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Destination Management Plan V2 Layout 1 Greater Manchester Destination Management Plan: The visitor economy action plan 2012-13 Published April 2012 GREATER MANCHESTER DESTINATION MANAGEMENT PLAN The Quays 1.0 Introduction The Destination Management Plan (DMP) is an action plan Members of the Manchester Visitor Economy Forum for the visitor economy for Greater Manchester that sits (as at April 2012) below the tourism strategy, ‘A Tourism Strategy for Greater Manchester 2008-13’. The plan is updated each year to The Chair of the Forum is Paul Simpson, Managing Director capture what has been achieved, where we are now of Visit Manchester. Current members are as follows with and what needs to be done to achieve our growth others still to be confirmed; targets. The activity includes not only the plans of the Tourist Board, Visit Manchester*, but also those of other Angie Robinson, Chief Executive, Manchester Central stakeholders and partners such as the ten local authorities of Greater Manchester (Bolton, Bury, Oldham, Manchester, Caroline Plant, Marketing Director, Manchester Airport Rochdale, Salford, Stockport, Tameside, Trafford, Wigan), Julia Fawcett, Chief Executive,The Lowry Manchester Airport, other agencies and the tourism Keith Davies, Director of Development and Regeneration, businesses themselves. Bolton Council (AGMA) The DMP is a partnership document which is co-ordinated Mike Gibbons, Director of International Development, and written by Visit Manchester but which will now be University of Manchester developed through consultation with all the appropriate Paul Simpson, Managing Director, Visit Manchester stakeholders through the Manchester Visitor Economy Forum. The Forum will meet bi-monthly, and comprises Sara Tomkins, Assistant Chief Executive, senior representatives from various visitor economy Manchester City Council stakeholders. The Forum will be responsible for developing Stephen Miles, Chair, Manchester Hoteliers Association and agreeing the DMP and monitoring delivery of the actions by all relevant stakeholders. Vaughan Allen, Chief Executive, CityCo In summary the DMP will; • Specify where we are now and what we want to achieve over the next 12 months • Review and set priorities, actions and targets • Identify roles and responsibilities for all stakeholders *Visit Manchester is the tourist board for Greater Manchester and is a division of Marketing Manchester. Marketing Manchester is the agency charged with promoting • Act as a key tool for consultation and engagement the city on a national and international stage. We aim to develop Greater Manchester into a leading leisure, learning and business destination for domestic and international under the management of the Manchester Visitor visitors, enhance the national and international reputation of the city-region and Economy Forum promote sustainable economic development and growth. 2 GREATER MANCHESTER DESTINATION MANAGEMENT PLAN 2.0 Strategic Context VisitEngland Vision for Greater Manchester England has had a new national tourism body since 2009, As stated in ‘A Tourism Strategy for Greater Manchester VisitEngland. 2008 – 2013’, Our vision is to build, ‘a city region fit for the people of Manchester, that delivers a better quality of life VisitEngland launched a new ‘Strategic Framework for for the three million people who live and work here. If we Tourism 2010-2020’ with the aim of providing the basis for build a destination that is fit for us then we will create a public and private sectors to continue to enhance the future City that will attract people from all over the quality of the product on offer and for Government at all world, particularly those with a thirst for discovery.’ levels to encourage such investment. The headline ambition is for 5% year on year growth over the ten year period of Objectives the strategy. • To improve the visitor experience The Strategic Framework aims to achieve four • To enhance communication with visitors interdependent objectives which are; • To develop the infrastructure • To increase England’s share of global visitor markets • To create iconic events, developments, initiatives and opportunities • To offer compelling destinations of distinction • To ensure a better quality of life for residents • To champion a successful, thriving industry • To increase the productivity and performance of the • To facilitate greater engagement between the visitor tourism businesses and the experience • To improve the skills level of people working in the visitor VisitEngland subsequently launched a number of action economy plans: nine plus the All England marketing strategy in June • To improve community benefits:- accessibility, diversity 2011 and three more in January 2012. Visit Manchester is and an inclusive night-time economy fully involved in the delivery of these action plans, as well as being one of four Pathfinder areas for VisitEngland and is a member of the national Destinations Forum. Manchester has been identified as a primary destination in VisitEngland’s successful RGF bid which will deliver additional marketing activity from 2012 - 2015. Imperial War Museum North, The Quays Spinningfields 3 GREATER MANCHESTER DESTINATION MANAGEMENT PLAN 3.0 Targets The targets for Greater Manchester are set in line with • To improve the economic impact of business tourism to the tourism strategy which runs from 2008 to 2013. Greater Manchester from £573m (2009 baseline) to Some of these targets were set at the beginning of the £950m Tourism Strategy period, others have been revised following the Tourism Strategy review in 2011. Targets • To increase the percentage of national and international through to 2013 are: Association business from 13% (2009 baseline) to 25% • To increase staying visitor numbers from 9.6m to 10.6m • To improve national and international perceptions (Anholt) • To increase the number of overseas visitors from 1.19m • To maintain and ideally improve visitor satisfaction levels to 1.3m • To increase the value of tourism from £5.4bn to £6bn Baseline data is from 2007 unless stated. • To increase the number of jobs supported from 73,540 Progress so far is shown in the table on page 13. to 81,000 (FTE) jobs The Lowry, The Quays 4 GREATER MANCHESTER DESTINATION MANAGEMENT PLAN 4.0 Achievements since 2008 Bruntwood staff (taking part in ‘I Love MCR’ campaign) Priority 1: Enhancing the Image • Since 2008, 505 international journalists have been hosted • Marketing Manchester has established both an image in Manchester from target markets including USA, China, bank and a footage bank, enabling partners, stakeholders India, UAE, Germany, Spain, and the Netherlands. and the media access to high quality still and moving images of the city region. Broadcast footage of • Media coverage with an AVE of more than £5.3m has Manchester has been downloaded by ESPN, Nickleodeon, been generated, with profile in publications such as the MTV and ITV among others. Lonely Planet, New York Times, Singapore Tatler, Etihad Inflight Magazine and the Financial Times. • The I Love MCR campaign, developed in response to the riots in August 2011, was targeted specifically at nurturing • A positive shift in perceptions has been tracked in the the swell of civic pride and educating residents on the Anholt City Brands Index. Since 2009 we have moved assets of the city region. In three weeks, the campaign ahead of Dubai and Dublin, pulled an extra three places generated 27k ‘likes’ on facebook; 40k mentions on clear of Edinburgh, and have closed the gap on Brussels twitter (trending twice in the UK) with a total digital value and Chicago – only one and two places behind of more than £95k; an outdoor profile with a commercial respectively in 2011, whereas we were seven and eight value of over £200k and media coverage with an AVE of places behind in 2009. over £750k. • Perceptions in our priority target markets have also improved, with the USA, China and Brazil showing the strongest improvement between 2009 and 2011, and the UK having the most positive shift between 2007 and 2009. 5 GREATER MANCHESTER DESTINATION MANAGEMENT PLAN Castlefield Priority 2: Promoting Manchester to national and international visitors • Our approach to domestic and international promotional • In partnership with Manchester Airport, MIDAS and the activity has evolved into a seasonal, multi-faceted, multi NWDA, Marketing Manchester managed the delivery of channel approach. A promotional strategy framework has the £1.9m Air Services Delivery Fund, focused on route been developed that enables key messages to be retention and development in the primary markets of collated, prioritised and communicated in the most USA and India. Successes included: United Continental targeted way possible. launching an additional route from Washington to Manchester from May 2012, American introduced a daily • In 2011, the Summer and Christmas campaigns delivered flight from JFK from April 2011, Delta re-introduced JFK a collective media reach of more than £3m, attracting and retained the Atlanta – Manchester route. Increased over 400,000 visitors to the specific campaign areas of frequency to Singapore and increased frequency and visitmanchester.com. capacity to India via the Middle East were also secured. • Domestic promotional activity has increasingly focused • Promotion of Manchester’s business tourism offer has on families as well as the more traditional audience of been enhanced through the redevelopment of cosmopolitan couples and discoverers; thematic visitmanchester.com/conference and through continued campaigns such as Modern History,
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