1. The marketing context

This strategy has been devised within the context of the new national marketing strategy for England, work towards a Ten Year Tourism Plan for the South West, and existing tourism strategies and plans at a county and district level. The strategy also takes account of the World Heritage Site Management Plan and studies on development potential, interpretation facilities, education and communications relating to the Site.

Recent marketing activity for the Site includes the development of a brand name and logo, Jurassic Coast, and a suite of high quality information material. All the individual Districts containing parts of the Site undertake destination marketing aimed at the domestic market, including the production of destination guides, which make a strong play on the presence of the Site. Overseas marketing for Dorset and Devon is undertaken through wider sub-regional consortia. A new private sector body, the World Heritage Coast Hospitality Association, has recently been formed and a destination guide for the whole area is being produced as a commercial venture.

In terms of product, the area has a wide range of outdoor and all weather attractions, a number of which have themes relating to the Site. There is also a range or related events, but most are small and with limited coordination. There are few inclusive package offers. There is a good mix of serviced and self-catering accommodation but quality is inconsistent. Infrastructure for exploring the Site includes the SW Coast Path, a dedicated Jurassic Coast bus service and a growing range of boat services.

Current visits are dominated by domestic leisure markets. The balance between long holidays and short breaks is similar to the rest of the region, with the latter showing positive growth and the former a general decline. Overseas visitors account of only around 5% of overnight trips.

Experience from other World Heritage Sites suggests that the designation provides a very useful way of conveying the quality of the site but that most visitors are not motivated by the simple fact of designation. Other sites demonstrate the need, and opportunity, for co-ordination and partnership working, relating tourism and conservation, and integrating promotion with other features such as long distance trails. Some other countries are being more active in developing marketing campaigns around their World Heritage Sites and there are opportunities for strengthening links within and outside the UK.

 

2. Aims and principles

The proposed marketing strategy is based on the principles of sustainable tourism which are increasingly recognised at a world and European level and will be reflected in the forthcoming regional ten year plan. These are particularly pertinent to areas with an international designation. The strategy also takes as its starting point the objectives of the WHS Management Plan, which have clear implications for the style and nature of marketing, related to the quality and capacity of the Site.

The following marketing aims are presented:

• To utilise the recognition of the coast as a World Heritage Site to strengthen the local economy and performance of tourism enterprises in the surrounding area.
• To ensure that the Site offers a high quality, world class visitor experience.
• To increase awareness, understanding and enjoyment of the special character of the Site amongst local people, local enterprises, educational groups and all types of visitor.
• To help to conserve the Site through effective visitor management and raise support for its conservation from visitors and the tourism sector.

The marketing strategy should not be about a blanket promotion of the area for tourism, but should be carefully constructed around the following principles, which should be accepted by all those involved:

• Underpin a quality of management and of experience
  The whole ethos behind WHS designation is about quality at a world level.
• Be sensitive to capacity issues
  This has implications for the types of access, activity and periods which are most actively promoted.
• Seek increased visitor spend when it is needed
  Emphasis should be placed on promoting visits out of season, increasing the spend per head of visitors who do come to the area, and maximising the proportion of this spending that is retained in the local area.
• Encourage 'sensitive exploration' of the Site and associated themes
  This should enable and encourage access to, and appreciation of, the whole site in ways which are sensitive to the environment, such as access by foot, boat, bus etc.
• Promote appreciation and enjoyment by all
  Although marketing may focus on certain segments, WHS designation should be used to strengthen the appeal of the area to general visitors rather than just niche markets.

 

3. Market segments

The marketing strategy is constructed around an assessment of a set of market segments and their needs. Prioritisation of these segments is as follows:

(a) Primary market segments:

• Short breaks – post family
  Highest priority owing to the size of the segment, flexibility in travel period and interest in gentle outdoor activities and exploration.
• Activity holidays – walking
  Extremely relevant to the JCWHS as it is a significant market segment rather than a small niche, relates directly to the concept of sensitive exploration, reflects the linear nature of the site and can make use of existing product, notably the SW Coast Path.
• Special Interest Geo-tourism
  Although this is a very small niche market, it should be considered as a primary market segment owing to the special relationship with the international recognition of the site and the experience it offers.

(b) Secondary market segments:

• Short breaks – families
  The area already receives a significant number of family holidays, including short breaks and additional holidays. The theme has potential appeal to this market, especially fossils and association with dinosaurs, but seasonality is a negative suggesting this should only be a secondary market.
• Overseas market segments
  Overseas visitors should be seen only as a secondary market due to the market size and cost of access, but should be the subject of marketing activity owing to the international status of the Site and visitor spend. Priority should be given to European segments (Germany and Netherlands) owing to their interest in the environment and walking.
• Cycling
  This segment is potentially important owing to the opportunities it offers for sustainable exploration and to the general growth in holiday cycling, but is restricted by infrastructure and terrain.
• Education market
  This segment is important in its own right but also generates useful income as a form of tourism.

(c) Tertiary market segments:

• Long holidays
  As many visitors to the area, especially those in self-catering and holiday parks, will be on long holidays, it is important to address this market, but market decline, seasonality, and market characteristics suggest a low priority.
• Short Breaks – pre-family
  A potentially important market for short breaks. It is considered only as a tertiary market owing to propensity of the segment to take city and overseas breaks.
• Day visitors and v.f.r.
  An extremely large market in terms of visits to the Site, but low spend per head suggests that this should given low priority in terms of tourism marketing, with emphasis on managing visitor flows through information provision.  
• Business visitors
  In general, designation will have little effect on business tourism but there may be some potential to cater for more meetings and conferences related to geological themes.  
  Watersports and coastal pursuits
  The current presence and growth of these activities means that this segment should be addressed. There are a number of product development, environmental and visitor management issues associated with it relating to the World Heritage Site.

(d) Psychographic Segments:

Pyschographic segments enable a further sophistication to be applied to the treatment of the short break segments. Three main ones are identified:

• Cosmopolitans
  A large segment, particularly relevant to the JCWHS as they enjoy scenic locations, activities and may be environmentally conscious.
• Discoverers
  A small segment but important owing to its interest in themes and experiences off the beaten track.
• Traditionals
  A relatively passive segment but important owing to their propensity to take short breaks in England including the South West.

 

4. Strategic marketing approach

The aims and principles for the marketing strategy, together with the market assessment and opinions raised from consultation, point to a marketing approach which is based around:

• Emphasising the World Heritage Site as such. The strategy should make the most of the actual site and its designation, including how to enjoy it and explore it.
• Utilising existing structures. The strategy should be about strengthening relationships, rather than manufacturing new destinations and associated structures.
• Improving Site material and making it central. The Site website and print should be the main vehicles for carrying messages and practical information on exploring the site, to which interest generated by wider marketing by others is directed.

More specifically, the approach is to:

Maintain and strengthen the Jurassic Coast World Heritage Site brand
Marketing should concentrate on promoting this brand as: it emphasizes the Site itself; it uses 'World Heritage Site' which is the internationally known brand wording; it is shorter and more memorable than the official title; and the words Jurassic Coast convey both the concept/reality of 'coast' and of the subject matter of the designation (geology). Supporting wording should spell out the full title (Dorset and East Devon Coast World Heritage Site), which may be given more prominence as appropriate in certain circumstances.

Improve the quality and outreach of offers and material associated with exploring the Site
Good quality information material has already been produced for the Site. This should be maintained, improved and more actively promoted. Further material relating to the needs and characteristics of specific market segments should be developed, to promote opportunities for sensitive exploration of the site, together with appropriate packages involving the private sector and other organisations.

Strengthen quality and coordination of tourism product associated with the Site
Visiting the Jurassic Coast World Heritage Site should be a quality experience. There is already a diverse range of attractions and events in the area associated with the Site. Their quality should be improved where necessary and there should be more coordination and joint promotion of them to provide a more integrated experience for visitors. Attention should also be paid to the quality of accommodation and other facilities used by visitors to the site, in the gateway towns and elsewhere, including environmental as well as service quality issues.

Maintain the promotion of District level destinations, while strengthening their association with, and coverage of, the Site  
Our consultation suggests that district level marketing and TIC operations continue to produce business. The Districts are also responsible for other services relating to the quality of the tourism experience and provide a general destination management function. We see no reason to change this. Opportunities should be taken to further strengthen the appeal of these destinations through association with the World Heritage Site. In turn, coverage of the Site in their destination marketing and material will continue to provide an important element of the overall promotion of the Site to the general visitor. Destination marketing at a local level should continue to involve, and be responsive to, the needs of the private sector and the relationship between local authorities and private sector enterprises should be strengthened.  

Continue to market overseas through broader marketing groupings
Overseas promotion is a costly business. We do not envisage a new separate overseas destination marketing campaign for the area, but rather see optimum coverage of the Site in the future work of the two overseas marketing groupings (DACOM and DNF). There are, however, some specific opportunities for more discrete overseas marketing associated with niche products and markets and in conjunction with other World Heritage Sites.

Reconsider the potential and concept of an integrated brand, destination and campaign for the whole area, possibly using the term 'World Heritage Coast', but avoid developing this as a brand to be confused with the Jurassic Coast WHS
The concept of a joint promotion of the wider area under the name of 'World Heritage Coast' has been discussed. Our consultation has revealed little enthusiasm by the local authorities to pool their brand identities and functions in this way. It also appears that the term 'World Heritage Coast' has been more applied to the coast/site than to the wider area, leading to confusion with the Jurassic Coast Word Heritage Site branding. There may be some advantage in the local authorities seeking to strengthen co-ordination of their overall destination marketing activity, utilising 'World Heritage Coast' or some other identity. However, we believe this needs more thought and discussion between the authorities over time, and clear agreement on what the term World Heritage Coast means and how it should be used. The creation of the World Heritage Coast Hospitality Association and commercial World Heritage Coast guide is interesting. Response to it should be carefully monitored over 2004. However, any ongoing promotion of 'World Heritage Coast' should be clearly differentiated from the Jurassic Coast WHS, while also accepting the responsibility and need for high quality required from any direct or indirect association with the WHS designation.

 

5. Marketing action plan

The proposed marketing action plan reflects this strategic approach and addresses the priority market segments identified above. Eleven action areas are identified. Full details of the actions proposed are presented in the main report.

1. Strengthening Jurassic Coast WHS branding
A strong Jurassic Coast WHS brand identity and its careful application is central to the marketing strategy. Its use and impact can be strengthened in a number of ways, including:

• Control use of the brand/logo.
• Communicate the World Heritage status more effectively, through use of the emblem.
• Prepare a comprehensive house style guide.

2. Raising awareness in the domestic market
Although a blanket awareness raising campaign is not envisaged, a number of actions should be undertaken in order to encourage visits to the Site, and to the area in general on the strength on the Site, especially for short breaks out of season.

• Ensure effective and accurate coverage in destination guides and other media.
• Generate media coverage.
• Promote packages and events.
• Generate more awareness of, and linkages to, the JCWHS website.
• Strengthen advertising and direct promotion of the area, using reference to the JCWHS as appropriate.
• Consider establishing a JCWHS telephone information service.

3. Developing the Jurassic Coast website
Creating a really effective Website for the JCWHS is a central component of the marketing strategy. The current site appears much more geared to providing information relating to scientific aspects of the designation and communicating to the educational market than to providing user friendly visitor information. The orientation of the site should be changed and technical improvements made.

• Redesign the website to make it more visitor focussed.
• Improve the hosting of the site.
• Develop an Extranet.

4. Developing a family of information and promotional print
Information print about different aspects of the WHS serves an important purpose in reaching and influencing the various target market segments identified in the marketing strategy. It is especially important in influencing long holidaymakers and short break takers already in the area.

• Maintain, improve and reproduce the existing main print items.
• Produce material conveying a conservation message.
• Create a Kids' guide to the JCWHS.
• Create a composite point of sale publications dispenser.

5. Improving visitor orientation in the area
In addition to action concerning print and promotions, there are various other ways in which existing visitors can be influenced and which can be seen as integral to the marketing strategy.

• Improve JCWHS displays in Tourist Information Centres.
• Establish and implement a comprehensive signposting system.
• Stimulate visitor orientation within accommodation, including by hosts.

6. Developing a comprehensive, themed walking campaign
The importance of the walking market, the quality of the existing product, and the close relationship with the objectives of this marketing plan, point to a significant new marketing initiative based on walking. This could be mainly developed for the domestic market but is also very relevant to the overseas market.

• The presence of the South West Coast Path, as a major feature of the Site itself, provides the central facility and a particular marketing opportunity for the campaign.
• Develop the theme 'Walking Through Time'.
• Create a main print item for the campaign.
• Develop a Walking Through Time mini website and feature on the SWCP site.
• Carry out a promotional campaign.
• Associate guided walks in the area with the Walking Through Time theme.
• Work with the local authorities to theme existing circular walks as Walking Through Time and also add new ones.
• Work with tourism enterprises to create products to support the theme.

7. Promoting cycling opportunities
Tourism development for cycling should focus around two aspects – the continued promotion by local authorities of on-road and traffic-free sections, and the National Cycle Network's Route 2 that is set for completion by 2005.

• Develop simple promotion and information about Route 2.
• Consider the potential for adding a bike trailer to the CoastlinX bus service.
• Include the area in 'Cyclists Welcome' Campaigns.

8. Promoting to the geology enthusiast
The specialist nature of these groups makes targeting of them relatively easy.

• Produce a leaflet for insert in specialist publications.
• Develop a database of local geology groups.
• Modify the website and develop an e-newsletter.

9. Promoting to schools and other educational groups
Marketing to this sector should be based on the recommendations of the Education Strategy. Some specific promotional actions include:

• Co-ordinate accommodation offers.
• Produce a flyer leaflet.
• Develop a database.
• Modify the website and develop an e-newsletter.

10. Promoting to overseas markets
A number of initiatives could be taken to promote to overseas visitors, mainly working with others.

• Feature the JCWHS more strongly in promotions with DACOM and DNF.
• Develop Joint marketing of international World Heritage Sites.
• Seek UK co-ordination of World Heritage Site promotion.
• Pursue collaborative marketing with key UK World Heritage Sites.
• Extend UK marketing activity within activity and special interest to overseas markets.

11. Strengthening the product offer
The final section of the action plan points to a number of product development activities which we believe are particularly relevant in the light of the marketing issues and activities we have covered in this document. It is not intended to be a comprehensive coverage of product development needs.

• Improve accommodation quality.
• Strengthen the events programme.
• Encourage sound environmental management.
• Develop more group accommodation.
• Encourage more packages.
• Strengthen the bus services.
• Developing waterborne experiences and interpretation.

The implementation of the marketing action plan needs to be seen as a partnership activity, overseen by the Marketing Sub-Group on behalf of the Tourism Working Group. Much of the action relates specifically to the World Heritage Site Team. However, this is primarily a facilitating body with limited human and financial resources and so actions must be shared where possible with the local authorities and other agencies. Effective tourism associations at a local level should be encouraged and they should be involved closely with the developing of initiatives identified in this plan.

Ideally additional staff resources should be found to undertake the implementation of the plan, possibly in the form of a marketing officer or assistant working part time within the World Heritage Site team.

The results of marketing activity should be carefully monitored. Regular visitor surveys should be undertaken to test satisfaction and the additional impact created by WHS designation and the promotion of the Site.