“Destination ”

Visitor Economy Strategy 2011 – 2016

June 2011

3 5 10 19 29 26 17 Page

Page 2 of 30 ts to improve Derby as a destination

e Visitor Economy Strategy Visitor Economy Strategy 2011 – 2016

Strategic Objectives Planned Outcomes Objective One: Objective Two: Enhancing Derby’s identity for visitors Objective Three: Promoting new developmen Improving the quality of the visitor experience National Visitor Strategy Sub-national (visitor) strategy delivery Partnerships in Derby Relationshipstrategies with other Derby Derby in Context City Centre Culture & the Arts Value of the Visitor Economy Visitor Services Visitors to Derby Visitor Perceptions Competitor Analysis Customer Analysis Target (Visitor) Markets PESTLE Analysis SWOT Analysis VISITOR ECONOMY STRATEGY INTRODUCTION TO VISITOR ECONOMY OF DERBY BASELINE ANALYSIS STRATEGIC CONTEXT CONTENTS FOREWORD

APPENDIX 1: Draft Marketing Action Plan – Domestic market APPENDIX 2: Evolution of th 4. 1. 2. 3.

Destination Derby – on significant d how the rategy from by’s diverse improve the ttractions) to to ttractions) June 2011 pportunities for ith an average average ith an creased number sportation to and ks (of 1 night or ent developments economy supports y and tie it into the An improved range An improved An increased choice mic Strategymic and the ntly have a positive impact rting Derby’s Econo rting Derby’s h as accommodation h providers, a over-night visits benefiting the city w rketing tools to suit different audiences. rnment policy on tourism and a new marketing st ls report low occupancy at weekends and the in residents – thus suppo residents d business visitors would subseque no significant profile and a perceived weak offer. Rec d of £280 million from 7 million visitors. (STEAM report 2009) Th ere is on as a leisure or business tourism destination and there is a from the immediate industry (suc has been improved through a number of public realm projects. Der Page 3 of 30 ar are becoming increasingly attractive for domestic short brea effield each receive around 1 million annual ation’ trend, to take more, shorter breaks and in the UK. This trend opens up new o n for domestic visitors with offer mutual benefits for visitors and of Derby’s visitor offer, using a mix of ma g forward. However, with a new national gove e the value of the visitor economy in Derby; hote Visitor Economy Strategy 2011 – 2016 Derby hasn’t traditionally been a destinatio and quality of attractions and facilities will Derby Plan The demise of the RDA’s and no apparent clarity on government funding for tourism has created a great deal of uncertainty aroun One such opportunity is the so-called ‘stayc The task now is to improve the perception visitor economy will be managed goin VisitEngland, together with the introduction of a new ‘Derby Plan’, the time is right to identify the best opportunity for Derb wider plans to take full benefit of opportunities as they emerge. both established and potential destinations. Cities in particul more). Nearby cities of Nottingham and Sh spend of £60 pp per day The same cities attract 201k (Nottingham) and 157k (Sheffield) business trips per year. employment figures, particularly entry point jobs where there is opportunity to progress and/ or learn transferable skills their supporting services. The City does not yet have a reputati opportunity for growth. To improve as a destination the city must promote a unique Derby identity and support developments that visitor experience. of bed spaces available in the city opens up the opportunity to attract larger ‘footloose’ conferences and events. The visitor 4,272 jobs (STEAM report 2009). An increased number of leisure an FOREWORD The visitor economy in Derby supports many layers of businesses The visitor economy in Derby currently delivers an annual spen Derby City Council considerable potential to improv Destination Derby – have significantly improved the potential visitor offer with the result that the experience is now better than the perception. of accommodation is available offeringboutique experiences independent and the fam iliar, respected national chain hotels. Tran around the city is much better and the city centre environment local economy has bucked the national trends to withstand the recession. g activity in June 2011 unicate t city. In we deliver for increasing the live, work and must protect, enhance and comm more important than ever that people want to al context. The strategy outlines three key strategic objectives Page 4 of 30 together to understand what we

ped in association with industry partners across the city and in particular the Der by Tourism prove Derby as a destination is really need to be a priority? In fact, it is Visitor Economy Strategy 2011 – 2016

Enhance Derby's identity for visitors Promoting new developments to im Improving the quality of the visitor experience. visit Derby. Our city will only become a 'destination' if we work that is uniquely Derby. By having a strategic plan for how we communicate the visitor opportunity in Derby, and by making sure on the opportunity, we can build a reputa tion that will have long term benefits. such a challenging economy does th Developing the visitor economy is a complex task requiring partnership to manage the many sectors that support a healthy vibran The Visitor Economy Strategy has been develo Cluster Group.The purpose of this strategy is to maximise the opportunity to benefit Derby through the value of the visitor eco nomy. 1 2 Derby City Council The strategy analyses the current tourism landscape in the city and identifies the potential visitor experience and the existin 3 Destination Derby – promoting it, together with the current national and sub-nation value of the Visitor Economy and the planned outcomes as a result of achieving these: Councillor Philip Hickson, Leader Derby City Council June 2011 and ere is by the the by destination destination creation of a ome to some some to ome dly expanded June 2011 and provides a and markets (Royal London St Pancras Pancras St London erside setting of the oximity to the cities of t) within the city centre nd will be closed for two ents, including new hotels, the ating in both very traditional Derby is Lara Croft, giving ris e to the naming t until very recently. The riv or stories around the Enlightenment Movement However,the openingcentre of the undoubte tor to enjoy. The Silk Mill is outdated a tage Site (with a complementary Tourism Strategy and Brand). Th incarnation of the industry in point for activity or developmen centre and various public realm and highway improvements. ntre has delivered many improvem comprised of small companies oper Page 5 of 30 ing England’s first public park. It is situated in very close pr gy such as Rolls Royce, Toyota, Bombardier and CitiGroup/Egg. n the historic Cathedral Quarter (Business Improvement Distric r attraction supporting the main themes of the city. to take place within a ‘normal’ routine. ssible from all parts of the country throug h an excellent rail and road network, with s shaped the contemporary city and is doubtless one reason why the city has become h VISITOR ECONOMY OF DERBY rby and you will find a number of exciting themes Visitor Economy Strategy 2011 – 2016 Industrial transformation. This heritage ha giants in the fields of manufacturing, engineering and technolo 1. INTRODUCTION TO THE Derby in Context Derby is a compact East Midlands city acce Scratch the surface of modern De Derby City Council just a 91 minute journey away. The geographic location marks the city as a southern gateway to the Peak District National Park countryside. The city itself boasts over 300 open spaces includ NottinghamLeicester. and new HQ for at the Derby Roundhouse, a visual arts The River Derwent runs through the city but has not been a focal In addition, Derby has a flourishing creative industries sector Derby City Centre Around £1billion of investment predominantly within the city ce The Westfield Shopping Centre which opened in 2007 has25 around million visitors per year. These are not counted as “visitors” The development of the Cathedral Quarter character area as a Business Improvement District (BID) has balanced the retail offer ‘Silk Mill’ museum (site of the world's‘Silk Mill’ museum first ) lies withi and is the gateway to the UNESCO World Heri however, little or no interpretation to se t Derby into the wider context or for a visi years from March 2011 with a plan to develop as a visito shoppingCambridge Model, as is considered and improved the retail offer and hence the reputation of Derby. quality, independent offer within a heritage area. The BID activity has increased awareness and helped to develop the area as a Destination Derby – Crown Derby) through to cutting edge gaming technology. A famous of Lara Croft Way on the ring road network hire Park otential rom one rom r footfall to sidents and and sidents n is manifest rontages and; June 2011 s the Midland’s st public park in g the plans as a Heritage Site. The rt be forthcoming. forthcoming. be rt explored to expand ner brands. brands. ner and the Darley Abbey ory set in the context of ve should local retailer suppo be complimentary to the visitor offer. P is the village of Darley Abbey l audience but with potential to develop a grant aiding the improvementf grant aidingthe of building ve potential to attract wider audiences including the recently gateway to the Derwent Valley Mills World rk spectacular. Audiences of over 30K but mostly Derby/Derbys 25K, the Christmas Lights switch -on 6K, The Big 1 @ Chaddesden turnover with some empty shops but public realm improvements a nd and bring benefits to the other hubs by encouraging traffic f r developing events and festival s. There is a risk to fulfillin o. There are links with the city heritage stories that can be outdoor cultural performance space. Derby is the fir Page 6 of 30 ence, visitor attraction of national significance to tell the st being developed and will become acti the buildings and encourage use that could (2011 will be the fifth year). Mostly loca ing partners. The main festivals are as follows: tential asset to the city as the southern elling of Cathedral Green and the Morledge; s and relatives. A number of the spaces ha Visitor Economy Strategy 2011 – 2016 residents. 10K and the Caribbean Carnvial around 25K Darley Park, the UK’s largest outdoor classical concert and firewo The annual Bonfire and Fireworks display attract an audience of Feste, festival of outdoor street theatre. 1 2 3 destination to another. There are plans to create a family audi family a create to plans are There another. to destination the wider valley and the significance on the world scene of Derby innovations. There is currently no way for the visitor to engage with the WHS in Derby (Silk Mill to be mothballed) however, the innovation, engineering creativity theme which supports the WHS accreditatio throughout the city and transcends both the historical and the contemporary Derby picture. development as one hub along the riverside corridor could benefit the UK and benefited from £6 million of investment a few years ag the uniquethemes of Derby forvisitors. Derby is a very green city with over 300 open spaces. The parks and gardens provide entertainment for large numbers of local re their families together with visiting friend re-landscaped ‘Cathedral Green’ which is increasing in use as an introducing temporary art uses into vacant stores, have supported the area and helped attract quality retailers including desig should This help to developtheareathe of citybetween Westfield Derby andthe Cathedral Quarterand provide encouragementfo travel between the two areas. riverside Silk Mill museum stands on the site of the world’s first factory. A few miles upriver result of fundingmost of thefinanc cuts from within the city. The current economic downturn has led to a high A new BID around the St Peters area of city is currently The World Heritage Site status is a huge po Culture & the Arts Derby has a developed cultural landscape with ambitious plans fo Derby City Council regeneration projects, such as the re-mod Destination Derby – Mills complex with a Masterplan to preserve Festivals and events ent theatre the existing y tists. hibition centre June 2011 ldhall ated and and ated nd there is there nd y of world class sized or erby Theatre ng ambitions of ing from international symphon d. Derby LIVE also co-produces with ival; Mangan INDE (small independ e using the authentic Derby stor als based at different Real Ale houses phy festival. International audience. Derby will take on the programming of D alongside local and community artists. demand is left unsatisfied. Many of thevenuesared is existing demand transferred to London’s West En verse and eclectic programme rang t Fiction; Tattoo fest; Folk Fest tor audience is art house cinema available at film and ex ’s Arts Council funding for produced theatre was unsuccessful a tation of theatre at , the Assembly Rooms and Gui ich would draw audiences regionally, nationally and potentially Page 7 of 30 producing a bi-annual (alternate with FORMAT) Jazz festival. allenging recently with a number of venues closing. e most significant International photogra of produced theatre in Derby going forward. chives). 12 screens can be found at Showcase in the Derby Westfield Centre including the Directors y LIVE receives Arts Council England funding to support its programme of produced and th eatre re-enactment and the potential to develop a gaming festival. Visitor Economy Strategy 2011 – 2016 largest festival significant of this type with internationally acts performing groups) Bonnie Prince Charlie FORMAT Biennial. Could potentially be th In addition there is an active Jazz culture in the city Winter and summer Real Ale festivals take place with multiple additional small festiv An alternative festival culture is emerging in the form of Al 4 5 6 7 require either replacement or significant investment to make them fit for purpose, allow them to compete with venues in similar work wh and programme to create nearby citiesand allow them internationally. Elsewhere in the city the live music scene has been ch the organisation which run them and also means that proven market The limited capacity of the Assembly Rooms means that Derby is unable to attract and host performances by many major popular ar The cultural offer in the city is restricted by the quality of the existing venue infrastructure which frustrates the programmi The Assembly Rooms is also Derby’s main music venue hosting a di orchestras to world, folk, roots and jazz music. Theatre as well as site specific work. Derb recently Derby LIVE work has premiered at Derby Theatre and then presentations and to concentrate on highlighting the most sign ificant collections. Plans includ There are 38 cinema screens within Derby. Most relevant to a visi Currently Derby LIVE is responsible for the production and presen The three free museums available whilst home to some gems are very outdated. A museum review includes plans to refresh some of Derby City Council high profile theatre companies in other majo r cities. From April 2012 the University of Destination Derby – Cinemas and theatres (also home to the British Film Institute Ar lounge. including home produced work, however a bid to continue the city currently uncertainty as to the level and scope Museums, Exhibitions and performances e as in the of Wrights and offers to capture to capture Falcons nest lly world class n the national June 2011 itor economy is h a and a ‘multi vestment before ntly have a suitable bs are available. A family of Peregrine ificance particularly as the first painter the ificance particularly as ss purposes. The value to Derby of the vis cluding a 50m swimming pool together wit lly significant events that we don’t curre more of these visits are business related tha business related are more of these visits 2 of which currentlyforgroupsmade2 offer tours or are availabl rby Museum and Art Gallery is home to the largest collection entation within a venue or location that needs considerable in Page 8 of 30 the Roundhouse complex and the Railway Quarter. tomb can be seen within it and tower clim an artist of internationalan artist of sign repute and to deliver two large sporting ‘hubs’ in icity. Two of the most prominent examplesthe low key nature of Derby’s potentia target and host a wider range of nationa (STEAM Report 2009) for leisure and busine year (STEAM Report 2009). It is estimated that create a nationally significant visitor attraction potentially within the Silk Mill. Visitor Economy Strategy 2011 – 2016 the Joseph Wright collection within the museumthe Josephwithin and art gallery Wright collection and and this is recognised as a world class asset. science through art and to portray the significant figures. The De The figures. significant the portray to art and through science in the tower. Derby is a Cathedral city. Bess of Hardwick’s specific dates underwritten by A Derbytrail tourism. based in UK Pub the Real Ales Guide’s Best Crawl is now available on-line the opportunity to try unique locally produced Ales. Real Ale has developed as city strength with 3 microbreweries, microbreweries, 3 with strength city as developed has Ale Real Derby is reputedly the most haunted city in the UK. Two ghost tours are available and an atmospheric experience can be had with Old Gaol. Derby Roundhouse at Derby College – via tours of – tours of England’s oldest surviving bone china manufacturer, producing exclusively in Derby. The Joseph Wright Collection – J Wright is • 4 5 6 1 2 3 average oftwo-thirds. it will generate valuable word of mouth publ offer are: innovation and technology to The new £50 million leisure strategy promises Value of the Visitor Economy Over 7 million people visit Derby annually Visitors to the city can engage with authentic Derby stories/ themes through the following routes: Some of these products are under-performing because of their pres Derby City Council currently around £280 million each £280 million currently around sports arena’. The arena would hold a 250m indoor cycle race tr ack and could potentially provideapacity for 3 – an events venue with seating c 4000. This faccility which would allow us to Destination Derby – venue for. ld's June 2011 offer. And whilst eeks to maximise exists in the form ation, a 'footloose' e SWOT analysis to e SWOT ns. In addition there e map' of city-breaks d Ghost Walks. stance: Real Ale, Football an act brand) and national, branded attractio nerally poor. Considerable opportunity however, any development bold enough to 'put it on th special interest markets – for in Page 9 of 30 dustrial revolution and enlightenment movement – for example, being home to the wor contender for hosting national events but Derby’s reputation lags behind the current to Derby that have genuine interest and are unique to Derby. These are listed in th have improved substantially, the city still lacks attraction that in itself promotes visits to Derby and the city does not have a reputation as a leisure tourism occupancy rates and levels at weekends are ge

single Visitor Economy Strategy 2011 – 2016 the Silk Mill. the story of Derby leading the way in the first factory at Information provision Product development Targeted marketing Supporting the industry • 1 2 3 4 are a number of quality 'products' specific be found below. of the city's central location and proximit y to the Peak District (VisitEngland attr business tourism location and as a serious the cityscape and infrastructure destinations. Due to the ongoing investment in regeneration, the city has greatly increased the opportunity to develop as a city-break destin Furthermore, there is no destination, with the result that the value of the visitor economy to the city in support of the wider drive to create jobs and boost wealth. Visitor Services There has been a tourism team in the City of Derby for almost 20 years made up of tourism staff responsible for marketing promotions and TIC staff, providing an information service to visitors and resident s. The Tourism Team within the Economic Regeneration Division s Derby City Council The Tourism Team undertake the following activities:- Destination Derby – In recent years the tourism team have assisted with developing and marketing the product tourism through partnership activity w ith the industry. Niche packages have been established within specific

June 2011

5.03 8.96 12.86 4.89 7.18 0.99 0.90 2.60 2.74 24.41 18.48 10.96 100 Percent

178 317 455 173 254 35 32 92 97 864 654 388 3,539 Number Finesse Hotels LMH_accomm postcodes

2.25 8.87 6.23 16.81 21.08 2.75 4.17 3.28 10.93 6.76 6.32 10.54 100 Percent

46 181 127 85 67 343 430 56 223 138 2,040 129 215 Number Derby enquiries Derby enquiries general

the permission of the Controller of HMSO of HMSO the Controller of permission the

66% 45 13 0.58% 3. 4. 95% 7. 00 14. 58 2.38 17. 28 7. 7. 11.95 100 8.80 Percent 14.26

Derby - City 9 222 57 77 137 1,557 227 109 Breaks Only Only Breaks 2009 Number 37 269 186 116 111 t Page 10 of 30

0.00 5.24 10.50 7.92 7.93 14.93 9.69 100 16.52 3.56 Percen 10.71 6.51 6.49

1,380,780 2,765,961 2,088,135 2,090,886 0 3,933,490 Number 4,353,707 2,553,063 2,823,034 26,351,290 UK HOUSEHOLD 1,714,506 1,709,157 938,571 is Crown copyright and reproduced with 45-54 25-44 65-84 25-34 45-64 25-44 45-54 N/A 45-64

Age 25-44 25-34 65-84 N/A C2DE E C1C2D BC1C2 DE DE ABC1 C2D

AB BC1C2 BC1 Social Grade

Visitor Economy Strategy 2011 – 2016

I Twilight Subsistence J Grey Perspectives K Rural Isolation U Unclassified Total H Blue Collar H Blue Enterprise G Municipal Dependency F Welfare Borderline E Urban E Urban Intelligence A Symbols of Success B Happy Families C Suburban Comfort D Ties of Community

MOSAIC MOSAIC GROUP BASELINE ANALYSIS

Copyright Experian Ltd 2007 / Census output Copyright Experian Ltd 2007 Destination Derby – 2. Visitors to Derby The following visitor analysis has been conducted for sp ecific products using mosaic demographic analysis. Derby VisitorTable 1 – Analysis Derby City Council brand – tc. tc. rger cities. d primarily differentiate e delivered is June 2011 quire a wider food more developed visitor offer base e within walking distance. gham, Chesterfield, Lincoln, Peterborough, Stratford-upon-Avon e il, food and beverage and cultural experience. To compete we need to could also be seen as competitors. industry and media contacts reveal that the visitor experienc ture as a destination and has a pect for people holidaying in Derby’s and Peak District who re most of the ‘attractions’ ar Page 11 of 30 period shows what people value and enjoy about the city. imity and therefore have always been compared to Derby although these are both la culture, other villages and market town Visitor Economy Strategy 2011 – 2016 Accessible city – easy to get to fromareascountry.90Accessible cityminutesfromLondon.– easy to get most of the Compact city – leave the car, arrive by bus or train and Friendly city – easy to get around. The size of the city makes for a friendly, relaxed atmosphere. WHS – other WHS ‘hubs’. Other short break destination/ experience cities such as Birmin Other festivals and events – competing for funding and for visitors. 1 2 3 • • • and beverage offer, retail or Derby inevitably competes for regional day visitors based on reta embrace and promote the benefits of being a compact city and recognise our unique attributes/character. Nottingham and Leicester are within close prox around sport, events and business tourism. However, they are very keen to be open and work with us to avoid duplication and to city offers.the two marketing themselves as City of the Peak. Sheffield is more ma Visitor Perceptions Up to date perception analysis is required. However, anecdotal evidence shows that the perception of Derby is out of synchronisation with the reality of the experience. Common statements from visiting trade, Research conducted amongst visitors over a twenty year Competitor Analysis Sheffield as Northern Gateway to the Peak District and Derbyshire and new members of VPD&D as part of the VisitEngland attract For a typically urban product offer in contrast to the rural pros Derby City Council better thanthe expectation. Other competitors may include: Destination Derby – Research is required to understand what the current perception is amongst our identified target markets. get by for for by . June 2011 ng 4 markets: markets: 4 ng d UNESCO sites coming into Der 4. 40% 20% 40% 70% 50% 44% 3. action and accommodation providers asking them to identify tar am, Sherwood, National Forest, an 25% 75% 20%

10% 20% 30% Markets: Page 12 of 30 2. Target 2.5% 10% 10%

2.5% 20% 9%

1. alyse things concisely, each were asked to work out percentages based on the followi 2.5%

7.5% 25% 30% 20% 17% all on Derby's doorstep") Visitor Economy Strategy 2011 – 2016 VFR and local residents ("visiting Corporate, exhibitions Young/middle aged couples and families using Derby as a base to explore the area and enjoy the City ("Exploring Derby's Shire") Holiday makers to the Peak District, South Derbyshire, Nottingh a day or night ("Experience Derby by day" and "after dark").

4. 3. 1. 2. Table 2 – Potential TargetTable 2 – Potential Markets for Derby

markets for future promotional work. To an Destination Derby – Markets Target (Visitor) Target markets matched to the Derby visitor product, have yet to be identified. Some research has been conducted amongst a limited number of attr Venue: Attractions: QUAD Derby Museums Derby Roundhouse Derby LIVE (Assembly Rooms, Guildhall Derby Theatre) and Theatre Westfield Derby Attractions sub-total Derby City Council June 2011 -- 40% 10%

60% 23.3% ing late to get deals deals get to late ing 40% 29% 50%

10% 33.3% Page 13 of 30 10% 20% 10%

10% 13.3% offers, reductions, book Derby, which could affect tourism resources 50%

20% 21% 20% 30% Visitor Economy Strategy 2011 – 2016

Political Public spending cuts, nationally and within Potential lack of understanding the value of the visitor economy. Economic Impact of the recession on spending/ taking short breaks Decline in the economy - slow down in development plans for the city Emergence‘Staycation’ of themarket Decline in business travel Rise in the VFR market, lower spend but increased opportunity Social populationAging taking more breaksforlonger Changes in consumer tastes/ popularity of one type of experience over another Increasingly consumers are looking for special • • • • • • • • • •

Destination Derby – Accommodation: Encore Ramada Hallmark Derby Hotel Cathedral Quarter Accommodation sub-total total Attractions and Accommodation Macro - PESTLE analysis Derby City Council ls le to June 2011 tool for consumers, including social networking and consumer consumer and networking social including consumers, for tool and invention associated with world renowned brands - from Rol t yet difficulties surrounding the use of public transport e National Forest, Chatsworth, Twycross Zoo and Alton Towers y stories and character districts (Cathedral Quarter) Page 14 of 30 n – home of Lara Croft etc rley Park Concert, Derby Jazz and niche festivals such as ALT fiction bringing peop rs annually, not included in STEAM data) s / Listed Buildings / NT properties etc) r technology to be partdeliveryexperience r technology to be of the an loping national recognition g and photography specialism’s with international recognitio ll enough to leave car and walk around yet close proximity to rural offer Visitor Economy Strategy 2011 – 2016 Increased use of the Internet as a research and communication reviews Expectations of the consumer fo Implications of legislation tour regulations, DDA compliance, and regulations. Package insurance Climate change – increased awareness of our carbon footprin Regeneration of the city – better offer for the visitor Central location and accessibility - just 91 minutes from London St Pancras Proximity to branded attractions such as The Peak District, th Compact and friendly, sma Variety of accommodation - from international brands to unique boutique experiences Existing, developed products - Ghosts, Real Ale, football, New products - Quad, Roundhouse tours etc Existing festivals - Feste FORMAT, Gleam, Da Derby for the first time statusstrongheritage underlyingWHS with & unique Derb Local passion for Football team with high attendance/ quality stadium Over 300 Green spaces including the UK’s first public park – Reputation for enterprise and engineering excellence, creativity 3 Museums and an Art Gallery (Joseph Wright etc.) Fine built heritage (inc Conservation Area Royce to Smith of Derby; Toyota to Royal Crown Derby etc Technological Legal Environmental Strengths Westfield shopping centre (25 million visito and cycling facilitiesdeve BMX Produced theatre at Derby Theatre, cultural venues including Assembly Rooms and De`da University – design, computin industry Computer gaming • • • • • • • • • • • • • • • • • • • • • • •

Destination Derby – Micro – SWOT analysis Derby City Council June 2011 place) place) go on to live and work in with the Alumni, VFF (many students ans to develop the museum service improve the streetscape and overall appearance of the city centre lower footfall in the available spaces (significantly the market Page 15 of 30 ation Fund) & further developmentationriverside Fund) the along as part of Peak District “Attract Brand” ng technology and associated festivals/events ttraction at the Silk Mill site, pl with offices, retail and cafes public realm programme is set to Visitor Economy Strategy 2011 – 2016

Rich cultural diversity / Normanton Road "experience" Local high quality food and drink product (inc real ale) Outdated museum presentations Dated concert/ event venues means we lose out to other cities Lack of reputation as leisure or business tourism city No purpose built conferencevenue No nationally recognized or branded visitor attraction Lack of diversity in the evening economy offer Insufficient interpretation of the World Heritage Site status Difficulty in attracting ‘events’ to the city due to perceived Increased bed stock and branded hotels can increase confidence and opportunity to bid for larger conferences and events Relatively undiscovered as a city break destination and increasing popularity of city breaks A blank canvas, more lack of awareness of what Derby has to offer than a negative perception to overcome Ambition for large footfall visitor a Southern gateway to the Peak District (Peak District attract brand) and WHS Partnership opportunity with world renowned brands in the city; Rolls Royce, Toyota, Citibank Leisure strategy inc Velodrome and 50m swimming pool Ambition to bid for International and National events e.g. World Cup 2018 Future regeneration plans in city centre (Regener New LEP with Derbyshire, Nottinghamshire and Nottingham Tourist Board plan for Derby “Slipstream Brand” Ambition to develop Derby as a centre for gami Darley Abbey Mills regeneration Recent focus upon improving the Evening Economy offer Ongoing investment in the Derby University attracting International Students, relationship Derby. to loyalty with community business Strong Weaknesses Opportunities Derby). • • • • • • • • • • • • • • • • • • • • • • • • • • • Derby City Council Destination Derby – June 2011 Page 16 of 30 wn if marketing funding cannotwn if marketing funding be identified Visitor Economy Strategy 2011 – 2016 Budget cuts inc loss of East Midlands Tourism / emda funding and support Potential loss of Tourist Board or slimmed do Threats Competition from other cities/ destinations Changing trends in taking domestic breaks and holidays • • • •

Destination Derby – Derby City Council h Local hrough an m spend in ffield, all of ds into East s of the plan June 2011 ever, become become ever, pment Agency Agency pment nd understand , must bid into ic Partnerships. brands will be eak District and eak District s that ‘consumer ttract brand. The the fact that the nding through the is more developed as developed is more to be established. It has how 'Destination of Distinction' a ves. The board will advise on fu hire have strengthened their position t byshire partnership. Sheffield 2N2) partnership. With no dedicated empl oyees the unding for marketing campaigns came from bi eate more visits. Recognition is given to ass new partners, Cheshire, Staffordshire and She ). A change in government sees the replacement of the RDA's wit Tourism as the industry advisor for the East Midlands Develo ll implications of which are yet jective to increase England’s sh are of global visitors. The aim and development of Derby as a tourism destination in particular hin the Peak District and Der t of the local Destination Management Partnership (DMP); Visit P her opportunity for Derby to benefit from attract and dispersal a ctivity associated blic sector business representati Page 17 of 30 new regime, Visit Peak District and Derbys Derbyshire, Nottingham, Nottinghamshire (D unded by local authority partners whilst f within the Peak District boundary.within the Peak District Visitor Economy Strategy 2011 – 2016 boundaries will be irrelevant and the brand will encomp whom have some part of their region appropriatemarketing campaignsbeyond the baselineactivity. funds fortourism apparent that previous Midlands Tourism, an arm of the Regional Development Agency (RDA Economic Partnerships (LEP's). Tourism marketing for the region partnership exists as a board made up of senior private and pu Peak District has been accepted as a pilot attract brand - the fu approach to the tourism governing body VisitEngland with of being representedthe objective as a

include the target to grow the value of tourism for England by 5% per annum and to proportionately increase UK residents touris be to increase share of visitsEngland. The approach to and delivering this will to cr current depressed economic situation gives ri se to the opportunity for growth in domestic tourism – ‘staycation’ It also advise trends that can be harnessed’ include an appetite for authentic experiences – to really discover what makes a place different a why. 7 possible ‘themes’ are suggested amongst which ‘heritage’ and ‘cities’ are obvious opportunities for Derby. Key ‘attract’ promoted and one such is the Peak District. This provides anot with this brand. Derbyshire. The DMP core costs have been f The strategic focus and streamed funding provided by East Midlands will be replaced by the agenda of the Derby, new ‘Regional Growth Fund’ and have already stated their interest in tourism as an economic driver. CONTEXT 3. STRATEGIC National Visitor Strategy The recently released VisitEngland Action Plan has an overall ob Sub National (Visitor) Strategy Delivery With the recent change of national government, regional structures are in the process of disappearing in favour of Local Econom Creating a demand for leisure tourism in the region is remi Derby City Council For the first time another city - Sheffield will be represented wit Destination Derby – Whilst many DMO's are disappearing under this

s a ustry

Destination June 2011 st first have a CityThe Council. nding themselves realise the desired c objectives ision for sectors co-ordinated by Derby to the city as well as the need to better utilise The VPD&D plan is to represent Derby a

a facilitated workshop with ind ace-brandingfacilitated workshop with specialist to run a : re visitors, for longer periods wever, for any campaign to be delivered successfully, Derby mu stry representatives across the economy and advise on tactical activity to achieve the strategi the opportunity that the new VPD partnership has afforded, bra Page 18 of 30 ared within the context of Derby Economic Strategy 2011-16, which is the economic ged by the Derbyshire Tourist Board (VPD&D). Board ged by the Derbyshire Tourist n and benefiting from the visitor economy. ing to its own specific USP's rather than trying to compete. Visitor Economy Strategy 2011 – 2016

more use of shopping, leisure and visitor facilities leisure and visitor shopping, more use of .

purpose of the group is to give a steer to the tourism team on developing the visitor economy.

representatives across the public and private sector and produce a report collating the findings as basis for strategic v World Heritage Site status and heritage assets as drivers of the economy. It therefore includes the following objective to help DerbyPlan outcome of a destination. The city has been quick to take full advantage of Derby must position itself accord The Peak District attract brand will be mana in Derby Partnerships Established in 2009, The Derby Tourism Cluster is a group of indu In 2010 the tourism cluster group supported a plan to invite pl Strategies Relationship with other Derby The Visitor Economy Strategy has been prep The Economic Strategy identifies the importance of attracting mo Derby City Council as 'City of the Peaks'. The nearby city of Nottingham has also been recognised as an attract brand and as a large city it is represented through the ‘core’ cities group. Nottingham is also represented in the same LEP area as Derby. development component of the Derby Plan. The group give a strategic steer on developments in the visitor Destination Derby – ‘slipstream brand’ with a specific Destination Derby campaign. Ho for buildingthestrategic vision destinatio Derby “Realising City Centre, district centres, heritage and tourism assets” June 2011

the The over-arch ing goal is to changing environment. h 2010) there will be: Page 19 of 30 mmunicating authentic, unique stories and themes. dynamic document that will need to react by 2016 (compared wit

reflect current circumstances. Visitor Economy Strategy 2011 – 2016 range of quality things to do and associated visitor economy related products available. Enhancing Derby's identity for visitors - by co Promoting new developments to improve Derby as a destination . Improving the quality of the visitor experience. A 10% increase in the number of day visitors. A 5% increase in the number of staying visitors. A 10% increase in visitor spend.

1. 2. 3. • • • • destination. Derby as a short-break of A wider awareness and reputation wider • A

4. VISITOR ECONOMY STRATEGY Strategic Objectives The Visitor Economy Strategy for Derby is a The objectives of this strategy are: Planned Outcomes Planned outcomes of this strategy are that Derby City Council increase the number of day and evening visitors assist industry to benefit from the visitor economy will remain manyconstant but of the tactics and campaigns will need to Destination Derby – ess nctive nctive lture - lture part of kend) - staying ories that son to itors, based June 2011 . These stories e, WHS, Joseph Joseph WHS, e, erpretation to be etc) etc) to eat and drink and a eat choice of placeseat choice of short break (mid-week and/or wee just haven't given them a compelling rea at the city offers a gr y through promotion of the city for conferences and major busin should be bold in doing so and should always keep their disti actions (central position and ease of access) predominantly for , David Phillips for DPUK. 'untried' destination for a city a city for destination 'untried' leisure tourism market for staying visitors and day/ evening vis omoting the city across a range of marketing tools as: t also being relevant on an international scale - for exampl ism product - a variety of products and experiences based on cu , Locum Consulting educational and interesting with opportunities for exciting int boutique) and quality of city-based serviced accommodation. Page 20 of 30 these themes be used to develop a vision and strategy for Derby From the stories, tourism partners can develop the messages to be taken to market and the

g and Aligning your brand d unique selling points by pr

Place Shaping in Towns and Cities ge (built, arts and social). It will emphasize th For day visitors or staying visitors.For dayor visitors Visitor Economy Strategy 2011 – 2016

A Destination Guide to buildin "People who haven't visited but could be persuaded... are not against visiting but you "People who haven't visited but could be persuaded... do so". "Towns and cities...need to find their own distinctive solutions, culture at the forefront”. “Great Place” – promoting the city as a place to visit for the on Derby’s unique themes and stories and also on Derby’s city offer attr and area surrounding the visit to which – Base” from “Great “Great Space” - concentrating on the business tourism opportunit events. visitors. Maximise opportunities for day/evening urban visits as part of a longer rural 'staying' visit (Peak District, National Forest, Encourage potential targetedvisitorsan Derbyto consider as 1 2 3

festivals/arts/events, and herita festivals/arts/events, and supportedoffer,balancedretail by a very good range (budgetto The opportunities: 1 To interpret Derby’s competitive edge an Derby is a Great Place… themeThis builds on the distinctive elementstheoftour city's 2 Derby's heritage and are meaningful to Derby in a unique way whils Wright, engineering giants and gaming technology. They are both attractive to a number of markets. It is fitting then that that Derby has some unique themes and stories around the enlightenment period and industrial transformation. These are authentic as potential market segments to target. describe what is unique and special about the place and the people. Objective One: Enhancing Derby’s Identity For Visitors To develop as a "destination" a city needs to cultivate and communicate its own unique identity based on authentic themes or st Derby City Council Destination Derby – experience. inspiring an for a platform create

eekday ese p and by e cityhas ed in part e the World World e the June 2011 r own networks. onal dining choice. hin short hin reach of the king Derby a base will rship with Marketing Derby and

at marketing activity is bas ic in a very ver,stockin th since the bed ls. This issue is being address ls. This issue is a base from which to explor of conference and event organisers with appropriate organisers event and conference of ons and interests within the city and wit ntials Guide produced in partne ly and through national tourist board PR executives. Many of th of Many PR executives. board tourist national through and ly siness. Limited resources mean th of being home to the aforementioned large organisations. The w will be increasingly presented as traffic, Monday – Thursday. Howe is being shared around more hote District and Derbyshire Tourist Board and is funded by membershi Page 21 of 30 tablished tourist attractions and sites will be drawn out. Ma accommodation, cultural activity, entertainment and an internati tourist board - Visit Peak District and Derbyshire and Derbyshire District Peak - Visit tourist board sits on both the board and the marketing panel. panel. marketing and the board the both sits on lt in regional and national press coverage e local conference bureau - Conference Derbyshire.

tremely wide range of facilities, attracti activities are listed in Appendix 1. Peak District visitors. free event finding service that matches the requirements

For business visits For staying visitors Visitor Economy Strategy 2011 – 2016 is a On-line, through the Visit Derby web-site. Through marketing publications; the main tool being Derby Esse Pro-activeamongstthePR tourismtravel print media both direct are followed up by journalist visits which resu Attract and disperse marketing through the regional The visitor information service. Westfield Derby and distributed to accommodation providers and tourism related industry providers in Derby and Derbyshire and motorwaythrough networks connectingto Derby Attract regional day visitors through unique festivals, arts events, compact but diverse retail offer, etc. includes marketing to current • • • • • also refer to the benefits of the urban offer with a choice of Furthermore, as marketing and the visitor product develops, Derby Heritage Site. city. Derby's central location within easy proximity to well es competitive environment. Business leaders in the city are being encouraged to recommend Derby as a potential host city for thei The City Council’s Visitor Services Development Manager increased by around 50 % in recent years, the existing business business existing the years, recent in % 50 around by occupancy of Derby’s hotels is based on the established business increased through a re-positioning and increased activity of th This theme will focus on highlighting the ex Business tourism is brought to the city as a natural consequence Derby City Council 3 commission paid by the venues following successful placement of bu venues. The organisation is currently hosted by the Visit Peak Destination Derby – Derby is a Great Base… Derby is a Great Space… Conference Derbyshire Further details about proposed marketing Creative Interpretation Currently Derby is marketed using the following tools and partnerships: r The The h fast h fast actical ied as a June 2011 Base within the erse’ and various d to promote nd /or biding into rict attract brand. r economy: and keeping pace wit ice needs to develop on-line accessing information on-line. Peak District attract brand a s ever- increasing sophistication to delive ners with a stake in the visito .. in building loyalty . rrery visuals to attract target markets. day visits and short breaks and a Great easingly important. In this environment it is vital that ted that 50% of all mobile phones sold will be smart phones. ation on-line, the tourism serv tourism ation on-line, the keep in touch with new trends e Derby Tourism Cluster, the Orrery structure has been identif e possibility of funding from the ing to present Derby as a ‘slip-stream brand’ to the Peak Dist and Enlightenment) and also a flexible vehicle that can be use Page 22 of 30 Council’s Tourism Team and part ial visitors, in shaping their decisions. e forefront of technology and optimizing it eat Place, Great Base strategy and the O Derby will be presented as a Great Place for

England A Strategic Framework for tourism 2010-2020 aign is to be developed with th to be developed with aignis discover_derby_brand_guidelines.pdf Visitor Economy Strategy 2011 – 2016 The current visit derby website is performing well but needs to mechanisms to reach and attract visitors - by 2012 it is estima Various forms of social networking are used widely by destinations in their marketing activity and Derby needs to move fast to keep pace. Consumer to consumer recommendation becomes incr destination marketing keep pace with consumer trends. With an ever increasing number of people accessing inform

changing consumer trends" "England's tourism industry must be at th valuemessages andinformation of to potent 1. tourism funding through the D2N2 Local Enterprise Partnership (Derby/ shire and Nottingham/ shire). dispersal activity.

marketing promotions. Developed in partnership with members of th visual image that is both part of the Derby story (Joseph Wright Base and Place and also particular campaigns A specific Destination Derby camp tools are being developed to enable this. Work has taken place to creatively interpret the messages behind the Great Place - Great Base - Great Place themes for use in t The Orrery visual has been developed with basic brand guidelines and potential uses across promotional tools. http://www.visitderby.co.uk/files/ Affiliation with the Peak District & Derbyshire Tourist Board The Tourist Board, Visit Peak District and Derbyshire, are propos the Gr use Destination Derby campaign will The The strategy for benefiting the Derbyshire tourism industry through the Peak District attract brand status is ‘Attract and Disp Other Initiatives The following initiatives are also to be prioritized by the City Derby City Council Destination Derby – e ain hen hen where ivational Place ng vibrant tre, the visit. In June 2011 erby's unique e. Whilst the evel would help is currently very isitor economy: nce the strategic southern gateway ales. Research shows that some dlands Airport and the main tr providing information where, w r groups that influe live and work in as well as to blication is increasingly used as a mot ople want to dwell and socializ ent. Wider stakeholde ent. Wider n achieve this aim and Derby must continue to invest in these er a 50 meter swimming pool and a multi-sport event venue. effective campaigns at East Mi g strategy with actions and timesc with changing consumer demands, demands, consumer changing with beennotableimprovements to the publicrealmin the citycen ptionally attractive for people to important marketing tool relevant for Derby. Derby. for relevant tool marketing important r friendly focus that maximizes on the opportunity created by D be a recreational hub, where pe Page 23 of 30 the World Heritage site; the Joseph Wright collection, there access to on-line tools. This sort of pu tion and raise expectations to be competitive with other city destinations. Effectiv ts to Improve Derby as A Destination prioritized by the City Council’s Tourism Team and partners with a stake in the v the city, there is still room for improvem , Locum Consulting , Locum Consulting

Visitor Economy Strategy 2011 – 2016 piece of print rather than an information tool. Particularly where a destination has a lack of awareness, a piece of print, usi imagery to create an impression, continues to be an markets still prefer a hard copy publication. In addition, there are advantages to having a marketing tool available in venues people are relaxing, killing time, may not have Visitor Economy Strategy is supported by an electronic marketin Derby has a developing £50 million leisure strategy which will deliv Identify where they may be gaps in the product mix that we are providing visitors and also in the segments of visitors we are aspiring to attract. It is important for Derby to improve percep targeted PR and appropriately targeted relationship marketing ca activities. The Visitor Information Service must develop in line and how it will be most effective for instance by undertaking cost stations serving Derby.

2. 1. 2. “Any progressive city or town should be constantly thinking about how it can add to the quality and range of its attractions", Shaping in Towns and Cities

cultural offer, and to accessibility around particular, various studies have shown that a city centre should city has a greatly improved visitor infrastructure and there have little interpretation to attract and engage visitors. A high level, combined ambition to create a world class attraction at the to the World Heritage Site would create an anchor for attracting both day and short break visitors. Similar support at a high l to remove some barriers to a wider visitor economy view of place shaping in Derby. The aim should always be to create an environment that is exce Whilst we have a great heritage in assets like the first factory; The following initiatives are therefore to be Objective Two: Promoting New Developmen Derby City Council features, themes and stories. Destination Derby – planning across the city need to be engaged in creating a visito , nd the enjoy , Locum Word of June 2011 isitor economy: th of new festivals and events that will

Place Shaping in Towns and Cities ttract more people to stay longer and spe longer stay to people more ttract r visitor economy and more likely to get e destination offer. e destination offer. amongst FOH/ service industry staff

Strategic Action Plan for Tourism 2010- 2020 and facilities on offer to visitors. on offer to visitors. facilities and visitors to recommend the city and to build reputation through nesses that will strengthen th Page 24 of 30 and bid to attract potential events to the city that are, in simple terms, "nice" places.” places.” "nice" terms, simple in are, that re likely to generate wise growth in thei reputation. Investigate and support the grow cal awareness and customer care skillsand customer care cal awareness prioritized by the City Council’s Tourism Team and partners with a stake in the v tegy in partnership, by helping to target and attract communicate, events that will maximize t he

Management Action Plan (Draft), England a tantly improve the attractions, events Visitor Economy Strategy 2011 – 2016 Support inwardinvestmentand attract busi Support to target Work with providers to help them identify ways to increase, improve or diversify their visitor offer to encourage repeat visits new business and word of mouth recommendation. increase and improve Derby’s visitor offer. Identify more; having a positive effect on Derby’s ial of existing festivals, so that they a so that they of existing festivals,maximize the potent ial Work with partnershipsto There should be activity to improve lo Support the delivery of this stra use of the facilities.

5. 4. 3. “The most popular places to visit are those that mix a large variety of ingredients into great experiences...Ultimately people living in, working in and visiting towns and cities

"Destinations that are well managed will be mo consulting 1. attractive, clean andsafe perceivedsafe as easy to access and navigate around. most - in terms of long term additional income and jobs - from that growth". Best Practice in Destination • • • •

Objective Three: Improving the Quality of Visitor Experience Derby City Council To be perceived as a 'nice' place and thereby encourage existing Mouth publicity, Derby should be:

Destination Derby – In addition it should strive to cons The following initiatives are therefore to be

y ion rge.

June 2011 ce. Concentrate on customer a 'consistency of experience', so that rivers to hotel receptionists and retail g timely information and special offers. e the visitor experience. lity of the visitor experien Where appropriate deliver quality awards schemes to raise e city via the Wayfinding strategy and support visitor friendl g economy plan. Work to develop a more diverse early evening Page 25 of 30 'blocks' or 'zones' where there will be provements that will enhanc provements that e for 'front of house' staff from taxi-d tools that will improve the qua g friends and relatives market’ by providin s to target appropriate markets. Visitor Economy Strategy 2011 – 2016 people who enjoy 'this type of thing' or who share similar characteristics (Arkenford profiling) will be attracted to and conve This could be through the existing and developing Business Improvement Districts but also in a wider context. Provide advice and sign-post to training ambition locally. Manage the delivery of a quality agenda for accommodation, food and beverage, attractions and events, providing advice and support on quality delivery and quality assessment programmes. Support the delivery of attractive Public Realm im signposting to the city and its attractions. Deliver effective signposting to ensure easy navigation across th Work in partnership to address issues and deliver the evenin economy with integration across sector Provide positive media stories to manage reputation in relation to perceived lack of safety. Build relationships to improve reporting and action on street drinking, beggars and anti-social behavior and support the provis of welfare services such as street wardens and taxi-marshals Work in partnership to deliver safe, attractive and clean gateways including car parks, rail and bus stations. Assist established attractions by providing visitor feedback to encourage continuous improvement; assisting with signage, packaging and marketing through the city marketing tools. Assist new providers through partnership support, connections, advice and marketing tools Create ways to engage with Derby's unique stories and themes by supporting or delivering trails and tours with accurate and up to date information Support the development and communication of care awareness and enhanced local knowledg Actively target and encourage the ‘visitin assistants

10. 11. 12. 9. 8. 7. 6. 5. 4. 3. 2. 13.

Destination Derby – Derby City Council June 2011 wnloads each month. wnloads each b/site to 12,000 per month 1.Increase visitors to we by 2012 2. Refresh web-site with new campaigns on monthly basis, based on unique events (e.g. Titanic, Destination Derby and calendar events (e.g. mother’s day/ Easter etc). No of Social media friendsto and followers increase by 10% each month for each profile. Number of in-bound links to reach 2000 by 2012 Number of mobile web users to increase by 50% Develop web-site in line with identified priorities 3. Increase database to 3000 contacts by 2012 7% reach to e-shot of rate Opening 4. To achieve 100 downloads of Derby Essentials month. each PDF online 6.Aim for Derby content in 4 partner publications Achieve content in 4 partner industry e-shots per year industry 7. Organiseparticipatein I or familiarisation visit per year. Communicate events monthly e-mail through info and updates 8.Achieve 50 visitors to the itineraries location 20 do and aim for online 10.Increase visitor spend by 5% per year, measured through tourism and TIC research. Performance Indicator stry so that they stry both hard copy and Page 26 of 30 Assist in producing product specific literature Create suggested itineraries/ campaign pages targetedfor day visitsaimed at markets Raise awareness of indu recommend Derby to staying visitors Get information on Derby product in partner publications/ e-shots (particular emphasis on Peak District) Attend 1 consumer show Deliver and distribute in partnership, the Derby Essentials Guide on-lineas a PDF Build database and produce quarterly consumer e-shot Create and deliver on electronic marketing plan Provide accurate information on attractions activities and events via visit derby web-site Maximize visitor spend in the city's hotels and eating out venues.

10. 9. 8. 7. 6. 5. 4. 3. 2. 1. Actions

Visitor Economy Strategy 2011 – 2016 Increase numbers of day visitors by 10% by 2016 (by promoting Derby as a Great Place for day/ eveningvisitors) Goal

Destination Derby – APPENDIX 1: Draft Marketing Ac tion Plan – Domestic Market Target Markets Day visitors Derby City Council June 2011 11. Achieve an ROI of 25:1 (tbc) 12. Achieve average of 2,500 visitors to accommodation pages online pre month 13. Identify a measure for actual bookings via visiderby that is trackable. 14. Achieve rates/ negotiated deals for each campaign throughout the year 15. Achieve average of 1,200 visitors to special offer pages. Collect data from accommodation from 8 new contacts achieve to aim and providers special offer redemptions each month 16.Achieve average of 2,000 visitors to attraction pages online per month 17.Arrange 1 Group familiarisation visit to Derby per year 18. Increased opportunities to promote city events Achieve25:119. ROI of (tbc) 20.Derby content on CD web-site Achieve 10 conference/ meeting enquiries for Derby per year 21.Achieve 3 number of business recommendations p/a 22.Show round 20 agents or organizers p/a 24. identify appropriate measure - Steam Data or increase motivation p with Conference Page 27 of 30 Increase awareness of Derby products Work with Visit Peak District and Derbyshire on a specific Destination Derby campaign Promote accreditedaccommodation providers on-line and in publications derby by bookability from visit Create directing throughrelevant booking agents or by directing to providers website Arrange rates to correspond with key events and publicize on-line Promote special offers to Promote awareness of attractions/ product within easy access to Derby Promote Derby to Group organizers Promote events and festivals in Derby/ assist with marketing/ city dressing and present as a short break or overnight opportunity Work with Visit Peak District and Derbyshire on a specific Destination Derby campaign Work in partnershi through influence and Derbyshire participation on board and strategic marketing group partnership in to deliver business Work tourism ambassadors event Participate in 2 business tourism familiarisation visits per year

23. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. Visitor Economy Strategy 2011 – 2016 Increase the number of staying visitors by 10 % by 2016 Increase business tourism visitors by achieving 3 new events per year (by a promoting Derby as Great Space for conferences and events.) Increase visitor spend

Destination Derby – Staying visitors Demographics/ segments? Derby City Council June 2011 ots to pick up Derby new VE tracker research 24.Increase number of visitors into the TIC Increase number of sp literature around Derby/shire Increase Increase Increaseno of ticketssold at TIC andon-line 25.Achieve £200k of PR publicity value 26. Achieve positive content in 2 National and 2 Regional Newspapers annually (including on-line) Plus content in 4 on-line information providers 27.Achieve 4 PR fam visits annually 28. Achieve 1000 ticket sales per year 29. Deliver 1 new tours per year with ticker sales of 500 in first year 30. Work with 3 partnerships to deliver additional tourism product to produce regular to produce Page 28 of 30 Increase numbers at events and attractions Continue to use professional PR service to maximize opportunities through established tourism contacts and relationships. Work with PR agency and timely stories newsworthy Encourage and deliver informative and entertaining PR familiarisation visits Continue to deliverRoundhouse tours Promote anddeliver othercity tours Support the developmentspecificas of areas developing destinations/ products within Derby

24. 25. 26. 27. 28. 29. 30. Visitor Economy Strategy 2011 – 2016 by 10 % by 2016 Increase awareness of Derby/ Improve Derby’s reputation through pro-active positive PR Increase the number tourism of quality products available by supporting suppliers or delivering content Derby City Council Destination Derby – h to ustry over and

Destination Destination June 2011 Strategy. Strategy. n. CityThe Council. ision for . sectors co-ordinated by Derby me of the UK’s unique tourist sites e.g. Alton Towers,

Destination Derby t and Science come together. At the ‘Cutting Edge’ throughout

a facilitated workshop with ind ace-brandingfacilitated workshop with specialist to run a received a presentation on the report presented by Lloyd North ’ for lots of experiences – embrace instead of trying to contai tentially be adopted as the key message for the Visitor Economy stry representatives across the Page 29 of 30 the delivery and success of e Visitor Economy Strategy ugh the workshop were as follows: nal channels to optimise optimise to channels nal – a fantastic, compact City. A great base for visiting so

Visitor Economy Strategy 2011 – 2016

through various packages and channels channels and packages various through

Chatsworth House and Sherwood Forest. ‘‘Melting pot’ Derby is not about one thing, it has ‘ingredients Enlightenment - ‘Ambition, Innovation and Inspiration’ Where Ar Great Place / Great Base generations of emergingideas. Identify the main promotio Achieve consensus about a handful of stories or messages that interpret the unique and special products for the promotion of Chic in Peak’ for the sophistica ted/ boutique, quality offer aimed at a sophisticated audience. Draw out coherent links to the city’s values, heritage and future direction to underpin developing vision and strategic approac Destination Derby Derby . • • • 3 2 • 1 purpose of the group is to give a steer to the tourism team on developing the visitor economy. representatives across the public and private sector and produce a report collating the findings as basis for strategic v Appendix 2 - Evolution of th Established in 2009, The Derby Tourism Cluster is a group of indu In 2010 the tourism cluster group supported a plan to invite pl Messages The messages that were developed thro Derby City Council The Purpose of this Workshop was to: At a meeting of the tourism cluster in September 2010, the group Destination Derby – Derby subsequently decided that some or all of these messages could po June 2011 with particular particular with group and then was: was: use of the Orrery ations; and explore rby within the ‘Great as a creative interpretation a creative as at the visual use of the Orrery use of the the visual at tion and deliver authentic stories about the City of De were requested. requested. were signs were taken to a number of members of the Tourism Cluster Page 30 of 30 ion Derby was to translate the messages into creative interpret could potentially be used to attract identified audiences. of Derby as a location to visit. practical applications the Orrery visual interpreta rgeted audiences who will respond to the prod ucts that are available within the city. o.uk and associated sites. re ‘distinctively Derby’ Visitor Economy Strategy 2011 – 2016 Would be a flexible vehicleWouldbe to promote Derbyin generaland specific productsasappropriate. Supported the key themes/ messages that had been identified, Distinctively Derby. Generate interest in the city’s specific events and opportunities Raise awareness of the general profile Increase traffic to visitderby.c Provide a ‘call to action’ to visit the city/ website and book accommodation.

• • • 3. • 2. 1. Place, Great Base’ message to identify ta emphasis on aspects which we Creative interpretations The next process in delivering the strategic vision for Destinat The Tourism Cluster advised that local creative agencies should be given the opportunity to tender for creative interpretation The aim of the creative concepts would be to: The visitor economy strategy will be to use Derby City Council how these could be taken to market visually and what tools Design concepts togetherwith examplesof As a result of the brief and presentations, design agency 'Origination' were requested to further work up an idea based on the as a vehicle for the Great Place, Great Base message. Initial de Destination Derby – to the Tourism Cluster meeting on 25th November 2010, who agreed th