A World Heritage site of great geological and archaeological significance”

75. More inclusive packaging is offered by a small number of specialist operators, as the list below indicates: · Special interest breaks company Jurassic Coast Tours runs three and four day tours in East Devon and Dorset. Packages include hotel accommodation in Sidmouth. The company also runs 2 and 2.5 day minibus tours aimed at small family groups and geology groups.

· Purbeck based photographic holiday company fotocourses.co.uk runs photographic course holidays to a number of UK and overseas locations including three and four day course in Purbeck. The package includes accommodation at Cromwell House Hotel in Lulworth Cove. The promotional literature for the course heavily promotes the area’s World Heritage Site status.

· Oxford-based walking tour operator Discerning Traveller is launching a week-long, self-led hike along the JCWHS using the South West Coast Path in 2004. The tour includes accommodation booking, baggage transfer and detailed route description.

76. In terms of other opportunities, there are a number of tour operators based in the area (e.g. Dorchester’s Travelling Naturalists) who run wildlife holidays all over the world. They already run a trip to the New Forest to see birds, although currently offer no package within the JCWHC. There might be scope to work with such operators to develop a specific JCWHS package.

4.7 Tourism Product - Conclusions

· The area has a good mix of accommodation and is particularly well provided for in the areas of B&B and guesthouses and caravan holiday homes.

· More attention needs to be placed on improving the quality of accommodation in all sectors. Hotels need particular attention as this sector has the lowest average grade of all sectors.

· More work needs to be done on encouraging greater participation in grading schemes. The need is particular acute in Devon where rates are considerably lower than the regional average.

· More active steps need to be taken to encourage greater participation in accommodation quality assurance rating or inspection schemes. Moves by local authorities towards graded-only destination guides has helped the situation but this in itself will not be enough to ensure high levels of take- up.

Jurassic Coast World Heritage Site Marketing Strategy 34 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · There is a need to tackle the uneven spread and relative shortage of accommodation that is suitable for use by groups. In attempting to fill this gap, care should be taken that group accommodation is not opened up as budget accommodation during the Summer to other visitors, as this would have a knock-on effect for other accommodation sectors.

· The area has a good all-weather proposition in terms of attractions. This is a useful element in promotions designed to attract off-season visitors.

· We concur with the Natural History Museum’s view that there is already a well-developed network of museums, visitor centres, guided walks, events and activities that interpret the World Heritage Site. They are mostly small scale, with a strong local focus. Where improvement can be made is in the way themes at a local level fit with the overall site-wide stories of the JCWHS. The Interpretation Strategy will be key in delivering improvements in this area.

· Walking offers tremendous potential for tourism development within the JCWHS. The presence of the South West Coast Path should be used as the central plank in a range of promotions aimed at both the serious walker and those who wish to do some walking during a holiday.

· The completion of Route 2 of the NCN by 2005 offers the potential of a strong tourism campaign aimed at UK and overseas cycle tourists. However, active dialogue is required with those deciding on the final routing in order to ensure the quality of the route and the protection of users from high volumes of traffic.

· There is a wealth of events already taking place at various locations along the coast. At present there is no site-wide co-ordination taking place. A more active engagement with those planning events could result in the development of major events with considerable tourism potential. The provision of funding for the development of appropriately-themed events should be considered.

· There is scope for more active promotion of packaged and semi- packaged special interest breaks both in existing destination print and through channels such as the Jurassic Coast website. There may also be an argument for working with organisations currently running weekend events to encourage them to offer packaged versions that include accommodation.

· The Jurassic Coast bus service has proved very successful, carrying large numbers of visitors (and residents) along the coast. Increasing the frequency of the timetable in Summer still further should be contemplated, achieved perhaps by dividing the route in two and having an interchange point. Other transport modes such as boat and rail offer scope for attractive and creative interpretation of the coast. In the case of water- borne transport, active dialogue with the private sector is likely to generate some major opportunities to develop this aspect of the JCWHS ‘experience’.

Jurassic Coast World Heritage Site Marketing Strategy 35 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 5 CURRENT MARKETS

1. This chapter provides an overview of the current visitor patterns within the JCWHS. Such a market overview is an important starting point for development of any strategy, not least a marketing strategy. An awareness of market demand also provides key data to be fed into the identification and evaluation of market segments to be targeted by the marketing activity proposed within part two of this document.

2. This chapter uses a range of published statistics. Further commentary has been added by information provided during our consultation process by those involved in market development.

3. It should be noted that this chapter provides a snapshot of the characteristics of certain tourism markets rather than a fully comprehensive assessment. We feel that this level of analysis is most appropriate given the fact that:

· There are no tourism statistics relating specifically to the area defined as the ‘World Heritage Coast’

· Even when taking Devon and Dorset as proxy-definers of the area in question, there are wide fluctuations in the quantity and consistency of the available data.

· Devon County Council and South West Tourism use differing methodologies to analyse data from national datasets such as UKTS.

4. We therefore agree with the recommendation made in the JCWHS Strategic Report on Economic Potential that there is a need to ensure that data for the whole of the Site is collected and analysed in consistent manner.

5.1 Tourism in Devon

5. Devon accounts for the highest percentage of tourism activity of all counties within the South West region (30% of the South West’s tourism activity). Short holidays account for 34% of trips, slightly less than the 37% recorded for the region as a whole. Devon is still heavily reliant on long holidays with 42% of all trips falling into this category. In relative terms, business tourism are not so important for Devon as the region as a whole. 6. Average stay in Devon is 4.1 nights, the same as the regional average whilst average spend per trip is slightly lower than the average. Compared to the region as a whole, Devon attracts a smaller proportion of overseas visitors.

7. The tourism profile for Devon is shown in the table below. Figures have been taken from The State of Tourism report published by South West Tourism. In certain cases the table also uses alternative figures used by Devon County Council that are derived from the same data but using a different methodology. These figures are shown in brackets.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Devon SW Region Trips Nights Spend Trips

Domestic 7.4 28.8 1181 24.0

Short hols 34% 17% 23% 37% Long hols 42% 67% 58% 34% VFR 14% 8% 8% 19% Business 9% 7% 9% 10%

Overseas 0.39 3.5 131 1.9 Total 7.8 32.3(33.1) 1312(1089) 25.9 Sources: UKTS, IPS 2001 (Analysis from State of Tourism, South West Tourism, 2003); Tourism Trends in Devon 2002, Devon County Council

8. Looking in more detail at the pattern of tourism, some of the key tourism trends for Devon 5 are detailed below: · Most months saw increases in tourist nights with the largest rises witnessed in March (+53.3%), June (+24.8%) and December (15.5%). There were slight decreases in May (-4.2%), August (-4.1%) and October (-0.3%). It should be noted that these increases compare performance during Foot and Mouth. However, the overall figures for tourist nights for 2002 showed an increase of 3.3% on 2000, the year before Foot & Mouth.

· There was an overall increase in tourist nights for all types of accommodation. Sectors showing greatest increases were Flats and Houses (7.3%), Caravan Holiday Parks (6.7%) and Touring Pitches (6.5%).

· During 2002, occupancy rates for Flats and Houses increased during all periods except the ‘peak season’. Specifically, occupancy was 28.1% (+2.9%) during Spring/Easter, 51% (+7.2%) during ‘early season’, 64% (- 0.1%) during ‘peak season’ and 40.6% (+1%) during ‘late season’.

· Holiday park unit occupancy rates mirrored that of Flats and Houses with only the peak season showing a fall. Figures were 25.1% (+6.3%) during Spring/Easter, 63.5% (+5.9%) during ‘early season’, 76.5% (-2.8%) during ‘peak season’ and 62.3% (+4.8%) during ‘late season’.

· Touring pitch (caravan and camping) occupancy rates experienced increases except in the last season. Occupancy was 6.8% (+2.2%) during Spring/Easter, 25% (+2.8%) during ‘early season’, 55% (+1.6%) during ‘peak season’ and 16.1% (-0.4%) during ‘late season’.

· For Serviced Accommodation there were increases in overall occupancy levels from 2001 and 2002 in all months apart from April (This can largely be attributed to an early Easter).

5 Tourism Trends in Devon, 2002, Devon County Council

Jurassic Coast World Heritage Site Marketing Strategy 37 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · There is some evidence that those areas which suffered in 2001 due to Foot and Mouth have recovered some, if not all, of their trade, and those which benefited through ‘displacement’ have not always maintained those increases in 2002.

9. If we look at the area of Devon within the JCWHS, i.e. East Devon, rather than the whole of Devon, we see that during 2002 there were 4.9m tourist nights. This represented a 4.3% increase on 2001 and accounted for 14.9% of all tourist nights within Devon. This made East Devon the third most popular area in the County for visitors, coming in behind Torbay (25.6%) and North Devon (19.7%).

Future trends

10. Predictions contained in the State of Tourism report show that tourism trips to Devon are set rise by 33% between 2001 and 2011. Rises will be slightly higher amongst domestic visitors than overseas visitors. During the same period spend is set to rise by 16% and number of nights by 13%.

5.2 Tourism in Dorset

11. Dorset accounts for 17% of the South West’s tourism. Short holidays account for slightly more trips than long holidays but the overall number of nights and spend is higher in the case of long holidays. Like is the case with Devon, VFR, business and overseas tourism rates are below the regional average.

Dorset SW Region Trips Nights Spend Trips Domestic 3.8 12.9 530 24.0

Short hols 37% 23% 32% 37% Long hols 32% 58% 44% 34% VFR 17% 13% 6% 19% Business 7% 5% 18% 10%

Overseas 0.26 2.8 134 1.9 Total 4.1 15.7 664 25.9 Source: UKTS, IPS 2001 (Analysis from State of Tourism, South West Tourism, 2003)

12. A visitor survey of the County’s staying visitors published in 20016 identified the following main points:

· Visitors staying in Dorset spent an average of £31.50 per person per day. Average daily expenditure per person was unchanged in real terms compared with 1997.

· London & the South-East (38%) were the most likely origins of staying visitors. Next came the South-West (19%), the East & West Midlands (15%) and the North (12%).

6 Dorset Visitor Survey, Dorset Tourism Data Project, published October 2001

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · In terms of the type of accommodation used, 25% of visitors stayed in hotels whilst in Dorset. 17% stayed in guesthouses or B&Bs, 16% stayed in self catering houses, flats or cottages and 16% stayed in the home of a friend or relative. A further 11% stayed in a touring caravan or tent, and 11% stayed in static caravans or chalets.

· 39% of visitors to Dorset were visiting the area primarily because they had enjoyed a previous visit. 11% were visiting friends and relatives whilst 10% were visiting the area primarily because they wanted to go somewhere they had not been before. Secondary reasons for visiting Dorset included the seaside, beaches and coast (42%), the scenery countryside and natural history (32%) and local visitor attractions (26%).

· Visitors rated Dorset highly on the whole, particularly the quality and staff friendliness at accommodation establishments. The availability of public transport, car parking in general and the availability of seating and street furniture were highlighted as areas of improvement by visitors, with significant proportions rating these facilities as either "average" or "poor".

· 78% of visitors travelled to the area using their own car and 8% arrived by tour or excursion bus. Whilst in Dorset, 64% continued to travel around the area using their own car, whilst a further 17% preferred to explore the area on foot.

13. In terms of the profile of staying visitors to Dorset, the tables below outline the main characteristics: Type of Staying Visitors to Dorset Percentage of Description of Visitors Total Visitors Couples 51% Families with children 29% Groups of three or more adults without children 11% Other adults with children 5% Visiting alone 3%

Source: Dorset Visitor Survey, Dorset Tourism Data Project, published 2001

Age profile of Staying Visitors to Dorset Percentage of Age of Visitors Total Visitors Children under 16 years of age 21% 16-24 4% Aged 25 –44 30% 45 and 64 30% 65 years or older 15%

Source: Dorset Visitor Survey, Dorset Tourism Data Project, published 2001

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Employment Status of Staying Visitors to Dorset Percentage of Employment Status of Visitors Total Visitors Retired 23% Professional occupations 19% Craft and related occupations 14% Associate professional and technical occupations 10%

Source: Dorset Visitor Survey, Dorset Tourism Data Project, published 2001

· As this series of tables show, the majority of staying visitors to Dorset are couples (51%) whilst families make up over a quarter (29%) of all staying visitors.

· Those aged 25-64 account for 60% of all staying visitors to Dorset. In relative terms the County attracts small numbers of 16 to 24 year olds.

· Dorset is attracting a high percentage of retired people (23%), whilst those in employment tend to come from occupations that are included in high socio-economic classifications (i.e. AB1).

14. As well as looking at a County level, it is useful to provide some commentary on market trends at a District level. Much of the information presented below has been provided during interviews held as part of this strategy’s consultation process.

· Districts’ visitor patterns reflect the national trend towards declining long holiday taking in the UK in favour of more short break-taking.

· Core origin markets at a district level reflect the more general Dorset trends. London and the South East are particularly important markets for West Dorset, as is the rest of the South West and the Midlands. Weymouth and Portland also has London and the South East and the Midlands as key domestic markets. In additional, Weymouth and Portland have a slightly wider domestic draw, attracting visitors from the North.

· At the district level, levels of overseas visitors are low and remain in line with the County estimates. For instance, only 5% of visitors to West Dorset are from overseas.

· Key international markets are also shared across Districts with the majority of visitors coming from Germany and the Netherlands.

· Demographically, districts and boroughs within Dorset are drawing visitors from a wide range of socio-economic groups. In West Dorset visitors tend to be drawn from the ABC1 socio-economic groupings whilst Weymouth and Portland Borough Council also attracts this market as well as a large number of families from middle and lower economic groups.

· Repeat visitors are an important constituent market in all Districts. They enjoy the area for a variety of reasons including beaches and coast;

Jurassic Coast World Heritage Site Marketing Strategy 40 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com leisure pursuits like walking and boating, scenic landscapes, historic market towns, ease of access and the choice of accommodation.

· The table below shows that within Dorset districts included here, the most widely used accommodation in each area was Static Caravans or Chalets in Weymouth (23.2%), Self-Catering Flats, Cottages or Houses in Purbeck (22%) and Touring Caravans or Tents in West Dorset (18%).

· Using the home of a friend or relative is most popular in West Dorset where it constitutes 16% of the accommodation used.

· Hotels are most widely used in Weymouth and Portland. (20.7%). This compares with 9% usage in Purbeck and 14% in West Dorset.

Type of Accommodation used by visitors to Dorset

Type of Weymouth Purbeck West Accommodation & Portland Dorset % % % Hotel 20.7 9 14 Guest House/ B&B 22.2 13 14 Self Catering Flat, 10.1 22 17 House, Cottage Second home 1.0 2 2 Touring Caravan or Tent 5.6 20 18 Static Caravan or Chalet 23.2 18 17 Holiday Park 6.1 2 1 Home of Friend/ Relative 9.1 12 16 Other 2.0 3 1

Source: Dorset Visitor Survey, Dorset Tourism Data Project (note: all figures taken from 2002 editions of Tourism Facts for the relevant District area)

Future trends

15. Predictions contained in the State of Tourism report show that tourism trips to Dorset are set rise by 40% between 2001 and 2011. During the same period spend is set to rise by 21% and number of nights by 17%.

5.3 Education Markets

16. Although little research has been done into the numbers of educational groups visiting the area, it is clear that the area already attracts very large numbers of school groups. The Site’s Education Strategy7 presented group numbers for six of the site- based education facilities in the area and found that they attracted 1,695 groups a

7 The Jurassic Textbook: A Strategy for Education for the Jurassic Coast World Heritage Site

Jurassic Coast World Heritage Site Marketing Strategy 41 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com year. The Dorset Coast Forum estimated that 250,000 students visited the Dorset coast or countryside per year8. The Youth Hostel Association recorded 33,700 overnight stays in the Dorset hostels in 2002.

17. Visiting patterns tend to focus on Summer field trips but geological and coastal trips may also be taken in late Autumn. Average group size appears to be around 20 although anecdotal evidence suggests that larger groups are also common.

18. In terms of demand, a survey by the Durlston Marine Project identified the demand for marine educational resources for Key Stages 1-4 (5-16) and A Level. The Site’s Education Strategy highlighted Science and Geography at Key Stages 2-4 as areas where the JCWHS can provide relevant fieldwork locations. At AS/A Level, Geology and Geography were pinpointed as important current and future markets.

19. Within Further and Higher Education, Geology, Coastal Zone Management and tourism are relevant subjects to target.

5.4 Special Interest Groups

20. There is little by way of statistical research on the extent of special interest breaks and holidays being taken within the JCWHS. However some insights into this market can be gained from the comments made by tourism personnel during consultation meetings.

21. For example, Purbeck has seen an increase in specialist interest breaks centred around activities such as rock-climbing, walking, bird-watching and cycling. New extreme sports, such as ‘zorbing’ (where you are harnessed inside a large ball and rolled down a hill) are also gaining new visitors. Portland has also been positioned as a haven for special interests - a venue for sculpture, bird-watching, climbing and other outdoor activities. At a County level, Devon has been promoting walking, cycling, food and drink and visits to gardens through specific literature, whilst Dorset County Council has been using activities and food and drink as springboards for campaigns.

5.5 Current Markets - conclusions

22. In drawing up this snapshot of the current markets within the JCWHS, the following conclusions appear salient:

· In line with national trends, the districts and boroughs that make up the JCWHS have experienced a general decline in the taking of long holidays. In its place has come an increase in the taking of short breaks.

· The balance between long holidays and short breaks taken within the JCWHS is in line with the regional average.

8 Towards Policy for Dorset’s Coast:Education, Dorset Coast Forum

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · The area has a relatively old age profile with high levels of post-family retired visitors. The exceptions to this are family resorts such as Exmouth, Weymouth and Swanage and areas where the availability of watersports attracts a younger age group.

· The Visits to Friends and Relatives (VFR) market (estimated at around 10%) is sizeable within the area although it is less important than for the South West in general (19% of tourism trips).

· There are some signs that more visitors are being attracted to visit shoulder months although holiday volumes are still very seasonal.

· The JCWHS area is currently attracting a small volume of overseas visits (approx. 5%). This is a lower figure than for the region as a whole (7% of trips). The majority of those currently coming are from Northern European countries such as Germany and the Netherlands. Those from long haul destinations such as the US, who we know from regional statistics visit other parts of the South West, are infrequent visitors to the East Devon and Dorset Coast. At present it would appear that the area is “off the beaten track” in US visitor terms and/or does not have the same level of VFR “pull” as other areas in the South West.

· Repeat visits to the area are very important and represent a customer base that is very loyal. Key attractors are quality of the landscape; the coast and beaches; availability of leisure pursuits and a good range of accommodation.

· Schools represent an important market within the JCWHS but at present there is little contact with or knowledge about these groups. Consequently we do not know what standard of experience they are receiving whilst visiting. A study of current demand, along the lines of that outlined in the Education Strategy, would therefore seem a sensible starting point. A survey of groups would help to provide information relating to the concerns some have that the education market does not have the same multiplier effect as other more ‘mainstream’ markets (i.e. the children don’t spend much money whilst here).

· In terms of those interested in geology, it is likely that the world-renowned quality of the area amongst these groups is already attracting quite a number, although again there are no statistics on current levels of visits. Part two of the strategy looks at some of the segments that are particularly interested in the geological appeal of the coast and provides some view as to the market’s size and nature.

Jurassic Coast World Heritage Site Marketing Strategy 43 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 6 WORLD HERITAGE SITES

1. This chapter looks at the nature and extent of World Heritage Sites and explores the marketing opportunities that arise specifically out of the Jurassic Coast’s listing within the UNESCO Convention.

2. The chapter is split into four main sections:

· a market overview of World Heritage Sites looking at the distribution of sites around the world and in the UK. This section particularly focuses on sites of geological and paleontological value.

· an examination of the benefits that accrue from designation as a World Heritage Site.

· lessons to be learnt from other UK World Heritage Sites – The Giant’s Causeway in Ireland and Hadrian’s Wall in England.

· an assessment of joint marketing practice in relation to World Heritage Sites and their potential relevance to the JCWHS.

6.1 Market Overview

3. UNESCO describes World Heritage Sites as:

“cultural and natural sites which constitute, together with many others, a common heritage, to be treasured as unique testimonies to an enduring past. Their disappearance would be an irreparable loss for each and every one of us”

4. The World Heritage List currently includes 754 properties9. The Jurassic Coast World Heritage Site is one of the 149 sites around the world defined as a natural World Heritage site (582 are cultural and 23 mixed).

5. Natural sites can be designated by fulfilling one or all of the following four criteria drawn up by UNESCO:

i) be outstanding examples representing major stages of earth's history, including the record of life, significant on-going geological processes in the development of land forms, or significant geomorphic or physiographic features; or

(ii) be outstanding examples representing significant on-going ecological and biological processes in the evolution and development of terrestrial, fresh water, coastal and marine ecosystems and communities of plants and animals; or

9 Properties inscribed on the World Heritage List, August 2003, UNESCO

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com (iii) contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance; or

(iv) contain the most important and significant natural habitats for in-situ conservation of biological diversity, including those containing threatened species of outstanding universal value from the point of view of science or conservation.

6. The Jurassic Coast is designated under the first of these four criteria and joins seven natural properties that are also inscribed only under this ‘geological’ criterion. A further 39 natural properties in 25 countries have been inscribed using multiple criteria but including the criterion with which the JCWHS was included.

7. More detailed analysis of the prevalence of geological sites within the World Heritage Site list is provided by the International Union for the Conservation of Nature (IUCN)10. In 2002 they found that: · 122 natural and mixed WH sites in 59 countries have features of geological significance (i.e. 2/3 of all existing sites).

· 20 of these properties in 10 countries have significant fossil deposits or values recording the evolution of life on earth.

· 83 existing WH sites have significant geological values but have not been inscribed under the ‘geological’ criterion.

Paleontological World Heritage Sites 8. In addition to UNESCO deeming the Site as of ‘universal geological value’ another reason for the Jurassic Coast World Heritage Site’s inclusion in the World Heritage list is the value placed on its fossil record.

9. According to figures from UNESCO, the JCWHS is one of 15 natural properties that have been inscribed on the World Heritage List for paleontological value. The table below contains the details of sites. World Heritage Sites inscribed on the World Heritage List for paleontological value Country Site Description Year of Inscription Argentina Ischigualasto / Talampaya Natural Parks 2000 Australia Willandra Lakes Region 1981 Shark Bay, Western Australia 1991 Australian Fossil Mammal Sites 1994 (Riversleigh/ Naracote) Canada Dinosaur Provincial Park 1979 Canadian Rocky Mountain Parks 1984-1990 Miguasha Park 1999 Germany Messel Pit Fossil Site 1995

10 Review of Natural Sites included in the World Heritage List and Tentative Lists, Preliminary results, May 2002, International Union for the Conservation of Nature (IUCN), May 2002

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Country Site Description Year of Inscription Indonesia Lorentz National Park 1999 Kenya Lake Turkana National Parks 1997- 2001 Switzerland Monte San Giorgio 2003 United Kingdom Dorset and East Devon Coast 2001 USA Grand Canyon National Park 1979 Mammoth Cave National Park 1981 Viet Nam Phong Nha-Ke Bang National Park 2003

Source: List of World Heritage Site, August 2003, UNESCO

10. As can be seen, Europe is represented by only three properties, Messel Pit Fossil Site in Germany; Monte San Giorgio in Switzerland and the Jurassic Coast World Heritage Site. This highlights the quality of the fossil record within the Site but also indicates that there are few other “competitor WH sites” on this type within Europe.

UK World Heritage Sites 11. There are currently 25 World Heritage Sites in the UK and only four other natural World Heritage Sites (The Giant’s Causeway in Ireland, St Kilda, Henderson Island and Gough Island). Sites include castles, ancient monuments, islands, industrial heritage sites and wildlife sites. The table below contains details of all UK sites.

World Heritage Sites in the UK (with year of designation) 1986 Giant's Causeway and Causeway Coast 1986 Durham Castle and Cathedral 1986 Ironbridge Gorge 1986 Studley Royal Park, including the Ruins of Fountains Abbey 1986 Stonehenge, Avebury and Associated Sites 1986 St. Kilda 1987 Blenheim Palace 1987 City of Bath 1987 Hadrian's Wall 1987 Westminster Palace, Westminster Abbey, and Saint Margaret's Church 1988 Henderson Island 1988 Tower of London 1988 Canterbury Cathedral, St. Augustine's Abbey and St. Martin's Church 1995 Old and New Towns of Edinburgh 1995 Gough Island Wildlife Reserve 1997 Maritime Greenwich 1999 Heart of Neolithic Orkney 2000 Historic Town of St George and Related Fortifications, Bermuda 2000 Blaenavon Industrial Landscape

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 2001 Dorset and East Devon Coast 2001 Derwent Valley Mills 2001 New Lanark 2001 Saltaire 2003 Royal Botanic Gardens, Kew

Source: List of World Heritage Sites, August 2003, UNESCO

6.2 Benefits of World Heritage status

12. This section assesses the marketing impact that World Heritage Status has on a site. Such an assessment is a vital to ensure that marketing objectives based purely on the fact that the Site is designated a World Heritage Site are realistic.

13. At its simplest, one can see World Heritage Site status as a stamp of quality. A report by the Australian Heritage Commission11 describes it thus:

“World Heritage and other international listings tell tourists that a site exists and is worth visiting. In the nature and cultural tourism market it is the top brand, a guarantee of superior quality.”

14. However, does this quality stamp convert into increased tourism expenditure? The same report attempts to answer this question by looking at visitor numbers pre- and post-listing across six Australian World Heritage Sites. The report’s main findings are: · Past data on visitor numbers was generally too incomplete to track historical trends except at the broadest scale.

· The proportion of international visitors seems to have grown steadily since listing at all the World Heritage Areas studied. At some sites however, it was already growing prior to World Heritage listing.

15. The caveats presented alongside the central finding of an increase in international visitors are echoed by a report into the experience of World Heritage Sites in Hungary12.

“It could be assumed that the World Heritage Site status automatically results in a high number of visitors. However, visitor numbers depend on various factors, including the fame of the site, its accessibility or the way it is marketed.”

16. At the heart of this issue lies the reason people choose to visit a certain destination or place. To what extent does the fact that a place is a World Heritage Site affect a visitor’s decision-making process?

11 World Heritage Icon Value: Contribution of World Heritage Branding to Nature Tourism, Australian Heritage Commission, Australia, 2002 12 A World Heritage Industry? Tourism at Hungarian World Heritage Sites, Tamara Rátz - László Puczkó (paper presented at the "Cross Gazes at the Heritage Concept Worldwide at the End of the 20th Century" symposium 7-9 October 1999 ,Laboratoire "Espace et Culture" CNRS, Paris IV- Sorbonne)

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 17. It’s fair to assume that the majority of visitors are motivated by an interest in culture, nature or heritage rather than simply a place’s status as a World Heritage Site. It is likely that World Heritage status in itself offers little in the way of automatic benefit. Instead the reality of the situation is that World Heritage listing provides a range of opportunities to make the most of the brand strength of World Heritage. This is a point Locum made in their report into the economic potential of the Site13.

“(the designation) may provide an opportunity in branding terms to target overseas visitors.”

6.3 Marketing at World Heritage Sites

18. To a certain extent, the marketing of World Heritage Sites is the same as marketing any destination or attraction. However, there are a number of distinct, although not unique, aspects which make marketing World Heritage Sites a specific proposition. These aspects include: · World Heritage designation brings with it a responsibility to protect the Site.

· World Heritage Sites often have complex layers of responsibilities that are shared amongst a range of partner organisations.

19. Using the experience of marketing gained at other World Heritage Sites is one way in which the distinctive marketing appeal of World Heritage Sites can be looked at in more detail. It is also a useful way to learn from the experience of others and apply best practice.

20. In this section we look at two World Heritage Sites. The first, Hadrian’s Wall in Northern England, is relevant because, like the JCWHS, it is a linear site and as such crosses a number of administrative boundaries. The linear nature of the site also creates some specific challenges in terms of transportation and carrying capacity. The second case study is the Giant’s Causeway in Northern Ireland. This offers another good match for the JCWHS as it is, like the Jurassic Coast, a natural World Heritage Site.

21. It should be noted that the decision to look at UK sites is based upon the fact that the target markets will be much the same as for the JCWHS.

Hadrian’s Wall

Nature of Site

· Hadrian’s Wall was built by order of the Roman Emperor Hadrian in AD 122. It runs for 73 miles in Northern England from Wallsend-on-Tyne in the east to Bowness-on-Solway in the west. It was granted World Heritage status in 1987.

· The site includes 10 Local authority areas, 2 Regional Tourist Boards and 750 accommodation SME’s. 11 primary visitor sites are managed by 7 different organisations.

13 Dorset and East Devon Coast World Heritage Site, Strategic Report on Development Potential, Locum Destination Consulting, July 2002

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · An estimated 1.25 million people visit Hadrian's Wall every year, of whom around 500,000 go to the ten forts and museums open to the public. There has been a slight downward trend in visitor numbers in the last two or three years.

· Tourism accounts for 7% of jobs in the Wall corridor.

· Overseas markets targeted include Germany, The Netherlands and Scandinavia.

Roles & Structures

· There are three main bodies that oversee development within the World Heritage Site.

· Hadrian’s Wall Management Plan Committee was established in 1996 to oversee the implementation of the Management Plan. In the same year a Hadrian’s Wall Co-ordination Unit was established. After re-organisation in 2002, the Unit now acts as broker and champion of the Management Plan and concentrates on co-ordinating and promoting the delivery of the Management Plan. The Co-ordination Unit was responsible for bringing initiatives such as the Hadrian’s Wall Path National Trail within the Management Plan approach.

· The Hadrian’s Wall Tourism Partnership is the body charged with sustainable tourism development. Its core funding bodies include all those bodies who manage sites for public access in the WHS together with those local authorities most involved in the promotion of tourism.

· Along with the Co-ordination Unit, it performs an essential co-ordination role, as for instance in encouraging partners to use the overall branding for the WHS in all their publications alongside their own logos.

Tourism objectives

· Hadrian’s Wall Tourism Partnership has the following objectives:

- Increasing the value of tourism in the area - encouraging shoulder season visits - increasing the regional spread of visitors.

Marketing activity

· A new brand was recently developed, Hadrian’s Wall Country, to include area 10 miles either side of the wall. The aim was to increase the economic benefit derived from the Site to a wider area. The brand replaces the previous term Hadrian’s Wall and the Borderlands, which was felt to be too broad.

· Hadrian’s Wall Info Line – a telephone info line set up in 1998 to act as a gateway to other services and sources of information relating to the Wall.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com It is run from Haltwhistle Tourist Information Centre, which had spare capacity to deal with the enquiries.

· Hadrian’s Wall website (www.hadrians-wall.org). The site includes information, accommodation lists, lists of holiday operators, bus timetables, research and archaeology.

· 2003 saw the official opening of the Hadrian’s Wall Path National Trail. Accompanying development of the walking product includes a series of 40 walks that link with the Hadrian’s Wall Path National Trail and the publication of a guide, Where to Stay for Walkers.

· A community arts initiative that links Hadrian’s Wall, local communities using writing. The project involves local peoples’ writing and commissioned pieces from writers. The results are published on a CD ROM and on the website.

· Piloting a national WHS educational kit as part of a UNESCO initiative. The directory lists learning links with the UK National Curriculum, education rates for Roman sites, contact names and addresses, education facilities at sites, accommodation for school groups, suggestions for 1, 2 and 3 day visits, facts, figures and case studies.

· Development of Hadrian's Wall Locally Produced Goods brand. Goods come from producers within 50 miles of Hadrian's Wall World Heritage site - most from within 10 miles of the Wall and are sold in local shops in a branded area called Hadrian’s Wall Local Markets.

The Giant’s Causeway

Nature of Site

· The Giant's Causeway lies at the foot of the basalt cliffs along the sea coast on the edge of the Antrim plateau in Northern Ireland. It is made up of some 40,000 massive black basalt columns sticking out of the sea and was caused by volcanic activity during the Tertiary, some 50–60 million years ago.

· The Causeway Coast WHS sits within the Causeway Coast Area of Outstanding Natural Beauty (AONB).

Structures and Roles

· The WHS is owned and managed by the National Trust and Moyle District Council. The National Trust owns the stones and cliff top footpaths while Moyle District Council owns land around the Causeway Head on which the car park and visitor centre are located.

· No management plan for the World Heritage Site has yet been drawn up, despite the fact that a management plan is a requirement of the UNESCO World Heritage Convention. The Environment and Heritage Service of the Department of the Environment are in the process of co-ordinating the development of a plan.

Jurassic Coast World Heritage Site Marketing Strategy 50 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · There are two main bodies that oversee development of the Causeway Coast (rather than solely the WHS):

· The Causeway Coast and Glens Heritage Trust was formed in May 2002 to provide a mechanism for co-ordinating visitor management and conservation across the Causeway Coast AONB. A key objective is to demonstrate the close relationship between the quality of the local environment and the local economy, particularly tourism by raising awareness of the need for visitor and environmental management and promoting those principles.

· Causeway Coast and Antrim Glens Ltd was originally established by eight local councils in County Antrim. This membership organisation is responsible for the planning and implementation of overseas tourism campaigns. Its income is derived from E.U. Peace funds and from local authority contributions and private sector membership fees. As well as the local authorities, current membership also includes 349 members in the accommodation industry and 66 from other sectors.

Marketing Activity

· Causeway Coast and Antrim Glens Ltd produce the Unlock Your Imagination documentation that includes:

- Main guide - Pocket guide - Golf guide - Cycling guide - Foreign language guides - Walking cards - Angling brochure

· They also produce a website, (www.causewaycoastandglens.com) which covers the WHS and wider area. It operates very much as a destination website with accommodation searching and on-line holiday guides.

· Printed material on the Causeway Coast AONB includes The Illustrated Guide to the Causeway Coast Way and The Giant’s Causeway and the North Antrim Coast.

· The National Trust runs guided walks and talks.

· Moyle District Council operates the Giant’s Causeway Visitor Centre. This houses a range of services including an audio visual show explaining the origins of the Causeway, accommodation booking, tourist information and bureau de change.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 6.4 Joint Marketing Initiatives

22. One of the objectives set for this strategy was to investigate the potential of joint promotion of the JCWHS with other World Heritage Sites. In pursuit of this aim, this section looks at bodies, organisations and sites that are involved in joint promotions.

UK activity

23. Within the UK, there appears to be a lack of co-ordinated marketing linked to World Heritage Sites. The Department for Culture, Media and Sport is responsible for the UK's general compliance with the World Heritage Convention, and for nominating sites in England. The Department’s has provided assistance with the development of management plans for UK World Heritage Sites and also works through its membership of the WH Committee (the body who oversee implementation of the WH Convention) to raise the profile of UK sites internationally.

24. Some work is undertaken by the Local Authorities World Heritage Forum. This is a consortium of authorities with management responsibilities for WH sites around the UK. The Forum holds meetings and conferences and also produces a guide to World Heritage Sites, although this is more informational rather than promotional in nature.

25. Another body with some involvement is the Cultural Tourism Committee of the UK branch of the International Council on Monuments and Sites (ICOMOS-UK). Its role is wide ranging but includes: · Promoting the concept of World Heritage in the UK.

· Advising stakeholders in existing UK World Heritage Sites.

· Encouraging national and international best practice in the management of UK World Heritage Sites.

· Establishing links with other ICOMOS national and international committees over matters concerned with World Heritage. 26. ICOMOS has good potential as a source of ideas and as a forum to exchange best practice. However the development of funded tourism campaigns seems to lie outside of its current remit.

27. The lack of co-ordinated marketing has not gone un-noticed by UK World Heritage Sites. The Management Plan for the City of Bath World Heritage Site states:

“There is limited co-ordination for any joint promotion of the World Heritage Sites of the UK. Joint promotion of the UK World Heritage Sites at a national level would help to raise awareness of world heritage issues and in particular their potential as resources for education, culture and leisure activities Joint promotion overseas could help to attract visitors to the UK World Heritage Sites” 28. At present it is unclear whether the recently formed VisitBritain, the UK national tourism organisation, will use World Heritage Sites as part of its overseas or domestic tourism offering.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Overseas activity

29. A review of plans and literature relating to overseas World Heritage Sites suggests that there is a more pro-active approach to co-ordinated tourism marketing at a national or pan-national level. 30. For instance the German and Austrian Tourist Offices have been working together to develop a number of bookable package deals that link 16 of the 35 UNESCO World Heritage Sites located in the two countries with a series of routes. The routes use Munich, Cologne and Vienna as ‘hubs’ and are promoted under the heading “Two Countries and Four Trails”.

31. In Canada, the country’s Tourism Commission has highlighted World Heritage Sites as one of six themes to be promoted as ‘new products’ to Japanese tour wholesalers. 32. The UNESCO World Heritage Centre, the United Nations Environmental Programme (UNEP) and RARE Centre for Tropical Conservation have collaborated to link conservation of biodiversity and sustainable tourism at six World Heritage sites. A key project component involves working with tour operators and other private sector providers to create sustainable tourism products and sustainable management systems.

6.5 World Heritage Sites – Conclusions

33. After completing this review of issues relating to the extent and marketing of World Heritage sites, the following conclusions are offered:

· World Heritage status provides a very useful way in which to convey to visitors and potential visitors the quality of a particular site. However, as most visitors are not motivated by the simple fact of a site’s designation, there is a need to ensure that maximum leverage is gained from the WH brand through effective marketing campaigns.

· There is some limited evidence from Australia that numbers of overseas visitors increase at sites once inscribed on the WH list. However more research is required to ascertain whether this uplift can be expected at European World Heritage Sites.

· From the case studies presented in this chapter it is clear that World Heritage Sites involve complex management issues that involve the careful balancing of conservation with other aspects such as tourism. Sites are also typified by a complex range of stakeholders with different objectives and responsibilities. For a WHS to be effectively managed there needs to be a high degree of co-ordination and partnership working. For this reason, the JCWHS needs to place considerable emphasis on ensuring that its structures and roles are working effectively. There is also a need to ensure that a key tourism asset such as the South West Coast Path is able to be brought under the Management Plan framework for the JCWHS.

· There is an opportunity for the JCWHS to work selectively with other UK World Heritage Sites in order to develop mutually beneficial marketing programmes. Due to its geographical proximity, the City of Bath World

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Heritage Site presents a possible partnership opportunity worth exploring. An assessment of working closely with Stonehenge should also be considered.

· JCWHS should regularly review the tentative list of potential WHS to identify other possible partners (e.g. Cornish Mining World Heritage Site bid).

· As we have seen, a number of national tourist boards are running international campaigns themed around World Heritage Sites. There is scope for VisitBritain to adopt such an approach. Effective lobbying by the JCWHS through its membership of ICOMOS-UK and LAWHS would make the chances of such a campaign being adopted more likely.

· JCWHS should look to form strategic marketing alliances with overseas WHS, particularly those with common elements such as geological designations or coastal locations.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com PART TWO: MARKETING PLAN

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 7 AIMS AND PRINCIPLES

1. This chapter considers some underlying objectives and principles relating to sustainable tourism and to Site designation and management. These, coupled with the contextual analysis set out in part one, form the basis for identifying aims and principles for the marketing plan.

7.1 Principles of sustainable tourism

2. It is now widely accepted that strategies for the development and promotion of tourism in destinations should address issues of sustainability. This is particularly important in destinations which have been specially identified or designated on account of their intrinsic values. The forthcoming Ten Year Action Plan for tourism in the South West will be embracing sustainability as a mainstream requirement (the previous notion of a separate ‘sustainable tourism’ strategy having been rejected).

3. There is no clear and agreed definition of sustainable tourism. In general, this is seen as tourism that is in line with the principles of sustainable development which have evolved at a global level over the last 10 years. These are concerned with:

Economic sustainability. This is about maximising income from tourism that is retained locally within communities, about the long term viability of tourism enterprises, and about the quality of employment generated.

Social sustainability. This is about the impact of tourism on the quality of life of the local population and about self-determination of future development strategies at a local level. It is also about equality of opportunity, both for local people in terms if opportunity to benefit from tourism and for visitors in ensuring accessibility to fulfilling experiences for all.

Environmental sustainability. This is about minimising negative impacts from tourism on the global and local environment and about finding ways in which tourism activity can raise awareness and support for conservation.

4. These principles form the basis of various charters and codes relating to destinations, such as the European Charter for Sustainable Tourism in Protected Areas. They are also reflected in the former ETC’s Strategy for Sustainable Tourism Time for Action.

7.2 Designation and management objectives

5. It is important at the outset that the marketing plan should reflect the meaning and purpose of the designation of the coastal strip as a World Heritage Site. Nothing has changed here, there has been no new discovery or development, simply the area has now been recognised by an international scientific and educational body as having a special feature which is significant at a global level and therefore of ‘outstanding universal value’. In the case of the JCWHS, this feature is its geology.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 6. This designation by UNESCO does not place any duty or requirement on the area in terms of tourism marketing. It does, however, require commitment to the protection of the site for future generations and that an agreed management plan be implemented. The management plan for the JCWHS sets out some clear objectives which have implications for tourism marketing. These can be paraphrased as:

· To ensure that human activity does not reduce the quality of coastal exposures of geology, including promoting responsible collection of fossils (Objective 1). · To welcome visitors to the Site at levels which it can sustain. Under this objective, specific reference is made to: maintaining access by foot, including the SW Coast Path; providing information about the Site at international, national and local levels, which encourages visiting at levels it can sustain; providing high quality information and interpretation at the main access points; promoting viewing of the Site by boat; and managing the transport impacts of visitors (Objective 3). · To encourage use of the Site by educational groups of all ages, and providing a high quality range of educational information and services (Objective 4). · To ensure that WHS status is used responsibly in all aspects of publicity relating to the Dorset and East Devon Coast, and assists wider sustainable development objectives within Dorset and East Devon (Objective 6).

7.3 Marketing aims

7. In line with the principles of sustainable tourism and the management plan objectives, the following three general aims of the marketing strategy are proposed:

· To utilise the recognition of the coast as a World Heritage Site to strengthen the local economy and performance of tourism enterprises in the surrounding area.

· To increase awareness, understanding and enjoyment of the special qualities of the Site amongst local people, local enterprises, educational groups and all types of visitor.

· To help to conserve the Site through effective visitor management and raise support for its conservation from visitors and the tourism sector.

· To increase the quality of the visitor experience.

7.4 Principles behind the marketing plan

8. These aims and the context of sustainable tourism in which they are formulated, point to a number of specific principles for the marketing plan which should guide the action taken. The plan should not be about using the Site and its associated brand in the blanket promotion of the area for tourism but should be carefully constructed abound these principles. They convey a responsibility to be accepted by all those involved in the Site and its related tourism.

Underpin a quality of management and of experience

The whole ethos behind WHS designation is about quality at a world level. Quality must be a core value to be reflected in the way any WHS brand is promoted, in the product behind the brand and in the way it is managed. This

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Be sensitive to capacity issues

The Management Plan refers to respecting the carrying capacity of the Site. Although in general it appears that the Site is quite robust, there are concerns about traffic congestion, about places where visitation is very heavy on certain days (e.g. Lulworth), and about activities which can be damaging (e.g. certain types of fossil collecting). This has implications about the types of access, activity and periods which are most actively promoted. It also suggests that marketing should be led or at least influenced by those with knowledge of these issues, and that impacts should be regularly monitored and fed back into annual decisions about marketing.

Seek increased visitor spend when it is needed

The economic benefits to be derived through tourism should meet identified need. Our consultation revealed widespread opinion that there was no need to encourage more visitors in the summer. Emphasis should be placed on promoting visits out of season, increasing the spend per head of visitors who do come to the area, and maximising the proportion of this spending that is retained in the local area. This is in line with both economic and environmental needs.

Encourage ‘sensitive exploration’ of the Site and associated themes

This is a large, linear site with a wide variety of places where it can be accessed, together with associated visitor attractions and events. An important principle is to enable and encourage access to, and appreciation of, the whole site in ways which are sensitive to the environment. Promotion of ‘sensitive exploration’, should point out that there are a lot of places to visit and things to do (so encouraging more spending and repeat visits), while also emphasising access by foot, boat, bus etc.

Promote appreciation and enjoyment by all

Although there is a need for the marketing plan to be constructed around identified market segments, the principle should be to encourage appreciation and enjoyment of the Site by all types of visitor. This is also in line with the regularly repeated call from tourism officers and enterprises for the value of the WHS designation to be used to strengthen the appeal of the area to general visitors rather than just niche markets.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 8 MARKET SEGMENTATION

1. This chapter provides a systematic assessment of a range of market segments. The chapter is split into two main sections. The first section provides market profiles for a number of market segments whilst the second section provides a rating for the relative attractiveness of each of the segments based upon a number of criteria.

8.1 Segment Assessment

2. The assessment is presented here in summary form. The full analysis can be found as Appendix 2, where information about each market segment (i.e. definition, size of market, characteristics, what the market is looking for) is provided along with a commentary on issues that relate specifically to the JCWHS.

3. The list of segments to be assessed has been drawn from comments received during the consultation process undertaken as part of the development of this marketing strategy. The list has also been informed by market segments identified in the Site’s Strategic Development Report and Education Strategy.

4. The segments analysed are split into two sections based upon the methods used to segment the market. The first section covers demographic segmentation methods (i.e. characteristics such as age or stage of life) and those based on tourism product (i.e. cycling). The second section looks at segmentation of the market from the point of view of psychographic values. This includes such aspects as motivations, outlook and attitudes. The rationale for each approach is provided in the respective sections.

Demographic / Product Segments

5. The use of demographic and product characteristics to segment tourism markets is a very widely adopted approach. One of the greatest assets of this approach is the relative ease of relating these segments to marketing tactics.

6. This section uses a mix of demographic criteria (i.e. family life-stage), product attributes (i.e. length of holiday) and product type (cycling).

7. The segments chosen are those which we feel have most potential relevance to the JCWHS in the light of the aims and principles outlined above.

8. The following segments are included:

· Domestic long holidays. · Domestic short breaks (pre-family, family, post-family) · Overseas visitors (Germany, Netherlands and USA) · Activity and special interest breaks (walking, cycling, watersports & coastal pursuits, special geological interest) · Educational groups (higher education, school visits). · Business tourism. · Day visitors (both independent and group visits). · Visitors to friends and relatives.

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9. These are people on holidays of seven nights or more. This segment accounts for 24% of all holiday trips in the South West. The South West is of most appeal to families and those in the post family lifestage. The quality of accommodation is important for all groups. Those with families are looking for a range of activities and things to see and do. The availability of indoor attractions is also a consideration. Those in post-family lifestage tend to visit outside of school holidays and are more likely to be interested in serviced accommodation. In terms of trends, UK long holidays of a week or more are in decline. Overseas destinations are now the preferred option for many. Although declining or at best static, the long holiday market is still important in the area in terms of volume and value.

D2 Domestic short breaks

10. Short break takers include people taking 1 to 3 night breaks, usually at weekends, but also the growing number of people taking longer breaks of up to six nights, which has been identified as a particularly important market for the South West. Short breaks of 1 to 6 nights account for 71% of all UK holiday spending. Shot breaks have seen significant growth in the last 10 years and this is forecast to continue. Three separate segments are identified:

D2a Pre-family 11. These are people aged 15-34 travelling with no children. They account for 22% of all short breaks taken in the South West. Breaks are seen as a way to explore different parts of the country or to pursue an activity. Good quality hotel accommodation is preferred but those seeking an activity-based break are as likely to use self-catering accommodation. This segment is potentially attractive in terms of seasonality and spending objectives. However, this is a competitive market segment. The market is particularly attracted by city and activity breaks and simply the scenic quality of the JCWHS is likely to be of less strong appeal.

D2b Family 12. These are family groups with dependent children aged under 16. They account for 17% of all short holidays taken in the South West. They currently provide an important market for parts of the study area. Families with pre-school aged children are not constrained by school holidays so are a good prospect for off-peak season development. Self-catering is more important to this market than serviced accommodation, as is the presence of a good range of visitor attractions, events and shops. The presence of coast and countryside and the good range of indoor and outdoor attractions mean that the JCWHS provides a good ‘product fit’ with this segment. Activities such as fossil hunting and boat trips of the coast also add to the appeal of the area for this segment.

D2c Post-family 13. These are people aged 55 and over travelling without children. They account for 28% of all short holidays in the South West. They currently form a very important market in the JCWHS area. They tend to have high levels of disposable income and are not constrained by school holidays and so are particularly suited for destinations seeking relatively low impact and high value tourism out of season. They like to explore different areas of the UK but also return to places that are familiar. They enjoy walking in the countryside as well as visiting attractions. Quality of

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D3 Overseas visitors

14. Overseas visitors account for only a small proportion of current tourism in the region (around 6% of trips). Leisure visits from overseas tend to be quite seasonal, which is also a disadvantage. However, the relatively high spend of this sector and the relevance of World Heritage Status internationally makes it of interest. Within this broad sector we have concentrated on three markets, Germany, the Netherlands and USA, which are particularly important in the region and are primary target markets for the DACOM and DNFP marketing groups.

D3a Germany 15. In the South West, Germany accounts for 12% of the Region’s overseas visitors. Half of Germans entering the UK are aged 25 – 44 and 61% come in the Summer months. The majority travel independently, although just under half are on inclusive tours. German visitors enjoy historic towns, cities and countryside, as well as gardens, heritage attractions and cultural facilities. Value for money is a big consideration and green issues are important to this market. Word of mouth, travel agents and internet are (in order of importance) the three most important sources of information on destinations. Prospects for this market in the South West look good, with considerable growth forecast for the next ten years.

D3b Netherlands 16. Britain is the 9th most popular destination, with 1.4m trips to the UK per year. The Dutch will go ’off the beaten track’ and will travel to all parts of the country. Seasonal spread is good with 75% of total traffic taking place outside the peak July-September period. Holidays to Britain will usually include some degree of walking or cycling. The Dutch seem to enjoy most sports and outdoor activities. Green travel products, whether walking, cycling, camping, visits to gardens or simply escaping a crowded urban life are increasingly in demand. Accommodation has to be clean. Providing good quality pre-visit information is important as the Dutch rigorously pre-plan and research their itinerary.

D3c USA 17. In terms of market size, the USA is the single biggest market for the SW and accounted for 17% of all overseas visits in 2001. Around half of US travellers visiting Britain are over 45. The main segments are boomers/seniors aged 55 and over (who have the time and money to travel), college students and affluent singles and couples with no children. History, heritage, arts and culture are particularly strong pulls, as are quaint villages and the desire for an ‘English experience’. Quality is a key issue with high levels of service and value for money expected. B&Bs, star hotels and inns are likely to be the favoured accommodation choices amongst older visitors. This market is unpredictable at present although in the longer term prospects are good. However the market is set to remain very seasonal and is therefore not a particularly good candidate for development during the off-season.

D4 Activity and special interest breaks

18. This sector is defined as UK residents taking holidays and breaks where an activity of special interest forms the main motivation and purpose of the holiday.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 30% of adults have taken an activity holiday, and nearly half (47%) are interested in taking such a holiday. In 2001, 18% of UK holidays were taken with a primary purpose of undertaking an activity. Just over half of these were centred around outdoor pursuits with the remainder devoted to more “soft” activities. The South West has a 13% market share of the UK activity market.

19. In order to provide a more developed segmentation of this market, we have broken this segment into a number of sub-segments. Some are product-orientated segments with others are geared around a particular interest.

D4a Walking 20. This segment includes holidays where walking is the main purpose of a holiday or a holiday where walking forms a major part of the activities undertaken. Walking is the most popular holiday activity in the UK with four out of five people engaged in some walking whilst on holiday. However, organised walking holidays appeal most to people travelling without children.

21. The needs of walkers ranges from those seeking a few short strolls in the countryside to those looking for a challenging walking holiday using a long distance routes. A few years ago a segmentation of the walking market was undertaken by ETC. ’Leisure Explorers’ enjoy gently undulating scenes close to civilisation. Family- run B&Bs, hotels and farmhouses on the outskirts of a village or town are ideal accommodation choices for this sub-segment. ‘Older Organised’ appreciate scenery and landscape and are willing to get a bit wet. They like the idea of walking along a route from one base to the next. Packages involving personal guides, top quality accommodation and gourmet local food are appealing to this group. ‘Young Socialisers’ want a wild, rugged, unmanaged walking experience and enjoy walking National Trails. They prefer basic accommodation. ‘Young Adventurers’ prefer not to be out in the wilds and are highly likely to want circular walks. Accommodation needs are for a higher level of comfort in B&Bs and Inns. ‘Family Actives’ look for simple short walks to do as part of a general holiday of 1 week or more.

22. In general terms, walking also offers a viable sustainable tourism product and is a good prospect for off-season and overseas development. The JCWHS is of potential appeal to many of the types of walking visitor listed above.

D4b Cycling 23. This segment includes those on holidays where the primary purpose is cycling, (i.e. cycle tourists) and those where cycling is an activity on a more general type of holiday. (i.e. holiday cycling). 1% of adults in the UK have taken a cycling holiday, whilst 7.4% are interested in taking a cycling holiday. 1% of overseas visitors say that cycling is important in their decision to visit. The completion by 2005 of Route 2 of the National Cycle Network will offer an opportunity to develop the cycle tourism market segment. However, the current lack of extensive traffic-free cycle paths in the area means that the potential for the holiday cycling market is relatively small.

D4c Watersports & Coastal Pursuits 24. This segment covers a range of activities including ‘traditional’ watersports such as water-skiing, fishing, windsurfing, diving, sailing. Also included are more ‘extreme’ activities such as kite-surfing, coasteering and coastal cliff climbing. Watersports holidays have been taken by 9% of the UK population, with a further 10% interested.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 47% of 20-24 year olds would like to go on one or other of the watersports holidays. The area already has a well-established range of watersports and coastal tourism products but there are considerable challenges associated with the development of these tourism activities in a way that is compatible with the conservation requirements of the World Heritage Site.

D4d Special interest Geo-tourism

25. The term geo-tourism is sometimes defined as the provision of facilities, services and products that promote the value and social benefit of the geologic and geomorphic aspects of places. It can relate to the vast majority of visitors to the JCWHS who will have no active interest in geology but who may be encouraged to engage with this aspect of the WHS. However, more precisely it can refer to a niche segment of people with a special interest in geology, and this is the segment we identify here.

26. This segment includes individual amateur and professional geologists visiting alone, with members of their family, or in special interest groups. Many amateur geologists are in the family or post-family lifestages. The market is likely to be predominately made up of AB socio-economic groups. Estimates of market size can be implied from the membership of relevant organisations. There are currently 18 local Geologists Association Groups around UK and 49 geology associations in England, Wales and Ireland that are affiliated to the Association. The Geological Society of London has over 9000 members.

27. Amateur geologists travelling with family members want high quality self-catering accommodation if they have children and B&B/hotel accommodation if not. They also want a range of indoor and outdoor attractions and shopping to keep the rest of the family happy. Groups of geologists may want basic accommodation with communal facilities whilst smaller groups may also use family-run B&Bs and hotels. The Geologists market will remain a very small niche market but one that is likely to respond well, even to small amounts of active promotion. It is also a market that offers good year-round potential with conditions for geological observation (i.e. landslips) taking place outside the peak summer period.

D5 Educational Groups

28. Two group markets are explored in this section. These relate to market analysis contained in the report A Strategy for Education for the Jurassic Coast World Heritage Site.

29. Given the aims of this strategy, residential visits rather than day visits are to be the focus here. This is due to the larger spend associated residential visits.

D5a Higher and further education groups 30. These are visits organised by colleges and universities. In a national survey into school trips, Devon accounts for 13% of all higher education trips and 11% of further education trips whilst Dorset accounts for 6% of higher education and 8% of further education trips. Both the further and higher education markets are relatively loyal to tried and tested locations. The most preferred accommodation type amongst higher education groups are hotels whilst further education groups favour study field centres and youth hostels.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 31. The availability and cost of group accommodation, the natural resources of the location, the cost of travel to the destination and the availability of special deals are of the highest importance. In terms of information and services required to attract groups, a specialised brochure about residential field trips is thought most useful.

D5b Primary and secondary school groups 32. The Dorset Coast Forum estimated that 250,000 students visited the Dorset coast or countryside per year. The main attractors are a high quality of natural environment with clear links to the National Curriculum together with a plentiful supply of budget accommodation. There is also considerable numbers of students attending language schools in the Anchor Towns.

33. Accommodation for school groups needs to be able to cater for large numbers of children i.e. being able to take a whole year group as opposed to small groups as this can cause havoc back at school trying to provide teacher cover. With younger children, exclusive use of accommodation is often required for safety reasons. promotion to schools needs to be done co-operatively, with all members of the tourist industry in the area contributing to a total package.

D6 Business tourism

34. This segment encompasses UK residents staying overnight for reasons connected with work and business (i.e. business meetings, sales calls) and in the course of attending a conference, exhibition or as part of an incentive trip.

35. Business tourism represents 9% of all domestic trips and 13% of domestic expenditure in the SW. The Anchor Towns of Exeter, Poole and particularly Bournemouth already attract significant amounts of business tourism. Beyond these major players the lack of large-scale facilities means creativity is needed to develop this potentially lucrative market. Options worthy of further development include the attraction of specialist conferences relating to the Site’s themes, encouraging business tourists to return to the JCWHS as leisure travellers and working with conference organisers to develop itineraries that include visits to the JCWHS.

D7 Day visitors

36. This segment consists of both independent leisure day visits from home or day visits taken as part of a group (often by coach). In 2001 it was estimated that the SW region received 148m day trips with an associated spend of £3.7bn. The group day visit market represented just 2.7% of the total day visits market in the SW.

37. The importance of the coast to this market can not be underestimated for independent day visitors although it is less important for groups. For the latter, entertainment-themed attractions and picturesque towns and villages are popular. Some parts of the area are too far from major centres of population to do well from the day visitor market however there is scope for the development from the Anchor Towns. Strong growth forecasts for the segment (20% between 2001 and 2011) and current good performance means day visits will remain an important market for the region but low spend per visitor, the seasonal nature of many day visits and concerns about the impact on congestion of increased coach trips means the strategic fit within the JCWHS marketing strategy’s aims is less than perfect.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com D8 Visiting Friends and Relatives

38. This segment consists of residents of the UK staying overnight where their prime reason for visiting is to spend time with friends and relatives (VFR).

39. In 2001 there were 4.5m VFR trips (12% of all VFR trips in the UK), 10.8m VFR nights and spend of £362m in the SW. VFR accounts for 19% of all tourism trips in the SW (30% in Devon and 13% in Dorset) but only 9% of all tourism spend because of the relatively low spend on accommodation. The region attracts more VFR trips per head of population than any other region bar Cumbria.

40. The segment is a good prospect in terms of its current size, performance and even spread of trips throughout the year and across destination types. However the low spend associated with this segment means that its attractiveness is somewhat lower than other segments.

Psychographic segments

41. Complementing the previous analysis based on demographic and life-stages is a market assessment that divides the market into segments based on psychographic values. This includes looking at mental processes within an individual rather than assessing some outward characteristic such as age. Examples include such aspects as motivations, outlook and attitudes.

42. The segments included here have recently been adopted by VisitBritain and have been the subject of further study in the South West region by South West Tourism. Arkenford Market Modelling and Research Company (the firm who drew up the original segments for VisitBritain) were commissioned to come up with a profile of current holiday takers in South West. They were also asked to identify those segments showing most potential for the development of new business.

43. They identified eight pyschographic profiles to define UK holiday markets: · Style Hounds, Followers, Cosmopolitans, Traditionals, High Street, Habituals, Discoverers and Functionals.

44. Of these eight, three are considered to be of most relevance to the JCWHS in terms of their likelihood to choose the South West for a short-break during the off peak season and their potential response to the themes and experiences offered by the Site. These segments are Traditionals, Cosmopolitans and Discoverers.

45. It is likely that that the forthcoming Ten Year Action Plan for tourism in the South West will be built around thematic brands and campaigns informed by this kind of psychographic segmentation. It is therefore important that the JCWHS reflects this in looking in future at the types of regional initiative with which to associate. It is for this reason that we present this analysis

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com P1 Traditionals

46. The Traditionals segment is a main-stream market whose members value good service and are willing to pay for it. They make up 12.7% of the short break markets and take more than 50% of their short breaks in England. York, the Lakes, Devon, Devon, Cornwall and the Isle of Wight are all popular options. The Traditionals segment are likely to enjoy visiting attractions on offer when on holiday. They prefer traditional attractions, museums, galleries, gardens, churches and historic sites. In the evening they enjoy visiting the theatre or arts events.

P2 Cosmopolitans

47. Cosmopolitans are strong, active confident individuals, who do what they want rather than follow any particular fashion. Life for this group is full and active, yet peace and relaxation is still valued in the right circumstances. They make up 21.6% of the short break market making it the most active group. For a short break, favoured options include city breaks but also more scenic locations. They are a young segment. Over 40% are aged under 35 (a quarter aged 16-25). Over a quarter of the group are pre-family, a third with family and a further 38% post family. Pre- dominantly C1 people, a quarter are from AB socio-economic groups. They enjoy activity holidays or a holiday with a theme or a chance to get ‘off the beaten track’. Seeking a holiday that has a low impact on the environment is also attractive.

P3 Discoverers

48. Discoverers are independent of mind. They are the group least likely to be worried about what others might think. They are little influenced by style or brand unless it represents values they are seeking. They value good service, enjoy intellectual challenges but arts and culture are not really an important part of who they are. Discovers make up 13.8% of the short break market and 11.3% of the long holiday market. This group are more likely than most to holiday off the beaten track, and express some interest in activity holidays or those with a theme. They are less likely than the norm to go to familiar destinations. They are three times more likely to stay in England for a weekend away rather than go abroad.

· Domestic long holidays. · Domestic short breaks (pre-family, family, post-family). · Overseas visitors (Germany, Netherlands and USA). · Activity and special interest breaks (walking, cycling, watersports & coastal pursuits, special geological interest). · Educational groups (higher education, school visits). · Business tourism. · Day visitors (both independent and group visits). · Visitors to friends and relatives.

8.2 Segment Scoring

49. This section presents a scoring of each of the market segments against a set of characteristics covering the following aspects:

· Spend per head: Figures for average spend per head per night have been calculated using a variety of statistical sources (e.g. UKTS, MINTEL

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· Seasonality: The extent to which the segment provides a tourism product that will generate visits away from the peak season.

· Total volume: Some of the segments represent small niches whilst others are mainstream, high volume markets. Niches will score lower on this measure than high volume markets. (Volume relates to overall spending values)

· Competition: The extent to which there is extensive competition to attract a particular segment. A rating of 1 would indicate lots of competitors, whilst 5 would reflect a more specialised market with fewer competitors.

· Product-fit: To what extent is the JCWHS well suited to develop this segment based on the objectives of its designation and the area’s product characteristics.

50. Each segment is scored from 1 to 5 with 1 being the lowest rating and 5 being the highest. The average rating across all the criteria is then calculated.

Relative scores for segments Spend per Relative scores for segments / head per products day e n y m t r o t i i i l u e l t f i

a e t p o t

n g e c V d o a

p u l r n s d d a m e e a t a o o v p e r o e S h S T C P A Domestic long holidays £32.00 2 1 4 1 4 2.4 Domestic Short breaks Short breaks (pre-family) £83.62 4 3 3 1 2 2.6 Short breaks (family) £64.00 3.5 2 2 1 3 2.3 Short breaks (post-family) £56.64 3 4 4 1 5 3.4 Overseas Markets Germany £48.20 2.5 3 1 3 4 2.7 Netherlands £65.90 3.5 4 1 3 5 3.3 USA £54.00 3 2 1.5 3 3 2.5 Activity and special interest breaks Cycling £64.85 3.5 3 1.5 3 3 2.8 Walking £23.00 1.5 3 4 3 5 3.3 Watersports and Coastal Pursuits £35.00 2 2 2 4 2 2.4 Geo-tourism £45.00 (est) 2.5 4 1 5 5 3.5 Educational Groups £20.00 1 4 3 2 5 3 Business £73.00 4 4 4 1 1 2.8 VFR £33.00 2 2 4 2 4 2.8 Day Visits £26.00 1.5 1 4 3 2 2.3

Jurassic Coast World Heritage Site Marketing Strategy 67 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 9 STRATEGIC APPROACH

1. This chapter seeks to set out a clear strategic approach to tourism marketing for the World Heritage Site, based on the principles and aims previously stated and addressing the market segments identified in the last chapter. It also reflects the current context of tourism marketing analysed in Part One.

9.1 Treatment of market segments

2. The aims and principles established for this strategy point to a need to influence general visitors, adding value to the appeal of the area for them and to their stay, as well as promoting to more specific market segments. They also underline the importance of economic and environmental impact issues in developing the marketing strategy.

3. In the light of this, and the analysis of segments made in the last chapter, the following prioritisation of segments and the approach to make to them is proposed.

Primary market segments

D2c Short breaks – post family 4. Highest priority owing to the size of the segment, flexibility in travel period and interest in gentle outdoor activities and exploration. Approach: · Improve impact of JCWHS in general destination promotion. · Significantly improve JCWHS website for general potential visitor enquiries. · Encourage sensitive exploration through print based information. · Encourage loose packaging of break offers. · Improving opportunities for sensitive exploration, including boat and bus. · Strengthen off-season events. · Generate media coverage. · Improve orientation of visitors through signing, TICs, and hosts. · Improve serviced accommodation quality.

D4a Activity holidays – walking 5. Extremely relevant to the JCWHS as it is a significant market segment rather than a small niche, relates directly to the concept of sensitive exploration, reflects the linear nature of the site and can make use of existing product, notably the SW Coast Path. Product and information for this segment are also very relevant to other domestic segments such as D2c, and the overseas segments D3. Approach: · Develop and promote a new JC branded campaign – Walking Through Time. · Prepare web and print information associated with the above. · Work with others to improve the walking product at all levels. · Encourage and assist private sector enterprises to promote product linked to this brand. · Link walking to public transport. · Develop walker-friendly schemes and events.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com D4d Special Interest Geo-tourism 6. Although this is a very small niche market, we believe it should be considered as a primary market segment owing to the special relationship with the international recognition of the site and the experience it offers. Approach: · Development and maintenance of a database. · Direct marketing to database, including e-newsletter. · Inserts into specialist media. · Pursue overseas as well as domestic groups/members.

Secondary market segments

D2b Short breaks – families 7. The area already receives a significant number of family holidays, including short breaks and additional holidays. The theme has potential appeal to this market, especially fossils and association with dinosaurs, but seasonality is a negative suggesting this should only be a secondary market. Approach: · Largely as for D2c above, but also: · Create a Jurassic Coast for kids brochure. · Offer, and specially identify, events for children.

D3 Overseas market segments 8. Overseas visitors should be seen only as a secondary market due to the market size and cost of access, but should be the subject of marketing activity owing to the international status of the Site and visitor spend. Priority should be given to the European identified segments (D3a Germany and D3b Netherlands) owing to their interest in the environment and walking. Approach: · Develop high profile presence for JCWHS in DACOM and DNFP campaigns. · Offer information and assistance to media and tour operators. · Carry some language information as a welcome on JCWHS Website. · Lobby for greater exposure of UK World Heritage Sites by VisitBritain. · Seek promotional links with other UK World Heritage Sites and European paleantological World Heritage Sites. · Extend Walking (D4a) and Geo-tourism (D4d) campaigns overseas.

D4b Cycling 9. This segment is potentially important owing to the opportunities it offers for sustainable exploration and to the general growth in holiday cycling, but is restricted by infrastructure and terrain. · Work with the development and promotion of NCN Route 2. · Add cycling information to website and other information material. · Consider adding bike trailer to Jurassic Coast bus. · Encourage cycle friendly accommodation and services.

D5 Education markets 10. These segments are important in their own right but also generate useful income as a form of tourism.

Jurassic Coast World Heritage Site Marketing Strategy 69 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com The approach should follow the JCWHS Education Strategy that we fully endorse. Particular tourism/promotional elements include: · Developing accommodation packages and discounts. · Establish web-integrated database. · Develop direct marketing and communication via flyer, e-newsletter etc. · Offer fam. trips to teachers.

Tertiary market segments

D1 Long holidays 11. As many visitors to the area, especially those in self-catering and holiday parks, will be on long holidays, it is important to address this market. Opportunities for using the JCWHS to add to the visitor experience, and hence chances of repeat visiting and distribution of spend, should be pursued. Emphasis should be on addressing visitors already in the area, and promoting opportunities for sensitive exploration. Approach: Certain elements as under D2c and D2b, but with an emphasis on: · Orientation of visitors. · Children’s information and events. · Boat trips and other interpretation.

D2a Short Breaks – pre-family 12. A potentially important market for short breaks. It is considered only as a tertiary market owing to propensity of the segment to take city and overseas breaks. Approach: · No particular product or marketing initiative specifically designed for this segment is envisaged. However, many people in this segment will behave like the post- family segment and respond to marketing activity aimed at that segment. · Strengthening the events programme to include arts events could be of value here.

D4c Watersports and coastal pursuits 13. The current presence and growth of these activities means that this segment should be addressed. There are a number of product development, environmental and visitor management issues associated with it relating to the World Heritage Site. Approach: · Pursue ways of communicating environmental issues to operators and visitors. · Refer to these pursuits as a potential component of the offer for certain types of short breaks, especially in relation to certain lifestyle and psychographic segments (see following section).

D6 Business Tourism 14. Business tourism is already very important in the Anchor Towns of Exeter, Poole and Bournemouth. However, the limited availability of large-scale facilities elsewhere means that development potential lies with: · Encouraging visits to the JCWHS by business tourists attending conferences in Anchor Towns. · Attracting specialist, smaller scale events and conferences centred around subjects such as geology, world heritage site management, coastal protection and sustainable tourism.

Jurassic Coast World Heritage Site Marketing Strategy 70 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com D7 Day Visitors & D8 Visiting Friends and Relatives 15. Day visitors represent an important market not just in volume terms but also because there is a strong local element (75% of independent day trips have a round trip distance of 75 miles or less). VFR is also very popular to this area. This provides a good opportunity to raise awareness of the Site and convey conservation messages. Approach: · Use events as a hook to draw day visitors/VFR. · Ensure good local distribution of JCWHS printed material. · Develop local advertising and media relations (as proposed in JCWHS Communication Strategy). · Develop effective gateway and directional sign-posting for JCWHS. · Work with private sector enterprises, particularly in the food and drink sectors, to carry the JCWHS conservation piece of print (see 9.4 Creating a Family of Information and Publicity print). · For the organised day visit market, work with selected coach tour operators to develop off-peak season packages and accessible and creative interpretation of the JCWHS (e.g. boat trips).

Psychographic Segments

16. The pyschographic segments should not be treated as mutually exclusive from the demographic segments. Primarily they enable further sophistication to be applied to the treatment of the short break segments 2a, 2b and 2c.

17. As was explained in the previous chapter, identification of these segments could provide a way for the JCWHS to link to possible forthcoming campaigns by South West Tourism based around thematic brands. The company that identified these segments is currently involved with market research to identify databases and household locations of people falling into the different segments. This may allow direct marketing by SWT and its partners of relevant brand products, which would provide a specific marketing opportunity for the future.

18. The order of priority that might be given to the three segments we have singled out, in the light of objectives and product strengths, is as follows:

P2 Cosmopolitans 19. Important owing the large size and level of activity of the group. The are particularly relevant to the JCWHS as they enjoy scenic locations, activities and may be environmentally conscious. The will form a component of D2c (post family short breaks) but in particular are like to embrace the element of D2a (pre-family short breaks) that are likely to respond to the JCWHS. Approach: · Consider SWT campaign development (as above). · Pursue activities as for D2c. · Target suggested new walking campaign at them (see D4a). · Include reference to watersports and coastal pursuits in image and offers (see D4c).

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com P3 Discoverers 20. Although a considerably smaller segment than the cosmopolitans sector, this segment is important owing to its interest in themes and experiences off the beaten track. Approach: · Consider SWT campaign development (as above). · Pursue activities as for D2c. · Target suggested new walking campaign at them (see D4a).

P1 Traditionals 21. This segment is important owing to their propensity to take short breaks in England including the South West. They are more likely to enjoy the JCWHS quite passively, visiting associated attractions and the nearby market towns etc. Approach: · Consider SWT campaign development (as above). · Pursue activities as for D2c.

9.2 Brands and structures

22. Fundamental to the successful implementation of a marketing strategy for a destination is to develop a clear understanding of the structure of destination brands, how these relate to products and thematic brands and the implications of, and for, existing structures and campaigns.

23. Previous studies and action on tourism marketing relating to the WHS have led to the following:

· Development of a name and brand image for the Site: Jurassic Coast World Heritage Site. · Development of a set of information material for the Site, application of the JCWHS brand to certain other activities and material (e.g. the coastal bus), and some promotional activity for the Site. · Introduction by the Locum report of the concept of ‘World Heritage Coast’ to cover the coast and a wide inland area, but without a definition of the inland boundary. · The four District level authorities in the area maintaining destination promotions for their areas while identifying themselves as being within the World Heritage Coast and also making reference to the Jurassic Coast WHS. · Some destination branding and promotion at a county level, and two overseas campaigns based on separate brands for Devon/Cornwall and Dorset/New Forest. · Creation of a World Heritage Coast Hospitality Association covering the full stretch of the coast and a wide inland area, as a private initiative which has attracted membership from 2000 enterprises/properties. · Preparation of a World Heritage Coast destination guide as a private commercial initiative.

24. In the light of this situation and the need to seek clarity and agreement through the marketing plan, proposals are made below about the approach to brands and structures. First, three key principles of execution are proposed.

Jurassic Coast World Heritage Site Marketing Strategy 72 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 1) Emphasise the WHS. The main thrust of the approach is to put the emphasis on the actual World Heritage Site as a designation and an experience. The marketing strategy should be all about making the most of this amazing stretch of coast and its designation for what it is and in a real way. All players, including WHS team, local authorities and private sector, should work together to promote the actual WHS brand authentically, maintaining and promoting the quality of experience that this has to offer, and utilising it as appropriate to their own benefit according to agreed rules.

2) Utilise existing structures. A second key element of the approach is to work with existing marketing structures, strengthening relationships but not manufacturing new destinations with associated structures.

3) Improve Site material and make it central. A third key aspect of the approach is to place much more emphasis on the material actually associated with the Site, and especially the Site’s website, to convey practical information and appropriate messages, to which interest generated through wider marketing by others is directed. This in turn should be much better linked to other tourist information.

25. Reflecting these principles, the following strategic approach is proposed:

u Maintain and strengthen the Jurassic Coast World Heritage Site brand

26. There should be one clear brand name for the Site, associated with its reason for designation and its special quality, which is also carefully applied to products associated with the Site that support the objectives of the management plan.

27. The reasons for this are: · It is the actual site itself which is the attraction and around which the marketing should be based. · World Heritage Site is the internationally known brand wording associated with the designation. Not keeping these three words together weakens its impact. · It is good to have a short name attached to the phrase World Heritage Site, which identifies and distinguishes it from other sites. Ideally this should be the real geographical name of the site (Hadrian's Wall WHS, Giants Causeway WHS, Ironbridge WHS…). However Dorset and East Devon Coast WHS is a mouthful and so having a manufactured name makes good, if not total, sense. · The words Jurassic Coast convey both the concept/reality of ‘coast’ and of the subject matter of the designation (geology).

28. All those involved in marketing the area should adhere to the use of the Jurassic Coast brand name and brand guidelines when referring to the Site. Various ways of strengthening the brand identity are proposed in the action plan.

u Improve the quality and outreach of offers and material associated with exploring the Site

29. Good quality information material has already been produced for the Site. This should be maintained and improved. Further material relating to the needs and characteristics of specific market segments should be developed, to promote opportunities for sensitive exploration of the site, together with appropriate packages involving the private sector and other organisations. These opportunities and

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com material should be more actively promoted, in association with the local authorities, private sector and other players.

u Strengthen quality and coordination of tourism product associated with the Site

30. Visiting the Jurassic Coast World Heritage Site should be a quality experience. There is already a diverse range of attractions and events in the area associated with the Site and the theme of geology, palaeontology and landform. Their quality should be improved where necessary and there should be more coordination and joint promotion of them to provide a more integrated experience for visitors. Attention should also be paid to the quality of accommodation and other facilities used by visitors to the site, in the gateway towns and elsewhere, including environmental as well as service quality issues.

u Maintain the promotion of District level destinations, while strengthening their association with, and coverage of, the Site

31. Each of the Districts in the area currently has a tourism function, produces a destination guide and website supported by a small marketing campaign, and is responsible for TIC provision. Our consultation suggests that this level of marketing continues to produce business for the private sector. The Districts are also responsible for other services relating to the quality of the tourism experience and provide a general destination management function. We see no reason to change this. Rather, opportunities should be taken to further strengthen the appeal of these destinations through association with the World Heritage Site. In turn, coverage of the Site in their destination marketing and material will continue to provide an important element of the overall promotion of the Site to the general visitor. Destination marketing at a local level should continue to involve, and be responsive to, the needs of the private sector and the relationship between local authorities and private sector enterprises should be strengthened.

u Continue to market overseas through broader marketing groupings

32. Overseas promotion is a costly business. This is one reason why major destinations like Devon and Cornwall continue to work together on joint overseas campaigns. We do not envisage a new separate overseas destination marketing campaign for the area, but rather see optimum coverage of the Site in the future work of the two overseas marketing groupings (DACOM and DNFP). There are, however, some specific opportunities for more discrete overseas marketing associated with niche products and markets and in conjunction with other World Heritage Sites.

u Reconsider the potential and concept of an integrated brand, destination and campaign for the whole area, possibly using the term of World Heritage Coast, but avoid developing this as a brand to be confused with the Jurassic Coast WHS

33. The Locum report introduced the concept of ‘World Heritage Coast’ for a wide area covering the coast, towns (gateway, market and anchor) and surrounding countryside, whose tourism could be influenced and possibly driven by the World Heritage Site and its designation. They suggested branding of the area (with

Jurassic Coast World Heritage Site Marketing Strategy 74 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com associated marketing and product development) using this name. Our consultation has revealed little enthusiasm by the local authorities to pool their brand identities and functions under one World Heritage Coast brand. It also appears that the term World Heritage Coast has been more applied to the coast/site than to the wider area, leading to confusion with the Jurassic Coast Word Heritage Site brand.

34. There may be some advantage in the local authorities seeking to strengthen coordination of their marketing activity, utilising ‘World Heritage Coast’ or some other brand identity to describe their combined area. However, we believe this needs more thought and discussion between the authorities over time, and clear agreement on what the term World Heritage Coast means and how it should be used.

35. The creation of the World Heritage Coast Hospitality Association and commercial World Heritage Coast guide is interesting. Response to it should be carefully monitored over 2004 and the results used as one factor in the discussion between the authorities on whether they might move to more joint destination marketing for the wider area. However, it is imperative that any ongoing promotion of World Heritage Coast includes clear differentiation with the Jurassic Coast WHS, while also accepting the responsibility and need for high quality required from any association with the WHS designation.

Jurassic Coast World Heritage Site Marketing Strategy 75 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 10 MARKETING ACTION PLAN

1. This chapter describes a set of actions to implement the marketing strategy. There are 12 action areas in total. These are loosely grouped as follows:

1 Jurassic Coast Branding

2 – 5 Awareness raising in general markets

6 – 10 Promoting to specific market segments

11 – 12 Product and enterprise development

JURASSIC COAST BRANDING

10.1 Strengthening Jurassic Coast WHS branding

2. A strong Jurassic Coast WHS brand identity and its careful application is central to the marketing strategy. Its use and impact can be strengthened in a number of ways.

u Control use of the brand/logo

3. In a short space of time, the terms ‘Jurassic Coast’ and ‘World Heritage Coast’ have gained considerable currency. They are used in a wide variety of ways, both by the public and private sectors. In Chapter 4 we list a range of enterprises with services, products and facilities using permutations of the two terms. Some also use the logo. This is a sign of success and should be acknowledged as such. However there is a danger that, without clear usage guidelines, this success will lead to a difficulty in managing proper usage and confusion will reign.

4. Jurassic Coast World Heritage Site, rather than World Heritage Coast should be the name and brand used when referring to the Site and to products that are associated with it.

5. Specific action to take includes: · Developing written guidelines, as a part of the house style guide, to define in which situations the Jurassic Coast logo can be applied and in which situations it cannot. Criteria should be based on objective measures (i.e. use / purpose) and more subjective measures (i.e. quality and appropriateness).

· Seek legal advice from a copyright lawyer as to whether the words ‘Jurassic Coast’ can be copyrighted in addition to the current protection that is in place for the logotype used.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Communicate the World Heritage status more effectively, through use of the emblem

6. The current Jurassic Coast logo communicates the Coast’s designation as a World Heritage Site through use of the wording ‘World Heritage Site’. It is recommended that in conjunction with the Jurassic Coast logo, the UNESCO emblem is used wherever possible. This is a simple and useful way of communicating the official nature of the designation. It would also serves to visually link the JCWHS with other UK and International World Heritage sites.

7. The JCWHS Team should use its role within organisations such as Local Authority World Heritage Forum (LAWHF) and International Council on Monuments and Sites (ICOMOS) to lobby for greater use of the emblem amongst other World Heritage Sites, thereby raising the profile of all sites.

u Prepare a comprehensive house style guide

8. The Jurassic Coast World Heritage Site Interpretation strategy offered a number of recommendations relating to the branding and communication of the brand. This included the creation of standard design templates, the development of standard introductory and viewpoint panel, harmonisation of design across web and physical offer and creation of a house style guide.

9. Some of the areas that we feel should be covered by the development of a house style guide include: · Guidance on the consistent positioning of the Jurassic Coast logo on materials.

· Detailing the use of fonts for both titles and body copy.

· Extending guidance on the use of the colour palette in various applications (e.g. newsletters, signage, posters, stationery, interpretation boards, vehicles etc). This may require a small number of additional colours in the same tonal range to be added in order to provide a suitable level of flexibility for designers. The colour palette should also include web-safe alternatives.

· Agreeing a consistent graphic way of communicating the WHS within Tourist Information Centres and work with relevant local authorities to incorporate Tourist Information Points into the scheme.

AWARENESS RAISING – GENERAL MARKETS

10.2 Raising awareness in the domestic market

10. Although a blanket awareness raising campaign is not envisaged, a number of actions should be undertaken in order to encourage visits to the Site, and to the area in general on the strength of the Site, especially for short breaks out of season.

Jurassic Coast World Heritage Site Marketing Strategy 77 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Ensure effective and accurate coverage in destination guides and other media

11. The review of current marketing activity (see Chapter 3) showed that most destination guides produced within the JCWHS area include significant coverage of the Site and its status. However, there is some room for improvement in the consistency of message that relayed. Guidance should be provided by the World Heritage Site team. Action to pursue includes: · The provision of standard texts or messages developed in conjunction with the local authorities. These messages should put across:

- The unique qualities of the site and what the designation means. In some more promotional situations, comparisons with other known WHSs would be appropriate (e.g. Grand Canyon). - Where to get information on access and facilities, including clear reference to the JCWHS website and publications. - The advantages of visiting out of season. - The need to treat the area with respect, including using public transport where possible etc. - The particular relationship of the area covered by the publication to the WHS. For example, particular types of message might relate to the tourism-orientated classification of location proposed by Locum (e.g. Anchor Towns, Market Towns, Gateway Towns) and the interpretative classification outlined in the Interpretation Study (Primary interpretation Gateway, Secondary Interpretation Gateway, Unique Insight, Local outposts, WH Viewpoint, Coastal Walks). · Making available a range of photographic images. These again should reflect the strategy, for example by showing seasonal shots, walkers, etc. They should be readily available at short notice and could be downloadable at different resolutions (from a password protected area of the Jurassic Coast website).

u Generate media coverage

12. A media campaign should be maintained. This should include the issuing of press releases and stories, facilitation of journalists’ visits etc.

13. Again, emphasis should be placed on stories that are in line with the principles behind this marketing strategy.

u Promote packages and events

14. Promoting creative packages and events can be a particular way of stimulating interest in the site, including media interest. A small number of packages already existing were identified in Part One. Recommendations on developing more packages and strengthening the impact of the events programme are made later under product development (see 1.11). Multi-location packages should be encouraged, given the linear nature of the sites. These light include stays inland as well as on the coasts. Packages should be promoted in destination guides and, as appropriate, in the JCWHS Website and print material.

Jurassic Coast World Heritage Site Marketing Strategy 78 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Generate more awareness of, and linkages to, the JCWHS website

15. The website should be a central servicing point of enquires about the site and how to visit it. Certain promotional activity should be directly aimed at promoting the website, including seeking more linkages to it from other relevant sites.

u Strengthen advertising and direct promotion of the area, using reference to the JCWHS as appropriate

16. Local authorities, consortia and associations should consider strengthening destination advertising which may make appropriate reference to the Site. Thought should be given to more joint advertising. Engagement in promotional campaigns, including database marketing, which may be developed by SWT and others, should be pursued.

17. In considering future joint initiatives, concepts of a consolidated destination, such as envisaged by Locum for the World Heritage Coast, should be considered. The initial steps taken by the private sector involving the WHC Hospitality Association should be monitored.

u Consider establishing a JCWHS telephone information service

18. Thought might be given to establishing a telephone hotline to act as a gateway further information about the site and sources of accommodation and destination information. This could involve one of the TICs, based on the model established in the Hadrian’s Wall area.

10.3 Developing the Jurassic Coast website

19. Creating a really effective website for the JCWHS is a central component of the marketing strategy. The current site appears much more geared to providing information relating to scientific aspects of the designation and communicating to the educational market than to providing user friendly visitor information. It is also very wordy. The orientation of the site should be changed. There are also some technical improvements that can be made, including widening its usefulness to stakeholders connected to the Site.

u Redesign the website to make it more visitor focussed

20. It is not possible to go into detail here, but some areas that particularly need to be addressed include: · Dividing the site according to type of user: visitor, education, tourism industry.

· Providing clear information on where to go, what to see, how to access the site by different means, etc. including the use of maps.

· Reflecting the house style guide and using the brand logo throughout the site.

· Promoting packages and events.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Making the codes of conduct (e.g. one for fossil collecting which exists on the site) much simpler and more user friendly.

· Greatly improving the linkages made to other sources of tourist information, including those with accommodation guides etc., indicating the geographical areas covered (e.g. in map form) and the type of information available.

· Providing extra pages or linked mini-sites relating to themes and campaigns identified elsewhere in this plan. 21. It is suggested that educational material on the site is, nevertheless, of interest to the visitor. In particular, information on scientific work, new discoveries, conveys an image of a dynamic and fascinating place and encourages support for conservation.

u Improve the hosting of the site

22. The website is currently hosted by the South West Grid for Learning. This involves a redirection process. This is undesirable because it affects search engines such as Google and Alta Vista, reducing the chances of the Site appearing high on listings. Also such a visible re-direction process and hosting does not help convey a sense of quality.

23. Ideally the site should be moved to a web-hosting package under the site’s domain name.

u Develop an Extranet

24. In line with the recommendation made in the Interpretation Scoping Study, we believe there is the need as well as the opportunity to allow a range of staff and partners working within the JCWHS to share information and communicate using a password-protected website (extranet). 25. The site should be accessed through the main Jurassic Coast website and contain a range of functions including the following:

- Briefing sheets - Answers to frequently asked questions - Key documents - Downloadable maps of the Site - Message boards - Referral systems (for passing on queries from one area to another)

10.4 Developing a family of information and promotional print

26. Information print about different aspects of the WHS serves an important purpose in reaching and influencing the various target market segments identified in the marketing strategy. It is especially important in influencing long holidaymakers, short break takers, VFR and independent day visitors already in the area.

u Maintain, improve and reproduce the existing 3 main print items

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 27. The print items produced so far for the Site are of very good quality. They appear to be popular and have achieved good distribution. They include: · The Jurassic Coast mini-guide. This is an excellent, colourful orientation piece. It could possibly be improved by providing more specific information about sensitive exploration. It should be reproduced and the current high print runs and wide distribution maintained.

· The saleable booklet. Again, this is high quality and should be reproduced as required.

· Events leaflet. The content of events may need to be varied based on research on take up. The may be an opportunity to enliven the leaflet through more illustration. New editions should reflect recommendation on events made in this study, including children’s events and arts events. Distribution should be widespread but include

u Produce material conveying a conservation message

28. The Natural History Museum’s study into Interpretation within the JCWHS highlighted the need to bring sustainability issues to the fore in interpretation, acting to encourage stewardship and ‘responsible use’ of the landscape.

29. There are a number of schemes operated around the world that aim to communicate these aims. In the UK, Hadrian’s Wall Path, in conjunction with the World Heritage Site partner organisations, has devised a campaign called ‘Every footstep counts’. Branded as what it calls the World Heritage Site’s Code of Respect, the campaign communicates environmental messages to the public using a series of icons that are included on the Path’s website.

30. Similar action for the JCWHS includes: · Developing a series of simple positive actions that visitors can do in order to preserve the World Heritage Site

· Represent these actions both using graphical icons and words

· Make the icons available for reproduction in main destination guides

· Use creative media selection to get across the message and reach people at appropriate points to encourage appropriate action, e.g. “use public transport” icon and message on the back of car park stickers, “take litter home” icon and message on litter bins; “don’t take fossils from cliff-face on rock hammers sold in the JCWHS.

u Create a Kids’ guide to the JCWHS

31. The importance of families as secondary target markets was identified in the segmentation. With the exception of guides to fossil hunting, there is little in the way of print aimed at children / families on the JCWHS as a whole.

32. An annual piece of print aimed at families & children should be produced. It would include family walks and events as well as simple and easy to digest

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com information about the coast. Much could be made of fossils and their safe collecting. The leaflet would also include the Code of Respect icons, possibly produced within the leaflet but as stickers so that kids can stick them on books, school bags etc. The Just for Kids web pages on the UNESCO website could serve as a pointer as to the tone that could be adopted.

33. The print might include information on family discounts to attractions and a ‘passport’ element involving collecting stamps from attractions visited.

u Create a composite point of sale publications dispenser

34. The saleable guidebook already has a cardboard dispenser which appears to be well used. This might be reproduced with more slots to take other print in the JCWHS family.

10.5 Improving visitor orientation in the area

35. In addition to action concerning print and promotions, there are various other ways in which existing visitors can be influenced and which can be seen as integral to the marketing strategy.

u Improve JCWHS displays in Tourist Information Centres

36. Most of the TICs in the area carry information about the Site as well as a lot of commercial information on walks and leaflets from related attractions. The nature and quality of displays tend to be inconsistent.

37. Displays could be created to a standardised format and design but tailored to the circumstances of the particular location. These might be map based, contain striking photographs, and have literature dispensers incorporated into them.

38. Use might also be made of the proposed educational promotional trailer in association with TICs in the summer months when not used with schools.

u Establish and implement a comprehensive signposting system

39. Signposting is a significant subject. Although largely outside the scope of the marketing plan, it is important to flag it up as an important issue in the orientation of visitors with implications for economic and environmental impact. Attention is being paid to developing settlement signing and directional signing. This programme should be completed.

u Stimulate visitor orientation within accommodation, including by hosts

40. Research and experience over the years has confirmed that accommodation establishments are the main places where staying visitors obtain information on where to go and what to see in an area.

41. In part, this is effected by the provision of published information within accommodation receptions and bedrooms. Attention should be paid to getting JCWHS material into accommodation establishments.

Jurassic Coast World Heritage Site Marketing Strategy 82 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 42. Of equal importance is the influence of face to face advice and information provided by hosts and receptionists. This can be strengthened through familiarisation visits. A series of talks and visits to parts of the Site for accommodation personnel should be arranged. Where these have occurred in other locations response has been excellent, sometimes leading to a greater interest in local environmental issues and greener management practices by the enterprise.

PROMOTING TO SPECIFIC MARKET SEGMENTS

10.6 Developing a comprehensive, themed walking campaign

43. People with an interest in walking have been identified as a primary target segment for the area. The importance of the market, the quality of the existing product, and the close relationship with the objectives of this marketing plan, point to a significant new marketing initiative based on walking. This could be mainly developed for the domestic market but is also very relevant to the overseas market.

44. The presence of the South West Coast Path, as a major feature of the Site itself, provides the central facility and a particular marketing opportunity for the campaign. The Path links in well with the concept of ‘a walk through time’, a phrase initially devised by the World Heritage Team and endorsed in JCWHS Interpretation Scoping Study as the ‘flagship interpretation strategy’. The path also encapsulates the core interpretation messages connected with this strategy: · Every half-mile of the coast equals ‘time travel’ of approximately one million years

· You can ‘walk through time’ along the JCWHS

· As you move along the Coast, the rocks change. This gives each area its different character

45. A key aspect of the approach is to persuade would be SWCP walkers to choose this stretch rather than another section of the route. Some of the reasons that can be translated into customer propositions are:

· The area’s special geological interest and quality as confirmed by the WHS designation.

· We’ll make it easier for you to plan and do your walk on the Path by providing good quality and relevant information.

· As well as walking the trail, there is also the opportunity and the information provided to do short walks (day, circular) which link to the South West Coast Path.

· This is a great place to do the trail if you want to get away from it but don’t want to be stuck in the middle of nowhere (the Path regularly passes through villages and hamlets, with all their amenities).

· The area offers more than the walking – (i.e. the range of attractions, good quality food etc).

Jurassic Coast World Heritage Site Marketing Strategy 83 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com · People can not only do (parts of) the trail, they can learn about the World Heritage Coast at the same time.

· The area offers services and facilities to take the hassle out of walking the Trail (e.g. baggage transfer, accommodation booking services).

· There are packaged walking short breaks available.

46. Some of the propositions offered above communicate existing facets of the coast, whilst others require the need for product development.

u Develop a themed walking campaign ‘Walking Through Time’

47. We suggest that the campaign should be themed as ‘Walking through Time’ which plays on the ‘Walk Through Time’ concept already used and endorsed by the Interpretation Strategy, but conveys the actual act of walking.

u Create a main print item for the campaign

48. An information rich piece of print should be created which gives clear information on all the walking opportunities within the Site and linked to the surrounding area. It should contain: - Information on this part of the SW Coast Path - Details of a series of circular walks which link to the Path. - Relevant accommodation listings - Information on public transport and boat links - Information about guided walks - Information on packages and relevant services.

u Develop a Walking Through Time mini website and feature on the SWCP site

49. A mini-website should be linked to the JCWHS main site. This should contain much of the same information as the print. It should include downloadable p.d.f. files of circular walks, and downloadable detailed information on public transport links. The site created for the Hadrian’s Wall national trail provides a good example.

50. The SWCP is due to have a new official website in 2004. This creates an excellent opportunity for a partnership approach with the JCWHS on how this part of the Path should be featured, linking to the Walking Through Time concept.

u Carry out a promotional campaign

51. A promotional campaign should be mounted. This could include: - Advertising in walking media including Ramblers Association, Country Walking, National Trust etc.

Jurassic Coast World Heritage Site Marketing Strategy 84 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com - References in the main destination guides in the area - Using the print to serve as a fulfilment piece for requests for walking information - Web site linkages - Information in local accommodation and TICs in a wide area.

u Associate guided walks in the area with the Walking Through Time brand

52. There are many interpreted and guided walks in the area based on various themes relating to the JCWHS. It is suggest that these are all referred to in future as Walking Through Time. The new campaign logo should be placed against all relevant events in the Events leaflet, and feature strongly on the cover.

u Work with the local authorities to re-brand existing circular walks as Walking Through Time and also add new ones

53. A series of circular walks, many of which should link to the SW Coast Path, should be identified and promoted within the campaign. This may involve re- branding some of the existing walks as well as creating new ones. Individual walks leaflets with maps should be produced in the branded series. These should also be downloadable as p.d.f.s from the internet.

u Work with tourism enterprises to create products to support the brand

54. Tourism enterprises should be actively supported to develop facilities and promotions targeted at the walking market. Actions to take include:

· Working with specialist walking holiday operators to develop package offers around Walking Through Time. Packages should also feature interpretation (talks, guides etc.) for participants on the Jurassic Coast themes and stories.

· If necessary in light of the above, consulting with private sector operators and entrepreneurs about setting up baggage handling services, and possibly seek some financial assistance to support its establishment.

· Linking the campaign into existing accommodation booking services in Devon and West Dorset.

· Develop walker-friendly schemes in conjunction with accommodation providers.

· Assisting local accommodation enterprises and others with advertising to the walking market, as an incentive. This might be effected by using a media buying company to negotiate discounts on advert rates that enterprises working on their own could not get.

Jurassic Coast World Heritage Site Marketing Strategy 85 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 10.7 Promoting cycling opportunities

55. Tourism development for cycling should focus around two aspects - the continued promotion by local authorities of local on-road and traffic-free sections and the National Cycle Network’s Route 2 that is set for completion by 2005.

56. The potential marketing approach for Route 2 promotion within the JCWHS contains many of the attributes proposed for the tourism development of the South West Coast Path outlined in the walking recommendations. This is due to the fact that like the Coast Path, Route 2 is a long linear route that goes outside the boundary of the Site but which includes sections within the JCWHS.

57. Short breaks or cycle touring holidays that include detours off the Route 2 into the coastal hinterland of the JCWHS are the best way to ensure that maximum benefit is derived from the development of this market segment.

u Develop simple promotion and information about Route 2

58. An elaborate cycling promotion is not envisaged as this is only a secondary market. Information should be contained in existing material. In particular:

· Existing cycling print produced by local authorities should refer to the Site and exploring it using Route 2 and spurs.

· The actual opening of Route 2 should be actively promoted in association with the JCWHS.

· A mini-site website should be developed giving detailed itinerary planning information regarding Route 2. The site should also contain details of cycle routes that link up to or are located near the route.

· Cycle routes in the rural hinterland should be developed in order to spread the benefit of this segment beyond the coast.

u Consider adding a bike trailer to the Jurassic Coast bus service

59. The ability to transport a cycle by public transport along the Jurassic Coast opens up the potential for those using bicycles to cover more of the coast in a shorter time. This is a good way to develop cycling short breaks market. It also means that people using one accommodation base for the duration of the holiday can cycle a linear route such as Route 2 and be brought back to their starting point.

60. A number of places in the UK run bus services that can carry bikes. For instance, the Bike Bus service in the Yorkshire Dales carries 24 cycles on a specially designed trailer, towed behind the bus.

u Include the area in ‘Cyclists Welcome’ Campaigns

61. The Devon Cycle Mark was set up by Devon County Council to indicate the commitment of a business towards catering for the special needs of cyclists. In order for a business to be able to display the Devon Cycle Mark, they are required to meet the following criteria.

Jurassic Coast World Heritage Site Marketing Strategy 86 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com - Easy access - Secure storage - Facilities for washing and drying clothes - Local cycle route maps, other cycling literature - Information on nearest cycle shop/friendly garage - Basic puncture repair kit - And optionally, Additional tools and spares dependant on the distance to the nearest cycle shop and flexible meal times and departure times

62. Action to take include: · Actively supporting the Devon Cycle Mark scheme through promotion of the scheme on the Jurassic Coast cycling mini-website. Local authorities in East Devon should actively recruitment of tourism enterprises to the scheme within East Devon.

· Encouraging the development of an equivalent scheme to the Devon Cycle Mark within Dorset.

10.8 Promoting to the geology enthusiast

63. As the segment profile stated, the specialist nature of these groups makes targeting of them relatively easy.

u Produce a leaflet for insert in specialist publications

64. The leaflet should point its audience to the Jurassic Coast website that would offer the group members the chance to sign up for a regular e-newsletter about current research taking place on the coast, details of forthcoming geological events and details of special offers on group accommodation.

65. Distribution outlets for the leaflet include:

- Geology Today - Down to Earth - GA (Magazine of the Geologists Association) - Mail-outs of local and regional geology associations

u Develop a database of local geology groups

66. In order to effectively manage the direct mail element of this campaign, there is a need to establish a database of local geology groups.

67. The database should be web-based or integrated with the web so that members of groups can input their details via a form on the website. Web-integration of the database should also allow the tracking of usage of the Jurassic Coast website by individual members on the database. This information would be stored on the database to allow monitoring of the success of the campaign

Jurassic Coast World Heritage Site Marketing Strategy 87 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Modify the website and develop an e-newsletter

68. The website strategy for this segment is to develop and enhance the content currently contained in the sections Deeper into Geology and Geology in the Landscape sections. The content would be accessed from the home page and be designed to form part of the Virtual Field Study Centre web-pages proposed in the Education Strategy.

69. New content should include: latest research within the JCWHS; geological news from around the world; and geological events & lectures. It would be advantageous if a person with a background in the Earth Sciences acted as editor of this information.

70. Negotiations should be held with key publications such as Geology Today (published on behalf of the Geologists Association and the Geological Society of London) and Down to Earth. The aim is to secure the rights to syndicate features and articles to appear on the Jurassic Coast website.

71. There should be an evaluation of the performance, design, usage and adherence to Jurassic Coast corporate design guidelines of the current message board facility available on the Jurassic Coast website. If necessary, consider setting up a tailor- made system rather than a free off –the-shelf package.

72. The e-newsletter should allow visitors to the website to sign up for a regular (e.g. bi-monthly) newsletter that would update them on latest geological and palaeontological research within the JCWHS. This type of “push” web strategy is an effective way of introducing a continuing dialogue with this specialist segment.

10.9 Promoting to schools and other educational groups

73. Marketing to this sector should be based on the recommendations of the Education Strategy. The intention here is to complement these initiatives by providing pertinent recommendations as to how tourism promotion can be used to stimulate and develop this group market.

u Co-ordinate accommodation offers

74. As we have seen from the market segment assessment, schools and colleges plan trips many months ahead. There is therefore a need to ensure that promotions and any offers on accommodation are communicated at the time when schools, colleges and universities are making decisions about field visits.

75. Action should include working within the Education Steering Group proposed in the Education Strategy to develop accommodation packages and discounts up to one year in advance. These are then to be promoted through the methods outlined in the rest of this section

76. Use of direct mail the development of relevant website content and the production of an e-newsletter are likely to be more effective than advertising to this market.

Jurassic Coast World Heritage Site Marketing Strategy 88 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Produce a flyer leaflet

77. We suggest the production of an A5 flyer to be used as an insert in mailings to the members of relevant bodies. The leaflet should point its audience to the Virtual Fieldwork website proposed in the Education Strategy. Distribution outlets for the leaflet include mail-outs to members of: - Earth Science Teachers’ Association - The Geographical Association - Members of the Jurassic Coast WHS Education database (see below) - Scottish Earth Science Education Forum - International education groups

u Develop a database

78. In order to effectively manage the direct mail element of this campaign, there is a need to establish a database of primary, secondary, further and higher education. Specific recommendations include: · The database should contain the name of every primary school within a 70 mile radius and every secondary school within a 200 mile radius

· The database should be web-based or integrated with the web so that teachers / lecturers can input their details via a form on the website

· Web-integration of the database should also allow the tracking of usage of the Jurassic Coast website by individual members on the database. This information would be stored on the database to allow monitoring of the success of the campaign

u Modify the website and develop an e-newsletter

79. The website strategy for this segment is to promote the Virtual Fieldwork website proposed in the Education Strategy. In particular action should include:

· Creating an optional registration form on document downloads so that basic information can be captured on users. This could be used to send regular email information to teachers using the site.

· Enabling teachers / lecturers to join the database mentioned in the previous section directly by inputting their details on the website. They would then be signing up for a regular e-newsletter.

· Creating a quarterly education e-newsletter. This would allow visitors to the website to sign up for a regular (e.g. bi-monthly) newsletter that would update them on latest research within the JCWHS. The e-newsletter would also promote special accommodation deals particularly in the shoulder months.

Jurassic Coast World Heritage Site Marketing Strategy 89 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 10.10 Promoting to overseas markets

80. A number of initiatives could be taken to promote to overseas visitors, mainly working with others.

u Feature the JCWHS more strongly in promotions with DACOM and DNFP

81. The two main bodies active in overseas markets have been a little quiet of late. DACOM suffered from a delay in the granting of its European funding whilst DNFP has lost its member of staff with marketing responsibilities. However, they now offer new opportunities. With September 2003’s commencement of DACOM’s EU-funded project focussing on overseas groups markets and the integration of IT within tourism, there is a great opportunity to piggyback on this campaign. The likelihood of a replacement member of staff (perhaps on a full-time basis) for DNFP also offers scope for collaborative working in this area. 82. The World Heritage Site status provides a relevant “hook” on which to hang an international campaign although it is clear from international research that a World Heritage Site can only expect modest increases in overseas visitors merely as a result of being designated a World Heritage Site. It is our belief that significant increases will only result from a proactive campaign in markets that already have a propensity to visit the UK and are interested in the wider product offering contained within the Jurassic Coast.

83. The Northern European target markets highlighted as priorities for development (The Netherlands and Germany) deliberately reflect the priorities of both DACOM and DNFP. The inclusion of the USA echoes its re-introduction into DNFP’s priority markets after being withdrawn following the reluctance of US citizens to travel overseas in the wake of 9/11. It should however be seen as a more long-term strategy as the market is still depressed.

84. The immediate need is to initiate a dialogue with both bodies to see how campaigns using the JCWHS could be developed. A particular area of relevance to the JCWHS that should be included in the first phase of discussions is the development of the international education market.

u Develop Joint marketing of international World Heritage Sites

85. The need to identify projects and campaigns that involve trans-national co- operation in order to be in a position to bid for EU funds such as INTERREG IIIB offers an opportunity to link up with WHS around Europe.

86. One possible project is collaboration with other natural world heritage sites on a joint marketing campaign. The aim would be to develop a ‘grand tour’ approach or ‘wonders of the world’ packaging. This would involve considerable investment in time and would not generate immediate returns. More specialised trans-national packages could be developed around fossil World Heritage Sites of palentological interest and those with geological interest. These would be more niche-markets but possibly have lower implementation costs due to the relative ease of highlighting possible targets for the campaign.

Jurassic Coast World Heritage Site Marketing Strategy 90 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com u Seek UK co-ordination of World Heritage Site promotion

87. JCWHS should work with VisitBritain to develop marketing and PR activity based on UK World Heritage Sites (as other national tourism organisations do – e.g. Canada, German National Tourist Board).

u Pursue collaborative marketing with key UK World Heritage Sites

88. JCWHS should seek to work with other World Heritage Sites with which it can provide a mutually beneficial partnership. The relative close proximity of Bath to the JCWHS and its popularity with overseas visitors (37% of its 937,000 staying visitors were overseas14) presents an opportunity to add-on a visit to the JCWHS. Given the objectives of this plan the focus should be on short breaks rather than day visits. City of Bath’s World Heritage Site Management plan stressed that there should be more joint marketing of World Heritage Sites so it would appear they is already a willingness to work together. Activity could include - Fam-trips to the JCWHS for tour operators that already bring visitors to Bath. - Advertising in key Bath tourism guides/ publications. - Add-on short break package development for sale through TIC’s and coach tour operators in Bath. - Joint fam. trips for journalists covering both Bath and the JCWHS. - Details of packages to be available on each Site’s website. - Straplines could focus around the proposition ‘World Heritage Sites. You’ve seen the City now experience the Coast’.

u Extend UK marketing activity within activity and special interest to overseas markets

89. The walking product represents a key product offering, particularly to the Dutch and German markets. The ‘Walking through Time’ theme developed for the domestic market should be extended to include specific elements designed to develop the overseas markets. This includes the mini-sites for walking being available in German and Dutch.

90. There could also be scope to work under the auspices of DACOM’s EU- funded programme to develop links with tour operators who specialise or who are willing to develop walking holidays to the JCWHS. The DNFP is another partner with which to target this product at overseas markets.

91. We have reservations about the quality of the cycling product to be of sufficient appeal to attract large numbers of overseas visitors. Careful assessment of the current and future cycling product is required before cycling is actively promoted to overseas markets. 92. The JCWHS is world-renowned amongst geology circles. It is also one of the most active sites in terms of research. There is great scope for building on this awareness amongst specialist geology and paleontological groups. Expansion of the

14 Economic Impact of Tourism in Bath and N.E. Somerset, Bath Tourism Bureau/South West Tourism, 2000

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Geologist Groups database (as recommended in GROUPS MARKETING section) is recommended in order to include groups around in Europe and around the world.

93. The promotion of the website is seen as a particular opportunity.

10.11 Promoting to business tourists

94. As has already been highlighted, business tourism is currently centred around the Anchor Towns of Exeter, Bournemouth and Poole. However there is scope for further development of the segment by encouraging business tourist visits from Anchor Towns and by attracting meeting, event or conference business to other areas of the JCWHS where the theme or subject is related in one way or another to the Site (e.g. geology, fossils, environment, coastal protection).

u Work with conference organisers in Anchor Towns to develop itineraries that include visits to the JCWHS

95. There is already evidence that conferences taking place in the Anchor Towns are offering visits to parts of the JCWHS in their itinerary. More profile could be achieved by working with conference organisers that regularly use the main venues in Anchor Towns in order to offer appropriate service packages. These could include providing guided walks services, talks, discounted copies of print such as the official guide, coach trips and out-of-hours visits to visitor centres and attractions.

u Work with existing conference bureaux and through specialist networks (e.g. SCAG, AONBs) to attract specialist events, conferences and meetings

96. Apart from in the Anchor Towns, the JCWHS needs to position itself as the host of high quality, specialist small-scale conferences, events and meetings on subjects that relate strongly to the Site’s themes such as geology, palaeontology, coastal protection, environmental management and sustainable tourism. More consideration is needed regarding who takes forward proposals in this area and in what role (i.e. conference organiser, venue finder, new business recruitment).

PRODUCT AND ENTERPRISE DEVELOPMENT

10.12 Strengthening the product offer

97. This final section of the action plan points to a number of product development activities which we believe are particularly relevant in the light of the marketing issues and activities we have covered in this document. It is not intended to be a comprehensive coverage of produce development needs.

u Improve accommodation quality

98. The analysis of product and market requirements undertaken for this study highlighted a need to improve accommodation quality to meet the growing aspirations of target market segments, especially short break takers. Although this is outside the scope of this marketing plan, it should be flagged up. Action might include:

Jurassic Coast World Heritage Site Marketing Strategy 92 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com - seeking a higher percentage of participants in the quality grading scheme; - ensuring all accommodation promoted in association with the JCWHS is graded; - promoting further training developed with the enterprises themselves supporting upgrading programmes.

u Strengthen the events programme

99. Events could create more impact, drawing people in to the area at certain times of the year as well as serving as an interpretation resource.

100. A particular opportunity is to provide a major site-wide event such as a Jurassic Coast Festival (a recommendation also made in the Education Strategy) or to strengthen those that exist. In the longer-term, this might be achieved by running together some events in different parts of the coast or at least promoting them jointly. An example is the Dorset Maritime Festival in Portland and the Charmouth Marine Week.

101. More could be done to introduce arts and cultural events that relate to the JCWHS. Examples might be film festivals showing classic movies about the sea, or travelling theatre interpreting the maritime heritage of the area and stories relating to geological research. There should be more dialogue between those involved with the JCWHS and the arts community to explore opportunities. More events specifically promoted at children might be considered. There is also a need to research response to events.

u Encourage sound environmental management

102. The JCWHS team has expressed interest in encouraging more enterprises to adopt environmental management practices. The are also interested in identifying enterprises that do so through some form of green accreditation and perhaps relating this to marketing and branding associated with the site.

103. Consultation with private sector operators revealed: - Considerable interest in local environmental issues and in environmental management. - Complaints that local authorities were not doing their bit – for example poor recycling provision - Interest in guidance and training about being more green - Considerable opposition towards inspections schemes that would need to be paid for.

104. The leading initiative on green accreditation in the region has been in South Hams. This has 23 enterprises signed up and plans to expand to 50. Participants have been well motivated and have not objected to the modest £100 inspection fee, but this has been subsidised. Benefits to enterprises have mainly been seen by them as cost saving, but they have also been promoted in the main destination guide and in a separate dedicated piece of print.

Jurassic Coast World Heritage Site Marketing Strategy 93 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 105. South West Tourism was intending to roll out the South Hams approach in other areas of the region, based on the Green Tourism Business Scheme model from Scotland which is the leading scheme nationally. However, they are increasingly concerned about mechanisms, costs and priorities.

106. For the JCWHS we recommend that environmental management of enterprises should continue to be seen as an important issue. A step-by-step approach should be adopted including:

· Increasing dialogue with tourism associations and individual enterprises about this issue.

· Setting up some local training sessions about greening enterprises. These might be linked to sessions concerned with understanding the environment of the JCWHS.

· Bringing together a group of more committed enterprises in certain areas.

· Encouraging SWT to pursue an umbrella campaign for green accreditation and linking into this. Economies of scale across the region will be needed if a proper inspection scheme is to be established. It is not recommended that a separate local green accreditation scheme is developed, as this can lead to duplication of effort and confusion amongst the public about what the label stands for.

u Develop more group accommodation

107. The chapter on Tourism Product highlighted the current shortage and uneven distribution of accommodation suitable for use by groups. The chapter also pointed to the long-term need to develop accommodation suitable for this market. However, in the short and medium term there is a need to develop additional capacity, especially in the shoulder season when we want to encourage more trips by schools. One method of creating more capacity is to use accommodation that has spare capacity and which might be suitable for use by groups. Caravan holiday parks offer particular potential in this regard, as do hotels. 108. Specific action includes:

· Working with owners and managers of alternative group accommodation providers such as caravan holiday homes to develop product and pricing packages suitable for this market.

· Providing, and promoting via direct mail familiarisation trips for teachers to view these new accommodation types prior to booking.

u Encourage more packages

109. There is scope for more packaged and semi-packages offers relating to the general short break segments and to the niche segments. This should be encouraged.

Jurassic Coast World Heritage Site Marketing Strategy 94 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 110. One approach might be to work with some of the organisations currently running weekend events to encourage them to offer packaged versions including accommodation.

111. All packages should more actively promoted in destination print, websites, and JCWHS material.

u Strengthen the bus services

112. The JCWHS Coast bus service has proved very successful. Increasing the frequency of the timetable in Summer still further should be contemplated, achieved perhaps by dividing the route in two and having an interchange point. Developing services into Exmouth, Sidmouth, Swanage and Poole should be pursued. Consideration should also be given to including Wareham as a destination throughout the year and not just during the Summer as at present.

u Developing waterborne experiences and interpretation

113. As the Tourism Product chapter revealed, the Jurassic Coast Cruises by a number of firms have been successful, attracting good numbers of visitors. Active co- operation with the main operators on the development of new packages and promotions is a good way to offer an accessible and innovative way of interpreting the JCWHS to a wide range of visitors.

114. Specific action includes: · Working with current cruise operators on the market development of Jurassic Coast cruises.

· Considering working with one or more operator into to develop a boat service carrying the Jurassic Coast brand.

· Work with boat operators to provide interpretation training on the JCWHS.

· Use the Jurassic Coast mini-guide to promote boat cruises as a way of exploring the coast.

Jurassic Coast World Heritage Site Marketing Strategy 95 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com 11 IMPLEMENTATION AND MONITORING

1. This chapter contains a five year action plan in tabular form. This sets out all the specific action introduced in Chapter 10.

2. Implementation of the action plan needs to be seen as a partnership activity, overseen by the Marketing sub-group on behalf of the Tourism Working Group. Much of the action makes reference to the World Heritage Site team. However, human and financial resources available to the team are limited and its role should therefore be seen as a facilitator rather than a delivery agent. It is therefore important that the actions are shared where possible with the local authorities, private sector and other agencies.

3. Ideally additional staff resources should be found to undertake the implementation of this plan, possibly in the form of a marketing officer or assistant working part time within the World Heritage Site team.

4. Private sector involvement with the implementation will be very important. Our consultation revealed some concern amongst the private sector that relationships with local authorities were not as effective as they should be. Effective tourism associations at a local level should be encouraged and they should be involved closely with the developing of initiatives identified in this plan.

11.1 Five year delivery plan

Key to organisation abbreviations

WHST World Heritage Site Team PS Private Sector TWG Tourism Working Group C&P Consortia /Partnerships LA Local Authorities ED World Heritage Site Education Group SCAG Science and Conservation SWCP South West Coast Path Advisory Group Team AONB Area of Outstanding PC Parish & Town Councils Natural Beauty Management Teams WHSG World Heritage Steering Group

(Year 1 refers to April 2004 to April 2005; Year 2=April 2005 to April 2006 and so on)

Activity Lead Support Cost Year 1 2 3 4 5 BRANDING Control use of the brand/logo WHST TWG n Lobby for greater use of WHS WHSG WHST n n n n n emblem

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Activity Lead Support Cost Year 1 2 3 4 5 Develop brand guidelines into house style guide (1000 WHST 1,000 n copies) RAISING THE AWARENESS IN THE DOMESTIC MARKET Ensure effective and accurate 200 (for coverage of JCWHS in LA WHST n n n n n pics) destination guides Generate media coverage WHST/LA n n n n n Promote packages and LA WHST n n n n n events Generate more awareness of LA/PS WHST n n n n n and linkages to website Strengthen advertising and LA / direct promotion of area using n n n n n WHST JCWHS Consider establishing TWG / LA/PS n telephone info line WHST WEBSITE DEVELOPMENT Redesign website to make WHST 7,500 n more visitor focussed Improve hosting methods for WHST 500 p.a. n website Set up a password protected WHST 2,500 n n n n website (Extranet) DEVELOPING A FAMILY OF INFORMATION AND PROMOTIONAL PRINT Maintain , improve and reprint WHST existing n n n n n the existing 3 main print items Produce material conveying a WHST LA/PC 5,000 n n conservation message Create a kids’ guide to the WHST LA 6,500 n JCWHS (100K copies) Create a composite POS WHST 1,000 n publications dispenser IMPROVING VISITOR ORIENTATION Improve JCWHS displays in LA WHST 3,000 n n n n n TICs Stimulate visitor orientation with accommodation WHST/LA 2,000 providers Establish and implement a TWG/ /LA WHST n n n n sign-posting system DEVELOP A COMPREHENSIVE THEMED WALKING CAMPAIGN Create a main print item for WHST SWCP 6,500 n n

Jurassic Coast World Heritage Site Marketing Strategy 97 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com Activity Lead Support Cost Year 1 2 3 4 5 the campaign (100K copies) Associate guided walks in the LA/C&P/ area with the Walking WHST n n n n AONB Through Time theme Produce WTT pages/mini-site LA/C&P/ on the Jurassic Coast WHST /SWCP/ 4,000 n Website (including pdfs of PS/PC circular walks maps) Carry out a promotional WHST LA /C&P 5,000 n n n n n campaign Support and influence the content of the proposed new WHST SW Coast Path website LA/PS n /SWCP (including pdfs of circular walks maps) Work with Local Authorities LA/ and others to theme existing PC/ WHST 2,000 n n n n circular walks and to create SWCP new ones AONB Work with tourism enterprises WHST / to create product to support LA 2,500 n n n n PS the theme PROMOTE CYCLING OPPORTUNITIES Develop simple informational TWG WHST/LA 2,000 n n campaign about Route 2 Integrate Route 2 into current local authority cycling LA WHST n n n n promotions Consider feasibility of adding 5,000 bike trailer to costs links bus WHST n n (feas) service Create cycling web pages WHST LA 1,000 n n n Include the area in ‘Cyclists LA WHST n n n Welcome’ campaigns PROMOTING TO THE GEOLOGY ENTHUSIAST Produce an flyer as an insert in special interest magazines WHST 1,000 n n n for geologists (75K copies) Create a database of geology WHST n and other related groups Modify the website and WHST SCAG 1,000 n n n n n develop an e-newsletter PROMOTING TO SCHOOLS AND OTHER EDUCATIONAL GROUPS Co-ordinate accommodation ED WHST n n n n n packages and discounts Production of an A5 flyer ED WHST n

Jurassic Coast World Heritage Site Marketing Strategy 98 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com Activity Lead Support Cost Year 1 2 3 4 5 Distribution of flyer via direct WHST ED 1,000 n mail Create a web-integrated ED/ database of schools, colleges 1,000 n WHST and universities Modify web and develop a quarterly education e- ED WHST 1,000 n n n n n newsletter PROMOTING TO OVERSEAS MARKETS Feature the JCWHS more WHST/ strongly in promotions with LA 4,000 n n n n n C&P DACAOM and DNFP Develop joint marketing of WHST/ LA 5,000 n n n n international WHS WHSG Seek UK co-ordination of WHSG / n n WHS promotion WHST Pursue collaborative 5,000 n n n n marketing with key UK WHS Extend UK marketing action WHST/ with activity and special WHSG SCAG 7,500 n n n n interests to overseas PROMOTING TO BUSINESS TOURISTS Work with conference organisers in Anchor Towns to develop itineraries that include visits to the JCWHS LA WHST 1,000 n n n n (Costs relate to providing tour guides, subsidising official guides) Work with existing conference bureaux and through LA/PS/ specialist networks (e.g. AONB/ WHST 1,000 n n n SCAG, AONBs) to attract and SCAG organise specialist events, conferences and meetings STRENGTHEN THE PRODUCT OFFERING Strengthen the events 5,000 WHST / product TWG (pump- n n LA prime) Fund / pump-prime a major event themed around the WHST / TWG 30,000 n n n coast (e.g. Jurassic Coast LA festival) Improve accom. quality PS TWG n n n n Encourage sound TWG / environmental management PS 4,000 n n n n WHST (incl. Training) Develop more group PS/ LA WHST/ n n n n

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Activity Lead Support Cost Year 1 2 3 4 5 accommodation WHSG Encourage more packages WHST / C&P n n n n n LA/ PS Strengthen the bus service WHST LA n n Developing waterborne experiences and LA/ PS LA/TWG 2,500 n n n n interpretation MONITORING AND RESEARCH Biannual visitor survey 30,000 (for 2 n n surveys) Initiative and product 10,000 monitoring (4 n n n n monitoring reports) TOTAL COST 157,700

11.2 Monitoring and future market research requirements

5. There is a considerable amount of market research being conducted at a destination level or through partnerships such as the Market Research Group. Whilst the information needs of the individual partners should continue to drive these initiatives, there is also a clear need to introduce a consistency of approach so that data for the whole site is consistent and results can be compared.

6. The following research and monitoring activity should be pursued:

· Conducting a visitor survey, possibly on biannual basis, to identify additional visits stimulated by JCWHS, visitor profiles, activities undertaken, places visited and satisfaction levels.

· Assessing general levels of interest in the WHS amongst visitors to the area. This should include identifying the significance of the World Heritage listing for tourists.

· Monitoring the uptake of individual initiatives and attitudes to them.

· Assessing the impact and popularity of particular products and services, notably events.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com APPENDIX 1 – COUNTY, DISTRICT & BOROUGH COUNCIL’S CURRENT MARKETING ACTIVITY

1. This appendix contains detailed analysis of the tourism marketing activity undertaken by the four district and two county councils within the area of the Jurassic Coast World Heritage Site. A summary of marketing activity undertaken by the local authorities within the Anchor Towns of Exeter, Bournemouth and Poole was included in the main body of the report but is not included here.

Devon County Council

Strategy

· At a strategic level, Devon County Council’s Role and Action Programme, Tourism, Everybody’s Business, identifies 18 policies for tourism organised under four main goals. Discussions with Council officers engaged in tourism identified the following objectives as driving their current work programme:

- Attract new, high spend visitors, year-round, but particularly out of season. - Complement and link into partnership projects relating to business development and training; development and marketing of events and festivals; ICT strategy and website development. - Raise the profile of the Devon brand overseas with the EU-funded partnership project run through Devon and Cornwall Overseas Marketing (DACOM). - Complement and integrate with the regional e-tourism project being led by South West Tourism.

Segmentation

· Segmentation focuses on activity-specific sectors such as walking and cycling with an emphasis on rural and coastal areas. There is also work looking at general “aspirational” segments and at reaching new, high spend visitors, year-round, but particularly out of season.

· Segments to be targeted in the future include those interested in horse- riding and segments to be developed for an East Devon and Mid-Devon campaign (dependent on securing EU funding).

· Devon County Council targets overseas markets working in collaboration with other public bodies under the auspices of DACOM.

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· Production of three activity-specific guides covering walking (50,000 copies), cycling (30,000 copies) and gardens (30,000 copies). The guides are distributed regionally to Tourist Information Centres (TIC’s), visitor attractions and accommodation providers. The guides are also used as fulfilment pieces on the telephone booking service Discover Devon Holiday Line.

· In addition to printed material, Devon County Council produces the Discover Devon website (www.discoverdevon.com). The site promotes the County under a range of activity and thematic headings. The site also includes the ability to order a range of printed material including many produced by District Councils and other organisations.

· The leaflets and website adopt the Discover Devon branding. This was developed following brand research that identified that consumers have a low level of knowledge regarding Devon.

Advertising & direct marketing

· Placement of adverts in national consumer titles such as The Guardian and The Times.

· Web-based adverts are also placed on sites such as The Times and The Telegraph.

· Posters at key London Underground stations and tube cards placed on trains.

Public relations

· Handled by an external agency, which is kept on a retainer. Assistance is also given by the Council’s Press Unit.

Partnerships and consortia

· A member of Conference Devon, a consortium that aims to attract conference business to the County and DACOM,, the overseas marketing consortium.

Use of JCWHS within current marketing activity

· The JCWHS is mentioned in the introductory double-page spread of the Walking Devon guide and in a number of individual walks within the guide.

· The guide doesn’t use the Jurassic Coast logo. An example of reference to the World Heritage Site in the text is as follows:

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com “This walk (Beer to Branscombe) is within the heart of the Dorset and East Devon Coast World Heritage Site. Often referred to as the Jurassic Coast, this is England’s first natural World Heritage Site.”

Dorset County Council

Strategy

· The strategic context for the Council’s activity is contained in the Regeneration and Tourism Strategy 2002-2005. The document lists six objectives of which the main tourism objective is:

- Increase sustainable tourism based on local distinctiveness.

Segmentation

· Segmentation policy is largely product-based and reflected in the publications produced.

· Events (e.g. Dorchester Show, Great Dorset Steam Fair) are used extensively to attract visitors to the area.

· A key consideration in targeting segments is to avoid duplication with the eight District and Borough Councils that are within the County Council’s area. As such, segments are identified on their strength and on the fact that other authorities are not already active in that particular segment.

Printed and on-line material

· Production of four publications. These are the Activity Guide (60,000 copies), Caravan and Camping (30,000 copies), Food and Drink Guide (30,000 copies) and What’s on in Dorset (50,000 copies).

· Maintenance of the tourism pages on the council’s website (www.dorset- cc.gov.uk).

Advertising & direct marketing

· Flyers are inserted into a range of consumer titles, including The Boots Magazine and Sunday Express.

Public relations

· Regional and local press releases issued.

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· Member of Dorset Coast Forum and Dorset and New Forest Partnership.

Use of JCWHS within current marketing activity

· The tourism website pages that Dorset County Council manages mentions the Jurassic Coast on its homepage and makes reference to it on a number of other pages.

· An example of how JCWHS is described on the website is as follows: “You will discover 88 miles of spectacular award winning coastline, (which makes up part of England's first natural World Heritage Site).“

· At present, the JCWHS is not a major strand within the printed guides produced by the Council.

West Dorset District Council

Strategy

· West Dorset sets out its strategic tourism framework in Tourism Together: Our Plan for Tourism in West Dorset 2003-2008. The aims are stated as:

- Maintain and increase the availability and quality of employment opportunities in West Dorset’s tourism businesses. - Develop the positives and minimise the negatives of tourism throughout West Dorset’s communities. - Maintain and increase the value of tourism in West Dorset. - Ensure that a high quality of visitor experience is available to everyone. - Maintain and enhance the quality of West Dorset’s rural, coastal built and natural environment.

Segmentation

· A broad range of segments are pursued with high volume markets identified as a main priority.

· Broader council remits to ensure maximum benefit for the local economy means that niche markets cannot be pursued to the detriment of more “mass” markets.

· Overseas marketing is done within the Dorset and New Forest Overseas Marketing Consortium.

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· Production of West Dorset Holiday Guide (130,000 copies). The guide is used as fulfilment for advertising campaigns run by the Council and South West Tourism.

· The guide is also distributed to regional Tourist Information Centres and those further a field for use in the Holiday Information Service. Other distribution outlets include libraries and UK exhibitions.

· Production of Exploring West Dorset broadsheet (200,000 copies). This is aimed at the day visitor market and is distributed to various outlets within a 50 mile radius.

· Town guides are also produced for Lyme Regis, Bridport and West Bay and Sherborne.

· Cycle tourism is supported through the production of a Cycling in West Dorset leaflet, produced in association with Dorset County Council.

· The West Dorset Group Travel Guide (3,000 copies) is distributed to trade and group contacts at UK trade and public fairs.

· Maintains and hosts the tourism website (www.westdorset.com).

Advertising & direct marketing

· The national media advertising campaign is targeted at the domestic main and short break markets. In 2001/2002 54 inserts were used in a variety of national and specialist media.

· A three-year direct mail campaign is in place. Phase 1 centred around sending a flyer to a database containing details of 18,000 people who had requested information from Dorchester Tourist Information Centre.

· An email campaign targeting previous users of the westdorset.com website.

Public relations

· Fielding of journalistic enquiries and assisting with the requirements of print, TV and radio journalists and researchers production teams.

Partnerships and consortia

· Specific campaigns undertaken in conjunction with South West Tourism and a number of consortia including the Dorset Domestic Tourism Panel (a consortium of all Dorset local authorities) and Dorset and New Forest Overseas Marketing Consortium.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Use of JCWHS within current marketing activity

· The West Dorset Holiday Guide 2003 mentions the World Heritage Site status on inside front cover page and uses dinosaur and fossil references.

· The guide includes a double-page spread under the title A real Jurassic Park and uses the Jurassic Coast logo.

· An example of how the JCWHS is described is as follows: “Explore the beaches between Lyme Regis and Charmouth and you’ll find the Jurassic Coast with World Heritage status.”

East Devon District Council

Strategy

· Two tourism objectives are contained within 6 corporate objectives drawn up for the Council. These are:

- Attract high value tourists. - Support the industry through training and other matters.

Segmentation

· Segmentation policies pursued are a mixture of product-based (i.e. South West Coast Path, World Heritage Site); activity-based (i.e. boating) and socio-economic /demographic (i.e. ABC1’s; elderly, retired – “the grey panthers”).

· A segmentation study done on behalf of the Council by South West Tourism indicates that the district has a broad base of resorts catering for a wide range of tourists. The segmentation policy is similarly broad to reflect this diverse product offering.

· Overseas markets are targeted through the Council’s membership of DACOM.

Printed and on-line material

· Production of the Real East Devon guide (50,000 copies). The guide is distributed regionally to TICs and is also used as fulfilment for the Devon Holiday Line.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · Production of a flyer to promote a series of events celebrating the East Devon Coast.

Advertising & direct marketing

· Adverts placed in consumer magazine titles such as Radio Times and Good Housekeeping and national newspapers such as the Daily Mail.

Public relations

· Tourism press coverage normally handled by an external PR agency but current contract has expired and they are waiting to appoint a new person.

· Local and regional press is handled by the Council’s press office.

Partnerships and consortia

· Member of DACOM.

· Used to be but currently not a member of Conference Devon.

Use of JCWHS within current marketing activity

· The JCWHS is a major theme of East Devon’s marketing mix. It is included on the front cover of main destination guide and in the introductory text.

· The guide devotes a double-page spread to World Heritage Coast.

· Each page is headed with strap-line World Heritage Coast – The Real East Devon.

· The guide makes use of Jurassic Coast logo but uses the phrase World Heritage Coast rather than Jurassic Coast within the text.

Purbeck District Council

Strategy

· Purbeck’s tourism aims and objectives are largely drawn from the area’s heritage plan. Called Making Purbeck More Special, the strategy is a follow-on from the 1995 document Making Purbeck Special . The strategy proposes four main aims:

Jurassic Coast World Heritage Site Marketing Strategy 107 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com - The development of a quality tourism product. - Further encouragement of sustainable and suitable tourism. - Increased opportunities for leisure and recreation. - More work to help regenerate the economies of the market style towns.

Segmentation

· Current activity is centred around attracting traditional family holiday- makers and those with an interest in natural and outdoor pursuits (e.g. walking).

· A new segmentation strategy will be drawn up once the currently vacant Tourism Officer post has been filled.

Printed and on-line material

· Production of a range of printed materials including the main Swanage and Purbeck Holiday Guide (90,000 copies). The guide is distributed through TIC’s regionally and nationally (via a TIC national literature swap event). Local businesses also receive copies.

· Other publications include Swanage and Purbeck Map and Guide (150,000 copies), Purbeck – a Guide to Drinking and Eating Out, Discover Wareham Visitor’s Guide, Ride the Purbeck Way and Purbeck Welcome Guide.

· As part of partnerships, PDC produces Purbeck Aware (conservation events leaflet); Wareham Forest Way (way-marked footpath leaflet); The Wareham Two Rivers Walk (way-marked footpaths around wetland areas), The Purbeck Way (way-marked footpath leaflet), Wareham Forest Way and The Wareham Two Rivers Walks.

Advertising & direct marketing

· Advertising campaign is focused around national consumer titles. Top five placements in terms of their response rate as a ratio of the cost of the advert are AA Magazine, Daily Mail, Radio Times, TV Times and Best.

Use of JCWHS within current marketing activity

· The main destination guide uses the strap-line “Discover England’s first Natural World Heritage Site” on the front cover.

· The Jurassic Coast logo is used on inside front cover double-page spread.

· An example of how the JCWHS is conveyed in the text is as follows:

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com “Escape to the Jurassic Coast in Swanage and Purbeck, England’s first natural world heritage site.”

Weymouth and Portland Borough Council

Strategy

· Weymouth and Portland’s Tourism Strategy 2001 – 2006 lists 14 aims. Amongst these are:

- To maintain and strengthen the main holiday market appeal of the area in the face of increasing competition from domestic and overseas destinations by reducing seasonality, increasing national and international awareness of the destination and identifying new, sustainable, niche markets. - To broaden the product range, activity base and main resort links with both Portland and the rural hinterland.

Segmentation

· Weymouth and Portland’s tourism strategy states that the resort has, for many years, relied heavily on the traditional domestic holiday market to promote the ‘best in seaside family holidays’. With the decline in this market due to competition from the overseas market and consumers’ demands for different experiences, a number of niche markets have been developed through the KONVER grant funded “Resort Weymouth” project.

· Building on this approach, Weymouth and Portland’s current segmentation strategy is product focussed and presents a number of primary and sub-brands to consumers. Under the umbrella Classic Resort brand are a number of sub-brands The Active Resort, The Evening Resort, The Natural Resort are three of the seven used. Each promotes differing attributes of the resort to potential visitors. Portland is also promoted as a distinct brand with an emphasis on outdoor activities such as walking, wind-surfing etc).

Printed and on-line material

· Production of the main Weymouth and Portland guide (130,000 copies). Other print includes Weymouth Town Centre leaflet; Pictorial Maps of Weymouth and Portland; Weymouth and Portland Festivals and Events; Portland Museum leaflet; Lodmoor Country Park and Attractions and Castletown, Portland’s Best Kept Secret..

· European Union funding via a KONVER project in 2000/2001 enabled the production of a range of print aimed at specialist markets such as education (Teacher’s Guide, Geography Fieldwork Pack, Weymouth and Portland Schools Resources Pack); wildlife (A Nature Guide to Weymouth

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com and Portland, Anglers Guide to Weymouth and Portland) and conferences (Conferences, Conventions and Exhibitions).

· The KONVER project also resulted in the production of a range of leaflets promoting Portland aimed at the visitors already located in the area. These focus on attributes such as wildlife (Portland Butterflies and Moths); stone (The Quarrying of Portland Stone, Tout Quarry, Where Sculpture and Environment Meet); activities (Watersports and Outdoor Activities, Information for Climbers); history (An Archaeological History, St Andrew’s Church and Rufus Castle); attractions (Lighthouse and Visitor Centre); geology (Geology and Landforms); accommodation (YHA Portland).

· A French version of the main destination guide was produced with funding through the KONVER project.

· Maintenance the website www.weymouth.gov.uk.

Public relations

· Organisation and hosting of familiarisation visits by journalists. Tailored facilitation of journalist and film crews’ visits.

Partnership and consortia

· A member of the Dorset Coast Forum and Dorset and New Forest Partnership.

Use of JCWHS within current marketing activity

· The Weymouth and Portland, Dorset Guide uses the strap-line At the Heart of the World Heritage Coast on its front cover.

· The guide devotes a double page spread to a description of the JCWHS. The pages feature photographs whilst the text talks of the coast’s geology and links this with the beauty of the landscape.

· An example of how the text interprets the JCWHS is as follows: “The unique stretch of coastline between Dorset and East Devon is England’s first natural World Heritage Site and ranks alongside other world famous sites such as the Grand Canyon and the Great Barrier Reef.”

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com APPENDIX 2: SEGMENT PROFILES

1. The following section provides a detailed systematic assessment of a range of market segments.

2. The segments analysed are split into two main sections based upon the methods used to segment the market. The first section covers demographic segmentation methods (i.e. characteristics such as age or stage of life) and those based on tourism product (i.e. cycling). The second section looks at segmentation of the market from the point of view of psychographic values. This includes such aspects as motivations, outlook and attitudes. The rationale for each approach is provided in the respective sections.

Demographic / product segments · Long holidays.

· Short Breaks (pre-family, family, post-family).

· Activity and Special Interest Breaks (walking, cycling, watersports & coastal pursuits, geo & eco-tourism).

· Groups (formal education, non-formal education).

· Overseas (Germany, Netherlands, USA).

· Independent and group day visits.

· Business tourism.

· Visiting friends and relatives (VFR).

Psychographic segments

· Traditionals.

· Cosmopolitans.

· Discoverers.

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MARKET SEGMENT INFORMATION: LONG HOLIDAYS Market UK residents staying away from home on holidays of 7 nights or Definition more. Market Size & This segment accounts for 24% of all holiday trips in the South Value West, but is more important in terms of nights (48%) and spend (37%). The South West has a market share of 24% of the UK long holiday trips Market The South West is of most appeal to families (48% are travelling Characteristics with children) and those in the post family lifestage. 54% of this segment are from ABC1 socio-economic groups, with 26% AB. 56% of long holiday are based at the seaside with 29% in countryside. 12% of the market is generated from within the South West. Other key originating locations are London, West Midlands and the South East. Trends UK long holidays of a week or more are in decline. Overseas destinations are now the preferred option for many. Consequently the South West is seen as only suitable for additional or secondary holidays. The prediction for the market is continued decline in both numbers of trips and real spend over the next 5 years. Population demographic changes means that the growth in the proportion of older people in the population is likely to be offset by the decline in the number of families. What the The quality of accommodation is important for all groups. Those market wants with families are looking for a range of activities and things to see and do. The availability of indoor attractions is also a consideration. Those in post-family lifestage will tend to visit outside of school holidays and are more likely to be interested in serviced accommodation. Importance to This represents the current mainstay of the summer season. Like JCWHS elsewhere, the market is declining under pressure from overseas destinations. Older age groups have a good knowledge and awareness of the area. Strategic Fit This is currently an important market, but it is likely that the long- with JCWHS term decline predicted in this sector will mean that in relative Objectives terms, the sector will become less important. In general terms the post-family long holiday market is the most likely part of this segment to show potential for development out of main season. How to Reach Holidays are planned more in advance than breaks. Campaigns and Influence aimed at the post family market that encourage return by those who’ve visited in the past offer good prospects as do promotions that extol the distinctiveness of the area. In this regard the JCWHS offers a good opportunity to refresh the market offering to this group.

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3. Short breaks have traditionally been defined as stays away from home of between one and three nights. This has lead to most of the published statistics on this sector adopting this same definition. However in looking at the Jurassic Coast World Heritage Site recent research from the State of Tourism report published by South West Tourism15 offers some additional insights. Focus groups conducted as part of the research found that people generally classed any holiday of less than a week as a break. In such a case, breaks refer to any holiday staying away from home for a period of 1-6 nights.

4. As part of our segment study into short breaks we present information both on breaks of 1-3 nights and 1 – 6 nights.

5. At a national level trips of 1-6 nights accounted for 84m (holiday) trips, comprising 221m night away from and an associated spend of £12bn. It accounts for 83% of all UK holiday trips but a lower proportion of UK holiday nights (60%) and spend (71%).

6. In terms of the South West, this segment constitutes 12.8m trips, 37m nights and a spend of £1.9bn. In order to further refine this very important and large market, breaks have been split according to the stage of family lifecycle:

· Pre-family – aged 45 and under and who are not parents (28% of population).

· Family – any age with at least one child aged under 16 still at home (28% of population).

· Post-family – aged 55 and over with no children under 16 at home (44% of population).

Pre-family

MARKET SEGMENT INFORMATION: PRE-FAMILY Market UK residents aged 15-34 staying overnight on holidays and Definition breaks of 1 – 6 nights with no children. Market Size & Pre-family lifestage accounts for 22% of all short breaks taken in Value the South West region. (15% of total short break takers are aged 16-34, 7% of the same age but married with no kids) Market Younger age groups, singles and couples, holidaying by Characteristics themselves or in groups. Trends Nationally, this market is set to grow. In terms of the South West it is a medium-sized segment and shows some growth potential. What the Amongst this group, breaks are a seen as a good way to explore market wants different parts of the country and to explore a particular place. The pre-family group is the most likely lifestage to see a short break as a good way of trying an activity. Another reason for short break-taking is to celebrate a special occasion. Pre-family breaks are most likely to be taken in hotel accommodation, whilst

15 see reference 2

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: PRE-FAMILY single adults are likely to be looking for hostel or B&B. Although relatively unimportant for the pre-family segment as a whole, self- catering accommodation is used more by those taking a short break to pursue an activity. Importance to Not particularly important segment at present except in specific JCWHS areas that offer land-based /water-based activities and resorts such as Bournemouth that offer a good range of nightlife Strategic Fit High spend per night fits well with the aim of increasing overall with JCWHS tourism revenue. This segment is also a good prospect for off- Objectives season development as it is less seasonal in nature. Opportunities for activities such as water-sports, climbing, coasteering and kitesurfing and cycling are key to attracting this segment. The “Anchor” towns of Bournemouth and Exeter are likely to be attractive to this segment. However in terms of overall potential this is a competitive market and one for which the scenic quality of the JCWHS is not likely to be particularly strong element in any appeal. How to Reach Knowledge and awareness of English regions is limited. Internet and Influence is an important medium for this market. They are receptive to cheap deals, special offers and campaigns that include brand names that they respect.

Family

MARKET SEGMENT INFORMATION: FAMILY Market UK families with dependent children aged under 16, taking family Definition breaks of 1-6 nights in the UK. Market Size & Accounts for 15% of all short holidays taken in the South West. Value This compares with 17% for long holiday taken by families in the South West. Market The age of children within this segment greatly influences holiday Characteristics choice. Families with children aged under 5 years old tend to choose UK destinations and travel with grandparents so that they can share the child-caring duties. Families with older children are more likely to choose an overseas destination for a main holiday but the UK is still the norm for short breaks. Trends Demographic changes to the population of the UK mean that we will see a 6% drop in children under 15 by 2010. This suggests a smaller family size or a decrease in the number of families with children. Given these trends, this segment looks set grow, but less fast than holiday taking as a whole. What the Families choose short breaks in order to explore an area of the market wants UK and/or to visit a particular destination. There is also a number for whom having the chance to get away without the children a holiday is important. Coast and countryside offers a compelling package for this segment. Self-catering is more important to this market than serviced accommodation, as is the presence of a good range of visitor attractions, events and shops. How to Reach Devon has a stronger market profile than Dorset in this market so and Influence promotions should aim to add knowledge of Dorset to the already

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: FAMILY perceived attractions of Devon. Family breaks should emphasise the ease of access, value for money and the unique setting of the JCWHS. Outdoor activities such as fossil hunting and indoor attractions should be highlighted.

· The family market is the mainstay of the peak season long holiday market in the area, but short breaks by families are also important. The pre- school family market is not constrained by school holidays so is a particularly good prospect for off-peak season development.

· The presence of coast and countryside and the good range of indoor and outdoor attractions mean that the JCWHS provides a good ‘product fit’ with this segment. Activities such as fossil hunting and boat trips of the coast also add to the appeal of the area. The relative dearth of luxury serviced accommodation means that the area is less well geared up to cater for short breaks taken by couples looking for a break from the children.

Post-family

MARKET SEGMENT INFORMATION: POST-FAMILY Market UK residents aged 55 and over staying overnight for between 1 Definition and 6 nights in the UK. Market Size & This segment consists of couples and singles on holiday without Value children. As is the case with the long holiday market, the post- family short break segment is the most important in the South West. 28% of all short holidays are taken by the post-family segment. Market The post-family segment has high levels of disposable income and Characteristics are not constrained by school holiday times Trends This is an important segment that looks set to grow further. Behind this predicted increase lies forecasts that the over 55s age group will increase in size by 12% up to 2010, with the biggest increase in the 55-64 age group. What the The chance to explore an area of the UK tops the reasons to take market wants a short break. Although the younger members of this segment like to travel off the beaten track, there is a desire amongst many to return to places with which they are familiar. Visits to gardens, towns and villages, historic properties and walking are favoured activities. Hotel accommodation is preferred. Reputation and quality are important, so branded and high graded hotels are particularly sought after, as are hotels that have a good reputation for food. How to Reach Special offers that retain a quality proposition promoted through and Influence media such as magazines, newspapers and TV have a strong appeal. Campaigns and promotions should convey elements that appeal to this segment profile rather than using language that highlights the target audience as ‘old’, ‘seniors’ or ‘mature’

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · This is already a very important segment for Dorset and East Devon and the JCWHS. The good level of product knowledge held by members of this segment coupled with their propensity to return to places with which they are familiar means that the JCWHS is in a strong position to further increase penetration. Attractive scenery and good walking opportunities associated with the area act as major draws.

· The ability to visit places of beauty outside of the main holiday season when they are quieter and less full of children is also a major strength and provides a good opportunity to promote during the off-peak season. The high personal disposable income of this segment fits well with the objective of attracting high value visitors.

· More effort needs to be placed on the development of high quality serviced accommodation as this segment expect quality accommodation as well as good value for money.

Activity and special interest holidays

7. This segment is defined as UK residents taking holidays and breaks where an activity of special interest forms the main motivation and purpose of the holiday.

8. 30% of adults have taken an activity holiday, and nearly half (47%) are interested in taking such a holiday. In 2001, 18% of UK holidays were taken with a primary purpose of undertaking an activity. Just over half of these were centred around outdoor pursuits with the remainder devoted to more “soft” activities.

9. In order to provide a more developed segmentation of this market, we have broken this segment into a number of sub-segments. Some are product-orientated segments with others are geared around a particular interest.

Walking

MARKET SEGMENT INFORMATION: WALKING Market This segment consists of two elements: i) a holiday where Definition walking is the main purpose of a holiday or ii) a holiday where walking forms part of the activities undertaken whilst on a holiday. Market Size & Walking is the most popular holiday activity in the UK. Four out of Value five holiday-makers have walked whilst on holidays or short breaks in the last three years. An economic impact study into the South West Coast Path indicates that the Path contributed the following amounts - West Dorset £5,750,502, East Devon £6,643,995 and Purbeck £1,170,141 Market With the large size of the market a number of sub-segments Characteristics (originally developed by the English Tourist Board) have been used to further define the market: ‘Young Socialisers’ – groups of friends aged 16-34 ‘Young Leisure Adventurers’ – couples aged 16-34 ‘Family Actives’ – families with children under 16 ‘Leisure Explorers’ – empty-nester couples aged 45-59

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: WALKING ‘Older Organised’ – early retired, singles and couples aged 55-65 Walking also represents a good overseas product, with particular appeal in The Netherlands. Trends Walking is likely to remain the most popular activity whilst on holiday although there is not much hard evidence to support any recent expansion in this market. What the Walking ranges from those seeking a few short strolls in the market wants countryside to those looking for challenging walking holiday using a long distance routes. ‘Young Socialisers’ want a wild, rugged, unmanaged walking experience and enjoy walking National Trails. They prefer basic accommodation with a communal feel (e.g. camping /YHAs). ‘Young Adventurers’ prefer not to be out in the wilds and are highly likely to want circular walks. Accommodation needs are for a higher level of comfort in B&Bs and Inns. Pottering around villages, shops and markets are all considered part of the holiday. ‘Family Actives’ look for simple short walks to do as part of a general holiday of 1 week or more. ’Leisure Explorers’ enjoy gently undulating scenes close to civilisation. Family-run B&Bs, hotels and farmhouses on the outskirts of a village or town are ideal accommodation choices for this sub-segment. ‘Older Organised’ appreciate scenery and landscape and are willing to get a bit wet. They like the idea of walking along a route from one base to the next. Packages involving personal guides, top quality accommodation and gourmet local food are appealing to this group. How to Reach ‘Young Socialisers’ can be reached through specialist outdoor and Influence magazine, lifestyle magazine, outdoor activity clubs and the internet. Campaigns should be focussed around the idea of a break away with mates in the country. The ‘Older Organised’ sub-segment can be reached through Sunday newspapers, Classic FM and specialist publications such as the National Trust & Ramblers Association magazines. Campaigns to this sub-segment should be centred around the development of carefully selected and packaged short break walking holidays. The emphasis should be on good quality accommodation and food, spectacular scenery, luggage transfer and offering a guide knowledgeable about the JCWHS. Circular walks which link the coast and country should be targeted at ‘Leisure Explorers’ as part of a 3-4 day break. Campaigns should promote accommodation and food quality as they are the key factors in the holiday decision. Classic FM, Sunday paper features and local newspapers are likely to be good vehicles for promotion. ‘Family Active’ groups taking short breaks with young children under 5 should be targeted with short walks themed around activities such as fossil hunting, wildlife watching or rock-pool rambling.

· In terms of the area’s current performance within this segment, a number of local authorities within the JCWHS already promote walking as part of their overall tourism marketing campaigns. The WHS team also organise and promote its own programme of events, of which a good many are walks with a geological theme. In addition, the South West Coast Path is

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com attracting considerable numbers of people who can be considered as part of the ‘Young Socialisers’ sub-segment. The lack of any significant packaging of walking holidays means that the ‘Older Organised’ sub- segment is as yet underdeveloped within the JCWHS.

· Consultation with both the private and public sector indicates that walking is regarded as a tourism product with further development potential. The presence of the South West Coast Path and the plethora of local rights of way providing access to a high quality, scenic landscape offers a very strong range of products.

· Many of those on walking holidays will tend to use their car less than other types of holiday-maker. Those using linear routes are also more likely to use public transport to reach their holiday starting-point. Consequently, walking offers a viable sustainable tourism product. Certain segments of the walking market offer good, year-round prospects.

· Walking also has the potential to attract overseas visitors (see Overseas Markets section for further information).

Cycling

MARKET SEGMENT INFORMATION: CYCLING Market A distinction needs to be made between those on holidays where Definition the primary purpose is cycling, (i.e. cycle tourists) and where cycling is an activity on a more general type of holiday. (i.e. holiday cycling). A third category, Cycling Day Visits, refers to people travelling from home to places outside a person’s usual residence. Market Size & Cycling holidays account for 833,000 trips and £142m per year in Value the UK. Holiday cycling accounts for a much larger number of trips, (4m +) but much less spend (£38m). 1% of adults have taken a cycling holiday, whilst 7.4% are interested in taking a cycling holiday.1% of overseas visitors say that cycling is important in their decision to visit. Market Those in the pre-family lifestage are the most likely to go on a Characteristics cycling holiday. Families are the main market for holiday cycling. In terms of overseas development, The Netherlands is a particularly strong market Trends Cycling holidays are a small market but one which has shown steady growth in recent years. Growth in cycle touring is likely to be modest with more demand for circular cycle touring routes. Holiday cycling is already a sizeable market and one that is likely to grow with increased promotion of suitable leisure routes in holiday areas. Cycling day visits shows the greatest potential for growth but are dependent on the provision traffic-free routes. What the Cycle tourists want an attractive and challenging route, with a market wants good range of pubs and shops to stop off at. Good weather is a bonus but not a pre-requisite for enjoyment of the holiday. Accommodation is likely to be B&B’s who welcome cyclists and/or youth hostels. Accommodation’s proximity to cycle routes is a key consideration. Holiday cycling tends to be done by families wanting to use traffic free routes. They arrive by car and

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: CYCLING want to hire bikes. Circular routes are used although linear routes using old railway lines are also popular. Bad weather is a deterrent to this group. How to Reach Magazines of cycling clubs such as the CTC are a good way to and Influence reach cycle tourists. The internet is a key way to reach overseas cycle tourists. The provision of good quality route information on the internet is also effective. With regard to holiday cycling, the provision of leaflets in TIC’s and the promotion of cycle hire are possible ways to reach this segment.

· Within the JCWHS there is a relatively good range of local on-road routes and a handful of specialist cycle holiday providers (e.g. Handlebar Breaks in Purbeck). With one or two exceptions (e.g. Exmouth to Budleigh Salterton Cycleway) the lack of extensive traffic-free cycle paths means that the more casual Holiday Cycling market is small.

· The completion by 2005 of Route 2 of the National Cycle Network will offer an opportunity to develop the cycle tourism market segment. The route will take in much of the JCWHS using a mixture of off-road and on- road sections. Coastal views are not possible along the entire route’s length but it still offers a good opportunity to experience the JCWHS using what is a sustainable form of transport.

· Tourism development for cycling should focus around two aspects - the continued promotion by local authorities of local on-road routes and Route 2’s completion. The latter should initially centre on UK and overseas cycle tourists rather than people wanting a day’s cycling whilst on a holiday. The cycle tourist market is also a more viable proposition than the day cycle market given the limited number of traffic free cycle paths that are available.

· In addition to encouraging use of a sustainable form of transport, cycle tourism offers a good strategic fit with a number of objectives set out in this strategy. Cycle tourists, like walkers, spend a high percentage of money in the local economy away from traditional ‘honey-pot’ locations. This stems from the fact that they are unable to carry much so they make frequent stops for food and drink. Cycle tourism can also stimulate off- peak activity as this is a market that can be encouraged to visit during the shoulder months of May, June, September and October.

Watersports & coastal pursuits

MARKET SEGMENT INFORMATION: WATERSPORTS AND COASTAL PURSUITS Market This segment covers a range of activities including ‘traditional’ Definition watersports such as water-skiing, fishing, windsurfing, diving, sailing. Also included are more ‘extreme’ activities such as kite- surfing, coasteering and coastal cliff climbing. Market Size & In the UK, activity holidays accounted for 18m trips, 63m nights Value and spend of £2200m in 2001. In the South West, activity

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: WATERSPORTS AND COASTAL PURSUITS holidays account for 16% of holidays, equivalent to 2.3m trips and 8m nights and a spend of £281m. The SW market share equates to 13% of all activity holidays in the UK. Watersports holidays have been taken by 9% of the population, with a further 10% interested.47% of 20-24 year olds would like to go on one or other of the watersports holidays. Market Activity holidays are much more likely to be seen as additional Characteristics holidays rather than main holidays and are more likely to be taken in the shoulder periods. In general, activity holidaytakers tend to be younger and more likely to be drawn from the AB socio-economic group than holidaytakers as a whole. However each activity has its own profile so it is difficult to generalise. For instance, the more sedate of the watersports, such as sailing, attracts an older profile, whilst the pre-family lifestage tends to dominate the more extreme pursuits such as surfing, water-skiing etc. Regionally, those living in London show the most interest, but this can be attributed to the capital’s concentration of young, single affluent men and women Trends In general terms the activity market looks set to grow more or less in line with the growth in holiday tourism as a whole. For watersports, certain ones show more potential than others. A report by MINTEL in 1999 calculated the growth potential of a number of activities. Scuba diving came out top with a 7.7% potential increase in the market identified. Water-skiing had a 4.2% increase potential. Showing less scope for development were windsurfing (1.7%) and sailing (1.9%). What the Most activity holidays are arranged independently. Watersports market wants with a younger profile are likely to be located around resorts that offer good range of food and drink establishments and nightlife. Sailing and other sports with a more older and family profile are likely to be looking for good quality self-catering accommodation located close to the coast. Smaller towns and villages are as likely as resorts to used as a base. How to Reach Specialist publications and websites are all primary sources and Influence although certain activities also feature strongly in more mainstream consumer titles.

· The coastal nature of the JCWHS and the presence of a well-established tourism industry along the coast means that the area already has a well established range of watersports and coastal tourism products. For instance, Durlston in Purbeck and The Isle of Portland are popular spots with climbers. Sailing takes place in the waters around a number of places including Lyme Regis, Beer and Exmouth. Weymouth is another popular sailing location and is to be the site of the proposed National Sailing Centre.

· Extreme sports such as kite-surfing, wake-boarding, and surfing take place in Exmouth and Weymouth, and Swanage whilst diving features as an attraction in places such as Chesil Beach, Weymouth and Swanage.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com · There are considerable challenges associated with the development of these tourism activities in a way that is compatible with the conservation requirements of the World Heritage Site. This fact that is addressed in the JCWHS Management Plan16 through a number of policies, principles and voluntary codes that aim to guide these activities’ sustainable development.

· This segment is likely to retain its importance for a range of locations within the JCWHS, with significant increases expected in certain activities such as diving and ‘new’ extreme sports such as kite-surfing. It is clear that the designation of the WHS and the creation of an organisation to manage its development has already resulted in a considerable amount of expertise in providing practical mechanisms that allow the management and development of such activities in a sustainable manner. It is this advisory role of the WHS team that we see being filled by this strategy whilst tourism development is undertaken at a destination or enterprise level.

Special Interest – Geo-tourism

10. The term geo-tourism is sometimes defined as the provision of facilities, services and products that promote the value and social benefit of the geologic and geomorphic aspects of places. It can relate to the vast majority of visitors to the JCWHS who will have no active interest in geology but who may be encouraged to engage with this aspect of the WHS. However, more precisely it can refer to a niche segment of people with a special interest in geology, and this is the segment we identify here.

11. This segment includes individual amateur and professional geologists visiting alone, with members of their family, or in special interest groups.

MARKET SEGMENT INFORMATION: SPECIAL INTEREST GEO-TOURISM Market This segment includes individual amateur and professional Definition geologists visiting alone, with members of their family as well as geologists visiting as part of a group. Market Size & It is extremely difficult to estimate the size of the geology groups Value market. However, estimates of market size can be implied from the membership of relevant organisations. There are currently 18 local Geologists Association Groups around UK and 49 geology associations in England, Wales and Ireland that are affiliated to the Association. The Geological Society of London has over 9000 members. The size of the market for individual geologists visiting with members of their family is much smaller than the groups casual market. Market Amateur geologists visiting with another member of their family Characteristics are likely to be in the with children or post-children lifestage. Both the group and individual markets are likely to be predominately made up of AB socio-economic groups who are members of relevant associations and devote a considerable amount of time to their hobby / interest.

16 Dorset and East Devon Coast World Heritage Site, World Heritage Site Management Plan, First Revision 2003

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: SPECIAL INTEREST GEO-TOURISM Trends Levels of potential growth are likely to be dependent on marketing effectiveness of tourism campaigns rather than the geological quality of the designation. What the Amateur geologists in family groups want high quality self- market wants catering accommodation if they have children and B&B/hotel accommodation if not. They also want a range of indoor and outdoor attractions and shopping to keep the rest of the family happy. Amateur and professional geologists in a group want basic accommodation with communal facilities. Smaller groups may also use family-run B&Bs and hotels. How to Reach The specialist nature of this segment makes targeting of and Influence individuals and groups relatively easy. Direct mail campaigns to geologist associations and leaflet insertions in specialist publications are good ways to communicate. Campaigns should emphasise that the JCWHS offers not only outstanding geological exposures but good quality and value for money group accommodation. Campaigns aimed at attracting individual geologists visiting with family can use the same tactics but emphasise the ability for a trip to JCWHS to please everyone in the family.

· Geo-tourism within the JCWHS is already well established but is currently more focussed around group travel rather than tapping into individuals travelling with family.

· The JCWHS is in an ideal position develop the groups market but capture a bigger portion of the ‘individual amateur geologist visiting with family’ market as its position as an existing tourist destination provides a range of non-geology attractions. The appeal of this to this market is illustrated well in the following extract taken from amateur geologist website (www.geology.about.com).

“And there are places that are rewarding to the geologist and probably very few others. For instance, Siccar Point, on Scotland's eastern shore, and "Hutton's Section" in Holyrood Park in Edinburgh, are two localities associated with James Hutton, the father of geology. . If you're a scientist you may find yourself deeply moved to be there, but the kids will be fidgeting. The Jurassic Coast of southern England would be more congenial, not just because there are beaches and pubs and other diversions but also because this area is world-renowned for its dinosaur fossils, something that everyone can relate to.”

· The outstanding exposures offered by the Jurassic Coast World Heritage mean that the area is already well known amongst amateur geologist circles throughout the world. Anecdotal evidence from the consultation process suggests that these groups are already regular visitors but have come very much of their own accord and not through the efforts of any active promotion.

· Despite the small size of this market, this strategy recommends some attention be devoted to fostering and nurturing the area’s reputation amongst amateur and professional geologists. Doing so will enable the

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Site to be seen as a dynamic environment - a bit like a historic site where archaeology continues to take place or a botanical garden where the active conservation of plant species occurs.

· This is also a market that is likely to respond well, even to small amounts of active promotion. It is also a market that offers good year-round potential with conditions for geological observation (i.e. landslips) taking place outside the peak summer period.

Overseas visitors – USA

MARKET SEGMENT INFORMATION: OVERSEAS VISITORS (USA) Market Overseas visitors from the USA staying overnight for a holiday Definition Market Size & The population of the USA is 280m with 18% of adults holding Value passports. In 2001, there were 3.6m visits by Americans to the UK with a total spend of £660m. First-time visitors are most likely to concentrate their visit on London but repeat visitors will travel elsewhere. American visitors have a higher average spend than overseas visitors as a whole. For the SW, the USA is the single biggest market for the SW and accounted for 17% of all overseas visits in 2001. The SW has a market share of 9% of American visitors to the UK. Market Around half of US travellers visiting Britain are over 45. The main Characteristics segments are boomers/seniors aged 55 and over (who have the time and money to travel), college students and affluent singles and couples with no children. The major metropolitan areas, particularly in the East, are the main source of visitors. About half of US visitors are on holiday with the rest being split between VFR and business. 62% come in the summer 6 months. Most arrive in the UK via London. Visitors are likely to have a limited knowledge of the region and head for tourism ‘honeypots’. Trends This market is unpredictable at present, due in no small part to the nervousness of US visitors to travel following the attacks of 11 Sept 2001 and fears of global terrorism. Economic recession in the US has added to the downward pressures on the country’s long-haul travel market. In the longer term, prospects are good. Forecasts undertaken for the State of Tourism report for South West Tourism in 2003 indicate a growth of 33% in visits between 2001-2011, with much of this growth taking place after 2006. Most of this increase will be from VFR, business and study trips rather than holidays. What the With little knowledge of Britain, the main requirement is market wants information and guidance on what to see and where to go. History, heritage, arts and culture are particularly strong pulls, as are quaint villages and the desire for an ‘English experience’. Quality is a key issue with high levels of service and value for money expected. B&Bs, star hotels and inns are likely to be the favoured accommodation choices amongst older visitors. How to Reach There is scope for overcoming US travellers lack of knowledge of and Influence the area by communicating the World Heritage Site status of the coastline in terms of its relation by designation to well-known US World Heritage sites like the Grand Canyon. Also, with fellow

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: OVERSEAS VISITORS (USA) World Heritage Site the City of Bath on many US visitors must- see list of the UK, there is scope to promote trips to JCWHS as an add-on visit.

· The American market presents some challenges for promotion. The seasonal nature of the USA market also means that it is not a good candidate for development during off-season. However with overall levels of US visitors currently low, it is unlikely that increases in US travellers in the peak season will place an unbearable strain on the area’s resources.

· Although the area is rich in historic properties and quaint villages, the main scenic proposition offered by the JCWHS is not central to this market.

Overseas visitors – Germany

MARKET SEGMENT INFORMATION: OVERSEAS VISITORS (Germany) Market Overseas visitors from Germany staying overnight on holiday. Definition Market Size & The population of Germany is 83m. The Germans are prolific Value travellers and 71% of holidays and breaks are taken abroad. Britain is the 8th most visited destination. Only about 10% of the population has ever been to Britain on holiday but those that do are frequent visitors. Length of stay is slightly shorter than average but spend per day is higher than average. In 2001, German visitors made 2.3m visits to the UK. In the South West, Germany accounted for 12% of the Region’s overseas visitors. The SW has a 10% market share of UK visits from Germany. Market For the UK as a whole, a third of Germans are on holiday, a third Characteristics on business and a quarter are VFR. Half are aged 25 – 44 and 61% come in the summer 6 months. The majority travel independently, although about a half are on inclusive tours. The majority of the market is from the middle socio-economic groups and well educated. Two thirds come by air. Trends The strength of the £, FMD and Sept 11 have caused a significant drop in German visitors to the UK. Holiday visits fell by half between 1996-2001. German visits to the South West have fallen over by 30% between 1999 and 2001. Forecasts undertaken for South West Tourism’s State of Tourism report indicate that overseas visits from Europe to the South West will increase by 29% in the period 2001-2011, with increases up to 2006 restricted to 10%. Business tourism will grow twice as fast as holiday tourism. What the German visitors enjoy historic towns, cities and countryside, as market wants well as gardens, heritage attractions and cultural facilities. Value for money is a big consideration as a strong £ means that the UK is an expensive destination. Green issues are important to this market. How to reach Word of mouth, travel agents and internet are (in order of

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com and influence importance) the three most important sources of information. the market Tour operators are well used for long haul destinations, but it is likely this will be less so for European destinations such as the UK. Low cost carriers have become an important influence in stimulating trips. Travel trade and exhibitions such as ITB are also useful methods. · The JCWHS has a good range of accommodation, as well as the stunning scenery that this segment desires. Air connections are one of the keys to the development of this market.

Overseas visitors - Netherlands

MARKET SEGMENT INFORMATION: OVERSEAS VISITORS (Netherlands) Market Overseas visitors from the Netherlands staying overnight on Definition holiday. Market Size & The population of The Netherlands is 16m. Britain is the 9th most Value popular destination, with a 4% market share of holidays abroad. (France is the most popular with 17% of the market). This equates to 1.4m visits to Britain in 2001. Market The Dutch are very good linguists and so are very confident Characteristics when travelling abroad. They have a high degree of intellectual curiosity about how other people live and have a reasonably adventurous attitude to foreign travel. The trend towards green tourism is becoming more important. The five key customer groups in the Dutch market are: 1)Young professionals (aged 25- 39) who are looking to explore friendly and cultural Britain. 2) Families (40+) with children at school looking for a main holiday visit. 3) Seniors who are retired and interested primarily in the Heritage of Britain. Conference and incentive travellers. The Dutch will go ’off the beaten track’ and will travel to all parts of the country. Only 28% of all overnights in 2001 were in London, compared with the world average of 36%. Seasonal spread is good with 75% of total traffic taking place outside the peak July-September period. Holidays to Britain will usually include some degree of walking or cycling. The Dutch seem to enjoy most sports and outdoor activities Trends The average length of stay has fallen over the last decade. This reflects an increased demand for shorter (second and third) holidays to cities like London and Edinburgh and regions close to ferry gateways. What the Green travel products, whether walking, cycling, camping, visits market wants to gardens or simply escaping a crowded urban life are increasingly in demand. Accommodation has to be clean How to reach The Netherlands is the largest country of internet users in the EU and influence with 61% regular users and 80% going on line at least once a the market week. Currently nearly 20% of trips are booked on-line. Targeting promotions in the ‘Randstad’ area. This area is bordered by Amsterdam, Utrecht, Rotterdam and The Hague and accounts for almost 50% of the holiday traffic to Britain. Providing good quality pre-visit information is important as the Dutch rigorously pre-plan and research their itinerary. Opportunities for cycling and walking should be highlighted and these should include detailed

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com information on facilities and itineraries. Press work (i.e. press visits) channelled through the VisitBritain office in Amsterdam is a good way to reach the independent market.

Educational group markets

12. Two types of group markets are explored in this section. The selection of these two types stems from feedback made by consultees during this strategy’s development and proposals contained in the report A Strategy for Education for the Jurassic Coast World Heritage Site. 13. The Education Strategy rightly focuses its attention on actions and initiatives that aim to improve the co-ordination and level of service that the JCWHS is able to offer to these groups. Our intention in this plan is to complement these initiatives by providing pertinent market information and recommendations as to how tourism promotion can be used to stimulate and develop these group markets.

14. Given the aims of this strategy, residential visits rather than day visits are to be the focus here. This is due to the larger spend associated residential visits. This is not to say that the schools day visits market is not important in terms of its educational value.

Formal education – higher and further education

MARKET SEGMENT INFORMATION: HIGHER AND FURTHER EDUCATION Market Visits organised by colleges and universities Definition Market Size & In a national survey undertaken by Isle of Wight Tourism, Devon Value accounted for 13% of all higher education trips and 11% of further education trips. Dorset accounted for 6% of higher education and 8% of further education trips. Spend per head per night for Geology and Geography higher education trips is estimated at £18, whilst further education Geography trips had a spend of £24 per head per night. 78% of all higher education and 71% of all further education departments organised residential field trips for their students. 100% of Geography, Geology and Environmental Studies higher education departments organised field trips whilst 88% of further education Geography departments did so. Geology departments had the highest average number of trips per year out of all higher education subjects surveyed (5.7 trips). Market Both the further and higher education markets are relatively loyal Characteristics to tried and tested locations, with around 66% of higher education and 71% of further education respondents returning to the same destinations year after year. The main reasons for this are the success of previous courses, the appropriateness of the location and the preferential rates they received at the accommodation they used. The average group size for UK residential trips by higher education was 37 students and 28 for further education groups. The majority of trips by higher education are taken in March (25%), April (22%) and September

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com MARKET SEGMENT INFORMATION: HIGHER AND FURTHER EDUCATION (10%). Further education trips are most likely to take place in October (20%) followed by March (18%) and April (11%), May (11%) and July (11%). The average length of stay for geology further education courses was 6 nights and 4.5 nights for higher education geography trips. Trends Targets to increase the numbers of students in higher and further education within the UK mean that there is likely to be a steady increase in the number of higher and further education groups visiting. What the There is a difference in the type of accommodation used by market wants higher and further education groups. The majority of higher education groups use hotel accommodation (30%), followed by youth hostels (17%), and university accommodation (13%). Further education groups favour study field centres (34%) and youth hostels (29%) The availability and cost of group accommodation, the natural resources of the location, the cost of travel to the destination and the availability of special deals are of the highest importance. In terms of information and services required, a specialised brochure about residential field trips is thought most useful. The brochure should contain accommodation details, travel and transport information, maps and a list of education sites and facilities. How to reach Discounted accommodation is likely to be persuasive to this and influence market, as is travel/accommodation packages and specialised the market itineraries.

· Further and higher education groups are very loyal and, once attracted, are likely to return time and time again. They also represent an effective way to boost tourism figures during the shoulder months. Current visit patterns mean that at certain times of the year and in certain locations (Lulworth Cove), educational groups put a considerable strain on transport and visitor infrastructures.

· As a consequence of the above, more effort needs to be made to actively engage with this market and to encourage more visits out of peak season. However, as the education strategy points out the insufficient supply of suitable accommodation for this market is restraining the segment’s development during the shoulder months.

· In the long-term, this is a situation that needs to be addressed through strategic stock development, but in the shorter-term, research should be undertaken to assess whether caravan parks, hotels and B&B accommodation can satisfy the needs of this market.

Formal education – primary and secondary education

MARKET SEGMENT INFORMATION: PRIMARY & SECONDARY EDUCATION Market Visits organised by schools. Definition

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com Market Size & It is difficult to estimate the size of the school visit market locally. Value However, the Dorset Coast Forum estimated that 250,000 students visited the Dorset coast or countryside per year. Market Primary schools tend to travel an average of 66 miles for Characteristics residential visits, whilst secondary schools are willing to travel an average of 196 miles. Interestingly, private schools travel an average of 241 miles for the same purpose. Trends Press coverage of high profile accidents during school trips and the possible UK-wide introduction of the six-term year means prediction of trends in this market is difficult. A steady or slightly increasing market seems likely in the medium to long-term. What the The main attractors are a high quality of natural environment with market wants clear links to the National Curriculum together with a plentiful supply of budget accommodation. Other requirements include the need for a teacher’s pack; people to provide interesting and informative talks; information leaflets for use back in the classroom; toilets; places to eat should the weather be wet; opportunities for discussion with the class teacher on what is required prior to the visit and information packs; opportunities for 'hands on' and exploratory sessions; opportunities for interviewing people; trips that are not too expensive. Accommodation needs to be able to cater for large numbers of children i.e. being able to take a whole year group as opposed to small groups as this can cause havoc back at school trying to provide teacher cover. With younger children, exclusive use of accommodation is often required for safety reasons.

How to reach There is a tendency within primary and secondary schools to and influence arrange visits for the Summer term. Promotions to secondary the market schools need to take account of the fact that they plan visits on an annual cycle. This means the months of June and September are the best to launch campaigns. Primary schools plan one term ahead, so campaigns need to be sent out at least 3 months ahead. Campaigns should initially focus on those primary schools within 70-100 miles of the area and secondary schools within a radius of 200 miles. Direct mail and contact with local education authorities are good methods. Advertising, either in specialist guides or trade publications has not shown to be effective.

· The JCWHS has a world-class resource that can satisfy a wide range of educational requirements. (Detailed information about how a visit to the Site relates to Key Stages within the National Curriculum can be found in the Jurassic Coast Education Strategy).

· The area already attracts very large numbers of school groups but at present there is little contact with or knowledge about these groups. As is the case with higher education and further education groups, the insufficient supply of suitable accommodation is restraining the segment’s development during the shoulder months.

· It is clear that individual attractions or destinations are not best positioned to offer the total package that teachers are looking for. For most it is the

Jurassic Coast World Heritage Site Marketing Strategy 128 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com coast itself and the features of it that are the primary draw. As such promoting to schools needs to be done co-operatively, with all members of the tourist industry in the area contributing to a total package.

· The new JCWHC Education Forum, set up in response to one of the recommendations in the Site’s education strategy, is a good arena in which to explore collaborative working. The forum should be able to draw on the experience of those areas, destinations and attractions that have been active in promoting to this market.

Business Tourism

MARKET SEGMENT INFORMATION: BUSINESS TOURISM Market Two main sub-segments; UK residents staying overnight for Definition reasons connected with work and business (i.e. business meetings, sales calls); UK residents staying away from home in the course of attending a conference, exhibition or as part of an incentive trip. Market Size & In 2001, there were 2.3m overnight business trips in the SW Value accounting for 6.7m nights and a spend of £485m. Of this total, conferences and exhibitions accounted about 9% (2m trips, 0.6m nights and spend of £33m). The SW region has a 10% share of UK business trips and 8.5% of spend. Business tourism represents 9% of all domestic trips and 13% of domestic expenditure in the SW. Market Business trips are higher spending (£73 per night) but are of Characteristics short duration (2.9 nights). They are big users of hotels (59%0 and half of all business trips are concentrated in large towns/cities. Business tourism is counter-seasonal with troughs in school holidays. Business tourists are likely to be male (78%), middle aged 35-54(48%), up-market (72%), travel from further afield (52% come from outside SW/SE/L) The discretionary market is normally split into the following sub- segments – meetings, incentive travel, conferences and exhibitions. Trends Business tourism is influenced heavily by the state of the economy and tends to follow the business cycle. Forecasts carried out for the South West suggest that the sector will grow by 39% in the period 2001-2011. What the Good and efficient transport links by road, rail and air. Good market wants quality and well-priced hotel accommodation is sought and there is a particularly demand for branded hotels. Conferences and exhibitions obviously require suitable venues with larger events needed major infrastructure but the smaller ones needing less sophistication. How to reach With general business tourism, the main opportunity lies with and influence extending length of stay and encouraging people to return as the market leisure visitors. Loyalty schemes and special offers can be a useful tool to encourage repeat visits. For meetings and conferences, the target is the conference organiser rather than the delegate. Key here is establishing good links with these

Jurassic Coast World Heritage Site Marketing Strategy 129 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com people through regular dialogue and direct mail.

· The Anchor Towns of Exeter, Poole and particularly Bournemouth already attract significant amounts of business tourism. Beyond these major players the area lacks the facilities to cater for large-scale meetings, exhibitions and conferences although does have the capacity to host smaller events.

· Some progress has been made in attracting specialist events/conferences to the JCWHS. The Joint Nature Conservation Committee (JNCC) is working with Dorset County Council to host a major World Heritage conference in the area in 2004.

· In addition, there is some evidence that conferences taking place in Anchor Towns have started to include guided tours of the JCWHS in its itineraries. This type of approach (i.e. working with conference organisers to develop itineraries that include visits to the JCWHS) may be a fruitful way to develop the market whilst accepting the lack of appropriate facilities available in other areas.

Independent and Group Day Visits

MARKET SEGMENT INFORMATION: INDEPENDENT AND GROUP DAY VISITS Market This segment consists of both independent leisure day visits from Definition home or day visits taken as part of a group (often by coach) Market Size & Independent: In 2001 it is estimated that the SW region received Value 148m day trips with an associated spend of £3.7bn. In terms of market share, the South West accounts for 13% of tourism day trips within England and 12% of spending. Group: The group day visit market represents just 2.7% of the total day visits market in the SW, bringing 4m trips and a spend of £90m. Market Independent: Regional analysis from the 1998 UK Day Visits Characteristics Survey is not possible, but the following comments on the UK market can be made. The majority of trips are to urban areas (71%). Countryside accounts for 22% and the coast 6%. Eating out is the most popular activity (22%) followed by shopping. Visiting friends and relatives accounts for 15% of trips. Active pursuits such as walking (4%), cycling (1%) and playing sport (1%) account for few trips. 51% of trips are made at weekends, Friday is the busiest weekday. Day trips are very weather dependent and quite seasonal. Nearly two thirds of trips (64%) consist of a couple or group of adults. Adults with children account for 22% of trips. Group: 90% of organised group travel takes place by coach. The coach trip market can be segmented into excursions organised by coach operators and sold to the public or offered as part of a holiday package; trips offered by social clubs, retirement associations and work groups; educational visits organised by

Jurassic Coast World Heritage Site Marketing Strategy 130 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com schools. The adult coach market are dominated by older age groups from C2DE and geared towards those without cars. School visits are dominated by primary schools and visits made between April and July.

Trends Independent: Tourism day trips are expected to increase by 21% between 2001 and 2011 (from 148.5m to 177.5m). Coastal day trips are expected to increase a much smaller increase of 4.6% in the period. Predicted for town/city. Group: Demographic changes will boost numbers of 55+ but budgetary constraints on schools may hit that part of the market. Overall, group travel is expected to follow the trend for independent day visitors (i.e. increase of 20% in period 2001- 2011).

What the Independent: Day trips close to home (75% of day trips have a market wants round trip distance of 75 miles or less). Access by car is the preferred mode of travel. Many day trips involve activities that are free – sightseeing, window-shopping, walking, picnicking, visits to the beach etc. Group: Places and destinations people have heard of; entertainment is more saleable to group travel organisers than education. How to reach Independent: A difficult market to reach because of its diversity. and influence Word of mouth is very important and advertising in local press the market and radio can have significant impact. Leaflet distribution is also important. Events and festivals can act as a “hook” to attract people. Group: Coach operators, group-travel organisers and school teachers are relatively easy to reach. Trade shows such as BTTF are good for reaching coach operators whilst schools are best reached through establishing a regular and information based dialogue (see groups market segment profiles for more information)

· As the Tourism Product chapter highlighted, the JCWHS has a good range of visitor attractions and boasts scenic landscapes. The importance of the coast to this market can also not be underestimated for independent day visitors although it is less important for groups. For the latter, entertainment-themed attractions and picturesque towns and villages are popular.

· Some parts of the area are too far from major centres of population to do well from the day visitor market. However there is scope for the development from the Anchor Towns of Exeter, Bournemouth and Poole. These provide the largest resident populations in the area and have large tourist populations. Coach trips already run in some instances and more could be developed but the consultation meetings suggest there is concern about stimulating further coach trips due to worries over congestion.

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MARKET SEGMENT INFORMATION: VISITING FRIEND AND RELATIVES Market Residents of the UK staying overnight where their prime reason Definition for visiting is to spend time with friends and relatives (VFR). Market Size & In 2001 there were 4.5m VFR trips, 10.8m VFR nights and spend Value of £362m in the SW. The SW has a market share of 12% of all VFR trips in the UK. VFR accounts for 19% of all tourism trips in the SW (30% in Devon and 13% in Dorset) but only 9% of all tourism spend because of the relatively low spend on accommodation. The region attracts more VFR trips per head of population than any other region bar Cumbria. 75% of adults in the SW region had family/friends to stay in the last 12 months. Market Low spend per night, short duration (85% are 1-3 nights). 2/3 Characteristics stay with relatives and 1.3 stay with friends. Most visits are general but 13% are for family events such as weddings/funerals, 14% combined with holiday. Even distribution of trips throughout the year with a peak at Christmas. Even spread across destination types. Fairly evenly spread across age groups but higher propensity for younger age groups to travel, 58% are ABC1, half come from SW and SE regions, 58% have household income of less than £40K. Trends Forecasts carried out for the SW suggest an increase of 71% in trips between 2001 and 2011. What the The prime driver is obviously to visit friends and family. But hosts market wants also want places to take guests. Less congested places and places “off the beaten track” are often sought out in order to give visitors an “insider’s” view of the destination. How to reach The key is to make local people aware of what is available in and influence their area. Loyalty schemes, special promotions as well as the market campaigns aimed at encouraging use of attractions by local people (e.g. be a local tourist campaigns) can be useful.

· The area is highly is already attractive to this market. Although a large market, the low spend associated with this segment however means that its attractiveness is somewhat lower than other segments.

· More value can be gained by encouraging VFR visitors to combine visits with a holiday and/or stay in commercial accommodation rather than with the host.

Psychographic Segments

15. There are eight pyschographic profiles to define UK holiday markets.

· Style Hounds, Followers, Cosmopolitans, Traditionals, High Street, Habituals, Discoverers and Functionals.

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PDF created with FinePrint pdfFactory trial version www.pdffactory.com 16. The following selection of segments has been based on those most likely to choose the South West for a short-break during off peak season. These segments are Traditionals, Cosmopolitans and Followers.

Traditionals

MARKET SEGMENT INFORMATION: TRADITIONALS Outlook on Traditionals segment is a mainstream market whose members Life are relatively self reliant and internally referenced people. They value good service, and this is something that they will pay for, especially individual attention. However, they are unlikely to justify spending on expensive alternatives. They tend to live life at a relaxed pace, and enjoy intellectual challenges, arts and culture.

Market Size & This segment makes up 10.8% of the long holiday market and Value make up 12.7% of the short break market. They take more than 50% of their short breaks in England. York, the Lakes, Devon, Devon, Cornwall and the Isle of Wight are all popular options. The Traditionals segment makes up 12.2% of the Weekend away market. They are more interested in English options than almost any other segment. Market Traditionals tend to be the older members of the mass market. Characteristics Around 45% are aged 46-65. A third of the group are post-family, and a further 40% are retired. What the The types of holiday that most appeal to the Traditionals segment market wants are familiar destinations. Bargain breaks and holidays off the beaten track are of interest for some of this segment. Members of the segment are likely to enjoy visiting attractions on offer when on holiday. They prefer traditional attractions, museums, galleries, gardens, churches and historic sites. In the evening they enjoy visiting the theatre or arts events.

How to Reach They are far more interested in a bargain break than a last and Influence minute holiday deal, and package holidays hold little interest for this group as do activity or theme related holidays. They are low users of the internet, yet a high proportion (over 40%) purchase good on-line.

Cosmopolitans

MARKET SEGMENT INFORMATION: COSMOPOLITANS Outlook on Cosmopolitans are strong, active confident individuals, who do Life what they want rather than follow any particular fashion. Life for this group is full and active, yet peace and relaxation is still valued in the right circumstances. Market Size & They make up 22.6% of the long holiday market and 21.6% of Value the short break market making it the most active group for short

Jurassic Coast World Heritage Site Marketing Strategy 133 The Tourism Company

PDF created with FinePrint pdfFactory trial version www.pdffactory.com breaks. For a short break, favoured options include city breaks but also more scenic locations. Market They are a young segment. Over 40% are aged under 35 (a Characteristics quarter aged 16-25). Over a quarter of the group are pre-family, a third with family and a further 38% post family. Pre-dominantly C1 people, a quarter are from AB socio-economic groups. The average income is highest of all segments at £26K. A high proportion live in London. They are a high spend market. What the Whilst Cosmopolitans are one of the groups most likely to select market wants a package holiday, they are just as likely to organise a holiday themselves. They enjoy activity holidays or a holiday with a theme or a chance to get ‘off the beaten track’. Seeking a holiday that has a low impact on the environment is also attractive. How to Reach This is a difficult market to influence as competition is fierce, and Influence although they just love to get away.

Discoverers

MARKET SEGMENT INFORMATION: DISCOVERERS Outlook on Discoverers are independent of mind. They are the group least Life likely to be worried about what others might think. They are little influenced by style or brand unless it represents values they are seeking. They value good service, enjoy intellectual challenges but arts and culture are not really an important part of who they are. Market Size & Discovers make up 13.8% of the short break market and 11.3% Value of the long holiday market. Market Discoverers are predominantly C1 and 57% are male. The Characteristics average income of £25K is second only to Cosmopolitans. They are mainly aged under 55 and most likely to fall into the age band 26-35. Members of the group are most likely to have children at home (42%) and a further 25% are post-family. What the Discoverers are more likely to take a bargain break or last minute market wants holiday than a package holiday. This group are more likely than most to holiday off the beaten track, and express some interest in activity holidays or those with a theme. They are less likely than the norm to go to familiar destinations. They are three times more likely to stay in England for a weekend away rather than go abroad. Discoverers enjoy a mix of activities. They also enjoy sporting events and eating out. How to Reach They are the most active internet users, half of them purchasing and Influence goods on-line. Special offers and deals are also likely to appeal to this market. Lifestyle magazines that feature music and sports coverage are good media vehicles for campaigns.

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