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Greenwich: a case study Maritime Greenwich WHS Marketing Group Partnership Kate Winsall Marketing Manager,  National Maritime Museum
 
 
WHS Marketing Group membership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Marketing objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]
Budget ,[object Object],[object Object],[object Object],[object Object],[object Object]
Budget allocation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Campaigns ,[object Object],[object Object],[object Object],[object Object]
Issues to overcome ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of co-optition ,[object Object],[object Object],[object Object],[object Object],[object Object]
Advertising
Print
 
 
 
PR, trade and research ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Events at Greenwich ,[object Object],[object Object],A sub group of the Maritime Greenwich WHS Marketing Group
Top tips ,[object Object],[object Object],[object Object]
 

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A case study in collaborative marketing - Maritime Greenwich WHS Marketing Group Partnership

Editor's Notes

  1. As mentioned in the video, 2012 will bring a number of exciting opportunities to Greenwich, the London Olympic and Paralympic Games where Greenwich will host thirty-four events representing nine Olympic and Paralympic sports. Greenwich is also due to be designated as a Royal Borough as part of the Queen’s Diamond Jubilee celebrations. The Cutty Sark also reopens in April next year while the National Maritime Museum celebrates its 75 th birthday and the Jubilee by putting on a major exhibition called Royal River. The National Maritime Museum, Queen’s House and Royal Observatory, having been rebranded this year to time in with the opening of its new wing, is also about to launch its new group name Royal Museums Greenwich.   At the centre of this remarkable product is the Maritime Greenwich World Heritage Site.
  2. Maritime Greenwich was inscribed as a World Heritage Site in 1997 reflecting both its architectural significance and its history, particularly the part it has played in defining the maritime history of Britain. Since its inception the WHS has been a true partnership with public and private sector organisations working hand in hand to both preserve and promote historic Greenwich. This partnership works through an established hierarchy of groups and committees (see organisational chart) including groups focused on educational visits, transport issues and most relevant to this discussion, marketing.
  3. The WHS Marketing Group has been in existence since 2002. It was established to develop and implement a common approach to marketing Greenwich both domestically and overseas. Its members currently consist of those shown.   There are a range of reasons why visitors choose to come to Greenwich: the history and heritage open spaces and views for a day out or weekend break with friends/family for culture and events such as GDIF, beer and jazz festival the shopping and markets for eating and drinking or for conferences, weddings, social events.
  4. The purpose of the Marketing Group is to raise the profile of Greenwich as a visitor destination and to identify the most important and appropriate target markets to make the best use of the available budget.   The marketing objectives include to:
  5. Each partner contributes financially to the group, the exact amount depending on the respective annual visitor numbers, and allocates a representative to sit on the Marketing Group which meets monthly. With a combined budget of over £100,000 per annum the group is able to ‘punch above its weight’ and deliver a range of marketing activities that individual members would not normally be able to deliver.
  6. The budget is split as can be seen here with
  7. By categorising the visitors and identifying those that are key, it has been possible to ensure the best use of a rather restricted budget. The visitors broadly fit into three categories - locals, domestic and international tourists. These are further broken down into segments ranging from families to self-defined specialists to contemporaries to accommodate peoples’ core values and motivations. Through further analysis of our research and the visitor year, we were able to identify which visitors would be best targeted during our chosen seasons and what offer would be of interest e.g. families and Londoners with the Christmas market and ice rink, contemporary audiences with events and the evening offerings in the autumn
  8. There are numerous issues that present themselves and need overcoming in order to attract more visitors to the area and servicing all members. These include:
  9. Increased spending power, input into campaigns where individual promotions would be too costly especially during the quieter seasons such Christmas offers and special events. By combining as a group, the collective offer often creates a far greater reason for people to visit. We are able to target locals with initiatives such as ‘be a local tourist’ and benefit from promoting to the VFR market. It allows us to tailor our offerings to ensure we aren’t repeating what someone else is doing. Co-optition allows for positive information sharing helping ensure greater knowledge of immediate competition and group benchmarking. Helps with relationship management of local stakeholders and partners – helped immensely with our rebradn and new wing
  10. The WHS Marketing Group has developed a number of key resources to help deliver the Marketing Plan. Some of these you will find within the pack on your seats. They include:  
  11. We produce a Greenwich visitor guide which acts as a planning tool and pre-visit publicity, as well as for on-visit orientation. Time Out guide to Greenwich & Docklands – produced in partnership with DLR and Time Out and attractions within the catchment area such as Museum of London Docklands and Canary Wharf Ltd. It is a popular mini guide that benefits greatly from the Time Out endorsement
  12. This is our recent underground campaign. We pinpointed specific locations at key stations.
  13. Website visitgreenwich.org.uk has recently been redesigned and launched benefitting from a 57% rise in visitors in the last six months. It serves to support campaigns and provides a reference point, events diary and guide to the area for potential visitors. Over 165,000 visited between October 2010 and September 2011. E-newsletters are also sent out on a monthly basis.
  14. Social media: This includes the twitter and facebook pages twitter is @VisitGreenwich and facebook is 407 likes facebook.com/visitgreenwich
  15. PR The WHS benefits from a great deal of positive press coverage. They are tasked with promoting a clear image and identity for Greenwich to target markets in an efficient and effective way, raising the profile of the World Heritage Site as a visitor destination and its offer, in appropriate media and with tourism organisations such as Visit London, VisitEngland and VisitBritain. To extend the length of stay from a day visit to a short break. To extend the visitor season into the shoulder periods and off peak times (eg. evenings) Travel trade These annual trade events include Excursions, Best of Britain & Ireland and World Travel Market Research Visitor research is undertaken on a regular basis in order to attain a current picture of visitor profile and their perceptions of Greenwich to see how they have changed or been influenced by the Group’s marketing messages.
  16. Reporting to the Marketing Group is the MICE Group, comprising of key venues within the WHS that are able to accommodate a range of different kinds of events banqueting offers and daytime meeting spaces; it is especially relevant to hotel partners. They meet every six weeks. it not only is it an opportunity for venues to drive activity to suit their own business needs but it also provides a great networking opportunity for venue sales managers. The main aim is to… Key issues affecting the growth of business tourism in Greenwich are things such as perceptions of poor access and increased costs due to its 2012 links. We provided a free venue-finding service where 5 to 10 enquiries are handled per month as a result of venue referral, web enquiry. Venue options are introduced and taken it to a shortlist stage where they are then handed over to the individual attraction to then follow through.
  17. Finally, I was asked to come up with some top tips you could tae away with you. These are as follows: Problems can arise by having too many voices and opinions within the core group. By no means limit you members but it would simply be ridiculous if all of our shop owners or stall holders attended! It’s important to communicate fully through regular meetings, sub groups and report back. Fully utilise the individual skills and interests of those directly involved. Our money, and I’m sure yours too, does not stretch very far. My advice is to ensure you know the people visiting by grouping together visitor data and benchmarking, learning from one another’s mistakes and benefitting from pooled knowledge. Commit to working as a collaborative group – individual motivations should be remembered but the main point is to get visitors to the area, once they are there, you can often target them through intelligent signage and onsite marketing. The main benefit, as outlined earlier, is to help develop relationships and improve local communications. It’s actually also helped e with my career
  18. Thank you