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

2. Table of contents 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
6. Industry contribution towards growth strategy
7. Organisations identified to help deliver growth strategy
8. Top ranked actions
9. Gaps identified in strategy

3. 1. Knowledge of 2010 growth strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
1. Knowledge of 2010 growth strategy
The vast majority of respondents stated knowing at least ‘a little’ about the growth strategy launched in 2010 (94%)
Question 10. How much do you know about the growth strategy launched in 2010 – The Strategic Framework for Tourism ?
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%).

4. 2. Agreement with general direction
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
2. Agreement with general direction
Most respondents agree with the general direction of the strategy (93%)
Question 2. Thinking of the strategy as a whole, to what extent do you agree or disagree with its general direction?

5. 3. Agreement with objectives and priorities
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
3. Agreement with objectives and priorities
Furthermore, there is widespread agreement with the objectives and priorities outlined in the strategy (89%)
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. 4. Feedback about the refreshed growth strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
4. Feedback about the refreshed growth strategy
The following are examples of the feedback respondents provided about the growth strategy…
“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.”
“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.”
“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.”
“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.”
“It is much simpler and concise than the previous strategy.”

7. 5. Industry support for growth strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
5. Industry support for growth strategy
There is overwhelming support for the strategy with 82% reporting they could get their organisation to actively support it
Question 6. Do you think this strategy is one you could get behind and mobilise your organisation to actively support?
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. 6. Industry contribution towards growth strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
6. Industry contribution towards growth strategy
The following are examples of what respondents said they could contribute towards the strategy…
“We will continue to improve our product, value and service quality.” - Business
“We can provide specialist input on the opportunities and requirements for hotel and visitor accommodation development in England.” – Business
“Product development related to destination distinctiveness. Business support (subject to securing external funding) and the marketing of destination specific distinctive experiences.” - LA
“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 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
“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
“Time, ideas, reputation – particularly in the area of infrastructure improvements and infrastructure maintenance.” - Business

9. 7. Organisations identified to help deliver growth strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
7. Organisations identified to help deliver growth strategy
The main organisations respondents said they would work with to deliver the growth strategy were…
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

10. Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
8. Top ranked actions
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.
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%)

11. 9. Gaps identified in strategy
Refreshing the growth strategy for England’s tourism industry
– Industry Consultation Survey Results
9. Gaps identified in strategy
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…
“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.”
“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.”
“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.”