ACTIONS FOR OBJECTIVE 1 LEAD/PARTNERS TIMESCALE MEASURED BY Deliver a measurable annual marketing strategy that also recognises higher value consumers (see appendix C) VIOW ONGOING ROI ON PR TSE VISITOR MONITOR WEBSITE Develop campaigns to encourage short stay ‘event’ visitors & their families to stay longer or return VIOW ONGOING TSE VISITOR MONITOR Encourage employers to up-skill their staff in all areas of the business operation and introduce the concept of a tourism academy in partnership with existing training providers CCTI/ IW COLLEGE & TRAINING PROVIDERS IN 2015 AND REVIEW IN SEPT 2017 X No. OF BENG ENROLLED IN TOURISM SKILLS TRAINING Develop a benchmarking scheme aligned with National tourism quality schemes, for ‘best practise’ to help all tourism businesses improve quality VIOW/CCTI IN BY 2015 No. OF BUSINESSES ENROLLED IN SCHEME Develop a local awards scheme with TSE & VE to recognise ‘excellence’ in tourism operators VIOW PILOT SCHEME SUMMER 2015 X No. OF ENTRIES & QUALITY OF WINNERS/ REGIONAL COMPETITION Encourage cross-Solent & other transport operators and accommodation suppliers to further develop offers VIOW/FERRIES/CCTI IN FOR 2015 X No. OF ‘OFFERS’ AVAILABLE TO PROMOTE Improve our research and analysis in order To gain a better understanding of the different Markets – and seek an academic partner to Assist with any research programmes VIOW/FERRIES/IWC ONGOING AVAILABILITY OF INFO TO PARTNERS Research, evaluate options and implement new funding opportunities to provide long term sustainability for DMO led marketing plans PARTNERS 2 – review October 2015 New income streams in place
ACTIONS FOR OBJECTIVE 3 LEAD/PARTNERS TIMESCALE MEASURED BY Research, evaluate options and implement new funding opportunities to provide long term sustainability for DMO led marketing plans VIOW/BOARD PARTNERS 2 YEARS – review October 2015 New income streams in place Produce a focused late autumn and spring marketing campaign as part of the annual strategy (See appendix C) VIOW OCTOBER 2014/2015 & 2016 TSE VISITOR MONITOR WEBSITE STATS ROI ON PR Introduce ‘festival’ niche events and sporting activities to encourage short breaks during low season VIOW/INVESTMENT PARTNERSHIP PANEL/THIRD PARTY OPERATORS (see action in Key Objective 1) 3 YEAR GROWTH PLAN – REVIEW RESULTS IN 2017 X No. OF NEW ACTIVITY/EVENTS ROI ON PR FROM ACTIVITY EST. ADDITIONAL TOURISM VALUE Prioritise existing and new product development with all year round & all weather potential INVESTMENT PARTNERSHIP PANEL/ IW PLANNING/ (see action in Key Objective 1) 3 YEAR ATTRACT PLAN – REVIEW ACTION IN 2017 RANGE OF ‘YEAR ROUND’ PRODUCT GROWTH REVIEW Develop out of season training opportunities for the tourism industry, both for on-Island and off-Island, using the ‘Academy’ concept. CCTI/TRAINING PROVIDERS COULD BE TIED IN WITH ‘BEST PRACTICE’ SCHEME IN FOR 2015 X No. OF TOURISM EMPLOYERS TAKING UP OPPORTUNITIES VIOW to work with existing attraction, activity, hospitality & transport providers to extend late autumn and early spring opening offers – as well As encourage growth of & corporate activities TOURISM BUSINESS/TRANSPORT OPERATORS/VIOW AUTUMN 2014 AND ONGOING SUCCESS OF INDIVIDUAL BUSINESS AND QUARTERLY MONITOR MEASUREMENTS OF INCREASED TRADE To consider options of how to provide ongoing telephone enquiries for tourism services IWC/VIOW/CCTI TO AGREE PREFERRED PROVISION BY APRIL 2015 SERVICE IN PLACE AND AUDITED AS EFFICIENT
ISLE OF WIGHT SWOT ANALYSIS Strengths Weaknesses BEING AN ISLAND SCENIC LANDSCAPE, SEASCAPE AND NATURAL ENVIRONMENT SAFE FAMILY BEACHES GOOD RAIL AND ROAD CONNECTIONS TO ISLAND WIDE VARIETY OF VISITOR ATTRACTIONS WIDE RANGING SPECIAL EVENTS PROGRAMME DIVERSE HERITAGE OFFERS INCLUDING HISTORICAL SITES CHARMING AND VILLAGES RELAXED PACE OF LIFE IDENTIFIABLE BRANDS (OSBORNE NEEDLES, IW FESTIVAL ETC) WIDE SELECTION OF PUBS, RESTAURANTS AND CAFES RURAL LOCATION WITH MANY OUTDOOR SPACES “BEST IN BRITAIN” SUNSHINE HOURS RECORD HIGH PROFILE MUSIC FESTIVALS CENTRE FOR ACTIVITIES (SAILING,CYCLING, WALKING ETC) THE DMO PARTNERSHIP UNDER INVESTMENT IN PUBLIC REALM INFRASTRUCTURE SOME RESORTS IN NEED OF REGENERATION & INVESTMENT PLANNING CONSTRAINTS PERCEPTION OF HIGH COST OF SOLENT TRAVEL COST AND AVAILABILITY OF PARKING IN RESORTS DIFFICULT TO DEFINE CORE PRODUCT PUBLIC TRANSPORT POOR IN SOME AREAS LARGELY SEASONAL TOURISM A LACK OF INWARD INVESTMENT SLOW RECOGNITION OF THE CHANGING VISITOR MARKET TRENDS PERCEIVED POOR STANDARDS OF CUSTOMER CARE LACK OF 4/5 STAR QUALITY ACCOMMODATION TOO DEPENDENT ON CAR VISITORS NO DMP TOO MANY EMPTY SHOPS IN THE SMALLER VILLAGES INCONSISTANT MOBILE PHONE COVERAGE Opportunities Threats FORMING PARTNERSHIPS WITH KEY STAKEHOLDERS ENCOURAGING GREATER PRIVATE SECTOR INVESTMENT GROWING THE KEY SHORT BREAK MARKET SUSTAINABLY MEETING THE NEEDS OF A GROWING AND AGEING AFFLUENT POPULATION CREATING A CORPORATE & INCENTIVE BREAKS MARKET IMPROVING THE QUALITY OF THE CORE PRODUCT PROMOTING STRONGLY THE“HOLIDAY ‘ABROAD’ MESSAGE” ADDRESSING THE OVERSEAS MARKET POTENTIAL CREATING “DARK TOURISM PRODUCTS A NATIONAL ECONOMIC DOWNTURN THE RESURGENCE OF LOW COST OVERSEAS HOLIDAYS DOMESTIC COMPETITION THE LOSS OF TOURISM BEDSPACE FAILURE OF THE ISLAND TO MEET VISITOR EXPECTATIONS FAILURE OF DMO PARTNERSHIP MARKETING THE DEPENDENCE ON CROSS SOLENT OPERATOR BUSINESSES UNDER INVESTMENT IN THE TOURISM PRODUCT NOT EMBRACING NEW TRENDS, VISITOR MARKETS OR ASSOCIATED CHANGING MARKET TASTES RESIDENTS’ LOW OPINION OF TOURISM CLIMATE CHANGE EFFECTING LANDSCAPE DOMESTIC TOURISM TRENDS 2014 – 2023 Visit England report/Travel supermarket trends tracker 2013/UK Hotels forecast 2014 PWC To be able to make the right decisions for the future, we need to need to look forward, to ensure that we are ready to meet the opportunities and challenges that lie ahead.