The Tourism Marketing Strategy for Yorkshire & Humber 2006 – 2010 Friday 12 May 2006

 In-depth tourism marketing strategy for Yorkshire & Humber prepared by YTB in consultation with the tourism industry and key stakeholders.  The strategy is designed to have a significant impact on the region’s economy and will deliver measurable increases in tourism-generated revenue.  The strategy illustrates how tourism will contribute towards building a sustainable future for the region’s economy, community and environment.

Increase the value of tourism earnings in Yorkshire by 5% per annum from £4.2b in 2003 to £5.9b by 2010 Leisure Tourism Business Tourism Identifying Target Markets Delivering a World Class Experience Developing Brand Strength Inspiring and Securing Visits

 Target is aspirational  Based on current performance we are only forecast to increase the value of tourism to £4.9m by 2010  £1 billion gap

Identifying Target Markets: Value over volume….. Attract a greater proportion of business tourism and international visitors, while seeking to grow the return from the core domestic market by focusing on high value visitors.

Delivering a World Class Experience: Develop a world-class experience for visitors, which will consistently exceed all expectations.

Developing Brand Strength: Position the Yorkshire brand as a destination of choice for priority target markets with respect to key competitors and achieve measurable increases in awareness of key, sub-regional destination brands.

Inspiring and Securing Visits: Implement a customer-focused communications programme to convert awareness and understanding to visits.

 Origin  Age  Trip behaviour  Life stage  Spend potential  Motivation

 Based on two components:  the values that will influence the style and type of experience people prefer  the aspects of a service or product people value

COSMOPOLITANS  Strong, active, confident  Style & brand important, but as an expression of their self made identity.  High spenders especially on innovation and technology  Looking for new challenges, new experiences, Globetrotters DISCOVERERS  Independent in mind and action  Little influenced by style or brand but interested in new options  Buy on function and value to them  Looking for new and educational experiences TRADITIONALS  Self reliant internally referenced  Slow to adopt new options  Orientation towards traditional values  Value individual attention & service FUNCTIONALS  Self reliant, Price drive  Value function over style  Traditional values, interest in new experiences, not risk adverse STYLE HOUNDS  ‘Young Free Single’, impulsive  Fashion counts  Brand counts  Looking for fun with friends  Most not seriously sporty HIGH STREET  Main stream early adopters  Followers of high street fashion  Care what others think  Happy to buy packaged options FOLLOWERS  Strongly influenced by what others will think  Don’t want to be seen as old fashioned  Less active  Slow to adopt  Avoid risk HABITUALS  Largely inactive, low spending group  Very traditional, strongly resistant to change  Risk adverse  Value relaxation, peace and quiet

Staying visitors  ABC1 short-break takers from London, Southeast and Midlands, aged 45+, Cosmopolitans, Traditionals and Discoverers  ABC1 short-break takers from London, Southeast and Midlands, aged 25-44, Cosmopolitans, Traditionals and Discoverers  ABC1 short-break takers from within the region, Cosmopolitans, Traditionals, and Discoverers  Special interest markets - wherever there is potential to generate a high return on investment.  Day visitors

 Short-break takers 1-3 days from European markets, specifically Germany, Italy, Spain, Irish Republic, Netherlands, Belgium and Scandinavia.  Short holidays 4-7 days predominantly short haul, from European and Nordic markets, specifically Netherlands, Belgium, Germany, Spain and Italy.  Longer staying visitors from USA, Canada and Australasia.  Emerging markets such as Asia, India and Eastern Europe will also be assessed.

 National associations  Corporate meeting sector  Conference and meeting intermediaries  International association conferences

 Britain’s Biggest Break  £2.8 million budget  18 month campaign  Starting January 2005

 Increase understanding and appeal of Yorkshire as a short break destination  Increase market penetration in core target markets  Increase awareness of Yorkshire as a short break destination amongst the ABC1, age group

 Raise awareness  Increase intention to travel  Generate 300,000 responses  Achieve 50% increase in visits to yorkshirevisitor.com  £25 m tourism expenditure

 Primary ABC1 - Affluent empty nesters South East, London, Midlands  Secondary Affluent younger professional couples South East, London, Midlands  Motivations Outdoors, history, heritage, culture, sightseeing, eating out, city break…

 To build on all the positives of the previous campaigns by dramatising the variety and contrast Yorkshire offers But  Make it engaging and personal thus fitting with Yorkshires’ brand values and making a longer lasting emotional connection with the audience

Make Yorkshire Yours  Personal and engaging  Emotive and experiential  Ownable  Plus, a call to action

 Deliver a cost-effective method of achieving 300,000 responses  Build on previous campaign success, utilising lowest CPR media  Provide cut-through and stand out in a cluttered environment