July 2015 Refreshing the growth strategy for England’s tourism industry – Industry Consultation Survey Results

July 2015

Refreshing the growth strategy for England’s tourism industry – Industry Consultation Survey Results

Table of contents

2

1. Knowledge of 2010 growth

strategy

2. Agreement with general direction

3. Agreement with objectives and

priorities

4. Feedback about the refreshed growth

strategy

5. Industry support for growth strategy

7. Organisations identified to help

deliver growth strategy

8. Top ranked actions

9. Gaps identified in strategy

6. Industry contribution towards

growth strategy


1. Knowledge of 2010 growth

strategy

3

The vast majority of respondents stated knowing at least ‘a little’ about the growth strategy launched in 2010 (94%)

• The results indicate that compared with other organisation types, National & Trade Bodies (60%) were more likely to report knowing ‘a lot’ about the strategy launched in 2010, while Businesses were less likely to report this (21%).

A lot A little Nothing0

20

40

60

80

100

40

54

6

%

Question 10. How much do you know about the growth strategy launched in 2010 – The Strategic Framework for Tourism 2010-2020?

2. Agreement with general direction

4

Most respondents agree with the general direction of the strategy (93%)

Strongly agree

Slightly agree

Neither agree nor disagree

Slightly disagree

Strongly disagree

I don't know

0

20

40

60

80

100

52

41

3 2 2 0

%Question 2. Thinking of the strategy as a whole, to what extent do you agree or disagree with its general direction?


3. Agreement with objectives and

priorities

5

Furthermore, there is widespread agreement with the objectives and priorities outlined in the strategy (89%)

Strongly agree

Slightly agree

Neither agree nor disagree

Slightly disagree

Strongly disagree

I don't know

0

20

40

60

80

100

51

38

4 61 0

%Question 3. Thinking now about the objectives and priorities outlined in the strategy, to what extent do you agree or disagree that they are the right ones to target future growth of the industry?


6

The following are examples of the feedback respondents provided about the growth strategy…

“The strategy is clear and understands the potential rewards of developing the

coastal and rural visitor offer, whilst tackling areas of transport, industry

skill and talent retention, digital development and marketing. With

focus on these areas we will see real impact.”

“The modern focus on localism is very much to England’s favour, and whatever the trend

predictions are for the future, developing this now is to England’s advantage on a global stage.

Few countries so small have such diversity to offer the visitor, either inbound or domestic.”

“I like the format and structure. It echoes

many of the priorities, challenges and

opportunities we face at a local level. Looking

forward to reading and then supporting the full strategy later this year.”

4. Feedback about the refreshed growth

strategy

“It is much simpler and concise than the previous

strategy.”


“Whilst we are supportive of the priorities and actions, an

implementation framework to prioritise actions and establish

accountabilities for delivery would help rationalise the

approach and achieve stakeholder buy in.”

“The stated objectives come across as being

very broad and to a certain extent could be

more direct in specifying exactly what needs to be

achieved in driving England’s visitor

economy forward.”

5. Industry support for growth strategy

7Yes No Don't know0

20

40

60

80

100

82

5

13

%

Question 6. Do you think this strategy is one you could get behind and mobilise your organisation to actively support?

There is overwhelming support for the strategy with 82% reporting they could get their organisation to actively support it

• The results indicate National & Trade Bodies were slightly more likely to report that they could get their organisation to support the strategy compared with the other organisation types (88%)

• 5% said they could not get their organisation to support the strategy. This was mainly due to respondents feeling the strategy did not contain enough detail or their organisation lacked capacity and resource to deliver.


8

The following are examples of what respondents said they could contribute towards the strategy…

“Time, ideas, reputation – particularly in the area of

infrastructure improvements and infrastructure

maintenance.” - Business

“We will continue to improve our

product, value and service quality.” -

Business

6. Industry contribution towards

growth strategy

“We are well places to provide general

support to Visitor Economy/ Tourism

based businesses but need a bit more clout to

be able to get things done. Financial support is important as we do

not have large budgets to support the Visitor

Economy.” - LA

“Product development related to destination distinctiveness. Business support (subject to

securing external funding) and the marketing of destination specific

distinctive experiences.” - LA

“As a trade association we will continue to provide our

members with relevant market trends to help build their

business, including in the tourism sphere. Our member

companies are constantly improving their hospitality and particularly focusing on high-

quality food and drink and increasing their

accommodation offer.” – Trade body

“We are constantly working to improve the quality of our product, a museum. In doing so we

get little support from any public sector organisation at all.” – Third sector org,

“We can provide specialist input on the opportunities and

requirements for hotel and visitor accommodation development in

England.” – Business


9

The main organisations respondents said they would work with to deliver the growth strategy were…

7. Organisations identified to help

deliver growth strategy

Question 8. Other than VisitEngland, who would you need to work with to do this?

Type of organisations would work with: Examples:

Local Organisations • Local Authorities• Destination Organisations• Local Enterprise Partnerships• National Parks and Areas of Outstanding

Natural Beauty• Business Improvement Districts

National Bodies • DCMS, BIS, CLG, DfT• VB, UKTI• National agencies, funders

Trade Bodies • Trade associations• Chambers of Commerce

Businesses/ Service Providers • Attractions and accommodation providers• Transport• Leisure and retail• Education• Airlines• Regional airports• Travel Trade


8. Top ranked actions

10


Priority: Action/s most frequently appearing in top 3:

Priority 1: Investing in tourism products and experiences in line with market trends and strategic needs

• Developing locally differentiated products and experiences (63%)

Priority 2: Attracting and retaining motivated people and developing their skills

• Repositioning the image of the industry as an employer and career of choice (69%)

• Employing and developing skills matched to the needs of new markets and increased customer service expectations (68%)

Priority 3: Increasing the visibility and understanding of England’s tourism offer

• Strengthening domestic marketing and promotion to highlight the breadth of the product and local distinctiveness (82%)

Priority 4: Overcoming barriers to business competitiveness and investment

• Increasing awareness of tourism growth benefits and opportunities amongst development bodies e.g. planners, economic development and transport professionals (66%)

Priority 5: Investing in the infrastructure and environment on which tourism growth relies

• Improving transport provision to meet the needs of visitors, especially in rural areas (70%)

• Promoting regeneration of urban, seaside and rural town centres and investing in the future of the high street and public realm (69%)

• Increasing mobile connectivity and promoting access to and take-up of superfast broadband in all parts of England (68%)

Respondents most frequently rated the following strategy actions in their top 3…

Question 4. What are the 3 most important actions for your business or those you represent, under each of the 5 priorities? Please rank your top three actions for each priority.

9. Gaps identified in strategy

11

Around one-third (31%) of respondents feel there are gaps or areas that have been missed in the strategy, largely in relation to the strategy’s context and priority areas/actions, some examples include…

“As more DMOs emerge, VE will have a greater national co-

ordination role […]. Whether these DMOs survive will be based upon

the support they receive from local, regional and national agencies. I believe that the strategy needs to

acknowledge this more and strengthen the supporting role of VE in providing guidance to the DMOs.”

“One extremely important sector that is missing from the England Strategy is the student market.

This market is valued at over £14bn and has the potential to grow to £25bn by 2020.”

“Sustainable" product development seems to be a major omission in much tourism activity these days, with marketing the primary focus of so many Destination

Promotional Organisations, seemingly the only way of justifying their existence to

their members. If great campaigns are not complemented with product development

activity at all levels, visitor satisfaction will start to fall.”

“Although improving quality of mid-range accommodation and attractions is mentioned

in challenges faced, it doesn't really appear again in great

strength in the priorities. The perception of quality and

value for money of our product offer is vital and

should be given more precedence. Really it should be a priority in its own right.”

“An area not properly tackled is London - Although of course London is important, the next

few years needs to be dedicated to encouraging visitors to and around the

English regions. London will take care of its self. The reality

is that people do not extend their city break trips to London

to go round England.”

“Words like, distinctiveness, quality, value for money, digital

opportunities, better connected, skills and careers; would all reflect the challenges and opportunities better, and

would sit better in the purpose and objectives.”


Documents

July 2015 Refreshing the growth strategy for England’s tourism industry – Industry Consultation Survey Results