New Tourism Strategy Final07/04 - Ipswich Borough Council

Ipswich Tourism Strategy 2002-2010

PART ?

Section headeripswich tourism strategy

to 2010

I P S W I C H B O R O U G H C O U N C I L

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Page

Introduction 2

PART 1

Preparing the strategy 3

1 Background 42 Market Analysis 53 What Has Been Achieved So Far 64 Target Markets 7

PART 2

Ipswich Tourism Strategy to 2010 9

1 Strategic Vision for Tourism 10

2 Achieving the Vision 10

Objective 1 11Objective 2 12Objective 3 13Objective 4 13

APPENDIX 1The Tourism Market 15

APPENDIX 2Marketing activity to date 18

SUPPLEMENTIpswich Tourism Tactical Plan to 2005 inside back cover

Ipswich Tourism Strategy to 2010

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contents

For further informationplease contact the Tourism Officer

Economic Development TeamIpswich Borough Council

The Civic Centre, Civic Drive Ipswich IP1 2EE

Tel 01473 432032

Published November, 2004

Design and origination byIpswich Borough Council’s Communication + Design Unit

All Ipswich Borough Councilservices have access to

The Language Line telephone interpreter service

introduction


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Tourism is an extremely important and growing sector of the local economy.

According to the East of England Tourist Board, the overall value of tourism to

Ipswich in 2000 was an estimated £123.9 million. Of this total, £33.4 million

was generated by staying visitors and £90.5 million by day visitors. What this

means to the town is that 3,884 actual jobs are supported, significant not only

in terms of job creation and retention, but also in the fact that the resulting

salaries and expenditure are multiplied through the economy.

It is not always appreciated that local residents also benefit from the growth of

tourism by being able to use facilities and attractions which are only viable

because of the influx of visitors. Spending on the conservation of Ipswich’s

historic buildings is also encouraged by the generation of additional income.

Tourism also has a role to play in raising the profile of Ipswich nationally and

internationally, benefiting businesses operating in other key sectors.

Ipswich has been developing over many years now as a multi-cultural society,

demonstrated by the town’s many different ethnic restaurants and participation

in the new Ip-art festival. For example, the Ipswich Community Carnival can be

seen as a celebration of all the town’s ethnic groups. The growth of such

summer events will inevitably bring an increase in the number of visitors to the

town.

Recent research funded by the East of England Development Agency recognised

the transformation of Ipswich over recent years, so much so that there is every

reason for it to be a significant tourist destination. There remains much work

to be done but I hope that everyone who will read this tourism strategy will

share our vision for the development of tourism in Ipswich, a major urban

centre for tourism by the year 2010.

Councillor Richard Atkins,Portfolio Holder,

Planning & Economic DevelopmentIpswich Borough Council

Councillor Richard AtkinsPortfolio Holder, Planning &Economic Development

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1preparing

the strategy

1. BACKGROUND

The preparation of the Ipswich Tourism Strategy to2010 comes at a particularly significant time for thetown, its businesses and its residents.

• Proposals for the Waterfront and Ipswich Villageas set out in the Ipswich First Deposit Draft LocalPlan (2001) and the IP-One Area Action Plan (2004),will have an immense impact on the focus of futuretourism in the Borough.

• In economic terms, tourism is now nationally oneof the 5 largest industries in the UK, contributingover 6% of the nation’s GDP and employing almost7% of the workforce. In addition, one of the fewpositive impacts of the 2001 foot and mouthoutbreak has been to focus government and publicattention on the true significance of tourism to theeconomy.

• The growing awareness of the IP-City initiative,helps position Ipswich as a vibrant location fortourism, entertainment and shopping as well asbusiness. The potential synergy between the IP-Citycampaign and Ipswich destination marketing bringsimportant benefits to both initiatives.

In short, the opportunity to grow tourism in Ipswichhas real economic potential.

Throughout, the Strategy recognises that it is onlythrough the combined efforts of many of IpswichBorough Council’s Service Areas and the range ofprivate and public partners involved, that plans todevelop tourism can be evolved and implemented.

The strategy acknowledges the primary aim of thelocal strategic partnership, one-ipswich, to enhancethe social, economic and environmental well-beingof the town. In particular, links with the themes ofculture & learning and economy & regeneration are

seen as essential to the future development of thetourism sector.

As a result, the strategy recognises the overarchingroles of the emerging Cultural Strategy and the2003 - 2010 Economic Development Strategy, ofwhich it is an integral part.

In addition, a broad consultation process withinboth the private and public sectors has beenundertaken to help guide the strategic plan.

The Tourism Strategy also builds on many of thethemes of Ipswich Borough Council’s CorporatePlan ‘Taking Ipswich Forward’ including:

■ Prosperous Ipswich

GOAL We will work with business to encouragenew investment, innovation, learning andsustainable growth and employment.

AIM Raise the profile of Ipswich as aninvestment, tourist, shopping and culturalcentre at local, regional, national andinternational levels.

AIM Continuously improve the quality of theworkforce locally through training anddevelopment and through the provision ofother learning opportunities.

■ Clean and attractive Ipswich

GOAL We will make Ipswich a cleaner and moreattractive place to live, work and visit.

AIM Encourage residents, visitors, businesses andlandowners to value the environmentthrough education, campaigning andenforcement.

■ Protecting Ipswich

GOAL Now and in the future, we will understand,enrich and protect our natural, historic,cultural and built environments.


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AIM Protect and enhance the town’s historicbuildings … and safeguard our culturalassets.

■ Enjoyable Ipswich

GOAL We will ensure that there is a comprehensiverange of leisure and cultural opportunitiesfor all people who live in and visit Ipswich.

AIM Promote Ipswich as a regional centre forleisure and cultural activity.

As the county town and gateway to Suffolk, theBorough has always worked across its administrativeboundaries. Ipswich as a tourist destination cannotbe viewed in isolation from the rest of Suffolk. Assuch, this strategy works alongside the SuffolkDevelopment Agency in its role to promote tourismin Suffolk. On a wider level, it also works alongsideEEDA and the East of England Tourist Board, thedelivery partner in the East of England region for‘VisitBritain’, the national body established in April2003 to market Britain overseas and England withinthe UK. In this way a joint effort is achieved,developing tourism in Ipswich and the rest of theregion, through mutually advantageous co-operation.

“The EETB welcomes the recognition that successfulimplementation requires the involvement of partnersoutside the Borough Council, as this mirrors theapproach to the regional strategy. There is a broadagreement with the overall objectives”

Comment from consultation with East of England Tourist Board.

2. MARKET ANALYSIS

2.1 THE NEED FOR DESTINATION MARKETINGThe following extract from the Strategy forDeveloping Tourism in the East of England 2000 -2010, is a salient reminder that tourism is a marketthat needs constant focus and attention, if the

benefits that can be derived from it are to bemaximised.

“While overall tourism activity increases and thewestern world increasingly perceives holidays as ‘anessential’, competition from an ever expandingrange of destinations will mean that establisheddestinations will not benefit automatically from thisgrowth. As consumer expectations rise, it will beessential to develop and promote ever moreattractive tourism products and experiences if theopportunities are to be grasped.”

2.2 UK, SUFFOLK AND IPSWICH TOURISM TRENDSA review of current trends in the UK and regionaltourism markets suggests 8 specific conclusionswhich have a strong influence on the developmentof the Ipswich Tourism Strategy.

(1) The growth recorded in the UK’s tourism marketbetween 1994 and 1998 offers real potential for thedevelopment of tourism in Ipswich. This potentialcan be realised if the Ipswich and wider Suffolk‘product’ can be made to offer a genuine appeal toour target audiences.

(2) The strongest areas of UK tourism growth, the45-65 age group and the short break sector are anatural target for Ipswich and for the wider Suffolkregion outside the popular coastal resorts.

(3) The presentation of the ‘Ipswich product’, shouldtake advantage of the growth in ‘activity’ and‘interest’ based holidays. It should also aim to appealto a ‘cash rich, time poor’ lifestyle, which has placedan emphasis on easy to arrange short breakscombining both accommodation and leisurepursuits.

(4) In 1997 the business market accounted for 12%of trips to Ipswich and 29% of tourism spend. In the


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expanding Ipswich economy, the business marketoffers both opportunities for growth and for returnleisure visits to the area.

(5) ‘Visits to Friends and Relatives’ (VFR) in theIpswich area accounts for some 41% of trips and20% of spend (Ipswich Borough Economic Impact ofTourism 1998). It is important that this VFR sectorplays an integral part within the Strategy.

(6) Perceptions of Ipswich and Suffolk as touristdestinations are improving; the combined efforts ofall involved in tourism in the county can have a realimpact on the profile and appeal of the area.

(7) Geographically, the core target market comesfrom London, the South East, the East Midlands andthe wider East of England region

(8) The importance of the day visitor market must berecognised in the strategy by working closely withthe relevant partner organisations

3. WHAT HAS BEEN ACHIEVED SO FAR

3.1 IPSWICH? YOU”D BE SURPRISEDA four year Destination Marketing Campaign, fundedjointly by Ipswich Borough Council, Suffolk CountyCouncil and the Ipswich & District Hotels Association,was implemented in 1999 promoting short breakholidays to the ‘empty nester’ market. It has nowbeen in existence for 5 years.

Taking into account the relatively low profile ofIpswich as a tourist destination and the fact thatIpswich has no single architectural or geographicfocus, it was recognised that the campaign shouldnot attempt to promote one aspect of Ipswich butrather an array of attractions. These were broughttogether under the banner:-

The wording of the banner was designed to challengepeople’s perception of Ipswich.

Over the five-year campaign a series of media havebeen employed effectively.

In Year 1 direct mail targeted at ‘empty nesters’ inthe Greater London area generated a response of over10%, requesting further information. Follow-upresearch amongst these respondents demonstratedboth a positive attitude towards Ipswich and a highlikelihood of booking a short break.

In Year 2 those who had responded to the direct mailreceived a second mailing including the 2000 Ipswichand District Guide. A web site www.visit-ipswich.comwas also launched to maximise the cost effectiveexposure of the campaign message and to linkdirectly the promotion of the Ipswich area withdetails of the accommodation available. By June 2002over 1,000 visits per month were being recorded inthe “Where to stay” section of the site.

In Year 3 a public relations campaign was introduced.At the same time, the principle of partnership,embodied in the joint work with the Ipswich andDistrict Hotels Association, was extended to a broadsection of organisations which influence the tourismmarket. Activities included:-

• Working with the Suffolk Tourism Forum (localauthorities in the county) to co-ordinate promotionacross Suffolk and create a Suffolk Brand

• Specific projects with conference venues in theIpswich area, including the creation of a privatelyfunded Ipswich Conference Pack, promoting Ipswichas a conference venue to businesses in the SouthEast, Greater London and the East of England.

• Joint activities with the National Trust, creating thelink between the opening of the new Sutton HooVisitors’ Centre with Ipswich’s Anglo-Saxon Heritage.This venture encourages visitors to Sutton Hoo tostay in the Ipswich area.


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• Discussions with the town centre IpswichPartnership and Ipswich Town Football Club.These activities were continued into Year 4 when‘Ipswich Heritage Breaks’ were launched. Thecampaign, part sponsored by Anglia Railways, firmlypositioned Ipswich in the heritage sector and waspublicised through direct mail, leaflet distributionand public relations activities.

The results of these activities (detailed further inAppendix 2) provide a firm foundation on which thenew Strategy can be built.

It should be noted that at the end of Year 5, theSuffolk Development Agency introduced a newSuffolk branding - see page 20 for details.

4. TARGET MARKETS

4.1 CORE TARGET - THE SHORT BREAK, EMPTYNESTER MARKETThe appeal of Ipswich is not restricted to anyspecific target group, however, for the marketing ofIpswich tourism to be effective it is essential that itis focused.

The short break, empty nester market will remainthe central focus of marketing activities. This 40plus age group sector, independent of children andin the habit of taking short UK breaks, has been atthe heart of the Destination Marketing Campaign.

The empty nester market is the natural target fornon-coastal destinations in Suffolk (Strategy forDeveloping Tourism in the East of England 2000 -2010)

It has also been validated by research into the‘Ipswich you’d be surprised’ campaign (IpswichBorough Tourism & Marketing Best Value ServiceReview. Jan 2001) which confirmed the matchbetween the empty nester market and the Ipswichproduct.

4.2 THE OVERSEAS MARKETWith only 7% of overseas tourist spend in the Eastof England region, Suffolk as a county is far fromgaining its fair share of what could be a lucrativetourist market.

Within Ipswich’s Tourism Strategy the overseasmarket has to be placed at a lower priority than thedomestic sector which offers the greatest potential.Support will continue to be given to the East ofEngland Tourist Board’s “PROMPT“ partnership whichrepresents the Borough in the overseas sector.

In addition, work with the Haven GatewayPartnership will bring in more tourists, especiallyfrom Belgium, Holland, Germany and Denmark, bydeveloping the cruise business into Harwich,installing information kiosks on the ferries andthrough other initiatives.

The town’s links with Arras in northern France aredeveloping, with increasing numbers of visitors inboth directions, in no small part due to the work ofthe Ipswich Arras Association.

4.3 VISITS TO FRIENDS AND RELATIVES SECTORConsidering the size of this visitor sector, it hasperhaps been given too little consideration in thepast.

The most recent research into the perceptions ofSuffolk (Commissioned by the Suffolk TourismForum in the development and testing of theSuffolk Brand 2001) confirms that while the countyhas a low profile amongst those who have notexperienced it, visitors develop an increasingaffection for the area.

In this context visitors to friends and relatives canbecome missionaries, spreading the news of theappeal of the area. Tactical plans will ensure that,where relevant, the friends and relations sector willbe informed of the programmes developed for thecore empty nester target market.


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4.4 THE BUSINESS SECTORAs the major contributor to accommodation roomoccupancy, the business sector and specifically thosewho fall into the empty nester target market,represents a genuine target audience for returnleisure based visits.

In addition, as a ‘captive market’ whilst staying inIpswich on business this sector is relatively easy toreach and will be addressed by specific tacticalplans.

4.5 THE CONFERENCE SECTOR The concentration of accommodation in Ipswich,compared with the remainder of the county,provides an additional role for the town to playwithin the wider Suffolk area.

Direct approaches will continue to be made to theconference and meetings market.

4.6 DAY VISITORSDay visitors to Ipswich far outweigh staying visits(73% of total in terms of expenditure generated in2000), although almost three-quarters of thisexpenditure was in retail and catering outlets ratherthan attractions.

These day visitors are made up of non-local touristtrips i.e. lasting 3 hours or more but taken on anirregular basis, as well as residents of Ipswich itself.

Expenditure by residents is important to attractionsand the IAG, working with the TIC, will beencouraged to increase the volume of expenditurefrom this sector.

4.7 THE GROUP TRAVEL SECTOR (COACH TRIPS)The availability of large hotels, particularly atweekends, makes Ipswich the ideal base for touringSuffolk by the group travel market.

Promotion to the empty nester market within thegroup travel sector will play a specific role withinthe Strategy.

4.8 UNIVERSITYPlans to make Ipswich a university town will bringgreat benefits to the local economy. An estimated5,000 (FTEs) Higher Education students by the year2011 and a final target of 7,500 will inevitably bringsignificantly increased levels of business in manyareas, for example patronage of leisure facilities, daytrips to visit students and conferences.

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1. STRATEGIC VISION FOR TOURISM

The following vision, for the development of tourismin Ipswich by the year 2010 has been placed at theheart of this Strategy:-

To have established Ipswich as one of the East ofEngland’s leading urban tourist centres and to havemaximised the advantages this brings to the town.

In achieving the vision, the Strategy seeks to ensurethat the advantages tourism brings to Ipswich aresustainable and play their part in benefiting theIpswich economy, Ipswich businesses and Ipswichresidents.

Sustainable: As defined in the East of EnglandTourist Board’s “Strategy for Developing Tourism inthe East of England 2000 - 2010”, encouraging thesustainable growth of tourism means maximisingthe benefits to the visitor, tourism industry,environment and host communities whileminimising the problems. In this context, theIpswich Tourism Strategy looks to the longer term,whilst at the same time taking advantage of short-term tactical opportunities, which complement thelonger-term goals.

Economy: A key strategic goal is the generation andprotection of wealth and jobs in the Ipswich area.The success of Ipswich as a tourist destination,however, has an effect beyond the generation oftourism income. It is vital to the self-image andconfidence of the town, which impacts on Ipswichas a place to invest and do business, as well as aplace to visit as a tourist.

Businesses: The Strategy naturally focuses on thebusinesses directly related to tourism, in particularaccommodation, attractions and entertainmentproviders. Assisting new business start-ups andfostering growth and investment in the tourismarena, are critical. Working with businesses indirectly

related to tourism, such as retail and serviceproviders, is also vital. Co-operation and partnershipwith the wider business arena brings joint benefitsand potentially an increased source of funds toinvest in tourism development.

Residents: The Strategy acts as a driver to improvefacilities and opportunities for both visitors andresidents alike. Residents can gain much fromimprovements in the tourism infrastructure.Residents also have a direct influence on thetourism market. Visits to friends and relativesgenerate the largest volume of domestic tourismtrips to the East of England Region accounting for32% of trips and 12% of spend. (Strategy forDeveloping Tourism in the East of England 2000 -2010).

2. ACHIEVING THE VISION

Following a period of broad consultation, fourstrategic objectives have been set to achieve ourstrategic vision:

1) To position Ipswich as one of the East ofEngland’s leading heritage based touristdestinations, by bringing together the developingIpswich Waterfront and other heritage sites in andaround the town.

2) To promote the distinct advantages of Ipswich asan urban tourist centre and base for the visitor toSuffolk.

3) To create and develop partnerships in conjunctionwith public and private sector groups, therebymaximising the tourism potential of Ipswich, thewider Suffolk County and the Haven Gateway.

4) To encourage a programme of continuousimprovement in the quality of all aspects of theIpswich tourism product.

The tactics for implementing the Strategy have beenproduced as a supplement to this document.


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OBJECTIVE 1

To position Ipswich as one of the East of England’sleading heritage based tourist destinations, bybringing together the developing IpswichWaterfront and other heritage sites in and aroundthe town.

THE SIGNIFICANCE OF IPSWICH WATERFRONTREGENERATION

The regeneration of the Waterfront has the potentialto have an overriding effect on the futuredevelopment of Ipswich as a tourist destination.

Just as in cities such as Gloucester and Bristol, theWaterfront area can provide a central focus, whichto date has been lacking, on which the image of thetown can potentially be built.

The opening of the Salthouse Harbour Hotel(summer 2003) on the Waterfront is a sure sign ofprivate sector confidence in the future of theWaterfront as a tourist destination.

The Ipswich Waterfront has the region’s bestpositioned marinas for sea-borne visits due to itsproximity to the town centre. Furthermore, thepotential offered by the Waterfront as a focal pointfor marketing activity is increased by:-

• Ipswich’s deep-rooted maritime heritage, one thathas genuine relevance and interest to both thedomestic and international market.

• The location of the Waterfront within easywalking distance of the town centre and its majorshopping and entertainment areas.

• The combined attraction of the Waterfront andmaritime landmarks, which can be foundthroughout the town and in the River Orwellestuary, which is recognised as one of the mostscenically beautiful in the country.

This potential was overwhelmingly endorsed bythose involved in the consultation process, althoughit was widely accepted that as yet the facilities fortourists on the Waterfront are not sufficientlydeveloped to make the area a dominant tourismvenue. In particular, there is the need for asubstantial car parking provision in the vicinity ofthe Waterfront. It was, however, agreed theWaterfront should be central to the futuredevelopment of the Ipswich tourism product.

■ Comments from the consultation process.

“The EETB agrees with the need for tourism to be akey factor in decisions relating to the area’sdevelopment. Of particular importance is the needto improve the foot access between the dock andtown centre.”

EAST OF ENGLAND TOURIST BOARD

“The Borough must strive to achieve a balancebetween residential, office, retail andheritage/tourism interests.”

IPSWICH & DISTRICT HOTELS ASSOCIATION

“There is a need to get tourism higher on theWaterfront agenda.... this is the single mostimportant objective for the new tourism strategy.”

STAKEHOLDER COMMENT FROM CONSULTATION WORKSHOP

IPSWICH AS A HERITAGE CENTRE

The Ipswich Waterfront and the Orwell Lady RiverCruises, Christchurch Mansion, Ancient House,Wolsey Gateway, Ipswich Museum and the TransportMuseum are just some of the highlights that makeup Ipswich’s heritage.

The Blue Badge Guides are excellent in bringing thepast to life with their comprehensive range of walks.Informative town trails are available from theTourist Information Centre, based in a beautiful


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medieval Church. In fact, Ipswich possesses 12medieval churches and over 660 listed buildingsfrom all periods of English history. The town alsoboasts many fine parks and a country park besidethe beautiful River Orwell.

Just as importantly, the town provides the base fromwhich to explore the wide choice of Suffolk basedheritage sites, including Constable Country, Orfordand Framlingham Castles, the Wool Towns, the newNational Trust Visitors’ Centre at Sutton Hoo and theSuffolk Heritage Coast.

Heritage has long been central to Ipswich’s TourismStrategy and will be promoted as an integral part ofthe Ipswich tourism product.

OBJECTIVE 2

To promote the distinct advantages of Ipswich asan urban tourist centre and base for the visitor toSuffolk.

Ipswich offers the visitor to Suffolk the distinctchoice of a town or a country based break.

The town offers the advantages of a wide selectionof hotel and bed and breakfast accommodation. Itshotel accommodation base makes it the primelocation for group travel and conferences in Suffolkas well as leisure visits. In order to sustain tourismgrowth, there must be sufficient accommodationcapacity across the price and quality range. There isparticular concern over the apparent decline ofquality bed & breakfast establishments.

In the entertainment arena, the development ofCardinal Park has acted as a catalyst to launchIpswich as one of East Anglia’s major entertainmentcentres. The combination of youth oriented clubsand pubs, 2 multi-screen cinema complexes, the re-opened New Wolsey Theatre, the Corn Exchange andRegent Theatre venues, the Wolsey Art Gallery, plusan extensive choice of restaurants and eating placesis broad ranging in its appeal.

The successful Ip-art festival, launched in June/July2003, has significantly expanded the number ofsummer events which attract tourists to Ipswich, aswell as celebrating the town’s diverse culture.

Ipswich is a major centre for sports activitiesincluding golf and yachting. Ipswich Town FootballClub’s reputation for attractive football and thedevelopment of the stadium, further enhance thesport and entertainment product.

Together, the concentration of entertainment venuesin Ipswich and the lively night time scene add adistinctive ‘urban’ feature to the overall appeal ofSuffolk as a tourist destination.

Ipswich is a regional shopping centre with 2 majorshopping malls, pedestrianised streets, an openmarket and all the national chain stores as well assmall individual shops. In the past, the importanceof the open-air market has been underestimatedand it should be extended to become a feature ofthe town. With many cafes and restaurants tochoose from, convenient car parks and three parkand ride operations, shopping will continue as animportant part of the attraction of Ipswich for bothday visits and holiday breaks.

The enhancement of the facilities and servicesoffered by the town and its promotion areprerequisites to the achievement of the TourismStrategy.


“Ipswich can genuinely be promoted as being alive at night.”

“Ipswich is lean on specialist shops, those thatdo exist need to be collectively marketed.”

“Regular comments are received from visitors tothe TIC suggesting improvements to toiletfacilities, left luggage facilities and signs.”


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OBJECTIVE 3

To create and develop partnerships in conjunctionwith public and private sector groups, therebymaximising the tourism potential of Ipswich, thewider Suffolk County and the Haven Gateway.

IPSWICH WITHIN A SUFFOLK CONTEXT

Ipswich tourism cannot be viewed in isolation. Thetown is well situated as a base from which toexplore the region, combining the benefits of goodaccommodation, entertainment and its own heritagesites with the attractions offered by the surroundingarea. It is also a tourist destination in itself,attracting visits from tourists choosing to stay in theSuffolk and north east Essex countryside.

Many of those involved in the consultation process,urged that Ipswich should be viewed in the contextof the wider appeal of Suffolk as a whole. Thisapproach is central to the new strategy.The development of tourism in Ipswich is viewedalongside, and as part of, the development oftourism within the county, working closely with thefull range of partners within the SuffolkDevelopment Agency’s Suffolk Tourism Partnership.

In addition, Ipswich has helped to develop theHaven Gateway Partnership, a public/private sectorpartnership designed to promote inward investment,including tourism, to the Ipswich, Harwich andFelixstowe Ports and surrounding areas.

PARTNERSHIPS WITH ACCOMMODATIONPROVIDERS AND ATTRACTIONS

Ipswich Borough Council has been one of thedriving forces behind the development andimplementation of a destination marketingcampaign, jointly funded by Ipswich BoroughCouncil, Suffolk County Council and the Ipswich &District Hotels Association (IDHA).

The strategy endorses this joint activity andencourages the development of wider basedpartnerships in the future, forging close linksbetween those who provide accommodation andthose who deliver entertainment and attractions forIpswich’s visitors, represented by the IpswichAttractions Group (IAG). Further partnershipactivities are planned with both the National Trustand English Heritage as the owners of the majorheritage sites in the region.

By working together, attractive short breaks andlonger stay holidays can be developed to the benefitof all involved in tourism.

OBJECTIVE 4To encourage a programme of continuousimprovement in the quality of all aspects of theIpswich tourism product

IMPROVING THE QUALITY OF THE IPSWICHTOURISM PRODUCT

A process of continuous quality improvement isessential to the strategy, as the facilities for Ipswichvisitors develop.

The strategy supports the drive initiated by the towncentre Ipswich Partnership to improve publicfacilities within the town centre. The quality ofthese facilities has a significant impact on theoverall quality of the Ipswich tourism product.

In the accommodation sector, a formal qualityaccreditation scheme will be introduced working

■ Comment from the consultation process.

“There must be a consistency in messages andassociation between Ipswich and the ‘biggerpicture’ of Suffolk.”

POWERGEN


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closely with our partners in the Ipswich & DistrictHotels Association.

Ease of movement around the town needs to beconsidered as a quality issue, both for disabled andable bodied people.

The Tourist Information Centre is also recognised asa key component of the Council’s economicdevelopment activities. The high quality of itsinformation and accommodation booking service,and its contribution towards the implementation ofjoint marketing activities, brochure production andquality accreditation schemes is critical to thedelivery of the tourism strategy.


“The EETB welcomes plans to switch to aninspected only policy.”

EAST OF ENGLAND TOURIST BOARD

“Quality accreditation is a high priority but weneed to work with non quality checkedestablishments rather than alienating them.”

IPSWICH & DISTRICT HOTELS ASSOCIATION


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1. MARKET TRENDS

The overall value of tourism to Ipswich in 2000 wasan estimated £123.9 million. Of this £33.4 millionwas generated by staying visitors and £90.5 millionby day visitors.

Traditionally, the inland areas of Suffolk, includingIpswich, are very firmly positioned as short break (1-3 nights) destinations by UK residents. In 2000, 93%of all staying holiday trips to Ipswich were by UKresidents and of those trips, 71% were for shortbreaks. (EETB: The Economic Impact of Tourism inIpswich Borough Council Area 2000).

It has now become usual for UK consumers, withadequate disposable income, to take a main holidayabroad, complemented by a number of UK holidaybreaks. As a result, nationally, there has been asustained decline in long holidays taken in the UKand a contrasting growth of short breaks.

Two further related markets have held up well in theIpswich area:-

• Business tourism accounted for 19% of all stayingtrips in 2000 and 38% of spend.

• Visits to Friends and Relatives (VFR) accounted for35% of staying visits although only 22% of spend.

(EETB: The Economic Impact of Tourism in IpswichBorough Council Area 2000).

2. SOCIAL TRENDS

The growth in short holidays is mirrored by threestrong social trends:-

• In demographic terms, the UK population isageing with a particular growth in the 45 -64 agegroup. This group has a propensity for takingfrequent holidays, with an emphasis on secondholidays and short breaks taken throughout theyear.

• Life style trends show that technological advanceshave been translated into greater productivity ratherthan increased leisure time. Between 1971 and 1996it is estimated that while leisure time increased byonly 5%, leisure spending rose by 89%. Again thishas placed an emphasis on short breaks and on easyto arrange short break packages combining bothaccommodation and leisure pursuits.

• Along with the growth in the short break sector,activity based holidays have also become morepopular. These include ‘health’ based activities,hobby based activities and ‘heritage’ focused breaks.

These trends have a profound impact on thepotential for tourism growth in Ipswich, and indeedSuffolk as a whole, where the primary productoffering has a natural appeal to the older, shortbreak sector.


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the tourism market

3. TOURISM IN THE EAST OF ENGLAND AND IPSWICH

Between 1994 and 1998 tourism in The East ofEngland rose by 6% in trips, 5% in nights and 1% interms of spending (a decline when inflation is takeninto account).

Between 2000 and 2002 tourism in the East ofEngland rose by 9% for trips, 11% for nights and10% in terms of spending.

For the region as a whole, the make-up of themarket in 2002 showed the dominance in spendingterms of the long stay sector. This contrasts withIpswich itself where, as defined above, the short staysector provides the mainstay of spending.

Most UK tourists to the East of England (72% intotal) live within a few hours of the region: 12%from the South East, 15% from London, 14% fromthe East Midlands and 31% from the region itself(UK Trade Statistics 1998). The relative proximity of

72% of UK visitors to the East of England has clearindications for defining the geographical targetmarket for tourism in Ipswich.

With the close proximity of the target market, acritical 80% of all visitors to Ipswich are day, asopposed to overnight, visitors. Day visitorsaccounted in 2000 for £90.5 million of touristspend, 73% of the total £123.9 million. This in turnhas a critical impact on where tourist money isspent:-

Retail 40%Catering 33%Transport 11%Attractions and entertainment 10%Accommodation 6%

With these figures in mind, working closely with theorganisations that support the retail and cateringtrade in Ipswich, and in particular the IpswichPartnership, must be an important part of theTourism Strategy.


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the tourism market

Tourism in the East of England (2002) and Ipswich (2000) by staying visitors (from UK)

East of England (2002)* Ipswich (2000)**Trips Spend Trips Spend

14.5m. £1,704m. 297,000 £25.6m.

Short holidays 33% 30% 31% 22%

Long stay 21% 30% 12% 16%

VFR 34% 20% 35% 22%

Business 11% 19% 19% 38%

Other 1% 1% 3% 2%

* United Kingdom Tourism Survey 2002** EETB: The Economic Impact of Tourism in Ipswich Borough Council Area 2000

4. PERCEPTIONS OF THE EAST OF ENGLAND AND IPSWICH

Recent work on an East of England tourismmarketing strategy (The Tourism Network 2004) hasdrawn on research relating to perceptions of theregion to define the East of England’s competitiveadvantage with the following positive points:

• Wide open skies – giving a sense of freedom andescape

• Space – both in the coast and countryside,emotional space to think and a slower pace of life

• Local distinctiveness – the small details anddifferences between one place and another that canbe so attractive to visitors

• Better weather – visitors increasingly appreciatethat the sun shines more and it rains less than inother parts of England.

This positive message contrasts with earlier researchon perceptions of the area (undertaken by MEWResearch for the East of England Tourist Board in1997).The conclusions from ten focus groups in theMidlands and South East were largely negative:-

• The area is perceived as cold, wet and windy, andgenerally drab.

• Awareness beyond the seaside towns andCambridge was low.

• The region was considered to have a low profilecompared with other regions.

• Ipswich itself was set alongside Luton andBedford as an unlikely place as a tourist destination.

More recent research, conducted in 2000 for theSuffolk Tourism Forum (a joint venture of the localauthorities in the county) to support thedevelopment of the Suffolk Brand, reinforced manyof these perceptions. The research, however, alsoemphasised a gulf in perception between those whoknow the Suffolk area - generally positive, andthose who do not - low awareness and a lack of anyreal perception of the area.

This gulf, bridged by experience of the area,emphasises the importance of viewing all visitors,including the ‘Visits to Friends and Relatives’ andthe business sector, as ambassadors for Ipswich andSuffolk.

It can also be suggested that continuingimprovements to potential visitors’ perceptions ofSuffolk is one of the most important objectivesfacing the local industry.


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APPENDIX 1

the tourism market

1. INTRODUCTION

Destination Marketing Campaign, jointly funded byIpswich Borough Council, Suffolk County Counciland the Ipswich & District Hotels Association, wasimplemented in 1999 promoting short breakholidays to the ‘empty nester’ market.

2. IPSWICH? YOU’D BE SURPRISED

Taking into account the short break requirements ofthe target audience and the fact that Ipswich, unlikesome other areas, has no single architectural orgeographic focus, it was recognised that thecampaign should not attempt to promote oneaspect of Ipswich but rather an array of attractions.

It was also recognised that to deny the currentperceptions of Ipswich would lack credibility. Thecampaign, as such, acknowledged existingperceptions as a means of providing the creativeenergy behind the campaign.

The resulting headline:- ‘IPSWICH? You’d besurprised’ provided the core message.

In year 1 of the campaign, direct mail was chosen asthe key delivery medium:-

• It was selected as the most cost effective meansof achieving a measurable response and tangibleresults

• Using a ‘lifestyle list’, the campaign accuratelytargeted ‘empty nesters’ in the Greater London area,aged 45 plus and known to be interested in takingshort break holidays in the UK

• The above lifestyle list was merged with the Eastof England Tourist Board list of people in theGreater London area who had previously showninterest in breaks in East Anglia.

The mailing campaign proved that the creativesolution had considerable power.

The 34,000 leaflets despatched generated a responseof more than 10%, requesting further information.Follow-up research amongst these respondentsdemonstrated both a positive attitude towardsIpswich and a high likelihood of booking a shortbreak.

3. WWW.VISIT-IPSWICH.COM

With confirmation that the ‘IPSWICH? You’d besurprised’ concept has a powerful impact, twospecific activities extended the campaign, duringyear 2.

• Those who had responded to the direct mailreceived a second mailing including the 2000Ipswich and District Guide

• A Web Site was built as a means to maximise thecost effective exposure of the campaign message.

The Web Site has proved to be:-

• Highly visual, providing an up to date view ofIpswich and all that is happening in the town.

• Readily promotable from other sites and frompress advertising. Links are now established with anumber of key sites and further links are beingnegotiated. A short-term ‘small ad’ campaign in theholiday pages of the national press alsodemonstrated the ability to promote visits to thesite.

• Increasingly accessible to the empty nester target.It is estimated that in 5 years time 40% of hotelbookings will be made through the Internet


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APPENDIX 2

marketing activity to date

• A genuine service to hotels and guesthouses.Contributors to the site each receive their own pageand a link, where appropriate, to their web site.

• Increasingly well used. By June 2003 more than2,000 visits per month were being recorded in the“Where to stay” section .

4. PARTNERSHIPS

The principle of partnership, embodied in the jointwork with the Ipswich and District HotelsAssociation, has been extended to a broad section oforganisations which themselves influence thetourism market.

These include:-

• Working with the Suffolk Tourism Forum (localauthorities in the county) to co-ordinate promotionacross the county and create a Suffolk Brand.

• Working with the Suffolk Tourism Partnership(Suffolk Development Agency) and Suffolk TopAttractions.

• Initial successes with the Haven GatewayPartnership include the appointment of a Cruise Co-ordinator to develop Harwich as a port of call, aswell as an ongoing investigation into the installationof information kiosks on board ferries crossing theNorth Sea.

• Specific projects with businesses that offerconference venues in the Ipswich area, including thecreation of a privately funded Ipswich ConferencePack, mailed to businesses in the South East, GreaterLondon and the East of England, promoting Ipswichas a conference venue.

• Recent joint activities with the National Trust.Aimed at creating the link between the opening ofthe new Sutton Hoo Visitors’ Centre with Ipswich’s

Anglo-Saxon Heritage, this venture encouragesvisitors to Sutton Hoo to stay in the Ipswich area tothe benefit of hotels, guesthouses and bed andbreakfast accommodation.

• Discussions with the Ipswich Partnership andIpswich Town Football Club. about joint promotions.

5. PUBLIC RELATIONS

The appointment of a public relations consultant -PR Matters - who has strong credentials andeditorial links in the tourism sector, was a significantaddition to the Year 3 and 4 campaigns.

Public Relations objectives were set to:

• Widen awareness and improve perceptions ofIpswich and district as a visitor destination.

• Promote Ipswich and the surrounding area forshort-break holidays.

• Encourage visits to the web site as a direct meansof promoting the hotels and guesthouses in theIDHA.

Briefing articles have been despatched in a newlydesigned Ipswich Information Folder and the firstpress visits are now coming through. The impact ofthe PR campaign was planned to cover the Spring2003 UK tourist market.

6. IPSWICH HERITAGE BREAKS

The ‘Ipswich Heritage Breaks’ campaign waslaunched in Year 4, 2002 - 2003, part sponsored byAnglia Railways. The campaign firmly positionsIpswich in the heritage sector and was publicisedthrough direct mail, leaflet distribution and publicrelations activities.Bringing together accommodation and access to


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APPENDIX 2


local attractions, the campaign firmly positionsIpswich in the heritage sector. It was publicisedthrough direct mail, leaflet distribution, publicrelations activities and the visit-ipswich web sitewhich was enhanced to include new hotel pages,registration on the site, newsletters and redesignedhome page.

7. TAKING THE DESTINATION MARKETING CAMPAIGN FORWARD

Due to the many successful initiatives of theDestination Marketing Campaign, it was agreed withthe Ipswich & District Hotels Association to enterinto a Year 5 campaign, 2003-2004. This includedvarious elements:

• Continuing updating and maintenance of the visit-ipswich web site.• Public relations initiatives.• Encouragement of business visitors to return forshort breaks.

• Regional press competitions targeting anincreasing awareness of Ipswich as a short breakdestination.• Hotel front-of-house training (“Talk Ipswich”) toincrease visitors’ awareness of the tourist attractionsin the area.

Sponsorship will again be sought to fund theseactivities.

It has been recognised that the DestinationMarketing Campaign’s banner: “Ipswich? You’d besurprised” needs to be refreshed after 5 years of use.

The work carried out by the SDA is pertinent here,with the creation of a new Suffolk brand toencompass both Suffolk inward investment andtourism requirements. A “Choose Suffolk” theme hasbeen adopted, capable of being used for both ruralareas and the urban situation, i.e. Ipswich. As analternative, “Choose Ipswich” may be used whereappropriate.

Ipswich Tourism Strategy 2003-2010

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APPENDIX 2


Documents

New Tourism Strategy Final07/04 - Ipswich Borough Council