Lancashire and Visitor Economy Strategy 2006-2016 Prepared By Forewords

Lesley Lloyd Chair, and Blackpool Tourist Board

Mention Lancashire and Blackpool as a visitor destination and there is little doubt that there will be a nod of recognition.The , the Golden Mile, Britain’s biggest resort, the historic , Bay and the classic resort of Lytham St Annes, and Preston as ’s newest city.They will probably all come In association with quickly to mind.

For this is an area of the UK where mass seaside tourism was invented and where the UK’s most popular visitor attraction, the Pleasure Beach, can be found, not to mention a rich and proud industrial history, world famous foods including Lancashire Hot Pot and Morecambe Bay shrimps, a sporting pedigree that includes the birthplace of professional football, a place where legends of witchcraft and strong royal connections survive today, and an area where a surprising 80 per cent of the landscape is rural including stunning parts like the relatively undiscovered Forest of Bowland.

In fact if you take away `visitors` and Lancashire and Blackpool’s astounding variety of places to visit, then suddenly the area becomes anything but awash with `Living Legends, Family Fun, Nightime Buzz, Coastal Contrasts or Country Escapes` – the very themes that encapsulate the visitor products promoted here. L&R CONSULTING SOLUTIONS LTD UNIT 252 Furthermore, without visitors the sub regional economy of Lancashire and Blackpool would be £2.5 billion poorer 5-9 SLATER STREET and 52,000 jobs light. And which economies could afford to lose that level of spending or employment? LIVERPOOL L1 4BW In this, the first ever Visitor Economy Strategy for Lancashire and Blackpool, we describe and quantify the current visitor assets, the reasons why 64 million visits are made to this area every year, the challenges that lie ahead, the Tel: 0151 707 2255 strategic directions we wish to take by working in partnership, and those all important actions we will be pursuing Fax: 0151 707 2577 to turn the visions in to reality over the next 10 years. Email: [email protected] The task will not be an easy one and there will inevitably be obstacles to overcome – as well as new opportunities to embrace. But this is a journey we are all committed to pursuing and by 2016 we anticipate that visiting A member of L&R Consulting Lancashire and Blackpool will be not only a great visitor experience but a real destination of choice. Offices in Liverpool, Malvern, Sussex and Paris I commend this strategy to you and thank you for your interest.

Felicity Goodey Chair, NorthWest Tourism Forum

England’s Northwest is a thriving region. It is home to a £7 billion tourism industry supporting an estimated 400,000 jobs, and a visitor economy of even wider reaching proportions.With 18 million visits a year based on Mirrorball and South Promenade, Blackpool distinctive assets such as the Forest of Bowland Area of Outstanding Natural Beauty, Britain’s top St Annes and an impressive heritage, this is a serious business for England’s Northwest. Cathedral The visitor economy is one of the few areas of real growth potential to the wider economy. It is our job to ensure that its potential is realised sensitively and to the benefit of the entire community. As consumers we are becoming richer and more demanding and as an industry we are operating in a highly competitive, rapidly changing global market.We must therefore continue to invest to raise quality or lose out. Cobble Hey Gardens, nr East Lancashire Investment in skills is a key issue. I very much welcome Lancashire and Blackpool Tourist Board (LBTB) taking the Railway Samlesbury Hall, nr Preston lead on skills for the region, which is challenging the industry to perform to world standards in this vital area.The Haworth Art future of the visitor economy depends on highly trained and motivated people and we cannot rely only on an Hoghton Tower, nr Gallery, Kitcham Hill, Forest of Bowland influx of bright young people from Eastern Europe. Blackpool is a key regional and national tourism asset with the potential to be a world-class resort.The implementation of the Blackpool Masterplan, including Blackpool’s bid to host the UK’s only regional casino, will not only transform the town’s fortunes, but will have a huge effect on the regional economy. Regeneration is needed if it is to compete in the international market place for visitors and investment.

Lancashire could perhaps be described as a relatively undiscovered gem. But it has the potential to play a much View from Parbold Hill, Parbold bigger role in both the sub-region and the wider visitor economy of the Northwest.This really is the home of the .Visitors from all over the world as well as other parts of the UK are forever asking where they The Stone Jetty, can see the places where it all began. And then there is the glorious natural environment, not to mention so many Morecambe Winning image connections with the turbulent royal history of England. from 2005 Lancashire County LBTB is a relatively new organisation but it is already making a major impact on the development of tourism in the Developments Ltd Harris Museum area.The publication of the first ever visitor economy strategy for Lancashire and Blackpool marks yet another Photographic and Art Gallery, important advance.This strategy will provide the strategic framework to ensure that one of the most beautiful and Towneley Hall, Competition Wycoller Country Park, nr Eric Morecambe statue, Morecambe Preston interesting parts of the country is able to play a full and vital role in the development of the visitor economy in England’s Northwest. Contents The Need for a Visitor Economy Strategy

The visitor economy is, by its nature, fragmented. Over 80% of businesses are small or micro businesses. The ‘visitor experience’ is usually provided by a range of different commercial operators plus the local authorities and other public-funded agencies.

1. The Need for a Visitor Economy Strategy pg 01

2. Putting the Visitor Economy in the Regional Picture pg 02

3. The Lancashire and Blackpool Visitor Economy Now pg 03

4. Drivers for Change pg 04

5. Where Do We Want to be in 10 years? pg 05

6. How are We Going to Get There? pg 06 Cobble Hey Gardens, nr Garstang

The public sector plays a key role in • Commercial enterprises deliver the • The collective impact of the industry 7. Making it Happen: Market focus pg 07 the visitor economy because: services and products that are essential to through its networks, sharing best practice attracting visitors in the first place and in and investment in people makes an • 8. Making it Happen: Investing in the Visitor Experience pg 11 It delivers a significant proportion of the meeting the needs of those visitors important contribution to the local and visit or experience – from signs and during their stay. The creative flair and sub-regional economy. seafronts, lighting, street furniture and innovation of the industry is a key part of 9. Who Will Do What? pg 17 street cleaning to countryside the image of Lancashire and Blackpool. • A positive profile as a visitor destination management, cultural facilities and will boost the reputation of Lancashire conference halls. • The industry is an ambassador for and of Blackpool regionally, nationally and Lancashire and Blackpool.The marketing internationally, supporting other industry • It has a major impact on the visitor messages they use, their investment in the sectors – and therefore jobs – beyond experience through the decisions it business and the service and customer the visitor industry. makes – such as licensing, planning care they deliver is a crucial part of the decisions, conservation and image of the sub-region. So there is a vital need for community safety. partnership between the public, • Visitors generate demand for new facilities private and voluntary sectors when • There is a national, regional, subregional and activities and contribute to the planning, developing, promoting and and local network of public-funded viability and vitality of a place. managing the visitor economy. services to develop and promote Partnerships should be forged at a the industry. strategic and operational level; built around practical actions. As well as jobs in the visitor economy, the industry plays a key role in economic development and regeneration because: View from Parbold Hill, Parbold

01 Putting the Visitor Economy in the Regional Picture The Lancashire and Blackpool Visitor Economy Now

This Visitor Economy Strategy has been developed to In 2005, 63.8 million visitors accounted for £2.49 billion uphold, reinforce and add value to the Regional spend per annum and supported nearly 52,000 jobs in Economic Strategy (RES) and the Regional Spatial thousands of businesses and organisations throughout Strategy (RSS) for the Northwest. Lancashire and Blackpool.

It also signs up to the objectives of the • The realisation of Blackpool’s Masterplan, Exciting things are • The Forest of Bowland has achieved But the Lancashire and Blackpool Northern Way Growth Strategy which including Blackpool as the priority happening, including: Europarc status that affords opportunities sub region has challenges too: aims to establish the North of location for the regional casino to maximize sustainable tourism and the England as an area of exceptional development in the UK. • Blackpool has an impressive Masterplan potential of the rural visitor economy. • Perceptions of Lancashire as a visitor opportunity, with a world class and public money has been found to destination (especially outside the region) economy and a superb quality of life. • The investment of sustainable growth in begin the work. • The ‘Made in Lancashire’ initiative is are often negative and outdated. The actions of this strategy will also Lancaster, ensuring that the role of the bringing together producers and embrace the recommendations in visitor economy is strongly reflected in its • Significant investment is happening and suppliers with businesses working in the • Blackpool’s highly publicised decline – and the emerging Northwest Business plans to realise its heritage potential as a planned for Preston, Blackburn and visitor economy. that of the other seaside resorts - has Tourism and Visitor Information significant historic city in the region. Burnley, changing perceptions and having coloured people’s perception of Strategies and the Marketing the a positive impact on Lancashire’s image • The universities have plans to work with Lancashire overall. Natural Environment of the The delivery of actions in this and growing the profile and potential of the visitor economy on conferences and Northwest report. In particular, this strategy will support realising the these urban areas, their links with the VFR and are developing strong • Apart from Blackpool and its Pleasure Visitor Economy Strategy supports: Quality of Life objectives set out in rural hinterland and with other city relationships with industry. They are a Beach, the sub region has no national-

the RES in particular: East Lancashire Railway regions in the north of England. key partner in helping to develop the profile visitor destinations and attractions. • The development of the Central visitor economy. • To develop the economic benefit of the Lancashire City Region which is built • To improve the product associated • Lancaster is developing an ambitious • The sub region’s visitor economy is region’s natural environment. around creating a Green City of quality with tourism ‘attack brands’ an Vision which should help it compete • CoVEs (Centres of Vocational Education) arguably more fragmented than most. It is urban living in Preston next to readily ‘signature projects’. better with other historic towns are also playing an increasingly active dominated by micro and small businesses, • To invest in quality public realm, accessible, superb countryside, recognising and cities. part in the visitor economy, helping to very few of which work together. greenspace and environmental quality. that the development of the visitor make the industry professional and economy is an integral part of realising • Regeneration is taking place in the West reward achievement. • There is low quality and lack of • To implement a Business Tourism Strategy, this potential.The visitor economy can End of Morecambe and the restoration investment in the product. Quality to develop the quality and range of help bring more people into employment, and redevelopment of the Art Deco • LBTB has adopted and developed a investment has only been achieved in facilities within the region. help create truly sustainable communities Midland Hotel is secured. strategic and customer-focused approach isolated pockets. and is central to marketing the north to to marketing, using new media to reach • To develop and implement a Visitor the world. • Recent investment in St Annes as a new markets. • Visitor accommodation occupancy levels Information Strategy for the region. Classic Resort is also reinforced by are poor-to-average, leading to a lack coastal defence works in . • The Northwest Regional Development of investment. The RES identifies the role of the Agency (NWDA) is spending region’s five tourist boards as the • Blackpool International Airport is considerable sums of new money to raise • Marketing is fragmented across many main conduits to support business expanding its routes and developing the profile and image of the Northwest organisations, so resources and impact development for the sector.The its terminal. and its destinations including through its within the visitor marketplace are diluted. work of Lancashire and Blackpool major events plan. Tourist Board (LBTB) and its • East Lancashire now has Regional Park • There is a lack of good market intelligence The Stone Jetty, Morecambe business networks is an important status and this and the proposed Regional on which to base investment decisions. route to grow the sub-region’s Parks for the Ribble Estuary could boost market share of domestic, overseas the rural visitor economy in the future. • The transformation planned for Blackpool and business visitors. and elsewhere presents challenges in how to address future labour shortages and associated recruitment and training needs.

02 03 Drivers for Change Where Do We Want to be in 10 Years?

Key national and regional trends that will bring about The vision for the Lancashire and Blackpool visitor change in the sub region are: economy is to realise its potential by:

• Meeting the challenge to close the • Investment in Central Lancashire • Building and sustaining confident, • Blackpool will have a reputation as a The delivery of the vision will focus on the economic gap in the Northwest by through the Northern Way, which is committed and prosperous businesses. quality association events destination and destinations which offer the greatest improving productivity and growing the taking a city region approach. This will the whole area will have achieved a opportunity by virtue of their natural and size and capability of the workforce. have a positive impact on the image of • Investing in quality in every aspect of the strengthened corporate business offer. built heritage assets and which offer inward Lancashire, help build new confidence and visitor economy. investment potential.These destinations are: • Ensuring local people are equipped to stimulate further inward investment through • The visitor economy will be making a take advantage of new jobs developed the Lancashire Economic Partnership. • Improving the image and raising the significant contribution to the sub-regional - Blackpool (21st Century World Class Resort) within the visitor economy. profile of the area. economy, the environment and the image - Preston (City Vision) • Delivering the potential of of Lancashire and Blackpool as a quality - Lancaster (Historic Towns Initiative) • Delivering improvements and Lancaster as a historic city. • Ensuring that people living and working in place to live, work and visit. - The Forest of Bowland (Sustainable enhancements to the road and rail Investment in the heritage product and the sub region appreciate and benefit Tourism) networks in the region and developing the public realm will deliver a historic city from the contribution that the industry To achieve this Vision: - Lancashire Coast (Classic Resorts) the potential of airports and ports – in with appeal to the higher value visitor makes to the quality of life. particular investment in Blackpool markets. • Lancashire and Blackpool Tourist Board A Leading Role for the Industry International Airport. • Ensuring the visitor economy is integrated will work with public and private Harris Museum and Art Gallery, Preston • The expansion of routes at with regeneration and economic stakeholders. • An ageing and increasingly middle-class The prime role of businesses is, of course, Specific Lancashire and Blackpool Blackpool International Airport. development policies and strategies. population with increased quality to run a successful enterprise. Each drivers for change are: Lancashire and Blackpool must continue • Local authorities will value the expectations but a growing interest in individual business provides only one part to work closely with the airport to By 2016: importance of the visitor economy and domestic leisure visitors. of the visitor experience and it takes a • The delivery of Blackpool’s Vision develop long-term inbound business. this will be reflected in their approach to collective effort to raise aspirations and and Masterplan, in particular the casino • Blackpool will be transformed into a the development and management of the • Increased competition for visitor spend – achieve potential.That is why it is important and conference centre.These projects will • Developing business aspirations world-class visitor destination and appeal public realm and the heritage and natural from alternative leisure activities as well as that businesses back this strategy in deliver the greatest opportunity for the and expanding the skills pool. to increasingly affluent and discerning assets in their care. from other well-funded destinations, at practical ways, and back LBTB and its visitor economy and enable Blackpool to Lancashire and Blackpool needs to visitors. home and overseas. partners to raise the quality of the offer compete strongly again in the conference develop professional, entrepreneurial • The industry will invest in their product across Lancashire and Blackpool. association market, with a positive ripple businesses that are market driven and • Lancashire will be established as a and their people to ensure the quality of • Increased competition for business effect across Lancashire. able to respond to market changes.This destination for mature and discerning the visitor experience exceeds visitors nationally and within the region – Businesses can support LBTB by serving on approach must cover all sectors including visitors attracted by the traditional expectations. They will work together destinations are becoming increasingly its board of management, acting as • Implementation of the recently accommodation, attractions, retail and Lancashire welcome based on a high effectively to share best practice and add competitive and customers increasingly ambassadors for LBTB within the industry, drafted Lancashire Economic and other visitor services.The public agencies quality, friendly and personal service. value to individual achievements. focused on value for money. becoming members of LBTB and being Rural Strategies for the sub-region need to create the physical environment These visitors will come throughout the actively involved in its activities, have placed the visitor economy firmly in and economic climate for such businesses year helping to achieve a seasonal spread • Lancashire and Blackpool will seek to • The growing importance of new communications and networking. their sights for future growth. to prosper, including providing of benefits. establish a reputation for best practice in technology for planning and booking appropriate business support and access for all. leisure and business visits. They will contribute to the growth of workforce development. • The main appeal of Lancashire will be its know-how and profit from it by well-kept heritage towns, classic resorts The philosophy of the vision participating in programmes and projects and beautiful countryside, whose is encapsulated in the Mission that are designed to invest in people and in attractions are presented with flair and Statement: the visitor experience. Businesses will also imagination that reinforces a strong sense support the marketing strategy by of place and local identity. To revitalise and reposition the visitor becoming involved in research (such as the economy in Lancashire and Blackpool How’s Business surveys) and monitoring • Lancashire’s countryside - one of the so that it is more productive and projects, supporting marketing activities and area’s strongest assets - will have sustainable, by working in partnership. campaigns and participating in the developed its potential through sensitive Destination Management System (DMS). and sustainable development.

04 05 How are We Going to Get There? Making it Happen : Market Focus

Cross Cutting Principles ‘The Foundation’ These principles will underscore all activity and are the Lancashire and Blackpool’s branding and destination sound basis for a holistic and integrated approach to marketing should be market-led, evidence based and destination management. customer focused, based on excellent Customer Relationship Management (CRM) which aims to achieve...

... a continuous cycle to identify, win, satisfy, • Know which are the most effective tools • The ‘Traditionals’, in particular, have been retain and grow customers. to attract these visitors and to keep them identified as offering value to Lancashire here once they arrive and get them to but each of the five themes offer the Branding and marketing is not simply visit again. opportunity to attract different segments. promotion, it should underpin the whole Further work will therefore determine ‘Visitor Journey’, touching the visitor at • Understand the markets and the those segments of high value which every stage: from dreaming, planning and economic, environmental and social match the winning themes.While a focus booking, to the travel and destination sustainability of new development on the segments will act as the main experience itself, to returning home and concepts and projects so they can make driver for marketing activity, other reminiscing, to repeating a visit and informed judgements on return of markets will be attracted and encouraged recommending the destination to friends investment and priorities. to visit. and family. • Can plan accommodation needs based • For at least the next five years to 2010, The sub region has developed Five Winning on future needs and opportunities. until the New Blackpool starts to Themes which are based on market emerge, Blackpool will focus on Samlesbury Hall, nr Preston intelligence and is taking a market-focused • Can identify future labour and skills encouraging its existing visitor markets to Market Focus – Lancashire and Quality – Lancashire and Blackpool will Priorities approach. This work will now be evolved development needs. stay longer and come again. It will use Blackpool’s approach to its visitor economy develop a high-quality visitor experience, Lancashire and Blackpool stakeholders to concentrate the focus and to ensure that CRM to encourage loyalty. CRM is about will be market focused. From product and based on an approach to service which recognise the importance of good the themes form the basis and rationale for Market Focus getting to know your customers, so you workforce development to partnerships reflects the sub region’s reputation for communications to attract and retain product development as well as can give them the experience and service and promotion, it will build on an friendly, honest and light-hearted people. visitors, for inward investment purposes and promotional work. • Most leisure visitors to Lancashire and they really want and then subsequently understanding of markets and market within local communities to foster pride of Blackpool will be from the UK on short use targeted promotions to encourage trends. Listening to customers and Partnership – LBTB will enable private, place.The visitor economy strategy will Market Intelligence breaks (1-3 nights), a day visit, or visiting them to come back again. Also,by communicating effectively is a key part of public and voluntary sector organisations to encourage business investment in people friends and relations (VFR). commiting to the sustainable this approach. Lancashire and Blackpool will work together productively.The local and products and tackle issues of staff This approach calls for excellent market development of specific annual events use regular communication of information industry will network with its peers and recruitment and skills development. intelligence, in order to understand what • Ideally a destination should focus product that will become over time, regionally and and the interpretation and dissemination of with other stakeholders to deliver an the visitor wants and reach the visitor development and marketing nationally significant. data to achieve this using the latest integrated visitor experience and make the There are 11 priority areas to the strategy, effectively at every stage of the visitor communications on one market - to developments in new technology best use of the collective skills and grouped under four generic headings. journey with: project confidence and clarity to • As the New Blackpool takes shape, it resources of its people. These are explored in more detail below consumers. However, this objective is should be able to attract markets which Sustainability – Lancashire and and a strategic action plan covering 2006 - • The right promise difficult to achieve in Lancashire and are higher spending per trip and able to Blackpool’s visitor economy will be driven Capacity building – A confident and 2009 has been prepared for each of them Blackpool - mainly because of the travel year round, or at least not so tied by quality and productivity which will skilled industry is central to the successful (see insert): • Communicated in the right way distinctly different perceptions and to peak times. Again, further research into maximise the contribution visitors make to delivery of the strategy. Businesses will be products of Blackpool and of Lancashire. the eight Arkenford values-based delivering economic and social regeneration motivated and entrepreneurial. Business Investing in people • Delivered at the right point-of-experience Such is the diversity across the sub-region segments, will be required to ensure a People in the Northwest, in particular contributing champions and beacon businesses will Clusters and networks and even within individual destinations strong fit between their values and to quality of life objectives. Development be used to foster entrepreneurialism Lancashire and Blackpool needs to that a single market cannot always offer motivations and the core experience will respect the needs of visitors, the natural and innovation. Polishing gems invest in market intelligence so that sustainability in the long term. Blackpool can offer in the future.Through Local distinctiveness landscape, the local community and the Pride of Place stakeholders: analysis and a deeper understanding of A balance of accommodation built environment. Activities will be located • It makes sense for Lancashire and the segments, these can then be and managed appropriately and be to a Investment in gateways Product • Better understand the characteristics of Blackpool and its destinations to join prioritised and sense-checked to ensure scale that does not exceed the capacity Destination investment Investment the people they want to attract. forces to focus on key leisure market the correct product fit. of the associated environment and segments, and in particular those values- its communities. Press and Public Relations based markets identified by Arkenford. • Test the brand promises and propositions Market research Promotion This segmentation is based on a variety of for Lancashire and Blackpool and develop Marketing and Marketing Events value statements and can be used to help a clear brand direction that includes define the kinds of holiday or leisure guidelines and informed product that could be of most appeal. recommendations on creative treatments 06 07 and destination marques. Visit Britain research shows that LBTB and Blackpool Tourism will work • Potential niches to explore further England’s greatest strengths are its together to develop the Family Fun include: walkers, long distance cyclists, unspoilt countryside and history and campaigns, reflecting the differing interests extreme sports enthusiasts, bird watchers, heritage and that the biggest priorities of different types of families and building gardens ‘specialists’, golfers, canal-users, Family and opportunities lie in developing the on the success to date of web based football and food and drink. Fun outdoors product. Lancashire and campaigns. Blackpool is well-placed to deliver Lancashire and Blackpool should ensure Lancashire these experiences. Blackpool Tourism will lead on Night Time they capitalise on the captive audience of Buzz. Campaigns will focus almost entirely the 100,000 students in higher education in Leisure marketing communications on Blackpool, but businesses outside the sub-region and their visiting friends and Blackpool may choose to take part relatives. These students are important • The approach to marketing in them. ambassadors for Lancashire and Blackpool. communications for leisure visits will Coastal recognise the distinctly different markets Contrasts for Lancashire and Blackpool and this will be reflected in all marketing and promotional activity, though it will ensure that where synergies exist these are developed over time. Blackpool Country Living • LBTB will evolve its current Five Winning Escapes Legends Themes as follows:

Country Escapes, Coastal Contrasts and Night Living Legends will be developed Time Buzz alongside the appropriate Arkenford segments to become LBTB’s core three campaigns. St Annes Niches

• canals • extreme sports • specialist gardens • bird watching • long distance cycling • food and drink • golf • football

• Blackpool already has its own established E-business is an essential tool for marketing Groups/Travel Trade routes to market in Ireland and this work and business support.The Destination will continue in the short to medium term. Management System, LOIS, will drive Travel trade/groups are important for the When the New Blackpool starts to take e-marketing, supported by the local seaside resorts, particularly Blackpool and shape, more research will be needed into authority stakeholders. Morecambe, bringing much-needed out-of- potential overseas markets building on season business to a core of hotels.There is initial research under the Air Services LBTB will work with tourism associations to an issue about the quality of this business: Development Fund, with an examination of strengthen the offer of LOIS, including these resorts compete on price and are how Lancashire will tie into these. providing businesses with the skills to seen as low-cost destinations for groups. In contribute and use the system to its full the short term Blackpool and Lancashire • Lancashire’s overseas leisure work will be potential. Sophisticated Customer will continue its joint development of the undertaken in partnership with NWDA Relationship Management capability will be group market and travel trade. Keeping the and England’s North Country to a carefully developed for the system, so that the travel trade informed about the chosen selection of their target market product information is rich and accurate, New Blackpool developments will be segments and where possible tied in with and a critical mass of bookable product an important communications job as carriers including those into Blackpool, is available to allow visitors to move work progresses. Liverpool and Manchester International from holiday planning to booking with Airports. relative ease.

08 09 Business tourism Making it Happen : Investing in the Visitor Experience Blackpool will continue to be the lead destination for conference association business and the New Blackpool will target: ‘Investing in People’ Lancashire and Blackpool will take a strategic long term • National and international high-profile view of the skills needs of the sub-region, as well as conference association business • Increased amounts of corporate business tackling the immediate needs of the industry. • Exhibitions

Association and corporate business is expected to grow – in particular in the cities of Lancaster and Preston and in Blackburn – Lancashire and Blackpool will be represented Lancashire and Blackpool will seek creative Working with Business Link, the education reflecting inward investment and good Blackburn Cathedral Eric Morecambe statue, Morecambe on the North West Tourism Employers’ solutions to force up business standards sector and key training providers, LBTB will: accessibility by road and rail. Business Group and will use this group to ensure the and aspirations. Beacon Businesses will Lancashire will take a market-focused travellers will continue to be important too. approach to the travel trade, starting with specific needs of the sub-region are have a key role to play. Beacon businesses • Coordinate the production of an Action articulated and addressed.This will be combine entrepreneurialism, creativity and Plan to provide an informed and detailed an audit of facilities for groups LBTB and Blackpool Tourism will work complemented by working closely with the flair with an understanding of their markets framework for priorities in the short to (accommodation, eating places, attractions together to form a new business tourism industry and with educational and academic and good business practice.They will medium term. etc). Lancashire will undertake research to partnership, conserving the best features institutions within Lancashire and Blackpool, enthuse their peers and motivate the identify the role of travel trade and group from the two existing conference desks to working through existing groups and support industry to aspire by sharing best practice. • Extrapolate relevant recommendations travel for the Arkenford segments identified ensure Lancashire and Blackpool is equipped agencies. LBTB will also strengthen their They will evolve from the Employers’ and actions from the National Skills and for potential niches.This research will to meet this demand in a professional way business forums to take a stronger role Forum and feed into it. Beacon businesses Needs Assessment being undertaken by also help identify the scale of investment and fully capitalise on the opportunity.The looking at business development. will also be identified through tourism People 1st. needed. Stakeholders will work together to two organisations will plan this initiative associations and business forums. deliver online information dedicated to the together with the longer term objective of Projects will be delivered through four main • Coordinate best practice case studies, travel trade, with special interest and establishing a joint Conference Bureau that is strands of activity: Lancashire and Blackpool will use toolkits and other self-help programmes themed itineraries.They will also design and resourced to compete alongside similar sophisticated marketing and promotion and make these accessible through deliver familiarisation visits. bureaux around the country in line with • Visitor First - business development activity to improve take up of training courses, on-line support. recommendations in the Northwest Business that focuses on ensuring businesses are particularly the Welcome to Excellence Tourism Strategy. equipped to meet the service and quality suite of courses.This promotion will focus • Manage LETS (Lancashire Excellence in expectations of their target customers. on selling the business benefits, presenting Tourism Skills Awards), England For and packaging training in an engaging way, Excellence and other awards. • Profit through Productivity - training and including offering online modules and business support that is designed to business support.Tourism associations • Deliver specialist industry seminars. improve business performance through and clusters will provide a focus for improved business operations. business support.

• Employer Champions - businesses that will lead by example.

• Management and Leadership - ensuring the Education Establishments and Best Practice good management of individual businesses Academic Institutions whose owners and managers lead and inspire, and championing the concept of a Leadership Academy for the sector. Tourism Associations To olkits To effect real long-term change Lancashire and Clusters North West and Blackpool will invest in career Tourism development working with the industry, Employers' through schools and using work-shadowing Group Websites and work placement schemes.These opportunities will be developed between employers and the education sector. Beacon Businesses Best Practice Models

10 11 Other headline projects – what and why Other headline projects – what and why

Clusters and Networks A Balance of Accommodation

Develop clusters and networks with: Lancashire and Blackpool will: • Encourage inward investment in a range of accommodation to meet market demand identified through further research - this is likely (a) a geographical focus - working through tourism associations and other groups such as the Market Towns Initiative to embrace serviced and non-serviced accommodation (b) a thematic focus – e.g. for cycling, walking, wildlife observation, heritage, adrenalin sports • Support existing operators who can meet the needs of target markets • Create an economic environment in which they can flourish Clusters and networks will: • Rationalise existing stock in coastal resorts • Reduce product fragmentation • Identify future business and leisure needs in expanding commercial centres • Create a critical mass of visitor experience • Promote and facilitate the Quality in Tourism programme • Develop joint working opportunities between businesses – packaging the experience for the visitor • Identify Beacon Businesses to share best practice and raise the bar on quality across all types of accommodation • Raise the collective quality and aspirations of businesses • Foster and support innovation Events • Engage businesses with business support, quality and training initiatives, funding for development and marketing initiatives, e.g. through LRTi (Lancashire Rural Tourism Initiative) • Seek to develop business networks and marketing activity with Cheshire and Cumbria to strengthen the rural positioning of particular To lift the current festival and events offer to a higher level, the private sector working with other stakeholders in Lancashire will: niches where appropriate • Take an Events Cluster Approach – providing cooperation/assistance with marketing, customer relationship management, programme coordination, funding/sponsorship, event management, links with the industry Key initiatives should include: • Support thematic festivals – extend existing cultural events and festivals from local to countywide, e.g. Food Lovers Festival, • Improving facilities for walkers and cyclists at accommodation and through additional services, e.g. cycle hire, cycle repair Royal Lancashire Show • Establishing a series of cycle hubs and a network of easy walks that deliver a joined up quality experience that encourage visitors to explore further and stay longer The New Blackpool will use events to reposition the resort once the improvements are under way. • Developing networks of wildlife attractions, linking groups of smaller wildlife sites to the major centres • Roll out specific specialist quality and service programmes as part of the Welcome to Excellence programme In the shorter term, Blackpool should use events to extend staying visits and lengthen and strengthen the season. It will: • Establish itself with the events industry as an ‘events friendly destination’ Polishing Gems • Introduce coordinated programming • Adopt a resort-wide proactive, coordinated approach to events publicity • Develop 2-3 high-profile annual ‘signature events’ from existing events Lancashire and Blackpool’s heritage ‘gems’ are defined as permanently established ‘built’ visitor attractions or facilities.These gems tend to • In the run up to the New Blackpool, the Illuminations will be completely transformed – design-led, use the latest technology and be relatively small in scale and are in several different ownerships.They should work more closely together as a business cluster on: complemented by creative lighting events throughout the year • Marketing, including customer relationship management and public relations • Joint ticketing arrangements Investing in Gateways • Visitor and market research • Staff development and skills • Events coordination The visitor welcome at gateways (road, rail and air) must deliver on the brand promises with: • Investment in the design, presentation and management of public spaces led by the local authorities and public transport providers They also need investment for: • Appropriate, targeted and timely information and visitor services. • Upgrading larger, higher profile sites • Tourist information provision should be strategic (within the context of the regional visitor information framework) and include: • Physical improvements to the surrounds and setting of historic properties A hub and spoke approach - with hubs at Blackpool, Lancaster, Preston and Blackburn, which build on investment already made at • Improvement to the visitor facilities such as catering and retail these sites • Additions to the visitor experience, such as support for the development and marketing of a major exhibitions or cultural events Appropriate information delivering the brand promise and themes at every step of the visitor journey programme in museums and historic properties across Lancashire and Blackpool Destination Investment Local Distinctiveness Improved destination quality is essential, so: To differentiate from competitors and to meet the needs of the agreed market segments, local distinctiveness will be encouraged, • Local authorities should supported and developed for: Use market intelligence to clarify the needs of the core target market segments • Accommodation – serviced and self catering Lead the way with market-focused investment in the public realm and in public-funded facilities • High quality food offer focusing on local produce Adopt a ‘joined-up’ approach to visitor services and management, including parking, coach parking, signage and visitor information to • Retail – stronger packaging of independent retailers – in particular in rural areas and in market towns, where local and high quality crafts deliver the welcome are a sub-regional strength. Also linking with creative industry quarters in the cities and in Blackburn • Tourism officers should work with town centre managers to meet visitor needs • Living Legends – celebrating the varied and interesting industrial heritage of Lancashire, including finding new uses for previous industrial • There should be continued investment in public art to deliver a `cultural coast`, building on the good practice of Morecambe, Blackpool buildings, interpretation, trails and investment in the public realm. Blackburn and Burnely offer particular potential to lead in this field and St Annes • Public realm – design and presentation • Towns taking part in the Market Towns Initiative should ensure the needs of visitors are taken into account when identifying priorities • Visitor service and the welcome and their action plans should be embedded within the Destination Management Plan

12 13 This table relates the visitor experience to Blackpool, and the five winning themes and recommends priority actions for product Other headline projects – what and why development for Lancashire and Blackpool.The focus is on Blackpool and the four winning themes that are priorities for Lancashire; namely Country Escapes, Living Legends, Coastal Contrasts and Family Fun. Pride of Place Product Development Priorities To achieve the necessary quality improvements, deliver on the brand promises and turn round external perceptions, Lancashire and Blackpool needs to: Destination The Visitor Experience Challenges Priority Actions • Win local hearts and minds – residents, business people, opinion formers/decision makers, local media • Use the momentum created by the Northern Way, the Masterplan for Blackpool and the significant investment in the other urban Blackpool Blackpool Pleasure Beach Volume, range and quality of To use investment in the public realm to help raise centres to generate and foster pride of place Blackpool Tower accommodation aspirations and quality across the resort • Make local people and businesses ambassadors, spreading the message far wider than a programme of marketing activities can possibly The Golden Mile entertainment do. This can be achieved through properly resourced professional communications targeting local visitors, residents, decision makers and Lack of investment in the To realise the big private sector projects in the Traditional beach experience opinion formers, potential investors and the travel trade. visitor experience Masterplan to unlock other investment The Illuminations Bars and clubs Tarnished image in the Development of spectacular state-of-the-art events Spectacular shows marketplace

Themes The Visitor Experience Challenges Priority Actions

Country The Forest of Bowland Raising market awareness To develop thematic business clusters for cycling, Escapes Pendle Hill walking and watching wildlife West Pennine Moors Strong competition from established brands To develop networks of wildlife attractions, linking Arnside and Silverdale groups of smaller wildlife sites to the major centres Lune Valley Limited points of focus for at Leighton Moss and Martin Mere Ribble and Wyre estuaries rural activities To develop adrenalin sports in the West Pennines Market towns and villages Limited accommodation capacity Rural and restaurants To grow potential of existing events – especially Distinctive local food and those with a strong and locally distinctive theme regional chefs Farm accommodation To develop further the quality of the accommodation and food offer to appeal to visitors Quiet Lanes - cycling and walking routes Mirrorball and South Promenade, Blackpool Birdwatching and wildlife including Martin Mere and rural stretches of Leeds Liverpool Canal

Coastal Lytham St Annes, Morecambe, Range, volume and quality of To coordinate investment and management of the Contrasts , Cleveleys accommodation public realm Dramatic coastline and views Traditional seaside towns Need for further investment in To use creative, quality public art to create a the public realm distinctive coastline Rural coast and wildlife Traditional family fun Varying quality of experience To invest in product development and marketing Golf across the resorts for niche opportunities e.g. golf, watersports Watersports Award winning public art

Living Lancashire has many cultural ‘gems’ Strengthening the quality of To ensure the Lancaster Vision realises the full heritage Legends including: the offer potential of the city and fosters an integrated approach to the development of the visitor economy The historic city of Lancaster Joining up the offer to present critical mass To introduce a polishing gems programme to improve Pendle Witches the setting, the facilities and the marketing of museums Industrial heritage e.g. Blackburn, How to interpret and and heritage sites Burnley communicate the past history Public art along the coast and myths and legends in an To create a heritage cluster for development and engaging and contemporary way marketing activities Historic sites Distinctive historic buildings, To celebrate Lancashire’s industrial heritage through interiors and historic gardens investment in industrial buildings, the public realm and Canals and waterways through marketing activity Cultural Coast To strengthen and coordinate existing events

14 15 Who Will Do What?

Each stakeholder has a role in realising the potential of the visitor economy and ensuring a joined up response to the challenges and opportunities for Lancashire and Blackpool. This approach will recognise the links between the different facets that make up the visitor experience and the links between the visitor economy and other sectors.

LBTB and local authorities in particular have • To be the voice of the sector regionally Towneley Hall, Burnley cross-cutting responsibilities at a strategic and and nationally operational level for the visitor economy. • To provide the clear strategic lead for Themes The Visitor Experience Challenges Priority Actions So LBTB and local authorities will work destination management and the together to establish protocols which make development of the visitor economy Family The Blackpool Experience Volume, location and quality of To use business advice as a tool to help businesses sure that there is maximum impact, minimum Fun Destination family attractions accommodation catering for maximize opportunities in the family market duplication, clear messages to the consumer, a • To ensure that all support activity, families coherent programme of opportunities for especially by the public sector, is To encourage businesses to work together to offer a Different products appeal to joined up family experience and customized packages. businesses and best use of resources. coordinated different aspects of the family market – one size does not fit all The businesses that make up the industry • To bring together resources to support and drive the visitor economy will continue and promote the visitor economy, to Night Time The Blackpool Experience Contrasting offer between To coordinate investment and management of the to network with each other and identify improve effectiveness and reduce Blackpool and other evening public realm Buzz Maritime, Jazz, Classical Music and practical ways in which they can package the fragmentation and duplication Literary Festivals entertainment experiences Hoghton Tower, nr Chorley To use creative, quality public art to create a offer to the visitor and build the skills capacity Niche music festivals with an Ensuring a consistent quality LBTB will participate fully in the Lancashire ‘edgy’ feel distinctive coastline of their business. They will also work in To be the leader and the voice for the visitor experience partnership with the public sector to visitor economy, LBTB will represent and Economic Partnership so that To invest in product development and marketing connections are made with other economic for niche opportunities e.g. golf, watersports promote a single voice for the visitor listen to the whole industry. It will do this economy in Lancashire and Blackpool. through its Board of Directors, through sectors and the role of the visitor economy working with existing forum including the in achieving the quality of life objectives of Lancashire and Blackpool Leaders and Chief Executive Officers the Regional Economic Strategy for the Tourist Board Group and the Lancashire Chief Cultural Northwest is supported. and Leisure Officers Group to ensure LBTB has been formed to harness the engagement with all sectors including LBTB will be responsible for activities that energies and resources of the Lancashire transport, cultural, sporting and heritage will generate the visit.This will include the and Blackpool visitor economy and focus interests.The Board will also strengthen its majority of destination and thematic them on a winning strategy with clear Business Forums and continue to work marketing activity. priorities. Its role is: closely with tourism associations to ensure full engagement across the spectrum of LBTB will lead a rationalisation of marketing the industry communications activity to establish Lancashire’s positioning to appropriate Arkenford segments with high impact, well resourced marketing activity.

Wycoller Country Park, nr Colne

16 17 Local authorities The Industry

Local authorities will continue to improve Businesses will work together and with the the visitor experience and be responsible public sector on action orientated activities. for the visitor welcome through: The industry will put the quality of the product offer and visitor experience at the • Looking after and improving the public heart of their business operation and realm and amenities encourage their peers to do likewise, to help raise collective aspirations of the • Managing the transport infrastructure industry.They will network and share best including car parks, signage, lighting etc practice as one way to strengthen the intellectual capital of the industry and help • Supporting visitor and cultural attractions drive up the visitor economy. Lancashire and Blackpool Tourist Board and local

• Producing local information and guides authorities will facilitate forums to enable Kitcham Hill, Forest of Bowland and supporting local visitor information networking and better packaging of the services experience to target markets.

• Helping local partnerships and networks Targets in the sector Stakeholders will augment existing market • Including issues related in the visitor research to inform development and economy in local plans marketing priorities and evaluate progress for specific projects and destinations. All local authorities will participate fully in other developments coordinated by LBTB, Targets for the visitor economy strategy to including: 2016 are:

• Development of the use of information • To increase visitor spend by 20% to and communication technology including £3 billion ensuring compatibility of systems with LOIS, LBTB’s destination management • To increase numbers of jobs by 30% system to 70,000

• Workforce skills development • To increase visitor numbers by 30% to programmes 85 million

• Business development programmes

Haworth Art Gallery, Accrington

18 Published in September 2006 by

Lancashire and Blackpool Tourist Board, St George's House, St George's Street, Chorley, Lancashire, PR7 2AA Tel: 01257 226600 Fax: 01257 469016 www.lancashireandblackpool.com