The customers of
Stonehenge
Target groups:
Leisure visitors - target audiences
We have identified the target audiences for the Strategy
The based on this visitor profile and segmentation
exercise amongst leisure visitors.
These are:
• Overseas visitors (including Travel Trade) (WHS segments
C and D)
• Independent domestic
travellers (WHS segments C and D)
• Families
• Young people (WHS segment B)
http://www.stonehengeandaveburywhs.org/assets/SH-WHS-Interpretation-Learning-Participation.pdf
(accessed on 25/05/14)
Stonehenge mostly targets leisure visitors and education
groups. Having said that, according to Stonehenge and Avebury Whs’s website,
they have direct education and indirect education target audiences, because
they have different expectations. Direct education visitors are schools and
education trips for students; they are intentionally coming to learn about
Stonehenge whereas indirect are people coming to visit Stonehenge and have an
opportunity to learn about it.
Visitor level and usage rates:
According to the AVLA this is the total number of
visitors in 2013: (up-to-date) 1,241,296
The past 4 years, there was a huge an increase between
2010 and 2011, then it feel in 2012 and then up to date in 2013 it increased
greatly.
2010: 1,009,973
2011: 1,099,656
2012: 1,043,756
Income generation and links with tourists and urban
regeneration:
To visit Stonehenge tourists have to pay however when you
are a member of English-heritage you can visit Stonehenge for free. Stonehenge
is popular attraction. According to BBC “Stonehenge has taken more than £30m in
tourism income in the past five years, tourism Minister John Penrose has said.
The prehistoric Wiltshire monument took an average of £6m a year, while costing
taxpayers just under £2.4m to run.” (From BBC Website)
Specialist groups:
Tourists who are interested in visiting Stonehenge are
people that are interested in history and culture and they are visiting it
because according to English-heritage “Stonehenge is perhaps the most famous
prehistoric monument in the world. Begun as a simple earthwork enclosure, it
was built in several stages, with the unique lintelled stone circle being
erected in the late Neolithic period around 2500 BC. Stonehenge remained
important into the early Bronze Age, when many burial mounds were built nearby.
Today Stonehenge, together with Avebury and other associated sites, forms the
heart of a World Heritage Site with a unique and dense concentration of
outstanding prehistoric monuments.” (From English Heritage website)
http://www.bbc.co.uk/news/uk-england-wiltshire-13201949
(accessed on 25/05/14)
http://www.savestonehenge.org.uk/eh_osoc.html
(accessed on 25/05/14)
http://news.bbc.co.uk/local/wiltshire/hi/people_and_places/history/newsid_8534000/8534029.stm
(accessed on 25/05/14)
http://www.english-heritage.org.uk/daysout/properties/stonehenge/history-and-research/
(accessed on 25/05/14)
By Kamila
By Kamila
Segmentation in Tourism
Definition
"Travel refers to the activity of travellers. A
traveller is someone who moves between different geographic locations, for any
purpose and any duration. The visitor is a particular type of traveller and
consequently tourism is a subset of travel" (UNWTO, 2013).
"A temporary visitor to a destination" (Pike,
2008, pp. 23).
Rural tourism is defined by the Rural Policy Committee of
Finland (2013) as customer based tourism business actions based on the natural
strengths and conditions of the Finnish countryside: nature, scenery, culture
and people (Rural Policy Committee, 2013).
"According to Middleton (2002), segmentation may now
be defined as the process of dividing a total market such as all visitors, or a
market sector such as holiday travel, into subgroups or segments for marketing
management purposes. Its purpose is to facilitate more cost-effective marketing
through the formulation, promotion, and delivery of purpose- designed products
that satisfy the identified needs of target groups.
In other words, segmentation is justified on the grounds
of achieving greater efficiency in the supply of products to meet identified
demand and increased cost effectiveness in the marketing process. The primary
bases for segmentation include demography, geography, behaviour, life- style,
personality, and benefits sought." (Park & Yoon, 2009, pp. 100).
"This concept involves the theory that people travel
because they are pushed and pulled to do so by “forces”. These forces
(motivational factors) describe how individuals are pushed by motivational
variables into making a travel decision and how they are pulled (attracted) by
the destination area" (Baloglu & Uysal, 1996, pp. 32).
Market
segmentation, Targeting, and Positioning
For decades market segmentation has been a useful way for
companies to divide buyers into homogenous groups that differ from each other
in some meaningful regard such as age, gender, place of accommodation,
lifestyle or brand loyalty. Wendell Smith is in many instances (e.g. Raaij
& Verhallen 1994; Hoek et al., 1996; Lin, 2002) regarded as the author
first to study market segmentation (Smith, 1956). Market segmentation can be
seen as an opposite to mass marketing in which one product always manufactured
in the same way is sold to all possible customers. Mass marketing was regarded
for many decades as an excellent way for companies to benefit from economies of
scope and scale. Henry Ford offered his famous Ford Model T in any colour as
long as it was black as black paint dried fastest on the assembly line (Ford
& Crothers, 1922). Later on the car manufacturers also noticed that people
had different needs and it was impossible for them to make a car that could
suit everyone leading to ever increasing market segmentation, tar- getting and
positioning. Mass marketing is becoming more difficult as markets are
fragmenting (Kotler, 1997). Market segmentation today is increasingly customer
and market oriented rather than product oriented.
Markets consist of single consumers who differ from each
other in many ways. According to McDonald & Dunbar (2004) market
segmentation is a process to divide customers or potential customers into
groups so that customers belonging to a certain group have similar needs that a
certain market offering can satisfy.
Segmentation has become indispensable to the success of a
company and a critical part of business strategy. It is one of the many tools
marketing has to offer. Succeeding in segmentation strategy can benefit
companies in many ways. These benefits include (Simkin, 2008, pp. 45):
• Focusing on customers’ needs, expectations, aspirations,
and share of the wallet!;
• Building relationships with the most attractive
customers;
• Creating barriers for competitors;
• Delivering focused product and service propositions,
• Differentiated from rivals’ propositions;
• Increasing revenues and share of their wallet from
targeted customers;
• Determining whom not to chase for business;
• Prioritizing
resource allocation and marketing spent on the most worth- while opportunities;
• Establishing
commitment and single-mindedness within the organization – one vision, one
voice, and harmonized messages.
An organization has to be customer oriented in order for
marketing processes to be efficient and to gain these segmentation benefits.
Without correct definition of marketing and a precise market segmentation
scheme marketing will never have a central role in an organization’s strategy
(McDonald & Dunbar, 2004; Simkin, 2008).
Combined with market targeting and positioning, market
segmentation (Figure 2) forms the basis for strategic marketing (Matzler et
al., 2004). With the concept of strategic marketing, a manager can locate new
marketing opportuni- ties and develop or change the offering so that it meets
the needs of potential customers (Kotler & Scheff, 1997).
Segmentation
- Choose variables for segmenting market - Build a
profile of segments
- Validate emerging segments
Targeting
- Decide on targeting strategy
- Identify which and how many segments should target
Positioning
- Understand consumer perceptions
- Position products in the mind of the consumer
- Design appropriate Marketing Mix to communicate
positioning
Figure 2: The STP
of market segmentation (based on Dibb 1998).
By Mo
CULTURE, LEISURE & TOURISM
Data collected on the cultural strategies of twelve major
cities, including London, have recently been used to demonstrate that culture,
leisure and tourism are as important as finance and trade as a source of
employment, exports and tax revenue (World Cities Culture Report, 2012). The
following case studies show that change and renewal are constantly needed to
keep visitors returning, and when managed well these can simultaneously enhance
the historic significance and provide a rewarding visitor experience.
Jodrell Bank Discovery Centre visitors sitting on a
terrace
© University of Manchester
The Isla
Gladstone Conservatory
The Grade II Isla Gladstone Conservatory was conceived in
the 1870s by the philanthropic and far-sighted designers of Stanley Park who
provided the inner-city population of North Liverpool with bandstand
entertainment, fresh-air and a place for healthy exercise. A century later, the
conservatory was anything but healthy, having been reduced to a vandalised mess
of rusty iron and broken glass, with weeds filling the beds where botanical
rarities once grew for the education and delight of visitors.
Thanks to the Heritage Lottery Fund's Parks for People
programme, the beautiful glass pavilion is now one of Liverpool's favourite
party venues, much used for weddings and for pre-match hospitality by local
football clubs (including Liverpool Football Club, which made a substantial
financial contribution to the restoration) English Heritage acted for the
Heritage Lottery Fund in advising on the historic aspects of the repair, using
original parts and materials wherever possible and introducing modern services
without changing existing structures or appearances.
'The restored Isla Gladstone Conservatory is a stunning
landmark in north Liverpool, evoking the heyday of the Victorian Stanley Park
within which it sits. Its modern-day facilities add a new dimension, acting as
it does as a popular venue for weddings and other events on the doorstep of the
city's two football stadia. All of this activity adds a further dimension to
the heritage investment in the physical fabric, creating sustained jobs,
business and social investment... a great heritage success for Anfield and the
city at large.' - Stephen Corbett, Building Conservation Team Leader, Liverpool
City Council –
THE ISLA GLADSTONE CONSERVATORY, LIVERPOOL
DEVELOPER: Liverpool City Council
LEAD PARTNERS: Liverpool Football Club, Heritage Lottery
Fund
By Mo
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