Dumfries & Galloway Tourism Product Development Strategy by Destination Dumfries & Galloway

TOURISM PRODUCT DEVELOPMENT STRATEGY [A PRELIMINARY DEVELOPMENT FRAMEWORK AND ROAD MAP TO DETAILED ACTION PLANS]

June 2012

TOURISM RESOURCES COMPANY Management Consultancy and Research Services 2 LA BELLE PLACE, GLASGOW G3 7LH Tel: 0141-353 1143 Fax: 0141-587 7127 Email: info@tourism-resources.co.uk www.tourism-resources.co.uk

Management Consultancy and Research Services 2 LA BELLE PLACE, GLASGOW G3 7LH Tel: 0141-353 1143 Fax: 0141-587-7127 Email: info@tourism-resources.co.uk www.tourism-resources.co.uk

Ms Inga McVicar Project Manager â&#x20AC;&#x201C; Destination Dumfries and Galloway C/o McVicar Walden 11 Greenhall Road Bridge of Dee CASTLE DOUGLAS Dumfries & Galloway DG7 1TP 13th June 2012 Dear Ms McVicar TOURISM PRODUCT DEVELOPMENT STRATEGY FOR DUMFRIES AND GALLOWAY We are delighted to submit our report into development of the tourism offering in Dumfries and Galloway. The findings and conclusions of our work are contained in the attached document. This is the response to your brief and the study methodology laid out in our proposal P1614 to you on the 10th April 2012 and subsequently discussed and agreed with the Board. We thank you for the opportunity of working with you and all the others who generously gave of their time in assisting us with this work.

Yours sincerely (For and on behalf of Tourism Resources Company)

Iain Macfarlane Ref:

AJS/IM/MM/0863-R1

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

TABLE OF CONTENTS 1

BACKGROUND AND INTRODUCTION 1.1 1.2 1.3

THE CURRENT SITUATION – STRATEGIC BACKDROP 2.1 2.2 2.3

Introduction Strategic Generic Gaps Strategic Spatial Gaps

A SPATIAL DEVELOPMENT FRAMEWORK 5.1 5.2

Introduction International Market and Product Trends Strategic Overview of Future Markets (Profile and Needs) Destination Appeal and Market Fit Conclusions

IDENTIFICATION OF STRATEGIC PRODUCT GAPS 4.1 4.2 4.3

Introduction Product and ‘Visitor Experiences’ Under Review Overview of Current Market Conditions

IMPLICATIONS FOR THE FUTURE – MARKET AND PRODUCT ISSUES 3.1 3.2 3.3 3.4 3.5

Background Approach to the Study A Market-Focused Outcome

Overview Key to Framework Tables

1 1 4 4

6 6 6 7

9 9 9 11 13 16

17 17 17 18

19 19 20

DEVELOPMENT CONCLUSIONS / STRATEGIC THEMATIC ACTION PLAN 31 6.1 6.2

Introduction Delivery of Thematic Action Plan

31 32

APPENDICES Appendix I – Visitscotland Market Segmentation................................................................. i-iii Appendix II – Consumer Research Executive Summary Presentation ........................... v-xxiii

TABLE OF FIGURES Figure 1 – Map Showing Study Zones Adopted .................................................................... 3 Figure 2 – Future Market Fit – Relative Strength of Market Appeal............... ...................... 15 Figure 3 – Tourism Product Development Strategy / Opportunities ..................................... 22 Figure 4 – Tourism Product Development Strategy / Opportunities ..................................... 24 Figure 5 – Tourism Product Development Strategy / Opportunities ..................................... 26 Figure 6 – Tourism Product Development Strategy / Opportunities ..................................... 28 Figure 7 – Strategic Thematic Actions (An Initial Road Map To More Detailed Action Planning) ........................................................................................................... 33

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

BACKGROUND AND INTRODUCTION

1.1

Background Dumfries and Galloway (D&G) is a large and diverse tourism destination that seeks to improve the performance of its tourism economy. The current overarching Tourism Strategy has been in place now for over a year and the Action Plan for the first year has now been reviewed and updated to provide guidance and direction to the sector for the forthcoming 12 months. Progress against performance targets has also been monitored recently and, in cases, new targets set. One of the key early aims of the Action Plan was the preparation of a Spatial Development Strategy or Plan that would highlight the sectoral product development required to better align the destination offering with the markets it seeks to attract. This report is the output of the contract to help the industry evolve such a plan. It is envisaged that this Strategy will align to the lifespan of the Tourism Strategy ie to 2016. Tourism Resources Company has worked with those active in the sector within D&G to prepare this product development strategy. The strategy lays the groundwork and provides a road map that will inform the preparation of a series of detailed action plans that will guide future activity and intervention in the development of the sector. The overall aim of this study is to provide important baseline information and product development recommendations for the destination which will inform the debate and help the area improve its tourism economy. It is envisaged the study will be used to: inform / guide actions surrounding the future development needs of the area; help prioritise project delivery; provide support information that will facilitate and encourage private sector investment; align the product with future markets offering opportunities to the area to provide maximum ‘benefits’ / growth within D&G‘s tourism economy; inform marketing: key products and icons; and provide support information to individual businesses currently trading in the region.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

This study is one of a series conducted recently and is part of a linked ‘suite’ of reports providing guidelines for the future physical development of the destination product. In 2011 a Tourism Accommodation Audit was conducted and Destination Dumfries and Galloway (DD&G) the Destination Management Organisation (DMO) concluded a baseline audit of the other main tourism support infrastructure in the area. This work is also supported by a complementary Consumer Survey of actual and potential visitors conducted during 2011 that provides feedback on consumer views and perceptions of the visitor experience on offer. These reports and others have informed this document. The suite of studies is now joined by this preliminary spatial review of the destination’s wider tourism experience. This review of the destination ‘product’ and visitor experience currently on offer culminates in an initial spatial development framework and action plan aimed at helping unlock the economic potential of the area. The geography of the study area is not homogenous but is made up of a series of sub-destinations / tourism areas or zones with varying attributes, offering differing visitor experiences. This study continues to use the four zones identified by earlier works and forms the basis of research and reporting. These geographies (shown overleaf) were developed after careful consideration of what are: the destination ‘foci’ or experiences on offer; and reflect, to an extent, the way the ‘market’ views the wider region and makes some of its purchasing decisions. In each case the zones have focal settlements which provide signature and support facilities to their rural hinterlands. This is not to say that these zones are completely standalone destinations, although to some in certain cases they are, but they do form integral and differentiated parts of the wider area under study. If each is ‘healthy’ then the combined health and wealth of the wider destination will be greater than the sum of the parts. Understanding and confirming the future vitality and product range of the different geographies is therefore key to future success and the aims of this study.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 1 â&#x20AC;&#x201C; Map Showing Study Zones Adopted

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Dumfries and Galloway Tourism Product Development Strategy

1.2

Tourism Resources Company June 2012

Approach to the Study The ultimate aim of this study is to provide the sponsors and the wider tourism sector with a market rationale and development proposals for the future. These proposals must underpin and be alive to the core values / aims and aspirations of all with a vested interest in the area’s future: private commercial sector operators; the host community; the Public Agencies and DD&G. Whilst the aim is to align the area’s offering with consumer trends and future target markets’ wants, behaviours and buying patterns, this has to be achieved with realism. The key has been to establish and consider the needs of markets that offer true mid-term / longer-term opportunities and plan to meet their needs in a sustainable and viable way. (The market segmentation developed by VisitScotland provides an extremely helpful model to focusing thought and evolving visioning and development strategies that are more widely understandable to the tourism sector). The methodology employed by this project involved: review and collation of the findings of earlier documentation and reports; consultations with key organisations; and interactive, facilitated workshop sessions with a broad range of representation from the region’s tourism sector. The findings and conclusions from this work presented to DD&G and participants, with consensus reached on what should be included in this early development strategy and road map towards more detailed action plans for each sector of the tourism economy. The findings and conclusions from the consultants’ consultations and facilitation of the various workshops are developed and presented in this document.

1.3

A Market-Focused Outcome This document is part of a market-focused approach to the region’s tourism future and as such is designed to inform the ‘product development’ component of a successful tourism economy. Alongside product development, in parallel, must sit promotion and marketing of the destination and its various attributes. This document is not a Marketing and Promotional Strategy. -4-

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

However the document and its conclusions, as already highlighted, are aimed at addressing the needs of the very markets that will be targeted by the future promotional and marketing messages. Promotion of the destination can help increase awareness and success but it must go hand in hand with provision of a product that is aligned to, and provides what, the markets want and expect from the destination, if success is to be achieved. Marketing and promotion of the area is conducted by a range of organisations, partnerships and individuals and businesses across the sector. These include the regional marketing campaigns conducted by VisitScotland and supported by DD&G, the Council and others. Other organisations are also actively promoting the destination with the input of others including ADGAP. DD&G also seek to support and inform in any ways it can the promotional campaigns of other organisations and individual businesses. This document is informed by these activities and in turn informs them by highlighting and building on the same targets and ensuring that the right products will be available in future, profiled and positioned correctly.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

THE CURRENT SITUATION – STRATEGIC BACKDROP

2.1

Introduction At the outset it is essential to understand the current state of play and the offering within the area and in each of the ‘zones’ that make up the wider destination. An understanding of the current supply and demand sides of the equation is essential if current and potential gaps or shortfalls in the visitor offering are to be identified. As highlighted previously the study builds on earlier tourism studies and the feedback from the consumer survey that should be read in tandem with this report (See APPENDIX II – CONSUMER RESEARCH EXECUTIVE SUMMARY PRESENTATION).

2.2

Product and ‘Visitor Experiences’ Under Review The evaluation of the visitor experience currently on offer involved both deskbased research by the consultancy team and was informed by their wide onthe-ground experience of the destination. The input from DD&G (drawing on the consumer survey research) and others was also important to the conclusions and outcomes. The experience of the consultancy team was informed by discussions with others active in the area’s tourism sector in workshop sessions and consultations. This work helps identify the scale and shape of any existing product ‘gaps’ in the destination’s portfolio that are currently curtailing success. The aim of this ‘experience’ audit was to capture and assimilate in a spatial dimension the coverage of existing tourism support infrastructure on offer and available to anyone drawn to visiting the area. The team have accessed the existing database of consumer-facing tourism businesses, facilities and services. Some of the database prepared in part by TRC and other components prepared by DD&G will be expanded over time with future input from VisitScotland who are in the process of evolving interactive mapping of the wider area’s tourism offering).

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Dumfries and Galloway Tourism Product Development Strategy

2.3

Tourism Resources Company June 2012

Overview of Current Market Conditions Not unexpectedly the current supply sees an extensive range of facilities and services across the area. For this study, no attempt has been made to quantify or profile ‘demand’ for the various individual components of the visitor experience offered by the study area. Each type of facility / service is trading in different ways as are those with similarities within each location. (The reader’s attention is drawn to the recently concluded Tourism Accommodation Audit which does discuss trading patterns in this part of the tourism economy). At its most basic the market for the wider area currently consists of day visitors and overnight tourists. In the main, demand is reported as being seasonally influenced peaking during the summer months, with lower levels of demand in spring and autumn and in certain areas much lower during the winter. The day visit demand is made up mostly of Scottish and Northern English residents coming into the area from home on a day visit, and overnight tourists resident in neighbouring areas making day excursions into the area. There are also in parts, most notably the eastern area of the region, significant levels of day visit demand influenced by the M74 motorway corridor and the considerable level of individuals / tourists and residents passing through the area and stopping off en route elsewhere. There is also a considerable degree of inter-regional day visits with movements between the different zones. Overnight tourism is predominantly leisure-based with varying levels of discretionary and non-discretionary business tourism in different parts of the study area. The area attracts a domestic Scottish market on short breaks and main holidays, including young families and middle and older age profiles, independents and couples. The location also sees the destination attract a market from England and, at very modest levels, overseas sectors. The coach / group tour market is in evidence to the east of the region. (Official statistics and breakdown of current demand levels and profile at the ‘local’ level is unfortunately not available). However the TRC accommodation audit does track the scale of overnight demand in a range of different accommodation products across the different zones. The consumer research survey also provides interesting data on current visitor profiling. -7-

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

The east of the area around the Gretna focus also has a significant market driven by the ‘weddings’ sector and the settlement’s history. Like many destinations the area’s markets and visitor demand change and evolve over time. One of the main issues for any destination is to keep ahead of the market and evolve product to meet / attract demand. In the recent past the destination has and is evolving new product like 7stanes, the Dark Sky Park and other more traditional products but it must innovate and keep up with the market. This study seeks to consider and address these issues by offering recommendations for change that will see the area better align its offering to the needs of the existing markets and to their changing requirements. This tied with those changes required to meet the needs of new markets that the area wants to target to improve its tourism economy in the future. Target markets are discussed later and influence the outcomes and development recommendations included in this study.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

IMPLICATIONS FOR THE FUTURE – MARKET AND PRODUCT ISSUES

3.1

Introduction Key to establishing a future strategy for the evolution of the D&G Tourism Product is the requirement to understand the different market opportunities available to the region and each of the zones. An understanding of the changes taking place regionally, nationally and internationally in markets is also essential. In parallel awareness of what product evolution is taking place and driving and creating new demand in other destinations worldwide is also important if a plan for D&G’s future is to be properly informed. Future target markets are those that are on the radar of those seeking to attract customers and those promoting and marketing the destination. (The markets discussed below are those being targeted by those actively promoting the destination). These sectors are seen as those offering the best opportunities to the destination in its quest for market share. The needs / wants of these sectors need to be understood. (This includes attractors alongside support services and facilities. The full panoply of the destination product mix influencing consumer behaviour from food & beverage, retail, to activities, events, etc). Our team reviewed the target markets agreed by the different Agencies and organisations, at the same time bringing our own knowledge and experience to the study. Identification of targets and their needs, when married to the current and potential supply situation, highlights where the strategic product gaps / development opportunities and needs lie.

3.2

International Market and Product Trends Affecting the Marketplace – An Overview The aim of this study is to identify the key strategic ‘product engineering’ that needs to take place to ensure a product / destination market fit is achieved leading to economic growth. The aim of this report to provide guidance to all those interested in the future of the destination and in evolving detailed action plans to deliver change and guide activity and investment. The aim is to move towards being a competent destination that fully meets the needs of its markets.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

In terms of this preliminary strategic overview the current ‘position’ and offering re destination experience has been set alongside anticipated market / product trends, taking place globally and locally, with the aim of meeting what the consumers seek, as identified by recent consumer surveys, and setting out to anticipate the markets’ future requirements of the destination. This process has helped identify a set of strategic product developments for the area. Some of the market changes taking place that will influence demand and the future success of the D&G area include: Global Trends Growth in tourism worldwide is anticipated to continue in the long term – volume increases albeit at significantly lower levels than in the past due to current economic constraints; Emerging markets and new sources of demand are becoming evident vs emerging and new competitive destinations for markets current and new; Eco-consciousness on the increase amongst consumers both in terms of the environment as an ‘attractor’ but also the consumers’ environmental / carbon footprint – albeit the recent downturn has affected conversion of this to being prepared to pay a premium; Continuing fuel price rises; Terrorism / added security affecting choice / feeling of wellbeing and travel patterns; Brand overload / confusion, too many choices / similarity in offering; Market congestion, escape! / differentiation. Demographic and Lifestyle Trends UK population shift: (2005 – 16% over 65); (2020 – 31% over 65). The rise of ‘singles’ – spending power; Family values – ‘togetherness’ / change in family structures, effects of divorce / remarriage and the make up of family groupings and holiday taking patterns affecting ‘experiences’ being sought and product offerings; Tribing, large groups of friends / family coming together; Ethical consumers – green issues; - 10 -

Dumfries and Galloway Tourism Product Development Strategy

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· ‘Peter Pan’-ism – eternal youth, older being more adventurous and active longer than previous generations with added spending power; Obesity / lifestyle management – increased awareness and interest in health and wellbeing, impacting on purchases; Increasing sophistication – quality expectations; Demand for authenticity, ‘real’ experiences not ‘pastiche’; ‘Word of mouth’ recommendations, ‘organic’ marketing / promotion, strength of the web / blog; Growing connoisseurship – depth of interest / interaction with ‘specifics’ of the destination experience as an ‘activity, culture, cuisine and countryside; Conscientious consumerism. General ‘Product’ / Experience Trends (New products both leading / creating demand and evolving to meet consumer trends)

The list below is not exhaustive and other factors exist. These trends and the factors above are presented merely as tasters to indicate the very broad range of factors affecting future planning of the sector. Accommodation / Lodging Requirements: Eclectic design – ‘personalised’ hotels – boutique hotels; Spiritual retreats, lifestyle spas, eco-products; Timeshare segmentation, increased flexibility; Integrated resort products selling wider area; Fractional ownership emerging in Europe; Coaching hotels – targeting independent car-borne market; Holiday homes / static caravan demand. Other: Focus on ‘things to do’, not just ‘things to buy’; Homogeneous retail – reactive against – seeking individual alternatives; Growth in new ‘fringe’ activities / sports (specialist cycling products etc).

3.3

Strategic Overview of Future Markets (Profile and Needs) Provided overleaf is a broad overview of the potential future markets it is envisaged offer opportunities to the study area. (Detailed discussions of future markets / market opportunities form the focus of other studies and documents concluded by others and have not been reiterated in detail here). - 11 -

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Profile of Markets The profiling of markets has used a ‘segmentation’ analysis that includes a mix of traditionally, widely accepted, segment profiles and in other cases, segmentation terminologies now widely used by VisitScotland and others. The segmentation analysis used by VisitScotland is presented as APPENDIX I to this document and provides a useful touchstone of information. It profiles future targets for Scotland and their purchasing, behavioural profiles which provide an understanding of their needs and influences the product development recommendations included. In essence, markets that offer opportunities to the region in the future are anticipated to include, at the broadest level: tourists (those staying overnight); and day visitors to the area. These, at the generic level, are similar to the existing position, however in future varying degrees of difference and change potentially will manifest themselves. Segments that make up this top line demand are: MARKET SEGMENTATION ANALYSIS The main drivers of overnight tourism to the area are Leisure Tourism and Discretionary Business Tourism with some Non-Discretionary (sub-divided into): (UK) Domestic Tourists: In the main: -

Affluent Southern Explorers; Younger Domestic Explorers; Mature Devotees; Affluent Active Devotees. (Scottish Residents, Northern England and Northern Ireland)

Overseas International Tourists. (Not a significant sector in D&G now or potentially in the future – see nationalities visiting Scotland in general and Diaspora returners ie Northern Europeans, Americans etc.)

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Other Sectors of Demand •

Overnight Business Tourism: ‘Business’ / Tourism (Discretionary with non-discretionary particularly in the east of the region). Demand generated by: Training / Teambuilding / Meetings / Incentives / Corporate Hospitality / Conferences; Educational Markets (including Primary / Secondary / Tertiary).

•

Day Visitors (this sector does not utilise the accommodation stock, it is made up of demand from): Scottish Residents, notably Ayrshire; Overnight Tourists Resident Elsewhere Outside the Area making day visit excursions into or stopping off whilst passing through the Area en route elsewhere (see segmentation profile above re this sector);

Marrying Market Needs to Product (Relative Strength of Opportunity) The above indicates a fairly broad appeal potentially exists in future amongst a wide and diverse range of markets. However, the diversity of the wider destination and product experience available across the D&G area sees the individual appeal of the various zones across the sectors fluctuating both in terms of the spread of the market appeal and scale of appeal as the area is not homogenous. This needs to be reflected in any future development action plans that are evolved. Different parts of the region both now and potentially in the future offer different ‘experiences’. This sees the need for differing forms of development eg infrastructure, services and accommodation aimed at increasing appeal and unlocking economic potential being ‘rolled out’ in different locations in an attempt to increase market penetration and generate additionality.

3.4

Destination Appeal and Market Fit The matrix appraisal overleaf on page 15 highlights what are considered to be the ‘relative’ strength of market opportunity in different market sectors in each zone across the geography of the area. The matrix also indicates the relative strength of each part of the study area against the others, in each market sector. This informs the product planning recommendations presented later.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

The market matrix is provided merely to inform the discussion on future development of the various product types across the geography of the study area. It can also help to influence future promotional strategies and the activities of organisations and various individual businesses. Each zone is appraised for the strength of appeal it has to each market sector both now and potentially in the future. When one views the needs / wants of these markets against the current destination offering it helps highlight the development needs of each. At this time this overall appraisal is at a fairly high level and over time a more micro-level ie an individual settlement approach may be taken. By way of example: individuals seek overnight accommodation and dining opportunities in specific areas usually in close proximity to each other and often near the main focus of their stay if a specific focus or activity destination is the centre of their visit. In other instances ie a general visit to the area, when it comes to sourcing specific activities or attractions the market will often travel greater distances ie across the whole region to access a particular activity or sport meaning any gap that presents itself may not be at such a local level.

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Dumfries and Galloway Tourism Product Development Strategy

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Figure 2 – FUTURE MARKET FIT – RELATIVE STRENGTH OF MARKET APPEAL Market Sector

Stewartry

Nithsdale

Annandale and Eskdale

Consultants Overall Assessment (1 – 5)

4/5

4 1

3 3

2 5

3 3

4/5

3/4

4 4/5

4 2/3

2/3 3/4

Wigtownshire

LEISURE TOURISM (OVERNIGHT)* VISITSCOTLAND MARKETS W1 Affluent Southern Explorers W2 Young Domestic Explorers (Families) W3 Young Domestic Explorers (Singles / Couples) W4 Mature Devotees (Independents & Bus / Coach Tours)** W5 Affluent Active Devotees Wedding Event Market

4 1 FOREIGN / OVERSEAS MARKETS*** Northern EU (Germany Holland and other foreign / overseas markets) – touring overnights]

VISITING FRIENDS AND RELATIVES (VFR)**** VFR 3 3 BUSINESS TOURISTS Non Discretionary 2/3 1 Discretionary 1 1 DAY VISITORS Bus / Tour Groups Passing Through Bus / Tour Groups as Day Destination Independent Scottish / Northern England Residents on Leisure Day Trip Independent Tourists from Outside Area Making Day Trip to Destination (Domestic and Overseas) Independent Tourists from Outside Area Passing Through (Domestic and Overseas) Independent Specialists / Activity Day Trips (Scottish / Northern England Residents and Tourist from Outside Area).

Note:

2/3

1/2

2/3

* Includes Domestic Scottish Markets, Central Belt, etc. ** Coach group opportunities stronger in the east and independents stronger in the west *** Includes Irish markets **** Is a function of resident population size 1=weak 5 = strong

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Source: Compiled by TRC.

Dumfries and Galloway Tourism Product Development Strategy

3.5

Tourism Resources Company June 2012

Conclusions The ‘Destination’ (D&G) has aspirations for the future and these are being championed by a range of organisations and Agencies including the recently constituted DMO – Destination Dumfries and Galloway. What is clear from the analysis, thus far, is that in certain aspects the area’s current offering is not fully in line with the market in terms of provision and quality but in other areas is improving both in terms of supply and quality. The study seeks to identify a broad base of product development needs across the geography and zones of the area to provide the consumer fit – see earlier more detailed study specifically prepared for the accommodation sector and the findings of the consumer research that suggest awareness is an issue, as is the quality of the retail and food & beverage offering. More so than any other parts of the offering. This report continues by highlighting the product developments it is considered are needed in the area, overlaid with a spatial dimension.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

IDENTIFICATION OF STRATEGIC PRODUCT GAPS

4.1

Introduction The issues affecting the region provide the rationale behind the development recommendations and this road map to future geographic or thematic Product Development Action Plans for D&G. The team, in tandem with others with a vested interest in the future, considered the current strengths and weaknesses of the area and the different zones and this has helped highlight a range of development recommendations across the wider area. See the following conclusions provided in tabular format. At its most basic level, across the wider area with regional, local variations the following, from analysis, are deemed to be the most apparent and generic gaps in the destination offering.

4.2

Strategic Generic Gaps 1. There are gaps in the range, type and quality of overnight tourism accommodation available across the whole area either as a ‘service’ offering or as an ‘attractor’ in its own right. 2. The current food & beverage offering (restaurants, bars, etc) exhibits physical gaps in the availability of facilities in certain locations or availability across the seasons and revenue clock – ie daily times. In general terms there are also certain gaps in quality across the dining spectrum. The evening entertainment element associated with these offerings is also in parts constrained. 3. ‘Attractions’ across the area, as can be seen from the maps and audit database are diverse in nature and the host destination offers a range of opportunities. Any ‘gap’ within the immediate region at this time is considered to be more about availability / opening times of some of the main attractions. 4. Speciality / Tourist facing retail is represented across the wider area. At individual settlement / zone level a number of gaps in actual provision and quality do manifest themselves. In some instances retail is in effect the main focus or a significant focus of the appeal in many markets eg Gretna. It is considered that building on the area’s green credentials and reputation for producing quality local produce alongside a growing number of artisan and specialist food producers that ‘gaps’ and opportunities do exist to develop speciality outlets and food & beverage offerings utilising same. - 17 -

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

The opportunities highlighted above at first sight do not appear to present an exhaustive or long list and may to some seem to be under-addressing the shortcomings of the destination. In reality while the actual list is not long the devil is always in the detail and when one drills down into the list the ‘scale’ of the problem and issues that need to be addressed become more apparent. However looking at it positively these are potential opportunities. When one views the ‘gaps’ at the wider area level and the feedback received from the recent consumer survey and other analysis the most significant generic issues are: The range, quality and availability of food & beverage with associated entertainment; and The range and quality of overnight accommodation stock. That said if the same exercise is conducted at the different zone or settlement levels then the position changes somewhat with some locations exhibiting significant shortcomings in certain services eg retail. However these are not ‘gaps’ shared when the issue is viewed at the wider regional level which has a range of offerings. This points to the need for the ‘spatial’ dimension to be afforded any recommendations for filling ‘gaps’ and improving the destination’s ‘visitor experience’. These issues are explored in more detail later.

4.3

Strategic Spatial Gaps Taking the generic product gaps and overlaying them with a spatial dimension provides the picture profiled in the following sections. (The next step on the development / gap filling journey is to identify specific projects and locational parameters that the Agencies and potential investors / the commercial sector can engage with in the future). This will be at the point that detailed Action Plans will be progressed. See Section 6 entitled Development Conclusions / Strategic Thematic Action Plan.

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Dumfries and Galloway Tourism Product Development Strategy

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A SPATIAL DEVELOPMENT FRAMEWORK (Development Proposals and Recommendations)

5.1

Overview The developments highlighted overleaf are those that analysis suggests are needed to help the different sub-destination ‘experiences’ fulfil their potential and become competent destinations attracting demand in the future. It needs to be reiterated that across the study area, a wide range of different experiences are sought by different markets. These ‘experiences’ made up of a wide range of different physical and emotional components. In some cases the market may, in effect, visit only one ‘area’ or zone, but others may move from zone to zone and indeed some may move outside the study area by choice into neighbouring areas. Each is a ‘valid’ experience to the individual concerned and sees different behaviour patterns followed. In essence what needs to be remembered is that to some visitors the area will be but a ‘day visit’. To others the area may be their sole destination and they seek their complete tourism experience within the boundaries of one of the area’s zones or from the wider region itself. The area must seek to ‘position’ and differentiate itself and its various zones by building on its strengths and providing what the target markets want of it and not blindly seek to copy or emulate other destinations that offer an experience that is targeted in the main at a different set or scale of consumer groups. The framework presented overleaf seeks to establish a ‘position’ for the different zonal experiences on offer in the study area and provides ‘guidelines’ as to what that means is needed (ie missing at the moment) if this ‘position’ is to be achieved and markets satisfied. The missing elements are spelt out in terms of type or capacity of service / product needed to ensure the markets that seek the particular ‘experience’ will arrive and stay in sufficient numbers to help meet economic targets and the commercial aspirations of the sector. This calls for differing forms of development. In addition to the ‘commercial’ development (gaps) highlighted in the following sections are the no less important issues of the overall quality of ‘experience’ in each of the four areas and for all market sectors things like availability of toilets / car parking / quality of public realm, etc. These basic infrastructure items are dealt with elsewhere by strategies being progressed by various Public Agencies. - 19 -

Dumfries and Galloway Tourism Product Development Strategy

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The developments highlighted overleaf on Pages 22 to 30 provide a product development ‘framework’ for the area and are the road map to preparation of more detailed Action Plans that will help deliver product development regionally.

5.2

Key to Framework Tables The tabular headings used are discussed below. Sub-Destination The experiences offered by the area are ‘destination experiences’ and each zone’s offering presents a range or ‘subset’ of experiences that are influenced by geography, topography, focus built settlements, activities on offer, etc. Even within each zone, there are differences – these differences acknowledged by the framework and point to the ‘experience gaps’ / development requirements (provision, quality and capacity) that are reflected in the framework document. Potential Economic Contribution to Growth Targets This, in the consultants’ opinion, is the method by which the different zones can contribute to a healthier tourism economy for the region and the target set in the D&G Tourism Strategy– either volume or value changes. Main Market Opportunities In each case the sectors offering realistic opportunities in the future have been allocated to each zone (see earlier appraisal). Understanding the behavioural pattern of each of these sectors (see APPENDIX I) allows the team to marry sub-destinations to markets. Strategic Product Development Recommendations Discussed are the physical ‘product’ gaps or shortcomings that need to be addressed if market needs are to be met and economic targets achieved. The Tourism Partners (public and private) need to find mechanisms whereby each zone can roll out or be encouraged to invest in ‘product’ or changes of the type identified. - 20 -

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Not included within the tables in detail are the less tangible, but equally important aspects in the re-engineering or health of a ‘competent destination’. These are often the less quantifiable parts of a destination that are integral to the destination experience. These include those highlighted below and need to be addressed as part of, and where appropriate in tandem with, the strategic product developments and repositioning. In instances relevant plans are currently being developed or are about to be developed to ensure that these other important issues surrounding success are being addressed eg skills, etc. These supporting aspects of a destination’s competency include: •

Toilets, car parking and other visitor infrastructure;

•

Public realm and built environments (cleanliness, security, architectural quality, etc);

•

Natural environment / countryside;

•

Service skills / quality of service (enhancing the visitor experience, raising quality, generating repeat custom and potentially helping increase price points, contributing to economic vitality);

•

Business skills / business development of existing and new businesses by raising ability to compete and attract market share;

•

Establishing and funding promotional strategies that will support positioning strategies and lead to increased awareness levels encouraging purchase of the destination;

•

Strategic transport links – (Transport infrastructure and links to the area from the main generating markets. These issues are outwith the remit of this study and are national issues).

Note: Where relevant, any comments on the issues or developments suggested have been provided.

* * * * * See overleaf the tables that provide a starter Spatial Development Framework and initial Thematic Action Plan for the region that can inform the detailed Action Plans for each sector and zone whatever is the decision reached in moving this ‘road map’ to detailed Action Plans.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 3 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: WIGTOWNSHIRE Vision and Zone Positioning

See Naturally Inspiring (What are the key themes or positioning for this zone?)

Potential Contribution to Tourism Growth Targets(1)  Increase number of

day visitors (modest opportunities).  Increase expenditure of day visitors.

Main Market Opportunities(2)

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Day Visitors:

Development Themes Targeted at Day Visitors:



Independent tourists from outside area making a day trip to Destination (including dispersal from within D&G).  Independent Scottish residents inc. especially Ayrshire.  Independent specialist / activities day visitors.

         

 

Notes:

Progress and maintain development momentum around forest and outdoor facilities / attractions (7stanes, Galloway Forest Park / Dark Skies / Kirroughtree Visitor Centre upgrade). Biosphere Development. See Chamber of Arts Hub developments (including new ticketing strategies etc). Stranraer Waterfront Development (visiting marina, retail and food & beverage). Zonal packaging and product development of gardens / culture / wildlife. Enhance quality and range of food & beverage offering (bars, restaurants, etc). Maintain and improve diversity and quality of retail offering in main and higher profile tourist settlements eg Portpatrick, Stranraer, etc. Improve overall quality of service and skills in consumer facing tourism businesses. Culture and heritage based. Wildlife Product and ‘nature-based’ tourism – interpretation, access and awareness. Transport infrastructure into and intra regional eg trains to Stranraer Internal day tours (Mountain goat type offer) – Opportunity to better integrate community bus network into tourism offering. Coastal Sea Trips – opportunities and access. Coastal Paths – opportunities.

(1) See relevant economic targets in regional Tourism Development Strategy. (2) Identifies main individual and group market segments for each zone – other sectors may exist and offer opportunities at more modest levels.

- 22 -

Notes



See later strategic actions / potential White Knights for various developments eg forest / natural environment development (Forestry Commission / SNH). (Page 33).  Encouragement of retail investment and skills upgrade (Chamber of Commerce / DD&G / Council?).  Capitalise on awarenessraising opportunities through high profile initiatives eg 7stanes, Book Town, Whithorn, Galloway Forest Park and Biosphere, and need for better ‘internal’ promotion.  See links to evolving training and skills strategy.

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 3 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: WIGTOWNSHIRE (CONTINUED) Vision and Zone Positioning

Potential Contribution to Tourism Growth Targets(1)  Increase number of

overnight tourists.  Increase level of overnight tourist spend (increase value / provide new spending opportunities and attract more higher spending sectors).

Main Market Opportunities(2)

‘Destination’ Markets / Overnights: Domestic Tourists Focus on:  Affluent Southern Explorers.  Mature Devotees.  Affluent Active Devotees.  Young Domestic Explorers.

Notes

Development Themes Targeted at Staying / Overnight Visitors: General Visitor Supporting Infrastructure: See above developments targeted at day visitors. See promotion / development and enhancement fresh water and sea fishing opportunities.  Improve availability, quality / range of food & beverage offerings for evenings and off season periods.  Support major events strategy roll out / ticketing strategy of Chamber of Arts.  Support ongoing development and maintain facilities aimed at the young family market – children’s attractions and activities.  See improvements to night time economy assets (entertainment and dining, etc).  Extension of attraction opening times and visitor accessibility would be beneficial.  

Accommodation / Lodging Themes: The following are gaps / investment opportunities that will help the zone better fit future market needs. (Presented in no particular order).

 



Build on key icons / strengths. Recent consumer research indicates shortfall is in support infrastructure eg retail and food & beverage offerings. See expansion of appeal of 7stanes to family markets. See earlier Accommodation Audit and Development Strategy. See entertainment / focus in Stranraer as zonal / regional urban focus for wider area. Evolution of ‘in-pub’ entertainments, music, etc.

Pursue opportunities for forest-based self-catering eg wigwams or ‘clusters’ of  lodges – see links to activities, 7stanes and Dark Sky-related.  A degree of the existing accommodation provision would benefit from upgrade and Non-Discretionary investment to meet consumer demand in the future – to 3 Star and above. Business Tourism  Flexible pricing policies need to be more widely adopted by operators in all sectors.  Some existing smaller serviced properties / hotels and inns would benefit from upgrade to ‘boutique’ inns, gastro-pubs, restaurants with rooms to feed into a growing demand for unique indigenous and local products and experiences including entertainments provision.  Encourage Holiday Parks to maintain and upgrade standards evolving lodge and onsite leisure facilities, etc to stay ahead of competing destinations.  The main settlements of Portpatrick, Newton Stewart and Stranraer need to maintain and evolve good critical mass of accommodation and related food & beverage offerings to remain signature settlements for the zone.  Encourage existing operators of accommodation and food & beverage to come together to offer a packaged product to groups. Providing settlements without individual larger ‘properties’ to be able to host larger visiting specialist groups. (1) See relevant economic targets in regional Tourism Development Strategy. (2) Identifies main individual and group market segments for each zone – other sectors may exist and offer opportunities at more modest levels. Visiting Friends and Relatives

Notes:

Key Strategic Product Development Recommendations (Gaps / Opportunities)



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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 4 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: STEWARTRY Vision and Zone Positioning

See Naturally Inspiring (What are the key themes for this zone?)

Potential Contribution to Tourism Growth (1) Targets  Increase

number of day visitors (modest opportunities).  Increase expenditure of day visitors.

Main Market (2) Opportunities

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Day Visitors:

Development Themes Targeted at Day Visitors:

 Independent

tourists from outside area making a day trip to Destination (including dispersal from within D&G).  Independent Scottish residents.  Independent specialist / activities day visitors.



   



   

 

Notes:

Progress and maintain development momentum around outdoor facilities / attractions (including 7stanes, Galloway Forest Park, National Scenic Areas, Biosphere development). Chamber of Arts Hub developments (including ticketing strategy etc). Enhance opportunities to showcase and sell D&G local produce – see Retail Development Strategy / Action Plan. Enhance quality and range of food & beverage offering. Maintain and improve diversity and quality of retail offering in main and higher profile tourist settlements eg Kirkcudbright, Castle Douglas, Dalbeattie, etc. See opportunity to diversify, improve and build on specialist retail focus of certain settlements eg Kirkcudbright Visual Arts. Kirkcudbright – see ‘visual art’ credentials and explore and expand opportunities to enhance further. Expansion of specialist events and exhibitions to be built upon possibly extension / development of gallery facilities? See possible expansion of water-based activities on Loch Ken and coastal strip. Improve Coastal access / walks – and interpretation. Improve, where necessary, overall quality of service and skills in consumer-facing tourism businesses. Expand opportunities around Wildlife and nature-based tourism (See George Watson, Bird Painter St John’s Town of Dalry) / see also link to Garden packaging through Threave). Improve Sea Coastal trail access as Wigtownshire. Consider business opportunities for development of ‘ground handler’ (packaging activity and wildlife experience).

Notes

 See

Strategic Actions / potential White Knights for various developments (page 33).  Encouragement of retail investment and skills upgrade (Chamber of Commerce / DD&G / Council initiatives).  See awareness raising opportunities through high profile initiatives eg 7stanes, Artists Town.  See links to evolving training and skills strategy.  Packaging for activities market – adrenaline junkies – business opportunity?

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 4 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: STEWARTRY (CONTINUED) Vision and Zone Positioning

Potential Contribution to Tourism Growth (1) Targets  Increase

number of overnight tourists.  Increase level of overnight visitor spend (increase value / Providing new spending opportunities and attract more higher spending sectors).

Main Market (2) Opportunities

‘Destination’ Markets / Overnights: Domestic Tourists Focus on:  Affluent Southern Explorers.  Mature Devotees.  Affluent Active Devotees.  Young Domestic Explorers. Visiting Friends and Relatives (including Domestic and overseas markets / Diaspora – See John Paul Jones link and promotional opportunities for North American Markets).

Notes: (1) (2)

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Notes

Development Themes Targeted at Staying / Overnight Visitors: General Visitor Supporting Infrastructure:

 Build on key icons / strengths.  Research indicates shortfall is

in support infrastructure eg retail offerings for evenings and and food & beverage offerings. off-season periods.  See earlier Accommodation Audit  See and link with major events / Chamber of Arts Strategy roll out including and Development Strategy. ticketing strategies, etc.  Support and maintain facilities aimed at the young families market – children’s attractions and activities.  See improvement to night time economy (entertainment and dining, etc).  See above, developments targeted at day visitors.  Improve availability, quality / range of food & beverage

Accommodation / Lodging Themes: The following gaps / opportunities exist (presented in no particular order). self-catering / potential clusters of same developed as new product or linked to existing businesses and supported by leisure and activities on site.  Support existing Holiday Parks to maintain / upgrade standard and range of on site leisure facilities (in parallel potentially move further to offering lodges and other forms of self-catering as above).  Existing hotels / serviced stock in instances must update its offering to meet the needs of the 21st Century consumers but this to be achieved in a manner that maintains indigenous character.  The area like others would benefit from increased provision of ‘boutique’ properties ie character inns / restaurants with rooms / gastro pubs with rooms both to improve the food & beverage offering but also to offer a ‘type’ of accommodation sought by leisure markets. Larger existing properties to consider how to extend season and appeal (leisure provision, links to activities, packaging, etc).  Coastal access. (See earlier comments re Coastal Trips and Coastal Walks / Interpretation).  Encourage existing operators of accommodation and food & beverage to come together to offer a packaged product to groups. Providing settlements without individual larger ‘properties’ to be able to host larger visiting specialist groups.  Quality

See relevant economic targets in regional Tourism Development Strategy. Identifies main individual and group market segments for each zone – other sectors may exist and offer opportunities at more modest levels - 25 -

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 5 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: NITHSDALE Vision and Zone Positioning

See Naturally Inspiring (What are the key themes for this zone?)

Notes:

Potential Contribution to Tourism Growth (1) Targets

Main Market (2) Opportunities

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Day Visitors:

Development Themes Targeted at Day Visitors:

 Independent

and Group Scottish number of and Northern day visitors. England residents  Increase (including expenditure dispersal from of day within D&G). visitors.  Independent and Group tourists from outside area as Destination visit or passing through.  Independent specialist activity day trips by Scottish and English residents and tourists from outside the area.  Day visit by discretionary business tourists (day meetings / conferences / training orientated).  Increase



See Dumfries Town Centre regeneration proposals (Infrastructure and Public Realm).



Improvements to range and quality of retail in Dumfries and other main settlements. Maintain Dumfries’ role as regional retail centre.



Culture and heritage attractions in Dumfries and the wider area (see Dumfries Cultural Quarter, Drumlanrig and others).



Improve access and opening times to visitor attractions / museums where appropriate.



Upgrade quality of Burns assets and improve awareness where appropriate.



Improve, where necessary, quality of service and skills in consumer facing tourism businesses.



Maintain and consolidate ‘business’ / meeting assets and focus in Dumfries eg Crichton Campus etc (See links to Conference Bureau).



Assess further and support Moatbrae House ‘Birthplace’ of Peter Pan / ‘National?’ Centre for Children’s Literature aspirations.



Maintain quality of existing key note attractions eg Wildlife WWT Caerlaverock, Sweetheart Abbey, 7stanes, National Scenic Areas, Biosphere and Arts focus (Goldsworthy etc).



(As above day visitors secure better attractions access / quality standards where appropriate).



Field sports and fishing (see quality, access and awareness).



See Food & Beverage offerings late afternoon / early evening 5pm – 7pm encourage longer dwell times of visitors and local residents / workers in Dumfries provide revenue opportunities (see ‘Revenue Clock’).

Notes

 See

later Strategic Action Plan / potential White Knights for various developments / actions (page 33).  Reposition and promote icon retail businesses / vennels, etc. (See also new provision the Dumfries Debenhams opened May 2012).  Gap in offering sees visitors / locals drift between 5pm and 7pm  Regional Centre for NHS, University and other business meeting, training and conference events.

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 5 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: NITHSDALE (CONTINUED) Vision and Zone Positioning

Notes:

(1) (2)

Potential Contribution to Tourism Growth (1) Targets  Increase number of overnight tourists.  Increase level of overnight visitor spend (Increase value / Providing new spending opportunities and attract more higher spending sectors).

Main Market (2) Opportunities ‘Destination’ Markets / Overnights: Domestic Tourists Focus on:  Affluent Southern Explorers.  Mature Devotees.  Affluent Active Devotees.  Young Domestic Explorers.

Key Strategic Product Development Recommendations (Gaps / Opportunities) Development Themes Targeted at Staying / Overnight Visitors: General Visitor Supporting Infrastructure:  See above re day visitors developments.  Build and improve night time economy (Entertainment, dining and bars) including later dining opportunities  See attractions and positioning of wider conference credentials and assets  Maintain academic credential and focus viz Crichton and its supporting meetings infrastructure, etc.  See maintaining and upgrading where appropriate the weddings market infrastructure and event management support.

Notes

 See creation of ‘virtual entertainment’

by apparent expansion of existing offering. (A fair degree of background level entertainment exists but is not widely promoted or known about outside ‘aficionado’ circles. See links to Arts Strategy ticketing activities etc and raising awareness / promotion to tourists / visitors.  Dumfriesshire Regional Capital and administrative centre – provides Business Tourism focus and credentials.  Night time entertainment and restaurants and bars targeting all visitors – offering spending opportunities for all leisure sectors (see better late dining experiences and the 5pm-7pm period - revenue clock). Promote opportunities to expand the 5pm-7pm offering to encourage people to stay in Dumfries after work / visiting. See also downtime activities for conference / discretionary business tourism sector. (Forms urban focus for overnight tourism in east of destination) eg Globe Bar offering and themed and differentiated entertainment – informal folk music traditional entertainments, etc).  See evolving Conference Bureau.  Need extension to accommodation offering to facilitate further development of the discretionary business / conference sector and potentially additional bed spaces for leisure tour groups particularly in the east of the region.

Accommodation / Lodging Themes: The following present themselves as ‘gaps’ / opportunities at this time to help the area better Visiting Friends and provide the products sought by the target markets. (Presented in no particular order). Relatives  Dumfries exhibits a shortfall in bed stock at times of peak demand and for certain market sectors notably larger conference-related tourism. There are gaps in the number of larger Non-Discretionary scale hotel operations 3/4 Star and above in quality and of 50 – 100 bedrooms that can host Business Tourism smaller conferences and meetings and also help increase the Town’s overall bed stock to help it host larger events supporting the likes of Easterbrook, etc – an advantage. The Town Discretionary would benefit from the presence of national / international serviced hotel operator; Business Tourism  A number of Dumfries existing hotels are in some need of upgrade to meet the demands of the future;  There is a gap / opportunity in the area to create a resort / smaller scale niche resort that could offer opportunities in a range of markets going forward ie a rurally located country house hotel of scale with linked leisure facilities and self-catering provision if considered appropriate. A location within striking distance of Dumfries an added advantage, such a product acting as an attractor for new markets in its own right. (Viability of property to be tested at appropriate time);  Dumfries itself may also lend itself to the development of a hybrid accommodation product modelled around a hostel / aparthotel concept. Such a property to operate as a private hostel type product offering self-catering accommodation to potentially a range of markets from students during term time to visiting contractors or business people through to acting as leisure tourism accommodation at peak season when student body and commercial demand levels are lower;  Again across the wider geography up to and including Thornhill and Sanquhar a roll out of quality inns and differentiated indigenous hostelry offerings would better meet evolving market demand. (See upgrade and repositioning of existing).  Creation of virtual entertainment ‘background level’ – see Arts ticketing; and  Encourage existing operators of accommodation and food & beverage to come together to offer a packaged product to groups. Providing settlements without individual larger ‘properties’ to be able to host larger visiting specialist groups. See relevant economic targets in regional Tourism Development Strategy. Identifies main individual and group market segments for each zone – other sectors may exist and offer opportunities at more modest levels. 

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 6 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: ANNANDALE AND ESKDALE (inc GRETNA) Vision and Zone Positioning

Potential Contribution to Tourism Growth (1) Targets

Main Market (2) Opportunities

See Day Visitors: Naturally Inspiring  Increase  Scottish and Northern (What are number of England residents – the key day visitors. Independent and themes for Increase Groups (including this expenditure dispersal from within zone?) of day D&G). visitors.  Independent and Group Tourists from outside area either as final destination or passing through.  Independent specialist activity day trips by Scottish and English residents and tourists from outside the area.  Bus tour groups passing through the area and those visiting as final day destination.  Independent specialist visits (activities / weddings, etc).  Day visit by business tourists. Notes:

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Notes

Development Themes Targeted at Day Visitors: 

Visitor Servicing – see scale of Food & Beverage provision.



Maintain and enhance ‘retail’ focus linked to motorway corridor and its high volumes of passing traffic.



Gretna Public Realm (See existing proposals – creation of ‘Sense of Place’).



Grow awareness and maintain attractiveness of eastern zone settlements to visitors eg Moffat, Lockerbie and Langholm.



Improve, where necessary, overall quality of service and skills in consumer facing tourism businesses.



Landmark Art project at Gretna.



Maintain and improve business / meeting facilities linked to motorway corridor. (See motorway focus re business tourism infrastructure eg meeting rooms etc to facilitate discretionary business sectors).



Maintain and enhance quality of ‘wedding’ facility assets and infrastructure (commercial facilities and civil wedding venues and social function capacity).



Transport links. Highlight Lockerbie / Annan / Gretna are all accessible by train and see potential initiatives as per other areas eg extending tourism links potentially linked to community bus, etc. (Explore).



Opportunities to build on ornithological theme / wildlife in the area and expand viewing opportunities, etc.



Annandale Distillery.

- 28 -

 Gretna

Gateway and Blacksmiths Shop; Edinburgh Woollen Mill at Moffat etc all key income generators and employers.  See links to evolving training and skills strategy.  See Gretna ‘Starlings’ – gateway to wildlife experience. Listed as a ‘top ten’ best wildlife spectacles in polls. (No viewing point).  See lessons from targeting motorcycle market and replicate where opportunities are deemed to exist.

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 6 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: ANNANDALE AND ESKDALE (inc GRETNA) [CONTINUED] Vision and Zone Positioning

Potential Contribution to Tourism Growth (1) Targets  Increase

number of overnight tourists.  Increase level of overnight visitor spend (increase value / Providing new spending opportunitie s and attract more higher spending sectors).

Main Market (2) Opportunities

Key Strategic Product Development Recommendations (Gaps / Opportunities)

‘Destination’ Markets / Overnights:

Development Themes Targeted at Staying / Overnight Visitors: General Visitor Supporting Infrastructure:

Domestic Tourists Focus on: Mature Devotees (including coaching markets). All other sectors will be attracted but not at the same levels or concentrations as in other zones. Wedding Event Market Visiting Friends and Relatives Non-Discretionary Business Tourism Discretionary Business Tourism

Notes:

 See in addition developments aimed at raising appeal for day visitor sectors.  Range and quality of evening spending opportunities eg dining and bars requires

Notes

 See potential for Data farms /

expansion of focus around Stevens Croft to grow attention to better meet the needs of staying visitors across the zone and particularly business tourism. in Gretna to service the wedding sector.  (Gretna Public Realm).  See CoRes Initiatives and  See improvement and expansion of niche products designed to encourage new markets the expansion of Annan’s and support. See eg Eskdalemuir and Samye Linge Facilities, Lockerbie Manor business sector / economy Activity Holidays. (See below accommodation development of same as service and generating business related attractor assets). demand.

Accommodation / Lodging Themes: A list of proposed opportunities again in no particular order suggests the following in the main settlements. Moffat  Upgrade and maintain ‘county town’ character and profile of existing accommodation provision a degree of which needs to be improved / upgraded;  Existing hotel to provide with leisure facilities / develop ‘spa’ and day spa operation;  The move to provide ‘restaurant’ facilities; inn with food; boutique differentiated hotel properties again playing to market demands and helping the area improve its accommodation offering, and in parallel, food offering timings. Lockerbie  Upgrade existing hotel provision;  Maintain existing level of stock (try to mitigate against further loss of serviced stock ie Lockerbie Manor Hotel, albeit its change to an activities focused business operation introduces new markets into the area). Annan  The Annan marketplace is linked to ‘Dumfries’ / Nithsdale in terms of its perceptions and offering wider CoRes proposals and potential future developments changing the profile of demand for accommodation. See recommendations for Nithsdale (page 26).

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 6 – TOURISM PRODUCT DEVELOPMENT STRATEGY / OPPORTUNITIES DESTINATION: ANNANDALE AND ESKDALE (inc GRETNA) [CONTINUED] Potential Contribution to Tourism Growth (1) Targets

Vision and Zone Positioning 

Main Market (2) Opportunities

Key Strategic Product Development Recommendations (Gaps / Opportunities)

Langholm  Langholm to the east of the M74 – on the strategic A7 route through the Borders has seen a fall away in business-related demand sources in recent years. The leisure tourism markets are in evidence but the Town needs to maintain and upgrade existing stock to attract new markets – again paying attention to linked food & beverage provision. Gretna  Gretna is different from most of the zone’s other settlements attributable to its location ‘on’ the M74 and the settlement’s wedding credentials providing added appeal.  Gretna would benefit from an upgrade to its existing stock of serviced accommodation some of it quite poor and must not rely solely on the ‘address’ to provide occupancy. The area would benefit from enhanced ‘boutique’ quality provision with much better food & beverage provision – a significant gap in the settlement and could potentially support and benefit from increases to overall bed stock.  The rich mix of markets in Gretna that includes passing travellers, the conference and meeting sector and the important wedding markets linked to general leisure and coach tour demand all provide important demand for the settlement and all offering continued opportunities in the future.

Notes

Opportunities for wider utilisation of Buccleuch Centre at Langholm.

General across Annandale and Eskdale where appropriate: Fishing and other activities – maintain standards / raise awareness. See proposed development of the Annandale Way – new product – has potential as one of ‘Scotland Great Trail’s’ – see also locally links to the Southern Upland Way.  Encourage existing operators of accommodation and food & beverage to come together to offer a packaged product to groups. Providing settlements without individual larger ‘properties’ to be able to host larger visiting specialist groups.  

Notes:

- 30 -

See 3 Fisheries Trusts (inc Galloway Trust)

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

DEVELOPMENT CONCLUSIONS / STRATEGIC THEMATIC ACTION PLAN

6.1

Introduction The projects / product initiatives highlighted in the development framework are those it is considered are required to reposition the destination experience and keep it in line with trends and evolving market opportunities, as well as the wider competitive environment nationally. The framework, in effect, an early Action Plan that the wider destination needs to adopt if it is to stay at the forefront of the marketplace. (The viability / feasibility of the various developments / components and initiatives identified in the framework need to be individually tested and assessed prior to investment to ensure that realistic opportunities exist within the commercial world that will provide returns. Likewise some of the strategic initiatives will need more detailed Action Plans developed around them to ensure delivery can be achieved – see Strategic Thematic Actions – suggestions that follow). The challenges for the region in the current economic climate and within a world where competition for visitors is growing is not to be underestimated but needs to be confronted. Some positive changes have taken place in recent years and the destination is being influenced by a period of change in the wider marketplace, and in its own traditional markets. The challenges call for investment in development of new facilities in some cases and at more modest levels in others – operational changes and improvements to existing alongside raising quality will help achieve success. In other instances the requirement is for investment in skills and customer care. These issues are well understood by all those with a vested interest in the sector from individual operators through DD&G to the Agencies, etc. The destination’s future has seen the understanding of the need for a partnership approach to addressing the issues and providing solutions. The ‘gaps’ / issues affecting success identified by this study are not to be made light of but are a call to arms to the need to tackle them. The current financial climate is not the best in which to seek funding / investment for new product but that does not mean the first steps towards planning / making changes cannot be taken in readiness for changes in the investment climate. Any move towards providing the change needed when combined with enhancing skills and promotion will help the destination move forward in a coordinated manner.

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Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

It is hoped that this study and its conclusions will provide the first steps to the ‘partnerships’ that are needed to prepare more detailed Action Plans for investment and change within the different parts of the tourism economy and spatially across the different zones. Profiled overleaf is an ‘initial’ Strategic Thematic Action Plan which starts to flesh out the actions needed to deliver change within each ‘theme’ of the destination tourism offering. Against each has been identified at this time a suggested ‘white knight’ or champion that it is envisaged could take the lead in working with others to pull together effective and resourced Action Plans for each part of the tourism economy going forward. Ultimately more detail needs to be added and plans prepared and ‘resourced’ where relevant both with finance and human resources. There follows the broad brush thematic list of actions discussed and confirmed at the workshops.

6.2

Delivery of Thematic Action Plan As indicated the table overleaf provides another layer to the strategic developments identified in the Tourism Product Development Opportunities. The table breaks down each of the themes into a number of more basic ‘actions’ or ‘changes’ that are needed across the area to better meet future market needs. Each of these changes will only come about / be delivered if a range of actions are taken by a range of different organisations, individuals and businesses. It is, at this point, the champion or white knight suggested needs to bring together those needed to evolve and work on delivering the change. This sees the need for a detailed action plan to be created for each. Further discussion needs to be had to confirm whether the best way to deliver the changes is to see teams come together to progress initiatives at the thematic level across all of D&G or whether in certain instances it would be better to bring together groups to deliver initiatives at a more local zone level. In reality a mixture of approaches will ultimately be adopted as certain actions / initiatives will be better delivered locally and others regionally. The table presented over the next three pages needs further work and championed moving on from this preliminary work phase.

- 32 -

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 7 – STRATEGIC THEMATIC ACTIONS (An Initial Road Map to More Detailed Action Planning) THEMES/ OPPORTUNITIES / INITIATIVES

ISSUES TO BE ADDRESSED AND INCLUDED IN A LATER DETAILED ACTION PLAN FOR THEME

SUGGESTED CHAMPION / WHITE KNIGHT

General

Communications is an Overarching Issues for All – Creation of Networks / Integration and Joint Working is essential to success. How to engage with businesses not participating in regional collaborative efforts? - Inward Investment in new properties. - Encourage upgrade to existing properties, etc. - Business Development. - Encourage uptake in QA participation [common standard]. (See creation of a ‘Triangle of Trust’ between Operator, QA Organisations and Consumers). - Product gaps – evolution / repositioning of product. - Communication / networking / integration.

DD&G

Accommodation

Retail

Opening hours. Niche new products (Farm Shops etc). Online sales. Building on current critical mass eg Gretna. Public realm and retail environments. Local supply chains / Food showcasing. Raise Awareness of current available retail offering – tourism focus

Food & Beverage / Entertainment

Opening / Service hours. Improve family-friendly credentials (Note: licensed facilities implications). (Children apparently not welcome in some places). General Access eg pet owners not catered for in Dumfries. See ‘Muddy Boots’ / ‘Dogs Welcome’. Maintain / Achieve – Quality and variety of offering. Upgrade of food & beverage offerings in accommodation properties linked to general upgrades. Better communications needed re opening and closing hours and consistency of same – supply and demand match. (Across the sector operators need to be appraised and familiar with the wider offering and its availability). Potential to create rotas of opening of food & beverage outlets in small geographies during off season. Skills Needs – Customer service / vocational skills. Business skills / Management training.

- 33 -

DGC

NOTES

Potential Prospectus / Printed collateral to encourage investment in new product. Highlighting: 1) Sites / Opportunities; and 2) Planning Conditions. See initiative encouraging QA uptake.

Recommend Chambers of Commerce and FSB hold discussions to nominate a collective representative spokesperson to lead on this Savour the Flavours / DD&G

See proposed Tourism Training Strategy

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 7 – STRATEGIC THEMATIC ACTIONS (An Initial Road Map to More Detailed Action Planning) [Continued 1] THEMES/ OPPORTUNITIES / INITIATIVES

ISSUES TO BE ADDRESSED AND INCLUDED IN A LATER DETAILED ACTION PLAN FOR THEME

SUGGESTED CHAMPION / WHITE KNIGHT

NOTES

Arts

‘Chamber of Arts’ – 4 hubs. - Linkages between Chamber of Arts and Tourism – Need links / cross references between the respective strategies. - Chamber of Arts strategy needs a tourism element. - Site / habitat enhancement eg Biosphere. - Infrastructure development re hides, etc. - Development of packages re groups of enthusiasts. - Encourage wildlife businesses (safari opportunities / ground handler opportunity)’. - Promotion in wildlife programmes. - Better access for customer base to sites of interest. - Better connectivity / linkages to wildlife re accommodation operators’ and other operators’ awareness of offering, etc. - Maintain diversity / build on existing eg 7stanes. - Packaging and promotion – external and internally across the region. - Encourage / create a ‘bundle’ (ground handler opportunity). - Sea-based activities / trips could be developed especially Wigtownshire area. - Develop access to water-links and modes of transport eg transport to other activities. - New product opportunities – Mountain bike touring, Equestrian etc. - Transport links between Activity provisions. - ‘Activities Tourism Business Network’. - Extend team-building opportunities and offering in locations like Glenkens for corporate and other markets. - Walking opportunities – mapping of trails raise awareness – see Core Paths network. - Promote virtual packaging of paths network to form new product - see Southern Uplands Partnership. - Major Events Strategy (MES) is being developed to support strategic and sectoral events that provide significant Economic Return to the region. Opportunities to support and develop existing and emerging events within the defined parameters outlined in the MES. - Development of small / medium events that fall outside of the definition of Major Events (as detailed within the MES). - Festivals – assess opportunities and develop, potentially with a geographic dimension. - See also Business Tourism. Event opportunities and Ambassador Programme.

Chamber of Arts and 4 regional hubs

See Existing Strategies

Wildlife

Activities

Events

- 34 -

‘Wild Seasons Steering Group’

DD&G

DGC

DD&G

See MES

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Figure 7 – STRATEGIC THEMATIC ACTIONS (An Initial Road Map to More Detailed Action Planning) [Continued 2] THEMES/ OPPORTUNITIES / INITIATIVES

ISSUES TO BE ADDRESSED AND INCLUDED IN A LATER DETAILED ACTION PLAN FOR THEME

Culture / History / Heritage

Skills and Training

Business Tourism

Interpretation improvements. Investment in product. Access re current opening and closing regimes. Opportunity for cultural / heritage trails. Events / Storytelling – enhancements to visitor experience – see Crichton Campus. Education establishment activity. Cross linkages to Events. Academic resource – opportunity on University Campus site. Sense of Place – operator toolkit. Familiarisation trips (but consider they don’t work). Use of Technology(?) Retail staff skills – (Also need to raise awareness and recognition within the sector that they are part of tourism offering). Training / operator awareness of local culture / history / heritage (product familiarisation). [Storytelling – D&G residents / businesses need to have their awareness of their culture / arts, etc raised. See Sense of Place – identification of unique culture / history / heritage of their area]. Identification of perceived industry needs of training versus requirements (disconnect). Mystery Shopping strategy. Differentiation and identification of training skills needs of those currently employed and those coming into the employment marketplace in future. Training assets scope needs to be extended to cover all providers not solely those currently ‘engaged’. Encourage development of appropriate additional tourism accommodation stock. Encourage set up of local Professional Conference Organisers (PCOs). Develop Ambassador Scheme to attract demand.

- 35 -

SUGGESTED CHAMPION / WHITE KNIGHT

DD&G and Drumlanrig Castle & Queensberry Estate

DGC (Employability and Skills)

Conference Dumfries

NOTES

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

APPENDICES

I Ii

VisitScotland Market Segmentation Consumer Research Executive Summary Presentation

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

APPENDIX I

VisitScotland Market Segmentation

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

APPENDIX I – VISITSCOTLAND MARKET SEGMENTATION

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

Dumfries and Galloway Tourism Product Development Strategy

Tourism Resources Company June 2012

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APPENDIX II

Consumer Research Executive Summary Presentation

APPENDIX II â&#x20AC;&#x201C; CONSUMER RESEARCH EXECUTIVE SUMMARY PRESENTATION

Destination Dumfries & Galloway Visitor Research Summary Presentation 23rd February 2012

Consumer Research Programme Focus Groups with Recent and Potential Visitors

Summer In-region Visitor Survey

Proposition Development Online Rural Short Breaks Survey

Winter In-region Visitor Survey

Brand Development & Strategic Consultancy

This Presentation • Structured around five topic areas: – The ultimate rural short break

– Dumfries & Galloway in its competitive set – The Dumfries & Galloway visitor – The Dumfries & Galloway visitor experience – Testing the propositions • Draws on the various strands of research, as appropriate

The Ultimate Rural Short Break

Frequency of UK Rural Breaks / Holidays Rural Breaks Online Survey How often, if at all, do you take short breaks and/or holidays to rural locations in the UK?

About once a year

Rural short breaks taken frequently

34%

2-3 times a year

Data consistent with qualitative insight

51%

More often

15%

Base: All online respondents (330)

Important Criteria

Rural Breaks Online Survey What sort of things are important to you when making your choice of rural break destination? Top 10 Quality of countryside

64%

Quality of accommodation available

63%

Good food

53%

Quality of coastline / beaches

51%

Drive time / distance to travel

48%

Value for money at destination

48%

The activities / things to do that the destination has to…

47%

The reputation of the destination

Quality key Leading factors in line with qualitative ‘must haves’

40%

That it's somewhere new to you

38%

Ease of getting there

37%

Base: All online respondents (330)

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Demographics influence

Activities Undertaken

Rural Breaks Online Survey

Top 10 activities typically undertaken when on a rural break / holiday? 78%

Visit towns and villages

Note importance of:

Towns & villages Castles / houses 74% Coastline / beaches 71% Countryside 68% Walking

Visit castles, historic houses & / or country houses

75%

Eating out Visit the coastline / beaches Explore the countryside (including touring)

67%

Walking / hiking

Visit cultural visitor attractions e.g. museums and art galleries

56% 49%

Exploring history of the area

46%

Visit gardens or nurseries

Demographics impact choices

39%

Visit churches & / or abbeys Base: All online respondents (330)

What is Looked For...

Rural Breaks Online Survey

Words that describe what is looked for in rural break / holiday destination? Top 15 61%

Beautiful

53%

Unspoilt

47%

Peaceful

45%

Natural

38%

Has character

Quiet

29%

Scottish

29%

Remote

Demographics impact choices

25%

Unpolluted

Exploration

connotations

26% 21%

Off the beaten track Rugged

gentle, safe

27%

Quality Tranquil

Inspiring

Favoured words have

20% 20% 17% 13%

Base: All online respondents (330)

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Appeal of Star Gazing & Astronomy Activities Rural Breaks Online Survey How appealing, if at all, would a rural break that includes star gazing and astronomy activities be to you?

Total

12%

Don't know

23%

Not at all appealing

39%

Not very appealing

20%

Quite appealing

Very appealing

Base: All online respondents (330)

59% find it appealing

Dumfries & Galloway in its competitive set

The Competitive Set

Rural Breaks Online Survey

Rural destinations visited

Strong brands in competitive set

78%

The Scottish Highlands

74%

The Lake District

68%

West Coast & Islands

1 in 2

60%

Yorkshire

53%

Northumberland

51%

Scottish Borders

have visited D&G

50%

Perthshire

49%

Dumfries & Galloway /â&#x20AC;Ś

Drop off around 10 â&#x20AC;&#x201C; 20% D&G at higher end (23%)

48%

Wales

41%

Cornwall / Devon

30%

Ayrshire

26%

The Cotswolds

18%

Northern Ireland

13%

Other UK location Base: All online respondents (330)

D&G as a Rural Short Break Destination Rural Breaks Online Survey

How would you rate the area as a rural short break / holiday destination?

D&G Visitors

D&G Nonvisitors Have considered visiting

31%

1%11%

36%

Very poor

44%

1% 17%

25%

Have not considered visiting

Can't say

47%

Poor

Previous visitors are positive

40%

49%

14%

23%

Average

11%

32%

Good

Base: Online respondents: visitors (163) non-visitors (167)

Very good

...but lack of defined identity amongst significant minority of nonvisitors

Describing Dumfries & Galloway Rural Breaks Online Survey

High ratings for words also chosen as motivating Previous visitors more positive

Describing Dumfries & Galloway Rural Breaks Online Survey It has a lot to offer those who enjoy the outdoors 14% 8%

37%

41%

I don’t know much about the area 11% 13%

16%

24%

21%

16%

It’s a good destination to visit with children 35%

25%

24%

12%

Appeals mostly to older people 21% Don’t know

4%8% Completely disagree

37% Disagree to some extent

Neither / Nor

24% Agree to some extent

Strongly agree

Rating the Offer Rural Breaks Online Survey % stating good /very good

% stating don’t know

Countryside

74%

15%

Coastline & beaches

67%

22%

Towns & villages

59%

18%

Easy to get to / accessible

57%

16%

Ease of getting around

50%

18%

Star gazing opportunities

43%

48%

Rating the Range / Availability Rural Breaks Online Survey

Please tell us how you feel Dumfries & Galloway rates in terms of range / availability? Top 5 Walking & 1%12% 21% 25% 41% hiking opportunities Bird and Wildlife watching… Visitor attractions. Accommodation available Places of historical interest

39%

25%

28%

31%

Can't say

0%8%

22%

42%

19%

1% 18%

Very poor

31%

Poor

10%

37%

14%

34%

16%

Average

Base: All online respondents (330)

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Good

Very good

...significant proportion not familiar with the individual aspects of D&G’s offer

Rating Quality

Rural Breaks Online Survey Please tell us how you feel Dumfries & Galloway rates in terms of quality? Top 5 Bird and Wildlife 17% 49% 33% watching opportunities.

Walking & hiking opportunities Outdoor sporting opportunities

30%

49%

28%

27%

47%

23%

Places of historical interest Accommodation available

53%

19%

22%

52%

28%

Very poor

Poor

Outdoor activities rated best

18%

Average

Good

Those who have visited D&G often more positive

Very good

Base: All online respondents providing a positive rating for range / availability

Likelihood of Visiting

Rural Breaks Online Survey How likely, if at all, are you to visit Dumfries & Galloway in the future for a rural short break / holiday?

Total

11%4% 18%

Visited D&G

6% 1%10%

Considered D&G but not visited

14%

Haven't considered / visited Don't know

18%

47%

21%

50%

11%

Very unlikely

33%

63%

13%

38%

Unlikely

27%

Likely

Base: All respondents (330)

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Very likely

Likelihood of future visit lowest amongst those who havenâ&#x20AC;&#x2122;t visited before

The Dumfries & Galloway Visitor

The research tells us that... Visitors tend to be older... ...and more upmarket

Trip type varies by season

Groups typically are â&#x20AC;&#x2DC;adultsâ&#x20AC;&#x2122; only

England is an important market

Repeat visitors in majority

Attractions / events important pull in winter

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The Dumfries & Galloway Visitor Experience

D&G as a Rural Short Break Destination All Surveys

How would you rate your visit to Dumfries & Galloway? Summer 4%3%

24%

69%

Winter 3% 2% 17%

Online (visitors 1%9% only) Canâ&#x20AC;&#x2122;t say

78% 47% Very poor

44% Poor

Base: All respondents: Summer (272); Winter (102); Online visitors (163)

Visitors in region are very positive... ...those surveyed online less so

Average

Good

Very good

Previous visitors are more positive

Expectations

Summer & Winter Visitor Surveys Thinking about the extent to which your visit has met your expectations, which statement best describes how you feel? Summer 3%

Winter

68%

Expectations not met at all

12%

18%

3%2%

91% Expectations not quite met

Expectations met

Expectations slightly exceeded

Expectations greatly exceeded

Base: All respondents: Summer (272); Winter (101)

Visitorsâ&#x20AC;&#x2122; expectations more likely to be exceeded in summer

Activities Undertaken During Trip Summer & Winter Visitor Surveys

What activities have you undertaken or do you intend to do in Dumfries & Galloway during your visit / stay? Shopping Eating out Walking / hiking

31%

Visit towns and villages

31% 29%

Visit the coastline / beaches

22%

11% 18%

Explore the countryside (including touring) Visit an activity centre

Visit a family attraction

17% 17%

14% 14% 13%

Visit cultural visitor attractions e.g. museums and artâ&#x20AC;Ś

23%

16%

Exploring history of the area

22% 18%

12% 8% 10% 8%

Visit churches &/or abbeys Visit family/friends Attend a festival or event

Summer

18%

12% 2%

Bird / wildlife watching Mountain biking / cycling

37%

22%

Visit castles, historic houses &/or country houses

Visit gardens or nurseries

40% 38%

18%

Base: All respondents: Summer (272); Winter (102)

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46% 47% 46%

Winter

Winter visitors more likely to be enjoying an event ...but less likely to be pottering

Rating the Offer

Summer & Winter Visitor Surveys Rating... as ‘good’ or ‘very good’ 92%

Countryside

87%

75%

Coastline / beaches

76%

88%

Towns and villages.

86%

93%

Easy to get to / accessible

90%

Ease of getting around

92%

Winter visitors more positive about the star gazing opportunities

36%

Star gazing opportunities

54%

Summer

Winter

Base: All respondents : Summer (272), Winter (102)

Rating the Offer

...Including Online Survey Visitors Rating... as ‘good’ or ‘very good’ 92% 87% 90%

Countryside

75% 76% 83%

Coastline / beaches

Towns and villages.

74%

Easy to get to / accessible

69%

Ease of getting around

63% 36%

Star gazing opportunities Summer

Winter

54% 51%

Online (visitors only)

Base: All respondents : Summer (272), Winter (102), Online visitors (163)

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88% 86%

93% 90%

90% 92%

Are perceptions around accessibility a potential barrier?

Range / Availability

% rating ‘good’ or ‘very good’ Top 5 Winter

Top 5 Summer

75%

Visitor attractions

Top 5 Online Visitors 78%

Visitor attractions

Walking & hiking opportunities

72%

Walking & hiking opportunities

73%

Accommodation available

Places of historical interest (for example, castles, houses & churches)

72%

Places of historical interest (for example, castles, houses & churches)

71%

Visitor attractions

Eating-out experiences

Shopping

68%

66%

Shopping

Eating-out experiences

65%

Base: All respondents: Summer (272)

62%

Base: All respondents: Winter (102)

Places of historical interest (for example, castles, houses & churches) Bird and Wildlife watching opportunities

80%

71%

70%

68%

67%

Base: All online visitors (163)

Quality

% rating ‘good’ or ‘very good’ Top 5 Winter

Top 5 Summer Walking & hiking opportunities

99%

Outdoor sporting opportunities (fishing,shooting, mountain biking, golf)

99%

Places of historical interest (for example, castles, houses & churches)

99%

Gardens & nurseries

99%

Bird and Wildlife watching opportunities

98%

Base: All respondents aware of range / availability

Walking & hiking opportunities

Outdoor sporting opportunities (fishing,shooting, mountain biking, golf)

Top 5 Online Visitors 100%

98%

Bird and Wildlife watching opportunities

97%

Visitor attractions

97%

Places of historical interest (for example, castles, houses & churches)

94%

Base: All respondents aware of range / availability

xviii

Bird and Wildlife watching opportunities

88%

Walking & hiking opportunities

Outdoor sporting opportunities (fishing,shooting, mountain biking, golf)

Accommodation available

Places of historical interest (for example, castles, houses & churches)

87%

81%

78%

76%

Base: All respondents aware of range / availability

Type of Holiday D&G Offers Summer & Winter Visitor Surveys

Rating D&G as a destination for the following types of holiday / short break.: % stating ‘good’ or ‘very good’

D&G is perceived first and foremost as a get-away

93% 90%

A get-away from it all break

88% 77%

An outdoors activity break

84% 73%

A cultural break

83% 75%

An outdoors sports break

83% 83%

A family break

from it all

Summer

break

Winter 79% 75%

A romantic break

58%

A coastal (beach) break

69%

* Statement changed from ‘beach’ to ‘coastal’ break for winter wave

Base: All respondents : Summer (272), Winter (102)

Likelihood of Revisiting within 2 Years All Surveys

How likely are you to make a future LEISURE VISIT to Dumfries & Galloway in the next 2 years?

Summer

Winter Online (visitors only)

11%

6%2% 13%

69%

10% 2% 1% 13%

75%

6%1% 10% Don’t Know

50% Very unlikely

33% Unlikely

Likely

Very likely

Base: All respondents: Summer (272); Winter (102); Online visitors (163)

Likelihood of revisiting is strong across all visitor groups... ...although less enthusiasm online

xix

Testing the Propositions Naturally Inspiring An Adventure for Your Senses Find a Place to Lose Yourself

Testing the Propositions – Context • Naturally Inspiring was initially tested in the summer research

• Summer visitor survey found majority of visitors warm to it • ...but the focus groups raised more issues : – ‘inspiring’ not motivating, jarring with some

– does not differentiate D&G or explain what’s there – Logo itself lacks impact and standout • Naturally Inspiring then tested against two new propositions:

An Adventure for Your Senses Find a Place to Lose Yourself • Naturally Inspiring taken into the brand redevelopment phase

Comparing the Propositions: Rural Breaks Online Survey

In your view, which one... 42%

Makes D&G sound the most appealing

23%

Best sums up your impression of what D&G has to offer

24%

Would be most likely to make you consider a visit to…

Naturally inspiring

35%

An Adventure for Your Senses is the least preferred

41%

An adventure for your senses

35%

39% 22% 40%

Makes D&G sound most different to other rural…

Find a place to lose yourself

32% 35% 33%

...but no clear favourite between

Naturally Inspiring & Find a Place to Lose Yourself

Base: All respondents (330)

Comparing the Propositions: Winter visitor survey

In your view, which one... Makes Dumfries & Galloway sound the most appealing

53% 15%

Is most relevant to the Dumfries & Galloway you are experiencing

20%

Would be most likely to make you consider a visit to Dumfries &…

20%

Makes Dumfries & Galloway sound most different to other…

Naturally inspiring

32%

49% 31%

An adventure 49% for your senses

30%

39% 33% 28%

Base: All respondents who answered question (100)

xxi

Find a place to lose yourself

Amongst visitors, Naturally Inspiring is the clear favourite

Final Thoughts

Final Thoughts • Research has highlighted a very positive picture amongst those who know about the region – especially from visitors during their stay • Past visitors are still positive, but less enthusiastic

• Dumfries & Galloway is often not well known and understood by target audiences – lacking identity • ...yet it has much that is looked for from a rural break • The challenge will be positioning, defining and communicating the offer and distinguishing Dumfries & Galloway from the

very strong rural brands it competes with

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