Tourism: Task Force Strategy

Task Force Strategy
Tourism
Final Paper
January 2001
Objective One is
part-funded by the
European Union
Objective One Tourism Proposal January 2001
Contents
1. Introduction
2. Vision
3. Strategic Objectives
4. Current position Baseline
5. Trends and Changes within the Industry
6. Challenges to the Industry
7. Linkages and Partnerships

8. Next Steps
Annexes
Annex One
Action Plan
Annex Two
Swot Analyses
Annex Three
Executive Summary
Annex Four
Tourism Taskforce Membership
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1. Introduction
Cornwall is a pioneer of modern Tourism built on its distinctive environment and mild
climate. It is a market leader. Indeed, Cornwall has maintained this pre-eminence
with consistently high customer satisfaction levels when many other individual
destination areas of the United Kingdom have faired far less well.
However, in overall competitive terms, it is equally evident that tourism in Cornwall
has not generally grown as fast as the national or regional rate.
It is also evident that tourism in Cornwall still remains generally more seasonal than
in comparison with the national and regional picture.
Total Trips - 1989

Cornwall
South West
England
Domestic
3.3 m.
13.5 m.
88.5 m.
Overseas
0.19 m.
1.27 m.
15.5 m.
Total Trips -1999

Cornwall
South West
England
Domestic
4.3 m.
19.6 m.
123.3 m.
Overseas
0.25 m.
1.6 m.
21.5 m.
Total % increase,1989-1999
Cornwall
South West
England
Domestic
30.3%
45.2%
39.3%
Overseas
31.5%
29.4%
38.7%
% of UK resident holidays in 3rd

Q.
Cornwall
South West
England
1990
1998
64 %
60%
42%
47%
43%
37%
% of Holidays in August
Cornwall
South West
England
1990
28%
27%
19%
1999
21%
20%
16%
Seasonality of Holidays:
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Tourism, nevertheless, remains one of Cornwalls largest industries, responsible for

some 24% of the countys GDP and employing 15% of the workforce, attracting over
4million visitors and generating approximately 950 million of expenditure each year.
Uniquely, its benefits are spread evenly across the whole economy, rural and urban,
from individual farms to resort towns. It is largely compatible to other industries.
The main driver and core product for the industry is the quality of the environment,
climate, culture and the numerous activities relating to this distinctive asset. The
challenge is to grow the value of the tourism industry to the local economy by
developing and providing the right quality products and services that our customers
want and demand, whilst also ensuring that the environment itself is properly
managed and maintained.
The Cornwall core product very much matches the preferences of the higher
spending consumer groups which are growing as a result of demographic change
e.g. an increase in the number of 45- 59 year olds in the population; a considerable
increase in the number of people over 65.
The tourism industry must be a CUSTOMER- LED industry and not a PRODUCTLED one; the growing challenge and pressure for change is the need for the sector
to develop, maintain and constantly improve its products and services so that the
various customer segments expectations are met and hopefully exceeded.
2. Vision
By the end of the decade, Cornwall will have further enhanced its position as a brand
leader by exceeding customer expectations and delivering a high quality experience
based on the distinctive culture, heritage and environment unique to our area. The
strategy will be to secure enhanced competitive advantage by developing the image
and reality of Cornwall as an international tourism destination with friendly and
welcoming people and high quality facilities.
The vision is for a Cornwall that is less reliant, overall, on tourism within a growing
wider economy but which sees tourism growing and playing its full and proper
place within a more mixed economy. We will aim to increase the value and not
simply the numbers of tourists and to ensure that higher added value is extracted
from the industry.
This will be achieved by prioritising and focussing marketing on key target markets
and extending the range and quality of tourist products to meet the needs of those
customers.
This will involve increasing off-peak and overseas marketing, enhancing product
quality, and developing new products and market segments that can spread
business more evenly throughout the year.
Seeking to balance supply and demand for all elements of the tourism product in a
sustainable way will be a priority.
Overall, tourism and the measures to strengthen the product are fully integrated into
other key aspects of the life and the economy of Cornwall, in particular the
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programme of action being developed by the heritage and cultural Industrys Task
forces. Agri-environment measures are crucial to maintaining the quality of
Cornwalls distinctive farmed landscape.
By 2010 the Cornish tourism industry will:
Be seen by consumers as a convenient and welcoming destination offering high

quality, value for money diverse experiences.
Be operated as a primarily all year round industry, with 70% of tourism

businesses open 10 months or more a year and with professional career and
training structures in place
Be an industry which generates over 1.25 billion ( at present day prices) into
the local economy and with a reduction in leakage from that economy from
probably 50% to near the average of 40% *. The aim will be to attract at least a
2% faster tourism spend growth than for the national average.
Support over 40,000 quality jobs mostly FTEs
Be an industry, which attracts an increased share of higher, spending overseas

visitors to the region up from less than 1 in 20 of all visitors to at least 1 in 15.
There will be new opportunities to increase in-bound tourism through enhanced
airport facilities and services through Newquay Cornwall Airport and other
regional airports and through further development of cruise shipping links.
Be an industry, which is fully rooted, in the Cornish community, which is valued

for reinforcing, maintaining or improving the environmental, natural, historic and
cultural distinctiveness of Cornwall.
*The proposed target is subject to there being no unforeseen changes in supply

chain mechanisms and/or structural matters in the Cornish economy
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3. Strategic Objectives
Strategic Priority One

Targeted Marketing
To focus and improve targeted tourism destination and direct marketing to effect a
20% increase in out off-season and off peak business, by 2010, by exploiting
opportunities from changing customer demands.
Strategic Priority Two

Cornwall Etourism Solution
By 2003 to develop, launch and fully implement a Cornwall Etourism solution to

generate 1,000,000 new enquiries per year.
Strategic Priority Three

Improving Quality
To achieve the development of the product and improvements to public facilities to a
quality which supports the core product and meets the expectations of customers.
In addition, the delivery of quality awareness training and support measure to the
industry so that at least 85% of the existing tourism operators meet or exceed the
expectations of their customers by 2005.
Strategic Priority Four

Improving Support Structures for Tourism
By 2002 there will be a reorganised public sector support structure working in a
strong, accountable private/public sector partnership with Cornwall Commercial
tourism Federation.
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The core product will be strengthened by many of the strategic priorities arising from
other taskforces i.e. heritage (including Garden Development Project, Cultural
Industries and Agriculture.
It is important that the other sectors of the economy of Cornwall and tourism work
closely together to maximise economic benefit. For example food producers could
work more closely to increase the level and value of local purchasing, equally the
new renewable energy companies can help tourism operators to be more green and
help them reduce energy costs.
Economic Development Priorities for Tourism

The four main weaknesses and opportunities for the tourism industry to contribute
to the wider economic development of the county relate to four issues, namely:
Seasonality
By spreading the tourism year more evenly through the year by the
further development of off season markets, built on the core product.
To use the under capacity within the industry in the off season and
also create more permanent employment opportunities.
Spend per Head
By increasing the tourist spend per head the value of tourism will grow
whilst not adding to congestion and environmental, community impact.
Contribution to the wider Economy
By increasing the percentage of direct, secondary and tertiary spend in

the local and regional economy the value of tourism will grow whilst also
not adding to congestion and environmental, community impact.
Organisation of Tourism Marketing Support
By removing duplication to maximise the effective use of public and

private sector marketing activities.
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4. Current position Baseline

World Wide Tourism
Tourism is now one of the biggest industries in the world and it is an industry which
is continuing to expand. According to Government figures, international tourism
receipts are:
Over 130 billion a year in Europe ;and

Over 270 billion a year worldwide.
Worldwide tourism receipts have grown by over 10% in the past decade or so.
UK Tourism
In terms of UK Tourism, its share of this massive industry is equally impressive and it
is as well to be reminded of the key facts as follows:
TOURISM GENERATES WEALTH

Tourism expenditure in the UK is over 53 billion a year;
It accounts for about 6% of Englands GDP and 10% of all consumer spending.
TOURISM CREATES JOBS

It accounts for 1 in 6 of all new jobs created in the last 10 years.
TOURISM PROMOTES ENTREPRENEURSHIP

Tourism consists of over 125,000 businesses over 80% of which are SMEs
or micro businesses (with less than 10 employees).
TOURISM PROVIDES SOCIAL AND ENVIRONMENTAL BENEFITS AND

SUPPORTS LOCAL DIVERSITY AND CULTURAL TRADITIONS
Where it is properly managed and integrated into local communities, tourism
underpins many local services and activities from rural post-offices to local
breweries.
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However, although worldwide tourism is continuing to grow, the UKs overall share of
the world market has been declining.
In 1999, the Government through its new strategy Tomorrows Tourism, introduced
a 15-point strategy to make the industry within the UK a world-leader. These points
included tackling issues such as:
Sustainability
Widening access
Attracting more overseas visitors
ICT and Etourism developments
Raising quality of training
Extending take up and use of new accommodation grading system
Promotions and niche markets
Encouraging the regeneration of traditional resorts
Providing more support for the regions.
Tourism in the South West

Within the South West economy, tourism is of major importance. The Regional
Tourism Strategy (Towards 2020) has noted that:
The region accounts for one sixth of all tourism spending in England
Tourists and visitors in the region spend over 5.7 billion p.a.
Tourism accounts for 10% of GDP
Tourism supports over 225,000 jobs (1 in 10)
It supports over 11,000 businesses.
Current forecasts from the BTA have suggested a growth of over 20% in trips and
14% in real spend in the coming years. Assuming such forecasts are maintained,
SWT has therefore assumed that tourism within the region as a whole could see the
following increases between now and 2010:
40% increase in tourism trips
20% increase in total visitor days (including day visits)
30% increase in real value of tourist spend.
There is, needless to say considerable uncertainties associated with any such
forecasts; however, for any such growth to be realised, SWT has recognised the
need to see substantial changes in the distribution and nature of tourism within the
region including Cornwall.
The regional strategy therefore looks to increase the overall quality and value of
tourism rather than merely seeking growth in volume. These remain especially strong
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themes in terms of directing the future pace and scale of growth in tourism within
Cornwall.
Tourism in Cornwall
Tourism is a major and growing sector of economic activity in Cornwall. Between
1989 and 1999, the number of tourists increased by nearly one third to 4.55million
trips; over the same period, actual tourism spend increased by over 50%.
Key facts relating to Cornish tourism:
Cornwall accounts for nearly one third of the regions staying visitor
expenditure and one fifth of day-visitor expenditure.
Total direct spend by all visitors amounts to over 943 million equivalent to
1,942 per resident in the county.
Spend by staying visitors (i.e. those staying away from home for at least 1
night or more) is over 800 million. The main beneficiaries of this spending
have been accommodation providers, attractions and the catering/retail
sectors the tourism pound also contributes to many other businesses within
the Cornish economy.
Of this amount, around 50% leaks out of the local economy a generally
lower rate than for other destinations.
Tourism supports over 42,500 actual jobs in the county direct and indirect
or roughly 1 in 5 of all jobs (double the regional average), this is equivalent
to circa 21,000 FTEs in tourism, plus another 10,000 FTEs in other sectors.
Tourism represents over 24% of the countys annual GDP some 5 times
above the national average. Tourism is larger in GDP terms than agriculture;
banking and construction combined and is the countys largest single
industry.
There are probably around 3,000 tourism businesses in the county; most
are small or micro businesses employing fewer than 10 staff.
Most tourists are domestic holiday visitors (from within the UK) with around
1 in 20 visitors being from overseas; this compares with 1 in 10 for the
region as a whole. Such overseas visitors though contribute over 12% to the
tourism economy; one overseas visitor is therefore worth more than 2
domestic visitors in terms of spend generated.
Most tourists are accommodated in self-catering (4 in 10 visitors), followed

by hotels (3 in 10) with the remainder staying with friends/relatives
Most holidays are main holidays (68%). Tourism therefore remains largely
seasonal with well over 40% of all trips being concentrated in the peak
summer season (c. 23% in August), higher than for the region as a whole and
substantially higher than the national average. This means that during August
there is around 1 visitor for every 2 residents.
5. Trends and Changes within the Industry
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A range of economic, social, cultural and technical changes will affect the future
growth of tourism, including:
A significantly ageing of the population in the UK and European populations.

In the UK the key demographic trends affecting tourism over the next 5-10
years include:
an increase in the number of school-aged children
a substantial increase in the number of 15-24 year-olds
a greater number of families with young children
an increase in the number of 45-59 year olds
considerable increase in the number of people over 65
A continuing growth in single households: there is likely to be a near 55%

increase in one-person households by 2011 compared with a fall (-4%) in
married households. Already 1 in 4 children in the country are brought up in a
single parent household
A growth in the gap between more affluent groups in the UK and those nearer
the poverty line
Lifestyle trends which will affect holiday-taking include a growth in

participation in informal recreation , an increasing interest in art and culture,
and a continued interest in personal health and the environment
There will be an increased expectation of higher customer care and product

quality standards, coupled with increasing expectation of value for money
Disposable income and leisure spending are expected to grow, generating

additional demand for higher quality products and services
Increasing traffic congestion and measures to control car-use may increase

costs and reduce mobility
Growth in the money rich time poor population; people will increasingly be
looking for ease of information and booking (increasingly at the last minute)
and with more personalised or tailored packages available to suit their own
precise needs and life-style aspirations. (Quality Time increasingly will
become Precious Time).
Implications for Tourism Markets and Products

Such wider social, economic and technological changes as listed above will
inevitably have a major knock-on effect in terms of future tourism markets. The
tourist of the future is likely to be:
More affluent
More likely than ever to be travelling alone
Likely to take more breaks of a shorter duration
Short of time and therefore increasingly seeking leisure and business

experiences which require minimum effort to research and book
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Increasingly knowledgeable and keen to follow an approach which is tailored

to individual needs rather than buying a package
Older, but fitter, and less likely to accept a sedentary lifestyle
Demand an increase in quality of the product and more importantly quality of

welcome and service.
Top Market Growth Areas: National Forecasts

ETCs Tourism Trends Task Force paper (January 2000) has pointed towards some
of the considered top growth areas for tourism over the next 10 years
1. Health Market: this market ranges from medical treatment in spas, health farms,
country clubs with beauty facilities, retail therapies, alternative therapies, sport
and physical activities such as aerobics, cycling or swimming as well as spiritual
activities and personal empowerment activities such as yoga and meditation.
2. Childrens Market: In comparison to international markets, England is seen as
childhostile, where meal times, opening hours, play facilities, crche facilities
etc are often barriers, rather than mainstream.
3. Grey Market: This is a significant part of domestic tourism, where there are high
levels of satisfaction with the product and a high likelihood of visitor return. This
market drives shoulder-season, seaside and coach holidays.
4. Couples Market: A significant sector of the market either does not have children
or choose to holiday without children for subsequent breaks. This group has a
high spending per capita (and includes gays which are increasingly being
targeted for example by the BTA).
5. Youth Market: This market stimulates other markets and if not addressed runs
the danger of growing up with no real experience of domestic products but of
only international ones, and of being dismissive of domestic holidays in the
future. Activities are a primary interest for this sector (and again, Cornwall, with
its newly developing cult-type status as a surfing Mecca has special
opportunities in this area).
Growth markets Regional Forecasts

The domestic segments that have been identified as key target markets for the South
West include:
ABC1 adults 45-54 seeking city and countryside ,culture and heritage
C1C2 families, parents 25-44.
Career couples/no children
Career singles
The largest overseas markets for the region recently have been Germany, France,
USA, Ireland and Australia/New Zealand all with more than 1 million nights. Next
comes Spain, the Netherlands, Canada and Italy (around a half million nights each).
Most growth has been from the EU countries. In Cornwall, this pattern is different
with fewer overseas visitors overall as previously indicated, although most come from
N. European countries (especially the Netherlands and Germany. There have been
signs in recent years of growing numbers of US visitors many of whom have
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previously been to Britain and who are prepared to explore other parts of the UK,
including opportunities arising from the Cornish Disparora.
Consumers are no longer looking just for a beach holiday, but

increasingly want entertainment and enlightenment, relaxing activities
and a base for exploring the region.
Leisurely learning is on the increase from archaeology to arts and crafts;

there will be a greater potential to attract new visitors outside the main season
through activities, special interests and sightseeing. This will provide a special
growth area for Cornish tourism.
Technology will play a major role in the sale of tourism products
The Internet will become increasingly important in distributing information for online booking and reservations and also for developing new approaches to
targeted marketing. This will become increasingly important, as people will
continue to book their holidays later and more last minute.
They will increasingly want information and services provided and they will
want it now! E-commerce applications for tourism are likely to go much further
than the PC Internet:
-
Digital interactive TV will overtake PCs for Internet access
Technology is already rapidly evolving beyond the web and will change
traditional supply-chain structures with the emergence of info-mediaries
There will be increasing moves to integrate tourism products (involving

transport, accommodation, entertainment etc.)
Major brands are likely to benefit most; it will become increasingly

important to become seen in an increasingly diffuse market-place
On-line sales are predicted to grow steadily major groups predict 1525% in 5 years.
Higher quality tourism services and facilities will be demanded across all
sectors
Accommodation
People will expect tourist accommodation to have at least if not better

standards and facilities than their own homes
There will be a continued increase in demand for farm accommodation, both B&B
and self-catering with an emphasis on quality, character and experience of the
countryside. However, any farm tourism development must be based on clear
market research and planning and the location of the provision is critical to
success.
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Accommodation aimed at the family market will need to enhance facilities for
children e.g. play areas, childrens menus etc
Warmth of welcome and customer care is vital to overcome any

negative perception
There is likely to be a growth in consortia of independent (possibly home-grown)

hotels seeking to gain competitive advantages such as joint marketing,
branding and centralised bookings.
possible
Attractions
Coast and countryside are the regions strengths; in Cornwall, the association
with the coast and its maritime connections are especially strong (as confirmed
by recent brand research), strengthened by developments such as the National
Maritime Museum, Falmouth.
The early season garden product will be
strengthened by The Eden Project, just as art/craft product has been by The
Tate, St Ives. Industrial heritage, whether at specific sites like Geevor or the
wider landscape, is an emerging theme, which will be boosted by Cornwall
securing World heritage Status by 2005
Walking is by far the most popular participatory pastime and the path along the
coastline is of international quality and it is a key asset, which has been
increasingly well promoted nationally and internationally. These images will
become even more appealing as the general population ages. The appeal of
walking in the off-season is growing due to the development of affordable all
weather clothing made of such material as Gore-Tex
Local distinctiveness will become more valued by the customer. Unique culture,
traditions, foods and architecture will need to be given greater emphasis in terms
of developing successful tourism products and destinations. Cornwall is well
positioned in this regard.
Natural Environment
New marketing and product development is likely as the public interest in the
environment increases. In Cornwall, the completion of the Eden Project will
ensure a special focus is given to the environment, which is likely to be
experienced by a large proportion of all visitors to the county
Concerns about conservation issues will need to be addressed e.g. quality of new
developments, footpath management, removal of eyesores on otherwise fine
landscapes and the dissipation of the effect of previous poor planning and
investment decisions and action etc
Opportunities for tourism businesses to become involved in conservation of their

local environment will increase and be more increasingly expected and valued by
visitors themselves e.g. through adoption of the Green Audit Kit approach.
The main driver and core product for the industry is the quality of the
environment, climate and the numerous activities relating to this distinctive asset.
The challenge is to grow the value of the tourism industry to the local economy by
developing and providing the right quality products and services that our
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customers want and demand, whilst also ensuring that the environment itself is
properly managed and maintained.
Transport
Increasing congestion on the main routes into the region (and into Cornwall)
combined with Government actions to restrain use of the car - could have a
growing negative impact on the regional tourism economy. Given Cornwalls
more peripheral location, this could especially affect tourism spend within the
county and a careful approach will need to be developed
Increasing demand for air travel and rail services could mean local car hire
operators benefit and opportunities for tours using mini-buses and specialist
guides (such as Cornwall College-trained Green Guides) may increase. There
will be an increased use of public transport by people, once they are on holiday,
to visit various locations. Entry routes into Cornwall will need to be efficient,
adequate and provide a pleasant visitor experience during arrival and departure.
This is an opportunity to turn travel into a treat by identifying means of travel in
Cornwall which offer a recreational experience in themselves, provide relaxation
away from the car and compliment the environment. E.g. developing use of the
various ferry services on the Fal estuary by developing further landing places
There will need to be a continued improvement in rail and bus transport services
and more links established with accommodation and attraction providers
Coach parties are expected to increase due to an expansion in the older age
groups.
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Public Infrastructure
There are many critical public facilities and infrastructure issues that are
central to a quality tourism experience, which generally can only be
achieved through public rather than private funding, these include:
Beach cleaning
Tourist Information centres
Footpaths
Toilets
Festival & Events
6. Challenges to the Industry

This section identifies the main challenges and opportunities available to the County
based on a full SWOT analysis of Tourism. (see annex two)
As has been seen, tourism is becoming increasingly competitive. Newly emerged
tourism destinations elsewhere in the world in Asia, the Americas and increasingly
within Eastern Europe are making it increasingly difficult for mature destinations,
such as Cornwall, to maintain their market share. In the same way, there are
competing destinations within the UK and Cornwall can be seen to be in direct
competition with Wales, the Lake District and other areas.
It is evident that Cornwall has been relatively successful; despite some fluctuating
patterns during the 1990s, and it has at least stabilised its current share at around
3% of total UK tourism (although it should also be noted that the UKs total share of
world tourism has itself been declining). At the same time, competing destinations
such as Wales have lost market share. Cornwall has made significant progress
over the past 10 years in terms of:
Improving and developing its product ( the use of 5b funds for example were
instrumental in ensuring that a new base of major flagship attractions have or
are currently being developed)But further product development will be needed
to meet growing customer requirements
Developing a more customer focused approach to marketing, alongside

more creative partnership working (such as the Devon and Cornwall Overseas
Marketing initiative)
Raising standards of service and customer care (through training initiatives.)

This must be beyond simple customer care courses, but must focus on a warmth
of welcome and excellence in service with flexibility to meet individual customer
needs.
Reducing seasonality and increasing spend per head this will result in the
economic and employment gains sought.
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Current research indicates that in terms of the existing visitor the Cornwall
holiday experience is valued by most. The 1999 Holiday Visitor Survey indicated that
just 0.5% of visitors would not want to re-visit Cornwall for a holiday with
96% stating they would recommend the county to others a staggering
endorsement.
Some 78% also felt that it offers good value for money. With another 39% of visitors
up 4% on the previous year also want nothing to change although 21% did
suggest more wet weather or cheaper places to visit, and 25% felt that transport
issues were a problem.
However, it is equally apparent, that given the various socio-economic and other
changes noted above Cornwall is now potentially facing a major change in the style
and nature of its industry which it needs to urgently address.
As noted in Section 1 above, Cornwall has also fallen behind in terms of its overall
competitive market position.
Other research (such as the Tourism in West Cornwall: Supply and Demand
Analysis, Tourism Associates/Acumenia, 1999) has pointed to growing structural
weaknesses and other challenges which now need to be faced if Cornwall is to
ensure that it has an industry truly fit for the 21st century. This latter research for
example has pointed to some key themes, mismatches and opportunities which
need to be tackled. Whilst they are taken from a study of just one part of Cornwall,
they are indicative of the challenges to be faced throughout the county.
Supply side Issues and Challenges
Around 75% of bed spaces are controlled by just 25% of operators; a key
challenge will be how best to influence and work with market leader
operators to ensure a continuing increase in the overall standard and quality of
products offered
The industry remains fragmented and is dominated by small businesses many

of which in the past have shown a reluctance to change (Just 1 in 10 tourism
businesses in West Cornwall are Limited Companies). They are often
characterised by low levels of capitalisation, limited experience and sometimes inappropriate skills
Accommodation is seen as the vital element of any successful tourism industry.

Unless accommodation is of the right type, is provided in the right amount in the
right location at the right price and quality, a destinations real tourism potential
will not be realised. Indications are that much more needs to be done to improve
Cornwalls tourism accommodation
Nearly a third of establishments (in West Cornwall) are closed from November
through February but they account for up to two-thirds of bed spaces in the
district. This picture is replicated elsewhere throughout the county if there was
the demand from customers, many of these establishments would remain open
for business.
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Key challenges therefore relate to the need to:
Tackle seasonality to enable Cornwall to become a more prosperous all year

round tourism destination; this means retaining existing high value markets
and attracting new niche markets
Ensure that customer quality standards and expectations are met and
exceeded
Ensure that the public product infrastructure is maintained and improved for
the benefit of visitor and resident alike
Ensure that businesses and visitors alike more environmentally friendly practices
aimed at helping conserve the Cornish environment the raw material for
tourism
Seek to sensitively develop the unique heritage/cultural product whilst having

regard to the wider needs of the market and also the host community. A key
challenge will be to ensure that the basic core of the heritage experience is not
debased but is enriched through high quality interpretation and other means,
including improved partnership working between agencies
Encourage efficient booking and payment systems as most hotels but only a
quarter of B&Bs accept payment by credit card and this hinders growth
A third of hotels but very few B&Bs claimed to have a formal Business Plan;
many B&B operators and self-catering operators are content with their current
business and want to see a status quo, reflecting life-style aspirations rather
than purely business ones
Hospitality, excellence in service and a warmth of welcome will be increasingly

important in gaining business from the competition.
A key challenge will be to ensure that accommodation standards evolve

in line with rising living standards and consumer expectations and to
also ensure that there are no major product-market mismatches.
Tourism infrastructure: the availability of a range of infrastructure services and

amenities including such basic amenities as public toilets and car parking
contribute greatly to the visitor experience. These facilities are usually provided
by Local Authorities whose capital investment and maintenance revenue budgets
are under increasing pressure:
A key challenge will be to ensure that such public product facilities can
be maintained and improved for the benefit of visitors and residents
alike.
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Attractions
Natural Based Attractions: Cornwalls continuing attractiveness to visitors can
be largely attributed to what has been termed its unique distinctiveness: an
ancient Celtic land with a spectacular coastline, contrasting landscapes, a rich
archaeological and maritime heritage, mythical connections with the Arthurian
legend. All combine to make Cornwall that special place in the minds of many.
Such aspects richly combine to provide Cornwall tourism with its true raison
dtre
The landscape can be seen as the real raw material of tourism; it can be
regarded as the basic reason for the existence of tourism in Cornwall as well as
its basic driving force. Much of Cornwalls landscape, especially the coastline,
owes its distinctiveness to farming activity over the centuries; it is crucial that
farming continues to maintain the quality of the landscape asset. Agrienvironment schemes to encourage the environmental product are critical in the
long term to tourism employment.
Sports tourism is a valuable and growing sector of tourism and Cornwall has the
assets to develop niche products such as water sport.
A key challenge is for tourism businesses and farming to adopt more

environmentally friendly practices aimed at ensuring the long-term
maintenance of the Cornish landscape and environment.
Active consideration should be given to the introduction of a voluntary
tourism/environmental payback scheme.
Linkage Agricultural Task Force Initiatives
Heritage and Culture: Cornwall contains a large number of heritage facilities

and sites available to the public. A number of historic trails also exist or are under
development many of which will be linked either by the National Cycle Trail or
the South West Coastal Path. Cornwall also contains :
-
Among the largest number of English Heritage properties
Among the largest number of National Trust properties
A range and diversity of Church Architecture and trails
Truro cathedral in one of the most visited cathedrals in Britain
Among the largest number of mining heritage sites(including a proposed

World Heritage Site)
The largest and finest collection of maritime gardens in the country.
(Source: Cornwall Heritage and Cultural Strategy, Nov. 2000)
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There is a need to look carefully at potential supply growth issues in terms of new
heritage attractions. The Heritage Task Force is reviewing this. Recent national trend
data for visits to heritage attractions (The Heritage Monitor , 2000) has pointed
towards a perhaps declining trend in such visits (heritage fatigue?) after an almost
20 year steady increase.
However, such trends have not yet necessarily been replicated in the South West taken over a 25 year period the region has actually witnessed a +42% increase in
visits to heritage attractions. Within Cornwall, successful ventures such as the Tate
at St Ives has demonstrated the positive benefits and impacts such attractions can
have; this attraction has been successful in bringing in new visitors throughout the
year (and not just during main summer peaks).
A key challenge will be how best to develop the heritage/cultural

attraction product without necessarily displacing demand from other
attractions or otherwise distorting the market.
The need to demonstrate vision and innovation combined with a clear
assessment of the market as part of the Business Planning should be
given stronger emphasis.
Linkage heritage Task Force Initiatives
The importance of the heritage environment, generally, especially in terms of

attracting overseas visitors has been well illustrated by various national and
regional surveys. The 1999 Survey of Visits to Tourist Attractions (ETC), for example,
estimated that nearly 1 in 3 of all visitors to historic buildings in England were from
overseas.
Wider Cultural Links and Events

The concept of culture is difficult to agree a common definition.
It is clear that culture in whatever particular form has a profound effect on the
economic life of the region (out of proportion to their actual scale) and probably no
where more so than in Cornwall, with its special Celtic links and associations. The
concept of cultural heritage has become an increasingly integral part of tourism
destination promotion and linked economic development throughout the world.
Cornwall is internationally renowned as a centre for the arts and crafts and over the
past century many celebrated painters, sculptors, potters, writers and poets have
been associated with the county. In terms of its contemporary arts and culture,
Cornwall continues to demonstrate its growing strengths and vitality.
It has, for example, a wealth of festivals, which vary in size from small community
celebrations to large scale arts festivals, presenting a variety of professional product
capable of providing a focal point for cultural tourism (Cultural and Heritage
Strategy, Nov.2000).
Page 20
A key challenge will be to ensure that a range of tourism initiatives

builds on, and supports the distinctive Cornish cultural identity. These
should include developing stronger showcase events and festivals and
ensuring more positive links with the built heritage and natural
environment. Emphasis should be put upon creating quality experiences
and products.
Linkage: Cultural Industries Task Force
Impact of these proposals on Tourism and the wider Cornish Economy

The Cornwall Tourism industry in 2010 will generate over 1.25 billion per annum a
real value rise of 300m per year into the local economy by a combination of
increased spend per head and reduced leakage, whilst supporting over 40,000
quality jobs.
7. Linkages and Partnerships

This proposal has been developed taking into account the following key strategies
HM Government Tourism Strategy Tomorrows Tourism
South West Regional Tourism Strategy Towards 2020
Draft Cornwall Tourism strategy A 3D Vision
District tourism Strategies
In Pursuit of Excellence Agenda
Cornwall Agricultural Group Taskforce
Cultural and Heritage Taskforce
8. Next Steps
Following the approval of this proposal the Objective One Tourism Taskforce
Management Group will develop a project delivery plan. This plan will identify and
specify key actions with clear objectives, costs, milestones and targets.
Page 21
Annex One
Outline
Tourism Action Plan
For
Objective One Investment
January 2001
Page 22
Strategic Priority One Targeted Marketing

Rational
Cornwall has a strong positive image and one that reflects the high quality
environment of the county. This image has already created a defacto Cornwall
Brand and there is significant potential to further define the Cornwall Brand as a
quality brand that can command a higher price with our customers. The Countys
strong image combined with its reputation for mild climate, clean air and bathing
water, international quality coastline, excellent walking and sailing, quality fishing,
beautiful beaches, rich tradition of art and craft and the array of spectacular gardens
complemented by an increasingly good quality food product. These are some of the
ideal foundations to build new tourism experiences that can be tailored to meet the
need of new and emerging market segments. With this image and potential there are
many millions of lapsed and non-visitors who could be targeted using a
professionally developed and delivered destination campaign supported by direct
marketing.
Objective
Key Actions
Define and manage the Cornwall Brand

Market research
Defining the key Cornish segments
Targeted destination marketing campaign
Focused direct marketing.
Potential/Example Projects
Research to identify and test opportunities into non-seasonal products

and experiences; plus segmentation research , analysis trends, assess
economic impact, evaluate performance and monitor satisfaction
Defining a quality criteria for the Cornwall Brand
Establish Brand management policies and processes
Developing a new professional destination campaign
Destination campaigns for out of main season activities and products
Developing campaigns to stimulate business tourism and increase

penetration of overseas markets
Using database of visitor collected and collated through the Etourism

portal project to undertake data-mining and direct marketing initiatives.
Page 23
Strategic Priority Two Cornwall Etourism Solution

Rationale
The growth in the use of the Internet for travel and tourism has been very significant
and impressive. Although much of the growth has been related to overseas travel
there has been a significant rise in its use for domestic tourism.
The greatest use of the Internet is however for researching options for
holidays/breaks and this is particularly effective for the short break and last minute
bookings.
If Cornwall is to maintain its market share and grow new business Cornwall must be
at the forefront of marketing and selling through this and related new media. The
new It and telecom technologies must be used to present the full range of
experiences available and allow potential customers to book early and create their
own packages and itineraries.
Objective
Key Actions
Product database
Cornwall Portal(s)
Tourism Business Support Package.
Further development of Cornwall Database of accommodation, attractions

and food and drink providers
Creation of Portal(s) to generate and focus enquiries
Development and delivery of SME support i.e. IT support, Business

assistance, professional web page creation
Development of business to business services
Creation of new tools for data collection, collation and exploitation
Cross/secondary sales activities relating to Cornish produce, products

and crafts.
Strategic Priority Three Improving Quality
Page 24
Rationale
Quality improvement must be driven by the needs of our existing and potential
customers. Quality relates to the standard of accommodation & attractions, quality of
produce & cooking, friendly and professional service as well as the cleanliness and
adequacy of public facilities. It is this combination of factors that will eventually
define the quality of experience the customer desires and/or receives.
Therefore any quality improvement and investment must be designed around the
present and future needs of the individual businesses customer base.
Objective
To deliver quality awareness training and support measures to the industry so that at
least 85% of the existing tourism operators meet or exceed the expectations of their
customers by 2005.
Key Actions
Increasing the Quality of Product

Increasing Quality of the Experience
Increasing Quality of Service
Owner/manager business/professional development programmes
Introduction of accommodation inspection schemes and local initiatives

such as the stepping stones initiatives
Support scheme for farm tourism development and improvements
Support to tourism operators to attain a step change improvement in

quality and develop the product
Improvements to public facilities,

infrastructure landscape features etc
Hospitality/ customer care/delight training programmes.
Page 25
toilets
TICs,
footpaths,
travel
Strategic Priority Four - Improving Support Structures for

Tourism
Rationale
Tourism is a massive industry that is run by small businesses. Many of the services
and activities that would be corporate functions within a large corporation are in the
hands of public tourism support organisations and/or industry associations.
There is a need to remove duplication, improve resources and professionalism so
that this fragmented industry is given the leadership, direction and support needed to
face competition and thrive in a very aggressive market place.
Objective
strong, accountable private/public sector partnership with the Cornwall Commercial
Tourism Federation.
Key Actions
Reorganisation of Public Sector Support structure

Consolidation and development of Effective Private sector body/voice
Establishment of strong Private/Public Sector Partnership
Public Sector Support structure
Review and reorganisation of all public funded tourism support

structure(s) in Cornwall
Introduction of new industry/customer focused structure
Effective Private sector body/voice
Appointment of a tourism development manager/facilitator/team to

animate the private sector
Development and implementation of a business plan for the private sector

body
Private/Public Sector Partnership
Creation of a new private/public partnership that will redefine and focus

the promotion, development and co-ordination of tourism in the county.
Page 26
Annex Two
Cornwall Tourism
SWOT Analysis
For
Objective One
January 2001
Page 27
Objective One - SWOT Analysis - Cornwall Tourism

Strengths
Ageing loyal visitors
Coast Scenery
Supply/demand stock imbalance
Landscape
Seasonal dependency
Gardens
Lack of investment
Large volume of
Development restrictions
accommodation/attractions
Poor transport links
Wide range of accommodation
Lack of international events
Repeat visitor loyalty
Peripherality
Cultural identity
Inconsistent standards
Vibrant arts
Lack of market information
Brand recognition
Too many small attractions
Strong image
Some skills shortcomings
Mild climate
Limited LA funding/support
Good training available
Lack of career opportunities
High socio/economic market
Poor training take-up
Accessible wildness
Lack of International Entertainment
Visible history
Threats
Overseas destinations
Opportunities
Perceived lack of wet weather facilities

Anti-tourism lobby
Aspirational destination
Cheaper air flights
Recognition in younger market
Ageing accommodation stock
Eden Project
Landscape fragility
Newquay Airport
UK developing destinations
Global tourism growth
Scotland/Wales budgets
The Euro
Sponsorship availability
Overseas visitor growth
Currency fluctuations
Conference/Business
Declining rural economy
Wedding market
Declining landscape management
Activity market growth
Low public investment - toilets, parking
Falmouth Marine Development
Inappropriate development
Weakness
Industry fragmentation
Non-professional element
Page 28
Annex Three
Executive Summary
Cornwall
Tourism Proposal
For
Objective One
January 2001
Executive Summary
Page- 29 -
Introduction
Cornwall is a pioneer of modern Tourism built on its distinctive environment and mild
climate. It is a market leader. Indeed Cornwall has maintained this pre-eminence
with consistently high customer satisfaction levels when many other individual
destination areas of the United Kingdom have faired far less well. The main driver for
the industry and the core product is the quality of the environment, climate, culture
and the numerous activities relating to this distinctive asset.
Baseline Position - Cornwall

Key facts relating to Cornish tourism:
Cornwall accounts for nearly one third of the regions staying visitor
expenditure and one fifth of day-visitor expenditure
Total direct spend by all visitors amounts to over 943 million equivalent to
1,942 per resident in the county
Spend by staying visitors (i.e. those staying away from home for at least 1
night or more) is over 800 million.
Tourism supports over 42,500 actual jobs in the county direct and indirect
or roughly 1 in 5 of all jobs (double the regional average). This is equivalent
to circa 21,000 FTEs in tourism, plus another 10,000 FTEs in other sectors.
Tourism represents over 24% of the countys annual GDP
Implications for Tourism Markets and Products

Such wider social, economic and technological changes as listed above will
inevitably have a major knock-on effect in terms of future tourism markets. The
tourist of the future is likely to be:
More affluent
More likely than ever to be travelling alone
Likely to take more breaks of a shorter duration
Short of time and therefore increasingly seeking leisure and business

experiences which require minimum effort to research and book
Increasingly knowledgeable and keen to follow an approach which is tailored

to individual needs rather than buying a package
Older, but fitter, and less likely to accept a sedentary lifestyle.
Page- 30 -
Growth markets Regional Forecasts

The domestic segments that have been identified as key target markets for the South
West include:
ABC1 adults 45-54 seeking city and countryside ,culture and heritage
C1C2 families, parents 25-44.
Career couples/no children
Career singles
They will increasingly want information and services provided and they will want it
now! E-commerce applications for tourism are likely to go much further than the PC
Internet:
Challenges to the Industry
Improving and developing its product ( the use of 5b funds for example
were instrumental in ensuring that a new base of major flagship attractions
have or are currently being developed)
Developing a more customer focused approach to marketing, alongside

more creative partnership working (such as the Devon and Cornwall
Overseas Marketing initiative)
Raising standards of service and customer care (through training

initiatives.) This must be beyond simple customer care courses, but must
focus on a warmth of welcome and excellence in service with flexibility to
meet individual customer needs.
Reducing seasonality and increasing spend per head this will result in
the economic and employment gains sought.
Key challenges therefore relate to the need to:
Tackle seasonality
Ensure that customer quality standards and expectations are met
Ensure that the public product infrastructure is maintained and improved.
Page- 31 -
Vision
By 2010 the Cornish tourism industry will:
Be seen by customers as a convenient and welcoming destination offering

high quality, value for money diverse experiences
Be operated as a primarily all year round industry , with 70% of tourism

businesses open 10 months or more a year and with professional career and
training structures in place
Be an industry which generates over 1.25 billion ( at present day prices) into
the local economy and with a reduction in leakage from that economy from
probably 50% to near the average of 40%. The aim will be to attract at least a
2% faster tourism spend growth than for the national average
Support over 40,000 quality jobs mostly FTEs
Be an industry, which attracts an increased share of higher, spending

overseas visitors to the region up from less than 1 in 20 of all visitors to at
least 1 in 15. There will be new opportunities to increase in-bound tourism
through enhanced airport facilities and services through Newquay Airport and
other regional airports and through further development of cruise shipping
links
Be an industry, which is fully rooted, in the Cornish community, which is

valued for reinforcing the natural, historic and cultural distinctiveness of
Cornwall.
Strategic Objectives
Strategic Priority One Targeted Marketing
Strategic Priority Two Cornwall Etourism Solution

Page- 32 -
Strategic Priority Three - Improving Quality

To achieve the development of the product and improvements to public facilities to a
quality which supports the core product and meets the expectations of customers.
In addition, the delivery of quality awareness training and support measure to the
industry so that at least 85% of the existing tourism operators meet or exceed the
expectations of their customers by 2005.
Strategic Priority Four - Improving Support Structures for Tourism

strong, accountable private/public sector partnership with Cornwall Commercial
tourism Federation.
Impact of these proposals on Tourism and the wider Cornish Economy

The Cornwall Tourism industry in 2010 will generates over 1.25 billion per annum
a real value rise of 300m per year into the local economy by a combination of
increased spend per head and reduced leakage, whilst supporting over 40,000
quality jobs.
Next Steps
Following the approval of this proposal the Objective One Tourism Taskforce
Management Group will develop a project delivery plan. This plan will identify and
specify key actions with clear objectives, costs, milestones and targets.
January 2001
Page- 33 -
Annex Four
Cornwall
Objective One
Tourism Taskforce
Membership
January 2001
Page- 34 -
Objective One Tourism Taskforce

Membership
The Taskforce will comprise of two groups, firstly a small management group Chaired by
Cairns Boston and a second larger forum based on the existing Cornwall Economic and
Tourism Forum, but with increased membership to ensure the full involvement of wider
interests such as the cultural and heritage sectors.
Objective One
Tourism Taskforce Management Group
Cairns Boston
Chairman
Peter Mansfield
National Trust
Malcolm Bell
South West Tourism
Chris Dunstone
Prosper/Small Business Service
Nick Howell
Federation
CATA & Cwll Commercial Tourism
Steve Kessell
North Cornwall DC
Deborah Smith
Cornwall Tourist Board
James Staughton/
or Toby Ashworth
Cwll Commercial Tourism Federation
Simon Tregonning
Cwll Commercial Tourism Federation
Paul Wright
Restormel BC
Page- 35 -

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Task Force Strategy

Objective One Tourism Proposal January 2001

4. Current position Baseline

5. Trends and Changes within the Industry

6. Challenges to the Industry

7. Linkages and Partnerships

Tourism Taskforce Membership

Objective One Tourism Proposal January 2001

Total Trips - 1989

Total Trips -1999

% of UK resident holidays in 3rd

Objective One Tourism Proposal January 2001

Tourism, nevertheless, remains one of Cornwalls largest industries, responsible for

Objective One Tourism Proposal January 2001

By 2010 the Cornish tourism industry will:

Be seen by consumers as a convenient and welcoming destination offering high

Be operated as a primarily all year round industry, with 70% of tourism

Support over 40,000 quality jobs mostly FTEs

Be an industry, which attracts an increased share of higher, spending overseas

Be an industry, which is fully rooted, in the Cornish community, which is valued

*The proposed target is subject to there being no unforeseen changes in supply

Objective One Tourism Proposal January 2001

Strategic Priority One

Strategic Priority Two

By 2003 to develop, launch and fully implement a Cornwall Etourism solution to

Strategic Priority Three

Strategic Priority Four

Objective One Tourism Proposal January 2001

Economic Development Priorities for Tourism

Spend per Head

Contribution to the wider Economy

By increasing the percentage of direct, secondary and tertiary spend in

Organisation of Tourism Marketing Support

By removing duplication to maximise the effective use of public and

Objective One Tourism Proposal January 2001

4. Current position Baseline

Over 130 billion a year in Europe ;and

TOURISM GENERATES WEALTH

TOURISM CREATES JOBS

TOURISM PROMOTES ENTREPRENEURSHIP

TOURISM PROVIDES SOCIAL AND ENVIRONMENTAL BENEFITS AND

Objective One Tourism Proposal January 2001

Attracting more overseas visitors

ICT and Etourism developments

Raising quality of training

Extending take up and use of new accommodation grading system

Promotions and niche markets

Encouraging the regeneration of traditional resorts

Providing more support for the regions.

Tourism in the South West

Tourism accounts for 10% of GDP

Tourism supports over 225,000 jobs (1 in 10)

It supports over 11,000 businesses.

40% increase in tourism trips

20% increase in total visitor days (including day visits)

30% increase in real value of tourist spend.

Objective One Tourism Proposal January 2001

Most tourists are accommodated in self-catering (4 in 10 visitors), followed

5. Trends and Changes within the Industry

Objective One Tourism Proposal January 2001

A significantly ageing of the population in the UK and European populations.

an increase in the number of school-aged children