Compte-rendu des recherches Research Report

Le projet touristique COOL / COOL Tourism
Project
Développer et promouvoir une offre de tourisme rural sur un
territoire Transmanche
Developing and promoting the tourism offer in rural areas in the
Cross- Channel Region
Compte-rendu des recherches
Research Report
EUROPARC Consulting GmbH
December 2013
Authors: Marja van Loef, Jacques Decuignières and Richard Partington
Editors: Anne Webster and Wilf Fenten
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Préface / Preface
Fruit d’un partenariat européen entre 11 institutions locales et organismes du tourisme du
nord-ouest de la France, du sud et de l'est de l’Angleterre, le projet COOL a démarré en
janvier 2013 pour s’achever en mars 2015. Il est supporté par le programme de coopération
transfrontalière INTERREG IV-A Transmanche Angleterre-France, avec un cofinancement
du FEDER (fonds européen de développement régional), pour un budget total - FEDER
inclus - de 3,7 millions d’euros.
Les partenaires COOL :
 ADRT Pas-de-Calais – chef de file
 Kent County Council
 Visit Kent
 Norfolk County Council
 Somerset County Council
 West Somerset Council
 Sedgemoor District Council
 Exmoor National Park
 Visit Essex
 ADRT Somme Tourisme
 Gîtes de France
Le projet a fait coopérer des acteurs d’horizons différents, du tourisme comme du
marketing, des zones rurales comme des espaces naturels protégés, de la gestion du
patrimoine comme de la culture, des acteurs de communautés de travail et de vie saine. Ce
mélange de compétences portant aussi bien sur les nouvelles technologies, l’apport
d’expertise externe de chercheurs et techniciens comme ceux d’EUROPARC Consulting,
des connexions nouvelles, des retombées économiques nouvelles par le fait de coopération
transfrontalière, c’est ce qui résultera des activités menées dans le cadre du projet COOL
Ce qu’il paraîtra de la boîte à outils COOL pour les entreprises, dans sa concrétisation pour
le Net dépendra largement des moyens financiers qui seront consacrés à la phase de
construction. Voici ce que cette première phase a permis d’obtenir :
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Connaissance et informations factuelles sur un tourisme rural, durable et « sensitif »
Partage de bonnes pratiques issues de l’international, recherches locales
Conception partagée de méthodologie et structure d’une boîte à outils COOL pour
les entreprises.
Bien d’autres enjeux ont été abordés dans les échanges, au fur et à mesure de
l’avancement du projet, ce qui a généré un excellent processus d’apprentissage, ingrédient
essentiel d’un projet INTERREG. Car chaque partenaire apporte son lot de contributions,
expériences et opportunités, qui permettent de déboucher sur des applications pratiques.
EUROPARC Consulting a réalisé ce rapport avec et au nom des partenaires COOL et
remercie à ce titre tous les partenaires, le Comité de Pilotage et particulièrement Andrew
Middleton pour leur contribution à faire avancer la boîte à outils COOL. Nos remerciements
vont aussi à tous les contributeurs aux études individuelles de bonnes pratiques, comme à
Visit England pour leur contribution bénévole en temps, données et informations. Et aussi au
Parc national d’Exmoor et au National Trust de Blickling Hall qui ont accueilli les deux
ateliers où la rencontre en face-à-face a permis de créer des amitiés, personnelles comme
professionnelles, et aussi des effets concrets pour le projet.
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Through a European partnership of eleven local authorities and organisations in the northwest of France and in the east and south of England, the COOL Tourism project started in
January 2013 and will end in March 2015. It is being delivered with the support of the
European cross-border co-operation programme INTERREG IV A, France (Channel) –
England, co-funded by the European Regional Development Fund with a total budget,
including ERDF, of €3.7m.
The COOL Project Partners are:
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ADRT Pas-de-Calais – lead partner
Kent County Council
Visit Kent
Norfolk County Council
Somerset County Council
West Somerset Council
Sedgemoor District Council
Exmoor National Park
Visit Essex
ADRT Somme Tourisme
Gîtes de France
The project has brought together people with experience from tourism and marketing,
countryside and protected area management, heritage and cultural management, community
working and healthy living. This mix of skills as well as using new technologies and outside
know-how from researchers and technical experts, such as EUROPARC Consulting, new
connections and added economic benefits from cross-border co-operation will flow from
activities within the COOL project.
What the COOL Toolkit for businesses looks like, in its web-designed incarnation, will – to a
large degree - depend on how much money is available for the construction phase. What
this first part of the projects work has achieved is to:
• provide knowledge and information of rural, sustainable and experiential tourism,
• share international best practice and develop local research,
• design a common methodology and structure for the COOL business toolkit.
Many other issues have been included in the collective discussions as the project has
evolved. This has provided an excellent learning process – an essential ingredient with
INTERREG working. Each partner is often seeking different things or bringing differing
opportunities, experience and opportunities to the discussion to create workable solutions.
EUROPARC Consulting developed this report with and on behalf of the COOL project
partners and would like to thank the partners to the project, the Client Steering Group and
particularly Andrew Middleton for their contributions in taking forward the COOL Toolkit for
businesses. We would also like to thank the many contributors from the individual bestpractice studies, to Visit England who all gave freely their time, data and information. Also
thanks to Exmoor National Park Authority and to the National Trusts Blickling Hall who
hosted the two workshops where the value of face-to face meeting help generate
friendships, personal and professional as well as key project outcomes.
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CONTENUS / CONTENTS
Preface / Préface
Executive Summary / Résumé opérationnel
Page 3
Page 7
Section I.
Page 9
COOL Tourism Project / Le projet touristique COOL
1. Overall project outcomes / Retombées générales du projet
2. Overall project objectives and activities / Objectifs généraux
et activités
3. Activity 1 research and development / Activités 1, recherche
et développement
Section II. Context and background to rural, sustainable and
experiential tourism / Contexte et arrière-plan d’un tourisme rural,
durable et sensitif”
Page 14
1. Tourism? / Tourisme “sensitive” ? Context and background /
Contexte et arrière-plan
2. Sustainable Tourism / Tourisme durable
3. Rural Tourism? / Tourisme rural ?
4. Experiential
Section III. Best-practice case studies and themes / Études de
cas pratiques, thèmes couverts
Page 27
1. Relevant case studies / Des études de cas pertinentes
2. Local case studies, visitor motivations and pilot areas / Études
de cas locales, motivations des visiteurs, territoires pilotes
3. European and international case studies / Études de cas
européens et internationaux
4. Case studies and themes “liked” by partners / Études de cas
préférées par les partenaires
5. Future co-operation between the COOL partners and pilot areas /
Coopérations à venir entre partenaires COOL et territoires pilotes
Section IV. Local research / Recherches locales
Page 44
1. Local research framework / Cadre des recherches locales
2. Highlights from the local research / Points saillants des
recherches locales
Section V. Designing the COOL Toolkit / Conception de la boîte
à outils COOL
Page 54
1. The COOL Toolkit for businesses / La boîte à outils COOL pour
les entreprises
2. What is a toolkit? / Pourquoi “boîte à outils” ?
3. What is special about the COOL Toolkit? / Les particularités
a. de la boîte à outils COOL
4. Aim and elements of the COOL Toolkit / But et éléments de la
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boîte à outils COOL
5. Hosting the COOL Toolkit / Héberger la boîte à outils COOL
6. Finalisation de la boîte à outils COOL / Making the COOL Toolkit for
businesses work
7. Méthodologie de la boîte à outils COOL / Methodology for the COOL
Toolkit for businesses
Section VI. Recommandations / Recommendations/
Recommandations de mise en oeuvre et évolution vers la phase de
construction de la boîte à outils / Recommendations for implementation
and moving to the construction phase for the COOL Toolkit
Page 68
ANNEXES
Annex 1:
Page 70
Best-practice studies (partner areas) /
Description de bonnes pratiques (territoires partenaires)
Annex 2:
Page 110
Best-practice studies (external/transnational) /
Description de bonnes pratiques (territoires autres)
Annex 3:
Page 154
Revised Project Shaping Paper - 29 April 2013 /
Reformatage du contenu - 29 avril 2013
Annex 4:
Page 167
Programme and outcomes of the COOL workshop 1, Exmoor,
18 June 2013 / Programme et résultats du 1er atelier COOL, Exmoor,
18 juin 2013
Annex 5:
Page 181
Pulling it together – undertaking the local research /
Se mobiliser ensemble pour les recherches locales
Annex 6:
Page 190
Undertaking the Local Research / Lancement des recherches locales
Annex 7:
Page 231
Programme & outcomes of the COOL Workshop 2, Norfolk, October 2013 /
Programme et résultats de l’atelier COOL N°2, Norfolk, octobre 2013
Annex 8:
Page 242
Toolkit models / Modèles de boîte à outils
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Executive Summary / Résumé opérationnel
COOL Tourism Project / Le projet touristique COOL
Résumé opérationnel / Executive summary
Le projet touristique COOL
Onze partenaires européens de France et d'Angleterre coopèrent de 2013 à 2015 sur le
projet touristique COOL. EUROPARC Consulting les accompagne pour la création d'une
méthodologie puis d'un cadre de “boîte à outils” professionnelle destinés à encourager et à
accompagner des entreprises touristiques, de taille petite ou moyenne, dans le
développement de leur affaire en s'appuyant sur les atouts de leurs zones rurales et en
tirant parti d'opportunités.
Définir le contexte du projet et la base de connaissances nécessaires pour un tourisme
durable et “sensitive” (anglais : “experiential”) a conduit les partenaires COOL à s'appuyer
sur des recherches aux niveaux européen, local et international. Il a fallu identifier les
réseaux professionnels existants, des thèmes de coopération potentielle, et pareillement
connaître des produits de tourisme rural, des opportunités, les motivations et attentes des
visiteurs, et enfin l'impact économique potentiel de ce tourisme rural sur les territoires des
partenaires.
Les partenaires COOL ont opté pour le développement d'une boîte à outils COOL destinée à
être appliquée dans les territoires, avec pour principale cible les entreprises touristiques
existantes ou nouvelles opérant dans les zones rurales. Cette boîte à outils sera accessible
en ligne, interactive, permettant à la fois d'y déposer des exemples de “bonnes pratiques”,
des opportunités de développement et des indications utiles en matière environnementales
ou professionnelles. Par cette boîte à outils les partenaires COOL pourront aider leurs
entreprises à assurer leur propre promotion, à mieux affirmer leurs différences en
s'appuyant sur les atouts locaux et les offres d'un tourisme “sensitive” grâce aux
opportunités offertes aux visiteurs d'y vivre des expériences dans cet environnement rural.
EUROPARC Consulting recommande un hébergement Internet centralisé de la boîte à
outils, mais, compte tenu de la diversité des points de vue, son développement pourra se
faire selon un principe “développement collectif, accès local” avec un modèle commun et
une déclinaison locale. Il faudra toutefois un coordinateur pour la durée de vie du projet et
son prolongement éventuel.
C'est un parcours compliqué que de développer une méthodologie et la structure d'une boîte
à outils commune pour des partenaires ayant des approches et compréhensions différentes.
De même, le changement de représentants des partenaires s'est traduit par des inflexions
de points de vue et aspirations : partenaires différents, idées diverses, avec ça les apports
consécutifs aux recherches, tout cela a entraîné une certaine “plasticité” des résultats des
travaux.
Pour faciliter leur focalisation, EUROPARC Consulting a adressé aux partenaires cinq lettres
électroniques pour tenir chacun informé des progrès et des acquis agréés au fur et à mesure
des développements. Sur la base des recherches réalisées et des apports des partenaires,
la boîte à outils COOL peut entrer dès le début 2014 dans une phase de construction. Elle
sera une aide facile d'accès pour les entreprises, source d'inspiration et de conseils
disponible à tout moment.
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Le contexte du cofinancement INTERREG conduit à ce qu'on attend des entreprises
touristiques qu'elles travaillent ensemble, conformément à la raison d'être du projet COOL :
le développement d'un secteur touristique prospère et actif dans les zones rurales des
partenaires, durable, basé sur la prise en compte environnementale au travers des
expériences proposées aux visiteurs.
Eleven European partners from France and England are working together on the COOL
Tourism project between 2013 and 2015. EUROPARC Consulting has helped the projects
partners create a methodology and framework for a COOL business toolkit which will
encourage and support new and existing rural tourism small and medium-size enterprises to
develop their business, using rural assets and tourism opportunities.
Defining the context for the project and knowledge about what sustainable and experiential
tourism means to the COOL Partners required extensive European, international and local
research. Business networks and current best practice were captured and themes for
co-operation developed as well as knowledge of rural tourism products, opportunities,
visitors’ motivations and needs as well as potential economic impact of tourism in partner
areas.
Project partners considered and confirmed the direction for the development of the COOL
Toolkit as one toolkit for use in all partner areas with the target audience being first-line new
and existing rural tourism businesses. The toolkit will be an online, interactive system able to
record best practice and show examples of opportunity, environmental and business tips.
COOL project partners will help businesses, through the COOL Toolkit, to promote
themselves and their local distinctiveness in a better way, using the rural assets and
experiential tourism opportunities that exist around them.
EUROPARC Consulting favours a solution of centrally-hosted toolkit, but given the diversity
of partners’ views, the COOL Toolkit may need to be taken forward on the basis of
“developed collectively, embedded locally” using a standard template and adapted/held
locally. Even this option will require an overall toolkit manager through the project’s life and
for an agreed period afterwards.
Developing the methodology and structure for the toolkit has been a complex journey with
differing partner needs and understanding. Also, a changing number of partner
representatives has meant that their views and aspirations have evolved. Different partners
had differing ideas and, together with the emerging research findings, it has meant the
project outcomes remained somewhat fluid.
To help focus, EUROPARC Consulting provided the projects partners with five editions of an
electronic newsletter keeping everybody updated with progress and staged agreement about
what had been developed. Based on research and refined by the projects partners the
COOL Toolkit can move forward in early 2014 to the construction phase. The COOL Toolkit
will be an easy-to-use resource for businesses, whenever needed for inspiration and advice.
It is important, as this is an INTERREG-funded project, that tourism businesses will be
expected to work together to fulfil the declared legacy of the COOL project of an active and
healthy tourism sector in each of the partner areas creating low-impact tourism that is
sustainable and builds environmental awareness through the visitor’s experience.
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Section I.
Le projet touristique COOL / COOL Tourism Project
1. Retombées générales du projet / Overall project outcomes
La raison d'être du projet COOL réside dans le développement d'un tourisme actif et
prospère dans les territoires de chaque partenaire, un tourisme durable du fait d'un impact
écologique minimal et d'expériences contribuant à la prise de conscience environnementale
des visiteurs. Le projet COOL s'est assigné de concevoir et commercialiser un tourisme
“sensitive” (cf. Section II), fait d'expériences qui créent du lien avec les habitants et
permettent de valoriser ce qui est unique dans les territoires partenaires, et au delà.
Des expériences uniques, authentiques et de qualité, voilà ce qui doit être au cœur du projet
COOL et le différencier sur le marché touristique international. Son concept pose comme
principe que les visiteurs ne veulent plus seulement voir mais qu'ils veulent s'impliquer et
s'immerger localement par le voyage. L'enjeu global dans la compétition du tourisme est de
proposer des expériences basées sur le pourquoi du voyage plutôt que sur l'achat de séjour,
grâce à :
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une marque transnationale forte renforçant l'image et le profil de destinations
Transmanche, avec un impact positif durable sur les tendances de séjour ;
le développement et la compétitivité d'un secteur touristique, grâce à des offres
touristiques nouvelles et de haute qualité ;
l'élaboration et la diffusion d'une boîte à outils appréciée et accessible aux
professionnels du tourisme rural ;
la création de réseaux autour d'activités durables, d'échanges et de coopérations
transfrontalières soutenant un tourisme rural Transmanche ;
des entreprises touristiques compétentes, capables de développer leur offre et de
prospérer ;
un tourisme rural durable en ce qu'il intègre les besoins de l'environnement, des
habitants, des entreprises et des visiteurs.
The legacy of the COOL project will be an active and healthy tourism sector in each of the
partner areas. A low-impact tourism that is sustainable which builds environmental
awareness through the visitor’s experience. The COOL project has set out to design and sell
“experiential tourism” (see Section II) – an experience connecting visitors with the locals
and together celebrate what is unique in the partner regions and beyond.
The quality, authenticity and uniqueness of the visitor experience will be a core feature of the
COOL Tourism Project and differentiate it in the international marketplace. Its concept builds
on the premise that visitors do not simply want to see things but want to be engaged and
immerse themselves while travelling. Marketing tourism experiences based on why people
travel versus selling products is crucial to compete effectively on the global stage through:
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a strong transnational brand that will enhance the image and profile of Channel
destinations, with a long-lasting and positive impact on visitor trends;
development and competitiveness of the tourism sector and new and high-quality
tourism products/packages;
development and wide dissemination of an excellent, intuitive rural tourism toolkit;
creation of sustainable business networks, cross-border working on rural tourism in
the Channel area, exchanges and collaborations;
up-skilled tourism businesses with expertise to develop their offer and grow;
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sustainable rural tourism that takes into account the needs of the environment, local
residents, businesses and visitors.
2. Objectifs généraux et activités / Overall project objectives and activities
Le projet COOL s'est assigné les quatre objectifs suivants, globaux et interdépendants :
I.
II.
III.
IV.
faire des recherches sur le tourisme rural pour développer des opportunités de
diversification contribuant au maintien de la biodiversité et du patrimoine dans les
territoires partenaires, susciter une compréhension nouvelle des destinations, des
lieux et ceux qui les habitant ;
s'engager auprès des professionnels locaux en soutenant avec eux les réseaux
existants ou nouveaux, en développant des outils pour encourager de nouveaux
opérateurs à s'y investir et agir plus facilement ;
explorer les voies vers des solutions pratiques et accessibles aux entreprises, aux
collectivités, aux prestataires et aussi aux visiteurs ;
soutenir et promouvoir une approche rénovée et plus globalisante d'une économie
rurale grâce à une plus grande diversité d'offres touristiques par les entreprises et
autres opérateurs de loisir locaux.
Quatre actions interdépendantes permettent d'atteindre ces objectifs :
Action 1 - recherches et développement : elle se concentre sur une meilleure connaissance
des produits de tourisme rural, les opportunités, les motivations des visiteurs, leurs besoins
et aussi le poids économique du tourisme dans les zones rurales des territoires partenaires.
Action 2 - développement économique : il s'agit principalement de s'engager auprès des
professionnels en apportant aux réseaux existants ou nouveaux un soutien d'expertise en
matière de qualité et de tourisme, en encourageant les coopérations commerciales. Sur la
base des résultats de l'action 1 les partenaires s'entendront sur des zones pilotes pour y
concentrer leurs efforts.
Action 3 - développement des outils TIC : il s'agit là d'explorer les possibilités de mettre des
outils TIC faciles d'accès et pratiques à disposition des entreprises, des collectivités, des
prestataires et aussi des visiteurs. Il convient notamment d'identifier les bons équipements
et les bonnes applications en regard de différents contextes. Cela permettra de développer
des applications d'un accès facile et agréable.
Action 4 - marketing et promotion : l'idée principale est de moderniser et de promouvoir une
vision nouvelle et plus cohérente de la campagne et de l'économie rurale, à partir d'offres
variées mises au point par les entreprises et sites de loisir, pour apporter aux visiteurs une
vision plus globale de l'offre touristique locale. Cela incitera les visiteurs à séjourner plus
longtemps, soutenant de facto l'économie locale et soulignant l'attractivité des paysages.
The COOL project has four overall objectives (below) which are interlinked.
I.
II.
III.
To research the rural tourism sector and develop diversification opportunities which
will help to maintain the biodiversity and heritage in the partners’ areas and develop
an understanding of the destination – the place and the people.
To engage with the business community and provide support to new and existing
networks, developing tools encouraging new businesses to invest and to operate
easily.
To explore the issues around providing an accessible and easy-to-use solution for
businesses, local communities, professionals and visitors.
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IV.
To modernise and promote a more cohesive way of “packaging” the rural local
economy, bringing in a variety of offers from local businesses and other attractions.
To deliver the COOL objectives there are four interlinked activities:
Activity 1 – Research and Development: This activity focuses on getting a better knowledge
of the rural tourism products, the opportunities, the visitors’ motivations and their needs as
well as the economic impact of tourism in the rural areas.
Activity 2 – Business development: The activity focuses on the engagement with the
business community and providing support on quality and tourism training to new and
existing networks in order to encourage cross-selling. From the result of the research in
Activity 1, the partners will agree on the pilot areas where they will concentrate their efforts.
Activity 3 – Development of ICT tools: This activity explores the issues around providing an
accessible and easy-to-use solution for businesses, local communities, professionals and
visitors. It will identify the right equipment and application for specific situations. It will help to
develop intuitive products which are a pleasure to use.
Activity 4 - Marketing and promotion: The focus of this activity is to modernise and promote a
more cohesive way of “packaging” the rural/local economy, bringing in a variety of offers
from local businesses and other attractions so that a visitor can view the offerings of the area
in a more holistic way. This will encourage people to stay longer, thereby supporting the
local economy and enhancing of the distinctive landscape.
3. Activité 1 : recherche et développement / Activity 1 research and
development
Mission a été confiée à EUROPARC Consulting de travailler avec les partenaires COOL (cf.
Action 1, recherche et développement) sur :
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l'apport de connaissances et d'informations sur des bonnes pratiques actuelles en
matière de tourisme rural, durable et sensitif (partie 1) ;
Créer un canevas de collecte d'informations locales pour les partenaires (partie 2) ;
Concevoir la méthodologie et le cadre communs de la boîte à outils COOL (partie 3).
BOÎTE 1
Chronologie du projet et tâches approuvées
Comme partie de son travail précédent, EUROPARC Consulting a été chargée de
produire un document de reformatage (cf. Annexe 3) pour préciser le détail et les
décisions validées par le Groupe de Pilotage (CSG) sur l'ensemble du projet COOL et de
ses livrables.
Partie 1 (Avril à juin 2013) Cadrage du projet dans son contexte et apporter des éléments
de connaissance sur ce que recouvre un tourisme durable et “sensitive” aux partenaires
COOL, collecter des informations de bonnes pratiques aux niveaux international et local.
En mettant l'accent sur les produits touristiques ruraux, les opportunités, les motivations
des visiteurs, leurs besoins, aussi bien le potentiel de développement du tourisme dans
les zones rurales partenaires.
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Partie 2 (Juillet à septembre 2013) Collectage des résultats des recherches locales,
notamment les manques et besoins des visiteurs et des entreprises touristiques locales.
Cette phase a permis aux partenaires de prendre la mesure du projet et de confirmer
l'orientation décidée pour l'élaboration d'une boîte à outils méthodologique, à disposition
avant tout des entreprises touristiques des territoires partenaires. Buts premiers : les
aider à assurer elles-mêmes leur promotion et à faire mieux reconnaître leurs qualités
propres, en tirant le meilleur parti des atouts locaux et des possibilités d'offrir aux
visiteurs des expériences de tourisme rural.
Partie 3 (Septembre à novembre 2013) Fournir une méthodologie commune et un cadre
pour la boîte à outils COOL, pour encourager et soutenir les entreprises touristiques en
utilisant ,selon un processus durable, les atouts touristiques locaux et les possibilités
d'expériences à proposer aux visiteurs. Ce choix de structure permet aux partenaires de
travailler collectivement, tout en hébergeant chez eux la boîte à outils COOL.
N.B. Entre avril et Novembre 2013 (phase des recherches locales), les représentants des
partenaires et donc les points de vue et demandes ont évolué. À partenaires différents,
idées différentes, s'ajoutant aux résultats des recherches locales. D'où une inévitable
flexibilité des résultats ... Pour contribuer à tenir le cap, EUROPARC Consulting a réalisé
5 lettres électroniques, retraçant notamment l'avancement des travaux, la présentation
des partenaires et des détails sur leurs territoires.
EUROPARC Consulting was tasked (within Activity 1 – Research and Development) to work
with the COOL partners to:
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provide knowledge and information on current best practice of rural, sustainable,
experiential tourism (Part 1),
create a framework for partners to collect local information (Part 2),
design a common methodology and framework for the COOL Toolkit (Part 3).
BOX 1
Timeline and task agreement / Chronologie du projet et tâches approuvées
As part of its early work, EUROPARC Consulting was tasked to produce a Revised
Shaping Paper (Annex 3) which reset the detail and represented the agreed view of the
Client Steering Group (CSG) for the overall COOL project and its deliverables.
Part 1 (April to June 2013) provided the context for the project and knowledge about what
sustainable and experiential tourism means to the COOL partners and extensive
international and local-area research provided information on current best practice. It
focused on providing knowledge of rural tourism products, opportunities, visitors’
motivations and needs as well as the potential economic impact of tourism in the rural
areas.
Part 2 (July to September 2013) gathered local research which identified the gaps and
needs of the visitors and of local businesses. This phase helped partners consider and
confirm the direction for the development of the COOL Toolkit - i.e. one toolkit for use in
all partner areas with the target audience being first-line rural tourism businesses,
particularly SMEs focusing on how COOL partners can help them promote themselves
and their local distinctiveness better, using the rural assets and experiential tourism
opportunities that exist around them.
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Part 3 (September to November 2013) provided the common methodology and
framework for the COOL Toolkit which encourages and supports rural tourism SMEs to
develop their businesses using the rural assets and experiential tourism opportunities to
become economically and environmentally sustainable. Its structure enables partners to
work collectively and embed the COOL Toolkit locally.
N.B. During the research gathering period (April – November 2013) partner
representatives and their views and aspirations evolved. Different partners had differing
ideas and, together with the emerging research findings, it has meant the project
outcomes remain fluid. To help focus, EUROPARC Consulting provided the project
partners with five editions of an electronic newsletter keeping all updated with progress,
partner details and profiles.
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Section II.
Contexte et arrière-plan d’un tourisme rural, durable et “sensitif”/ Context and
background to rural, sustainable and experiential tourism
1. Contexte et arrière-plan / Context and Background
Contexte et arrière-plan
Là où d'autres perspectives seraient limitées, le tourisme rural crée du travail et des
opportunités de croissance pour des entreprises, en maintenant et protégeant des emplois
existants, en permettant l'émergence de micro-entreprises et d'auto-entrepreneurs en zone
rurale.
Une étude récente de la DATAR (2011) a confirmé l'image très positive de la campagne
française. Elle a aussi révélé que, bien qu'ils déclarent venir à la campagne pour se reposer
et se ressourcer, 68% des visiteurs français et 83% des visiteurs d'autres pays européens
veulent y exercer des activités aussi bien sportives que culturelles, pourvu que celles-ci
soient facilement accessibles et pas trop éloignées en voiture, à pied ou par des moyens
d'écomobilité.
Le tourisme procure des compléments de revenus aux entreprises basées en zone rurale ou
y exerçant, donnant notamment un bon exemple de diversification agricole. Cela peut
contribuer à préserver les caractéristiques de l'environnement et des paysages appréciées
des visiteurs, des communautés locales tout comme des acteurs économiques.
Services locaux et aménités - commerces, cafés, restaurants, moyens de transport, services
postaux -, tous sont recherchés et utilisés par les visiteurs, ce qui illustre combien le
tourisme contribue à la vie économie des localités rurales.
De même le tourisme apporte sa contribution à la préservation et la valorisation du
patrimoine naturel ou bâti, qui constituent autant d'atouts que les visiteurs apprécient et dont
les entreprises locales peuvent tirer parti. Cette contribution n'est pas toujours visible ou
directe mais il faut souligner combien est importante la reconnaissance de cette mission de
conservation par ceux qui s'investissent pour cette activité d'accueil.
La diversité de l'offre touristique rurale implique que les défis et les opportunités varient
selon les territoires. À des degrés divers selon les zones rurales, le tourisme peut tirer,
dominer ou bien soutenir l'économie rurale. Sa gestion doit toutefois être menée avec
prudence, en évitant une dépendance excessive des activités locales par rapport au
tourisme, et des retombées négatives sur l'économie, l'environnement et les communautés
locales, telles que l'effet sur l'immobilier, les locations, le niveau des salaires, les
encombrements routiers et potentiellement toute dégradation de l'environnement.
D'après le Plan d'action pour un tourisme rural (cité par Visit England), les visites à la
journée dans les campagnes représentent 16% de leur total toutes destinations (136 millions
d'excursions), soit une dépense totale de 4 milliards de livres (source UKTS).
Il y a incontestablement un potentiel de développement pour le tourisme rural si les
excursions peuvent être prolongées en nuitées. Même potentiel avec les visiteurs
internationaux. En 2009 le marché réceptif en Angleterre a représenté 25,4 millions de
livres, dont seulement 17% pour la campagne (source IPS).
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Comparés à tous les motifs de déplacement en Angleterre, ceux vers la campagne sont plus
motivés par le loisir que par le travail (source UKTS), mais en examinant les raisons de ce
déclin, il est possible d'agir et d'inverser cette tendance.
Deux exemples de tourisme rural tourisme et de son poids économique
1) Tourisme dans le Département rural des Alpes de Haute-Provence
1. 750 millions d'euros de consommation touristique annuelle sur le territoire.
2. 53 euros de dépense moyennes /jour et /touriste.
3. 9 000 emplois touristiques directs, soit 16% des emplois du Département.
Source: ADT Alpes de Haute-Provence
2) Tourisme en Baie de Somme, un espace protégé majeur du Département
1. 7,8 millions nuitées pour 952 000 visiteurs (séjour moyen 8,2 nuits).
2. 1,2 million de visiteurs /an, dont 269 000 à la journée, soit 8 millions de journées en Baie
de Somme.
3. 1 300 emplois ETP dans les entreprises touristiques de la zone, plus 900 emplois
indirects ETP (ex. artisanat, agritourisme, etc).
4. 7 257 emplois touristiques, soit 3% des emplois du Département de la Somme.
Source: Somme Tourisme
Plus que pour d'autres destinations les sorties d'une journée à la campagne sont marquées
par la saison : 70% au printemps ou en été, à comparer aux 52% toutes destinations
confondues. Pendant les mois d'hiver, cela tombe à 7% contre 21% toutes destinations
confondues (source Enquête ELVS, 2009 et GBDVS, 2002).
Pour assurer un développement du tourisme rural, les destinations doivent monter et
commercialiser de nouveaux produits, de nouvelles expériences capables d'attirer des
visiteurs en toutes saisons, tout en étant moins tributaires de la météo.
Le tourisme à la campagne procure aux citadins une occasion d'escapade et d'accès à des
loisirs différents. Il apporte ressourcement et tranquillité et la connexion de la nature avec
l'architecture locale, les traditions culinaires et culturelles, l'économie. Ceci est
potentiellement porteur de messages pour contribuer au développement du tourisme rural.
Les consommateurs devenant plus confiants dans les technologies d'information, les
produits touristiques peuvent être rendus plus vivants par des outils d'interprétation en
phase avec les attentes d'utilisateurs actuels ou nouveaux. À l'exemple des randonnées
proposées par le National Trust d'Angleterre en téléchargement sur iPhone et des courses
au trésor virtuelles (anglais : geocaching) sur différents sites. Mais cette opportunité est
fortement dépendante de l'accès au haut débit dans beaucoup de zones rurales.
Le gouvernement britannique a récemment annoncé des investissements pour le
déploiement du haut débit en zone rurale et l'association Country Land and Business
coopère avec le fournisseur d'accès au haut débit (BDUK) pour enquêter sur les niveaux de
besoins et la viabilité de projets locaux.
Les entreprises rurales et centres de loisir sont généralement de taille modeste, d'où
l'impératif d'une promotion mesurée pour éviter de créer une demande impossible à
satisfaire ou une dégradation de qualité amenant à un dénigrement par les visiteurs du fait
15
d'expériences négatives. Bien que n'étant pas aussi clairement établi que pour le tourisme
urbain, balnéaire ou de montagne, le rapprochement entre besoins des visiteurs et offres de
tourisme rural doit être géré avec attention dans les territoires du projet COOL.
Comparées à d'autres destinations, celles qui offrent une large gamme de produits
locaux sont hautement appréciées des amateurs de tourisme à la campagne selon les
comparateurs de England Brand. Un tourisme rural fonde sa différence locale sur
l'alimentation, les produits locaux, les paysages modelés par des générations, sur des
occasions données aux visiteurs de se procurer des expériences authentiques où les
communautés locales célèbrent avec fierté leur culture identitaire.
Il y a de réelles opportunités économiques à développer des produits touristiques et
expériences à la campagne en s'appuyant sur des atouts naturels, comme la vie
sauvage. Pourtant l'accès par les visiteurs est souvent limité par le fait que les
gestionnaires de ce patrimoine naturel et sauvage n'ont suffisamment pas conscience
des apports du tourisme. Une telle opportunité peut être déterminante, à condition de
bien informer ces responsables sur ces produits touristiques, de leur faire prendre
conscience des retombées du tourisme contribuant à la protection de ce patrimoine et
enfin de prendre les mesures appropriées pour minimiser l'impact des flux de
visiteurs,
Il est important d'impliquer les habitants des campagnes dans le développement du
tourisme rural en faisant comprendre les bénéfices qu'il apporte. Il faut
particulièrement veiller aux destinations et communautés localement déterminantes,
ainsi qu'aux groupements locaux, aux bénévoles et toutes parties prenantes porteurs
d'initiatives de développement rural.
La France présente une grande diversité d'hébergements ruraux, tout particulièrement
les "gîtes". Le premier remonte aux années cinquante et le réseau des Gîtes de
France compte plus de 50 000 adresses. Ce réseau s'est depuis diversifié (avec
notamment moins de gîtes et plus de chambres d'hôte) pour s'adapter à la
progression des courts séjours. D'autres réseaux d'hébergement rural sont apparus
contribuant à renforcer l'offre d'hébergement à la campagne, tant à la ferme que dans
les maisons particulières où les habitants accueillent des touristes, à l'image de
l'exemple britannique.
Les contraintes administratives peuvent être un frein important au développement du
tourisme rural. D'où l'importance de conseils, de collecte et diffusion d'informations et
de recherche pour faciliter son développement et la croissance économique qu'il
induit.
Bien des problèmes rencontrés en zone rurale par les entreprises touristiques et
différents acteurs ne diffèrent guère de ceux des zones urbaines mais des solutions
doivent être adaptées au contexte rural. Parmi les spécificités, il y a la dispersion des
communautés et des entreprises, la disponibilité des différents services, l'accès au
territoire pour les visiteurs, les risques inhérents aux coûts croissants des carburants,
de l'énergie, de l'alimentation qui frappent plus durement le tourisme rural.
L'économie touristique de la France s'élève chaque année à 38 milliards d'euros,
pourtant ce secteur n'est pas considéré à sa juste place. D'où une vision trop souvent
confinée à l'échelon régional. Le tourisme rural n'est appréhendé que par sa
contribution à l'économie touristique régionale et des schémas de développement
calés sur les fonds structurels européens (ex : 2007 - 2013).
Les projets de développement rural comme ceux des programmes LEADER, des
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parcs naturels régionaux ou des “Pays” sont aussi soutenus par des réseaux ruraux
comme le “Réseau Rural Français” (similaire au réseau européen ENRD). Le secteur
privé est peu présent et les projets de développement rural dont ceux du tourisme est
tributaire des financements publics, en particulier des communautés locales et des
collectivités.
En Angleterre comme en France le transport de et vers les zones rurales est un défi pour le
tourisme et pour les communautés locales. Venir à la campagne implique presque
obligatoirement la voiture du fait de manque de solutions alternatives et des coûts de
transport public souvent perçus comme élevés. La hausse des coûts de carburant affecte
davantage les destinations rurales du fait d'alternatives plus limitées et, parfois du fait de
l'éloignement depuis les zones urbaines.
La politique britannique pour réduire l'utilisation de la voiture, l'importance des
investissements sur le transport urbain et des solutions locales de transport en zone rurale
doivent produire des solutions pour éviter à long terme les difficultés pour l'économie
touristique locale.
Des zones rurales sans voiture, des initiatives “bas-carbone” seront difficiles à mettre en
place, ce qui veut dire qu'un certain usage de la voiture devra être accepté. On devra aussi
encourager l'allongement des durées de séjour, la réduction des parcours ou des durées de
trajet en voiture, la marche associée aux parcours de transport public et aux expériences
proposées aux visiteurs. Il faut aussi encourager les offres de transport alternatives à
destination, comme les hébergements reliés par des parcours avec vélo loué, des parcs à
vélos et sites adaptés aux touristes venus avec leur vélo.
Impossible d'ignorer les impacts du changement climatique. Selon les prévisions les plus
répandues, il va occasionner des hivers plus doux et plus humides, des étés plus chauds et
plus de phénomènes extrêmes. Cela peut aussi toucher les paysages, avec donc un impact
visuel et aussi affecter leur capacité à se régénérer après un afflux de touristes. Il faut donc
veiller à se préparer et à s'adapter à des tels changements.
La vulnérabilité du tourisme rural aux augmentations des coûts d'énergie et d'alimentation
compromet sa profitabilité et aussi sa résilience. Les opérateurs touristiques ruraux peuvent
réduire leurs charges en repoussant les énergies polluantes et chères pour se tourner vers
les énergies renouvelables, plus facilement accessibles à la campagne : bois-énergie, vent,
solaire et hydro-électricité. Dans certains lieux, de telles installations peuvent devenir des
attractions, contribuant à écarter les visiteurs des sites sur-fréquentés. Cependant l'impact
paysager et esthétique de telles installations à grande échelle peut inversement créer une
menace pour les sites que les visiteurs viennent voir. Il y a des opportunités de coopération
avec ces compagnies de production énergétique, pour voir comment elles peuvent adapter
leurs services aux entreprises de type rural.
L'évolution des fonds structurels pour l'agriculture et la gestion des terres tels que la PAC ou
le programme anglais de développement rural amènent les aménageurs de territoires ruraux
à considérer différentes sources de revenus et le tourisme en est une. De même en France,
au niveau régional ou plus local, le tourisme rural est appréhendé comme un moyen de
compenser la baisse des activités agricoles. Ainsi, les programmes LEADER soutiennent
souvent des projets de développement d'une offre touristique ou la construction de réseaux
locaux d'opérateurs touristiques.
Les nouveaux modèles anglais de financement en zones urbaines ne sont pas accessibles
ou adaptées aux campagnes. Cependant, il existe un réel potentiel de développement pour
les communautés locales et l'émergence du “tiers-secteur” à base d'associations type 1901
ou d'ONG solidaires, ce qui vient renforcer les traits distinctifs d'un produit rural. Des
17
mesures spécifiques existent en Angleterre, comme les fonds de développement durable
des espaces protégés ou le RDPE.
De façon grandissante, les partenariats locaux d'entreprises (LEP) deviennent d'utiles
sources de financement qui, bien ciblées, pourront bénéficier au développement du tourisme
rural.
Facteurs de succès
Les 10 facteurs suivants sont essentiels à la pleine justification du projet COOL :
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Une gestion avisée doit éviter une dépendance excessive de l'économie locale à
l'égard du tourisme, et ses impacts induits sur l'environnement, l'économie, les
communautés.
La conversion de séjours à la journée en nuitées est porteuse d'un important potentiel
pour le tourisme rural.
Loisirs et tranquillité, connexions entre nature et architecture locale, alimentation,
culture and communautés locales sont porteurs de messages à développer pour
favoriser l'essor des opérateurs touristiques locaux.
Pour assurer leur essor, les destinations doivent développer et commercialiser des
produits touristiques nouveaux, à base d'expériences attirant des visiteurs en toutes
saisons, et moins tributaires de la météo.
Les visiteurs veulent des applications numériques délivrant des informations
touristiques.
Communiquer sur l'offre locale de tourisme rural nécessite d'agir de façon mesurée.
Le tourisme doit mettre en valeur l'identité locale, par l'alimentation et les boissons, les
produits locaux, les histoires et paysages hérités des générations passées.
Il convient que les gestionnaires d'espaces naturels soient dûment informés des
potentiels de retombées économiques de produits touristiques, pouvant contribuer à la
protection de ce patrimoine, pour autant que des mesures soient prises pour réduire
l'impact de l'afflux de visiteurs.
Des solutions de transport doivent être proposées localement pour allonger la durée
de séjour, réduire les temps et longueurs de parcours en voiture sur place, avec des
parcours à pied comme sources d'expériences et complémentant le transport public.
Des hébergeurs locaux peuvent s'associer autour de solutions de transport durable,
comme des vélos loués en commun et des installations adaptées aux cyclotouristes.
Source: Plan d'action pour le tourisme rural (Visit England)
Tourism in rural areas creates employment and opportunities for business growth where
other opportunities may be limited, as well as maintaining and protecting existing jobs,
micro-businesses and those self-employed in rural areas.
A recent French survey (DATAR 2011) confirmed a very positive image of the French
countryside, but it also revealed that, although visitors come to rural areas to relax and rest,
68% of French and 83% of Europeans wish to engage in activities (sporting as well as
cultural) providing they are easily accessible and not too distant by car, by foot or by
sustainable transport means.
Tourism provides the ability to supplement the income streams of businesses operating
or fixed in rural locations - a good example of this is farm diversification. This can help
maintain the environmental and landscape qualities valued by visitors, communities and
businesses alike.
18
Local services and amenities, such as shops, pubs, restaurants, transport and postal
services, are all supported by visitors which illustrates how tourism can sustain the
economic viability of rural communities.
Also, tourism has the ability to contribute to the conservation and enhancement of the
natural and built environment through the businesses and visitors that benefit and rely on
these rural assets. This is not always a visible or direct contribution but recognition by
those investing in the environment that their conservation is important to the visitor
economy.
The diversity of the rural tourism offer means that the challenges and opportunities will differ
from area to area. To varying degrees, across different rural areas, tourism can drive,
dominate or sustain the economy. However, it must be managed carefully to avoid overreliance of local economies on tourism and to avoid the associated negative impacts on the
environment, economy and communities, for example the impact on the supply of affordable
owned or rented housing, the level of wages, increased traffic congestion and, potentially,
environmental degradation.
According to the Rural Tourism Action plan (source: Visit England), day visits to the
countryside account for 16% of tourism day visits (136 million trips), accounting for £4 billion
in expenditure (source: UKTS).
There is significant growth potential for rural tourism if day visits can be converted to
overnight stays. The same growth potential exists from international visits. Total inbound
visits to England in 2009 were 25.4 million; a relatively low 17% involve a trip to the
countryside (source: IPS).
Compared to the total of all trips in England, trips in the countryside are more likely to be for
a holiday than for business purposes (source: UKTS). By exploring the reasons for the
decline and taking action this trend could be reversed.
Two examples of rural tourism and economic impacts
(I) Tourism in rural Département (sub-county area) of Alpes de Haute-Provence
1. €750,000,000 spent by tourists every year in this area.
2. €53 average daily spend.
3. 9,000 jobs directly working for the tourism sector, representing 16% of jobs in the
Département.
Source: ADT Alpes de Haute-Provence
(II) Tourism in Somme Bay, one of major nature areas in Département of Somme
1. 7.8 million overnights corresponding to 952,000 visitors (8.2 average overnight).
2. 1.2 million annual visitors including 269,000 day visitors representing 8 million days in
Somme bay.
3. 1,300 ETP equivalent to full-time jobs in area tourism businesses plus 900 ETP jobs
related to tourists (e.g craft or farm activities).
4. 7,257 jobs representing 3% of total Département jobs.
Source: Somme Tourisme
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Day visits to the countryside are significantly more seasonal than other destinations - 70% of
countryside day visits take place in spring and summer, compared with 52% across all
destinations, and 7% take place in the winter months, compared with 21% across all
destinations (source: 2005 ELVS Survey, 2002 GBDVS).
To ensure rural tourism growth, destinations must develop and market new products and
experiences that appeal to visitors all-year round and which are less weather dependent.
Rural tourism provides an escape for the urban population and a range of distinct leisure
time activities. It provides recreation and tranquillity and the interweaving of nature with local
architecture, food, culture and community. This could be a potential message to develop and
help target growth in business tourism in rural areas.
Consumers are becoming more reliant on technology to access information. Rural products
can be brought alive using new interpretation techniques to attract and meet the expectations
of new and existing audiences. A good example in England is the National Trust’s series of
downloadable walks, an iPhone application, and geo-caching which is being trialled at
several sites. However, lack of provision of broadband connectivity in many rural areas may
prevent these opportunities from being realised.
The UK Government has recently announced investment in broadband in rural areas which
is a positive step, and the Country Land and Business Association are working with
Broadband Delivery UK (BDUK) to establish the level of demand for broadband and the
viability of a community project.
Rural attractions and businesses are usually relatively small. This means that careful
promotion is required to prevent creating demand that rural areas cannot meet or that would
lead to a scale of attraction that would detract from the quality of the experience for visitors.
Although not as clearly defined as city, seaside or mountain tourism, communicating the
rural tourism offer to consumers’ needs to be carefully managed across the COOL Project
areas.
The good range of local produce scores highly among those who visited the countryside in
the England Brand tracker, when compared with other types of destination. Rural tourism is
distinctive to its locality; the foods, products and landscapes have been shaped by
generations, providing opportunities to create authentic appealing experiences for visitors
that allow local communities to celebrate and take pride in their culture.
Developing rural tourism products and experiences for visitors that are based on natural
assets, for example wildlife, provides a potential business opportunity. However, access for
visitors is often restricted because asset managers have not fully realised the benefits of
tourism. If natural and wildlife asset managers are well-informed about the markets for their
products, understand the potential for raising revenue to support and protect their assets
through tourism, and the measures that can be taken to minimise the impact of visitors, then
this opportunity can be maximised.
It is important for resident communities to be involved in the development of tourism in rural
areas and understand the benefits it can bring. There needs to be a greater focus on support
for destinations and communities which take a lead on tourism in their locality and that local
community groups, volunteers and stakeholders can drive forward initiatives in rural areas.
France offers now a wide diversity of accommodation in rural areas in “gîtes” or self-catering
accommodation. The first gîte was created during the 1950s, and the Gîtes de France
network counts for more than 50,000 addresses. This network has diversified its
20
accommodation offer (e.g. now relatively less gîtes and more B&Bs) to adapt to the increase
of short breaks. Other rural accommodation networks have appeared, leading to a large offer
of accommodation by farmers and other private owners who have opened their houses to
welcome visitors, following the UK example.
Planning constraints can be a major barrier to the expansion and diversification of the rural
tourism product. Guidance, collection and dissemination of evidence and research to support
the case for rural tourism development are crucial and rural tourism growth must be
facilitated.
Many problems that rural tourism businesses and local stakeholders face are similar to those
encountered in urban areas but solutions need to be tailored to the rural environment. This
includes the dispersed nature of rural communities and businesses within them, access to
services and support, visitor access issues and vulnerability to increasing prices in fuel,
energy and food which often hit rural tourism disproportionally.
Although the total tourism economy in France amounts to €38 billion every year it is not
considered as a distinctive economic sector at the national level. Therefore most of the
planning framework is considered at its regional level. Rural tourism is viewed as a part of
the regional tourism economy under long-term planning schemes, generally corresponding
to EU structural funds periods, e.g. 2007 - 2013.
Rural project areas such as LEADER Local Action Groups or PNRs (Regional Nature Parks)
or “Pays” are also fostered by rural networks like “Réseau Rural Français” (RRF) which are
similar at a national level to European ENRD. They are funded by local groupings of
municipalities and by public bodies like Régions and Départements. The financial support
from the private sector is low and projects in rural areas including tourism often depend on
joint public funding.
Both in England and France transport within and to rural areas is a challenge for
tourism and local communities. Visits to the countryside are more likely to be
undertaken by car as rural areas have fewer alternatives and public transport
provision is often perceived as being expensive. Rising fuel prices place rural
destinations at a disproportionate vulnerability due to more limited alternatives and,
sometimes, distant location from urban populations.
With UK government policy aiming to reduce use of the car and the majority of new
transport investment taking place in urban areas, local solutions to rural transport
issues must be found to avoid longer-term difficulties for the rural tourism economy.
Completely car free rural areas and low-carbon initiatives will be difficult to implement,
therefore this means accepting that some car use is necessary for rural tourism. However,
more initiatives that increase dwell times at destinations, reduce mileage and length of car
journey, such as walks and itineraries that are integrated with public transport and visitor
experiences need to be encouraged.
It is also important to encourage sustainable transport options when visitors arrive at their
destination, for example, encouraging accommodation to link up with cycle hire firms, cycle
racks, and cycle-friendly venues for visitors to bring their own bikes.
The impacts of climate change on tourism cannot be ignored. Changes to the climate are
largely predicted to create milder, wetter winters and drier, warmer summers with increased
incidences of extreme weather. It may also affect how the landscape is managed which may
impact on its visual appeal or its ability to repair itself from the impact of visitors. The focus
should be on preparation and adaptation to these changing conditions.
21
The vulnerability of rural tourism to current and expected increasing energy and food prices
compromises the profitability and resilience of rural tourism. There is the potential
opportunity for tourism operators in rural areas to reduce overheads and the resources they
use by moving away from expensive and polluting sources of energy. This could be
achieved through accessing the renewable energy initiatives, many local to rural areas, such
as timber, wind, hydro and solar farms.
In some locations these initiatives might be tourism attractions in their own right and help to
disperse visitors away from “honeypot” sites. However, the potential impact on the
landscape and aesthetics of multiple or large-scale developments could be a potential threat
to the very assets visitors are coming to see. There are opportunities to work more closely
with energy companies and explore whether they can tailor the services they supply to rural
and lifestyle businesses.
Changes to traditional funding streams for agriculture and land management, such as the
EU’s Common Agricultural Policy (CAP) and Rural Development Programme for England
(RDPE), mean that rural asset managers are looking at more diverse income streams and
tourism presents opportunities for them. This is the same in France, both at a regional as
well as at a local level, where tourism represents an economic opportunity in rural areas
partly as an alternative to decreasing farming activities. For example, the LEADER
programmes often contribute to developing the rural tourism offer or building local networks
of tourist operators.
New models of funding available in England’s urban areas, such as Business Improvement
Districts, are not as readily available or appropriate in rural areas. However, there is greater
potential for the involvement of community and the “third sector” (not-for-profit bodies and
charities), which adds to the distinctiveness of the rural product.
There are rural specific measures in place in England such as Sustainable Development
Funds in all National Parks and AONBs, and the RDPE Local Action for Rural Communities
funding.
Increasingly, Local Enterprise Partnerships (LEPs) are a useful source for funding and
together these funding streams could benefit rural tourism growth if targeted effectively.
Factors for success
The following ten factors should be considered as essential to create a successful legacy for
the COOL project:
1.
2.
3.
4.
5.
6.
7.
Careful management is required to avoid over-reliance of local economies on tourism
and associated negative impacts on the environment, economy and communities.
Significant growth potential for rural tourism exists if day visits can be converted to
overnight stays.
Recreation and tranquillity and the interweaving of nature with local architecture, food,
culture and community are a potential message to develop and help target growth in
business tourism.
In creating growth, destinations must develop and market new products and
experiences that appeal to visitors all-year round and which are less weather
dependent.
Consumers require technology to access information.
Communicating the rural tourism offer to consumers needs to be managed well.
Tourism must be distinctive to its locality through the food and drink, products, stories
and landscapes which have been shaped by generations.
22
8.
9.
10.
Natural and wildlife asset managers need to be well-informed about the markets for
their products, understand the potential for raising revenue to support and protect their
assets through tourism as well as in the measures that can be taken to minimise the
impact of visitors.
Local solutions to rural transport issues developed to increase dwell times at
destinations, reduce mileage and length of car journey, walks and itineraries that are
integrated with public transport and visitor experiences.
Sustainable transport options for visitors offered by encouraging accommodation
providers to link to cycle hire and cycle-friendly facilities
Source: Rural Tourism Action Plan (Visit England)
2. Tourisme durable / Sustainable Tourism
Le tourisme fait intégralement partie du mode de vie à l'Européenne, avec des populations
en quête croissante d'expériences saines et de plein air. Mais ce n'est pas une mince affaire
de concilier l'offre de tels loisirs, l'afflux de visiteurs, l'information, la coopération avec les
communautés locales et la protection du patrimoine naturel et culturel. Parler de tourisme
durable, c'est précisément parvenir à un tel équilibre.
Le tourisme durable n'est pas un mode de tourisme ou une “niche” commerciale, mais plutôt
une façon de structurer le développement touristique pour qu'il contribue positivement aux
plans social, économique, environnemental au bénéfice des destinations, visiteurs,
communautés locales, acteurs locaux et -point essentiel- aux générations futures.
Bien des initiatives peuvent contribuer à une gestion durable du tourisme dans les zones
rurales. La Charte européenne du tourisme durable dans les espaces protégés en est un
exemple éclairant. Elle a été lancée en 2001 en s'appuyant sur le principe central du travail
en partenariat de tous les acteurs locaux, pour élaborer en commun et mettre en œuvre une
stratégie commune de tourisme durable puis un plan d'action.
La France compte ainsi 24 espaces protégés certifiés et le Royaume Uni 13. Le projet
COOL compte fait le lien entre trois d'entre eux, porteurs d'excellence en matière de
développement et de mise en œuvre d'un tourisme durable (Broads, Exmoor, ScarpeEscaut en région NPdC).
Tourism is very much part of the European way of life, with people increasingly seeking
healthy, outdoor recreational experiences. Providing opportunities for recreation, access and
information to visitors and working positively with the local host community as well as
conserving natural and cultural heritage is a challenging balance. If that balance is achieved,
we refer to it as sustainable tourism.
Sustainable tourism is not a “type” of tourism or a “niche” market, but rather a way of
organising any type of tourism development which brings social, economic and
environmental advantages to locations or destinations, visitors, local communities, tourism
stakeholders and, importantly, to future generations.
There are many initiatives which help support and stimulate areas in developing wellmanaged tourism in a sustainable way. Very relevant to the COOL project is the European
Charter for Sustainable Tourism in Protected Areas. It was established in 2001 with the core
principle of working in partnership with all relevant stakeholders to develop a common
sustainable tourism strategy and an action plan.
23
Across France there are 24 Charter Sustainable Tourism areas and 13 in the UK. Within the
COOL project there are three Charter areas providing excellence in sustainable
development planning and implementation of tourism (Broads, Exmoor and Scarpe-Escaut).
3. Tourisme rural / Rural Tourism
Dans le contexte COOL, “rural” s'entend comme espace géographique hors des
principales zones urbaines, soit en Angleterre plus de 80% des terres et environ 20%
de la population (source DEFRA). En France, une commune est dite “rurale” si elle
compte moins de 2 000 habitants, et au total ces communes englobent 25% de la
population.
Historiquement, le tourisme rural était lié aux travaux agricoles, avec hébergement et
activités à la ferme, mais il s'est depuis élargi à bien d'autres. Le tourisme rural est
généralement perçu comme alternative au tourisme de masse, avec des offres de
découverte de plein air du patrimoine bâti ou immatériel comme la gastronomie locale,
etc.
Les zones rurales des territoires COOL peuvent se prévaloir de campagnes superbes,
avec tout leur patrimoine culturel et naturel. Chaque territoire a ses caractéristiques
propres et une identité locale à bien saisir et révéler. Le projet COOL entend examiner
ce potentiel de croissance du tourisme rural en identifiant obstacles et défis.
Il y a un réel besoin de tourisme durable à faible impact environnemental, qui fasse
aimer sans nuire, qui suscite une conscience environnementale en même temps
qu'une contribution à l'économie locale et à l'emploi. En prenant en compte les
impératifs de l'environnement, des habitants, des entreprises et des visiteurs.
Les atouts de la campagne et leur localisation sont partout très divers : fermes,
canaux, bords de mer, villes rurales, villes marchandes, villages, pubs et cafés,
maisons historiques et sites archéologiques, jardins, lacs, bois, montagnes et
paysages classés comme les parcs naturels et parcs nationaux, les AONB anglais et
réserves naturelles.
For the COOL Project, “rural” was defined as the geographic areas that sit outside the
main urban areas. In England this accounts for over 80% of the land area and around
20% of the population (source: Defra). In France a “commune” is considered “rural”
with a population of less than 2,000 inhabitants and rural communes comprise 25% of
the French population.
Historically, rural tourism was linked to farming activities with accommodation and
activities provided in farms but today this tourism encompasses a large array of
activities in rural areas. Rural tourism is often considered as a sustainable alternative
to mass tourism, and includes outdoor activities to discovery of built, as well as the
intangible heritage, for example local gastronomy, etc.
The rural areas across the COOL partnership boast beautiful countryside with cultural
heritage and natural resources. Each COOL partner area has special characteristics and a
local distinctiveness which needs to be identified and captured. The project aims to look at
opportunities to grow the rural tourism sector and identify obstacles and challenges.
There is a need to create low-impact sustainable tourism that cherishes, not destroys, and
which builds environmental awareness as well as contributing to the local economy and
supporting jobs. It must take into account the needs of the environment, local residents,
businesses and visitors.
24
The rural assets and locations where these activities take place are equally diverse
and include farms, waterways, rural coastline, rural towns, market towns and villages,
pubs, historic houses and archaeological sites, gardens, lakes, woodlands, mountains
and designated landscapes, for example natural and national parks, Areas of
Outstanding Natural Beauty (AONBs) and wildlife reserves.
4. Tourisme “sensitif” / Experiential Tourism
(au sens : à base d'expériences impliquant activement les visiteurs pour leur faire éprouver
des sensations, des émotions, etc).
Aux antipodes du tourisme de masse traditionnellement basé sur des produits tout compris,
avec peu de possibilités d'implication personnelle laissées aux touristes, le tourisme sensitif
montre plus qu'il ne décrit et encourage une participation active, avec préférence donnée à
des activités en extérieur, au contact d'autres cultures et communautés. Le vécu qui en
résulte est très personnel et individuel et il entremêle activités et expériences vécues.
Ce tourisme sensitif peut apporter plus d'originalité et de diversité aux offres existantes :
marche, sports d'aventure, équitation, golf, pêche, canotage, festivals littéraires, observation
ornithologique, entretien du patrimoine, rencontres professionnelles, construction d'équipe,
etc.
De là un tourisme sensitif à monter entre partenaires COOL, qui amènerait leurs visiteurs
dans des séquences de voyage à la fois mémorables et personnels, impliquant tous les
sens et créant des connexions entre les états physique, émotionnel, spirituel, social ou
intellectuel. Ce tourisme peut créer du lien entre visiteurs et habitants, lancer des
discussions et ouvrir les sens pour célébrer ce qui est unique dans les territoires des
partenaires COOL.
BOÎTE 2
Consensus sur l’approche du projet
Lors de l'atelier de juin 2013, les partenaires ont validé l'approche du projet, en se
mettant d'accord sur :
1. Une approche "moins ça fait plus" en restant concentré sur les buts et les
retombées potentielles du projet :
• Un secteur touristique vigoureux et durable
• Un tourisme soutenable, à faible impact environnemental
• Des expériences offertes aux visiteurs, favorisant une conscience écologique
2. Les termes “rural” and “sensitif” sont à réserver aux professionnels, pas aux
touristes.
3. Un but ou thème commun peut servir de base à de futures coopérations entre
partenaires.
4. La boîte à outils professionnelle COOL est déterminante pour l'apport
d'informations aux entreprises touristiques et pour leur commercialisation.
25
Experiential tourism is the opposite of mass tourism that traditionally focused on package
tours and vacations with low levels of personal involvement. Experiential tourism shows
rather than describes. It encourages visitors to participate actively in the experience and
promotes activities that draw people outdoors, and into cultures and communities. In this
sense it is very personal and individual and there are overlaps between activities and
experiences.
The experiential tourism offer can be distinctive and diverse, demonstrated through the
wide range of products and experiences on offer; examples include walking, adventure
sports, horse-riding, golf, fishing, boating, literary festivals, bird watching, conservation
activities, business meetings and team building.
Furthermore, experiential tourism in the COOL partnership areas should engage visitors in a
series of memorable travel activities that are inherently personal; involving all senses and
making connections on a physical, emotional, spiritual, social or intellectual level.
Experiential tourism is about connecting visitors with the locals, to set the stage for
conversations, tap the senses and celebrate what is unique across the COOL partner areas.
BOX 2
Approach and agreement / Consensus sur l’approche du projet
At its workshop in June 2013, the project partners sense-checked the project
approach and agreed the following:
1. To adopt a “less is more” approach and keep focused on aims and potential
legacy:
• An active, healthy and sustainable tourism sector
• Low-impact, environmentally-friendly sustainable tourism
• Environmental awareness through visitors’ experiences
2. That “Rural” and “Experiential” Tourism are industry terms and not for the visitor.
3. To develop a common purpose and/or theme for future co-operation/collaboration
between partners.
4. That the Toolkit will important for information to and marketing for businesses, i.e.
a COOL Toolkit for businesses.
26
Section III.
Études de bonnes pratiques, thèmes couverts / Best-practice case studies and
themes
1. Des études de cas ciblées / Relevant case studies
Les partenaires COOL s'efforcent de différencier leur territoire sur le marché touristique
international en apprenant des meilleures pratiques en vogue, aux plans international et
local. Les études de cas sélectionnées par EUROPARC Consulting s'appliquent au contexte
rural, à des offres de séjour rural tout compris et adaptées au contexte COOL. Du niveau
local dans les territoires partenaires comme d'autres zones autres voire internationales, plus
de 30 cas sont présentés et mis en relation avec les buts du projet COOL.
Ils apportent des exemples probants de durabilité à long terme et de progression au fil des
ans. Dans les territoires décrits ces réalisations ont permis de contribuer au tourisme
qu'ambitionne le projet COOL :
•
•
•
un secteur touristique prospère et durable
un tourisme durable, à faible impact environnemental
l'éveil d'une conscience environnementale des visiteurs par l'expérience vécue
Fondamentalement, les partenaires COOL cherchent à développer un tourisme visant à
minimiser les impacts sur l'environnement et à éveiller une conscience environnementale
des visiteurs par la compréhension et par l'expérience vécue. Les paragraphes 2 et 3 cidessous donnent des exemples internationaux ou locaux de ces bonnes pratiques. L'atelier
de juin 2013 a précisé le point de vue des partenaires, avec ensuite une validation durant la
phase de recherche locale et enfin la contribution à la méthodologie de la boîte à outils
COOL.
Pour le détail des études de cas locales, voir l'Annexe 1 et voir l'Annexe 2 pour les études
de cas internationales. Chacune commence par une présentation simple, avant d'aller plus
avant dans la connaissance des produits et services. Des détails sont ensuite fournis : lien
vers les sites étudiés, formation, marketing et promotion, médias de communication, et
innovations comme la vente à ligne comme opportunités nouvelles.
Important : les "COOL learning tips" leçons retenues ont été choisies en raison de leur
pertinence pour le projet COOL.
COOL project partners are seeking to differentiate their areas in the international
marketplace by learning from the current best practice (locally and internationally). The case
studies selected by EUROPARC Consulting are relevant to rural themes and rural break
packages suitable for the COOL project. From the local partnership areas and
internationally/externally to the partnership areas over 30 case studies were researched and
highlighted as particularly relevant to the aims of COOL Project.
The case studies illustrate a proven record of long-term sustainability and steady growth
over the years. They have, in the selected areas, helped create the type of tourism which the
COOL project partners are seeking:
•
•
•
An active, healthy and sustainable tourism sector
Low impact, environmentally-friendly sustainable tourism
Environmental awareness through visitor’s experiences
27
Essentially, the COOL project partners are seeking to develop a type of tourism which
minimises impact and builds environmental awareness through understanding and good
visitor experiences. Examples of local and international best practice are summarised (2 & 3
below) and at the June 2013 workshop distilled the partners’ thinking which was later tested
during the local research phase and informed the toolkit methodology.
Details of each of the local best-practice studies can be found in Annex 1 and the
international case studies can be found in Annex 2. Each case study starts with a simple
profile and then expands into product knowledge and services. Additional material is
provided such as: links to the case studies; how training, marketing/PR and communications
were used as well as other innovations such as the use of online shops creating new
opportunities. Importantly, COOL learning tips were also identified as relevant.
2. Études de cas locales, motivations des visiteurs, territoires pilotes / Local
case studies, visitor motivations and pilot areas
En se concentrant sur leurs territoires, pour un partage d'expériences avec leurs partenaires
COOL, les régions Norfolk, Kent, Somerset, Essex, la Somme et le Pas-de-Calais ont donné
des informations détaillées (cf. Annexe 1) qu'on peut résumer ainsi :
I.
II.
III.
Exemples de bonnes pratiques locales
Détails sur les principales motivations de leurs visiteurs
Territoires ou thèmes pilotes possibles, avec explications de leur choix.
In focusing on the partner areas and to share with each other, Norfolk, Kent, Somerset
Region, Essex, Somme and Pas-de-Calais each provided comprehensive information (full
details in Annex 1) which is summarised in the table below as:
I.
II.
III.
Examples of local best or good practice
Details of key visitor motivations
Possible pilots (geographic or thematic) and reasons why they should be
considered
Kent
(I)
Examples
of local
best
practice
 Farmstay
 Walking
Tours
 Cycling
 Wheelchair
 Self-catering
 Likely to
deliver cycle
project
“Explore
Kent”
Norfolk
Essex
Somerset Region
Pas-de-Calais
Somme
 Clippesby Hall
unique network of
waterways and
lakes
 Bewilderwood wild
and imaginative
adventure park
 The Canoe Man
 Boudicca Way is a
long distance
footpath
 Cranmer Cottages
 The Norfolk Trails
network
 Essex is 70%
rural
 AONB at
Dedham Vale
 8 RSPB sites
 87 Essex
Wildlife Trust
sites
 31 green flag
open spaces
 Glamping
 Heritage Touring
Map
 Cider Lovers
Guide or Sharing
Somerset Secrets?
 GTBS Award
winners
 Car Free
Itineraries
 European Charter
for Sustainable
Tourism
 International Dark
Sky Reserve
 Exmoor
Awareness
courses
 Explore Moor
website
 MoorRover
 Renewable energy
initiatives
 Developing daysout packages
 Dunster
Candlelight event
 Plans to develop
Forest
 Porlock Trails
 Porlock Rutting
 Audomarois - St
Omer market
and farmers
 A Petits Pas
ecotourism
education
 Cycling tours
 Discovery offer
of Audomarois
marsh
 Remembrance
trails
 Jardins
Remarquables
(parks and
gardens,
flowered
villages)
 Greeters 62
 Ecolodges de la
Lys
 Baie de
Somme and
guided nature
activities
 Ecomobility in
Baie de
Somme
 Along the
River Somme
 Somme
battlefield’s
Partner
network
 Family rural
short breaks
 Cycling tours
Côte Picarde
à vélo
 Terroirs de
Picardie
28
(II) Visitor
motivation
factors
 Majority
(61%) prefers
to stay in
place offering
activities/
experiences,
not just to
stay (39%).
 Only 8%
prefers to
book a
package of
accommodati
on and
activities.
 Some strong
themes as to
type of break
most people
look for: e.g.
food/local
produce;
historic
houses,
gardens/sites;
wildlife/nature
; walking
routes.
 More
experiences
suitable for
families
requested,
same around
arts & crafts
and nature
Source: Visit
Kent - Kent
and Medway
Survey 2010
 Survey found
that around
8% of
visitors
interviewed
had a
physical or
sensory
disability or
had someone
in their group
with a
physical or
sensory
disability.
 Survey found
that majority
of visitors
were from
ABCI
households
(79%).
Quarter of all
visitors from
top AB
professional
grade.
 Survey –
approx. 88%
visitors are
British
residents
 73% of staying
visitors were on
holiday, 17% were
on visits to friends
and relatives and
a further 9% on
business trips.
Overseas guests
are fairly evenly
split between
holiday, business
and VFR visits,
whereas most UK
visitors are on a
holiday trip.
 Spending time
with Family is
main
motivator
 Familiarity is
strong
motivator
 Scenic,
peaceful
environment
 Cultural and
Historic to
drive visits
 Beaches to
drive visits
weekends
 Exmoor Pony
Centre
 Initial Coleridge
Way project Coleridge Way
 Initial project
funding enabled
training sessions
for businesses and
packs to be
produced to help
sell route
 Accessibility
(Somerset is closer
to many than
Cornwall/Devon)
 4 AONBs and
other protected
landscapes
 Glastonbury =
internationally
renowned iconic
site
 Strong short stay
and Day Trip
market
 Food and Drink
(Cider / Cheese
etc.)
 Family attractions
 History & Heritage
(NT; Wells;
villages; market
towns)
 A growing number
of consumers are
seeking ‘green’
accommodation
 Active Tourism
honeypot
(Mountain biking;
Walking; Sailing on
Wimbleball; Horse
riding)
 Breathing Space
 Status/identity of
National Park =
important
 Walks in hills and
forests around
(largely owned by
Crown Estate)
 West Somerset
Railway
 The combination of
Romantic poetry
and dramatic
landscape are a
huge draw
 Friends, couples
and groups gain a
sense of
achievement from
finishing the route
 Sense of getting
away from it all in
quiet and peaceful
rural location
 The idea that
visitors can enjoy
local produce and
good value B&B
accommodation in
small communities
is important
 From surveys
covering the
Region Nord –
Pas-de-Calais
 Picardie
qualitative
survey
focused on
short break
visitors, 2004
 Mainly to
relax, then to
experience
something
different
including local
cuisine and
then to
practice sport
and outdoor
activities.
 Picardie often
discovered
while driving
across but
also thanks to
friends and
also to
discover WW1
battlefields
 Visitors eager
to discover
Picardy and to
enjoy a
friendly
hospitality
 Many
diversified
activities
Other survey
Picardie and
UK visitors,
CRT Picardie
2007
29




(III) Pilot
areas




(2,411 out of
the 2,800),
12% from
overseas (341
out of 2,800).
Visitor origin
of overseas
visitors very
diverse. Total
of 35
countries of
origin; visitors
from
Netherlands,
Germany and
USA more
than other
countries.
Majority of
visitors
(76%) for
leisure or
holiday,
further 14%
visiting friends
and/or
relatives; 8%
on special
shopping trip.
Cycling
(25%) and
meeting up
with
friends/relativ
es (21%).
Car most
common
mode of
transport for
visitors to
reach
destinations
in Kent.
Overall, 69%
of all visitors
used their car
(or other
private motor
vehicle e.g.
motor-bike or
motorhome)
to travel to
Kent.
Visit Kent
Pilot Area 1 –
Natural Economy East
Kent area
Visit Kent
Pilot Area 2 –
Weald of Kent
Explore Kent
Pilot Area 3 –
Romney
Marsh
Explore Kent
Pilot Area 4 –
High Weald
AONB
 Area around
existing trails Paston and
Weavers (rural
hinterland)
 New Norfolk Coast
Path (coastal area
– Cromer to Great
Yarmouth
 Wildlife and
nature
focusing on
the RSPB
sites within
the county
 Dedham is an
area of
outstanding
natural beauty
and so it has
to be carefully
managed
when it comes
to tourism
 As a National Park
 Dunster?
 Coleridge Way
 Pilot Area 1 –
Vert Pays
(Green Land)
Area of Seven
Valleys and
Ternois,
Audomarois
marsh
3,700 hectares
of biodiversity,
St Omer marsh
market, 440 ha
gardening
Outstanding and
peaceful
paradise of
greenery with
organic farmers,
diversity of
gardens and
parks
 Pilot Area 2 –
Côte d’Opale
(Calais and
Boulogne area,
Canche and
Authie bays)
Grand Site
(outstanding
area) des deux
Caps
Pilot Area 1 Somme valley:
Grand Projet
Vallée de la
Somme - around
four guidelines:
 Welcoming
local people
and visitors
(including
greenways
and valley
visitor centres,
new footpaths
to re-discover
Somme
landscapes).
 Enhance and
protect local
resources
(foster use of
renewables,
organic
farming, eat
and serve
local
products).
 Revive social
links (shared
gardens and
ecovolunteering
to protect the
30
 Pilot Area 3 –
 Artois (Arras
area
natural
heritage).
 Let discover a
protected
nature
heritage and
its
management
and share.
Pilot area 2 Somme Bay
Grand Site
(outstanding
area)
3. Études de cas européens ou internationaux, ce qu’il faut en retenir pour
COOL / European and international case studies with COOL learning
Outre les résultats des recherches sur les 20 cas d'étude internationaux, il y a des
informations complémentaires potentiellement utiles pour les partenaires COOL. On y voit
des exemples où la qualité, l'authenticité et le caractère unique des expériences proposées
aux visiteurs ont particulièrement été travaillés. De même pour le respect de l'environnement
grâce à une gestion maîtrisée des activités touristiques rurales et leur durabilité.
EUROPARC Consulting a conduit l'examen de ces études de cas - dont un résumé est
présenté ci-après - en veillant particulièrement à leur pertinence en regard du projet COOL,
en insistant sur les points les plus instructifs : COOL tips for learning. Pour le détail complet
y compris les contacts, les réseaux professionnels concernés, etc. se reporter à l'Annexe 2.
In addition to the above local case studies research from 20 international case studies
provided additional information for the COOL partners to consider. The examples offer best
practice from other destinations, where quality, authenticity and uniqueness of the visitor
experience had been developed. Also, caring for the environment, through well-managed
rural and sustainable tourism activities, was an important factor.
EUROPARC Consulting undertook an analysis of these case studies and below is a
summary highlighting their relevance to the COOL project as well as illustrating how the
COOL partners can learn from these examples through a series of COOL tips for learning.
Full details from each of the international research of best practice are found in Annex 2
including contacts, how business networks were engaged, etc.
1. Alpine Pearls – highlighting: Transnational/ Sustainable Travel and Transport
COOL tips for learning…




A good example of a transnational sustainable travel organisation developing a new
holiday model and working together across borders
A sustainable project set up with EU funding, growing from strength to strength even
after ending the EU funding
Promotes and markets nature and experiential tourism; hiking, cycling, skiing etc.
6 languages on website; this is important when working cross-border
2. De Meinweg – highlighting: Transnational Partnership
COOL tips for learning…




Has many cross-border activities
An excellent cross-border partnership - the Netherlands and Germany
Engages with the business community to provide support
Focuses on sustainable transport to bring together the two countries
31

Can provide for future sustainability as they have set up a regional fund and do not
have to rely on governmental subsidies
3. New Forest – highlighting: Local Distinctiveness
COOL tips for learning…
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Provides local distinctiveness
Provides good visitor information - apps, guides, etc.
Undertakes joint marketing
Provides training
Provides communication tools for businesses
4. Nurture Lakeland – highlighting: Visitor-giving
COOL tips for learning…
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Their visitor-giving scheme can help sustain resources after EU funding has run out
Raises questions about membership; fee or free?
Fundraises for the landscape
Provides training workshops for members
Organises campaigns to reduce detrimental environmental impact of tourism
Engages the visitor with local people
5. Forest of Bowland – highlighting: Toolkit for Businesses
COOL tips for learning…
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Provides an excellent website
Has a sister website for tourism businesses (BEx)
Provides a toolkit for businesses
Has plenty of activities linking produce, heritage, etc.
6. Greenbox – highlighting: Training Businesses
COOL tips for learning…
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Provides certification/labels
Engages with the business community to provide support
Their networking strengthens support for each other
Strong emphasis on training
7. Huilo Huilo – highlighting: World’s Best Destination (conservation)
COOL tips for learning…
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Helps to develop diversification opportunities within the rural communities
Engages with the business community to provide support
Modernises and promotes a more cohesive way of “packaging” the rural local
economy
An example of a conservation project which has been awarded by prestigious travel
organisations as the world’s best destination 2012
8. Brecon Beacons – highlighting: Outdoor Activities
COOL tips for learning…


Helps to develop diversification opportunities - huge amount of outdoor activities
Engages with the business community to provide support
32

Develops tools such as management of the land and outdoor activities
9. Hidden Britain – highlighting: Rural Community
COOL tips for learning…
 Helps communities to attract more visitors
 Develops community tourism product
 Helps to find funding
 Uses social media to market their destination
 Creates and maintains community tourism groups
 Gets volunteers to help
 Helps to deliver tourism projects
10. CoaST – highlighting: Networks
COOL tips for learning…
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Good example of a sustainable tourism business/organisation network.
Helps develop diversification opportunities: in particular making businesses not only
more sustainable but more resilient.
Develops communication tools. They have developed a range of communication
tools - towel cards, visitor charters, chef charters, walk/food and drink maps, green
maps, photos, videos, etc.
Engages with the business community to provide support; through the network
members can communicate with each other and exchange knowledge end
resources; for example, bulk buying detergents is currently high on the list.
Modernises and promotes a more cohesive way of “packaging” the rural local
economy; is innovative in its thinking and drives resilience forward by creating lowimpact, environmentally-friendly sustainable tourism that cherishes, not destroys, and
minimises impact and builds environmental awareness.
Provides examples of: rural/tangible heritage-active and outdoors - seaside and rural
areas - landscape and wildlife - local produce - rural accommodation.
11. Vélo Loisir en Luberon – highlighting: Regional Partnership/Sustainable Mobility
COOL tips for learning…
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Long-term co-operation between public bodies and the tourism private sector
Focuses on sustainable mobility and cycling activities
Provides local distinctiveness to VLL members
Provides good visitor information - maps, apps, guides, etc.
Manages joint promotion of its members and provides communication tools for them
Provides training and other services resulting from a charter agreed by VLL and its
members
Provides a useful and practical website in French and English
12. Bistrots de Pays – highlighting: Preservation of Rural Life
COOL tips for learning…
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Tourist information points delivering information in remote villages far from tourist
offices
Provides training and promotion to all members
Contributes to preserve rural life and provide services to visitors as well as to
inhabitants
Local networks of rural cafés opening links between visitors and local residents
33

Enhances area local distinctiveness and takes also advantage of a national
promotion and image
13. Hainaut BE/FR protected areas – highlighting: Cross-border Tourism
COOL tips for learning…
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Cross-border permanent links beneficial to local people and also to visitors
Permanent co-operation between Nord – Pas-de-Calais and Belgium nature parks
and their partners including tourism businesses
Activities all year round: nature watching, discovery of local produce, built and
intangible heritage, outdoors, events, etc.
14. IPAMAC trans-regional co-operation – highlighting: European Charter for
Sustainable Tourism (offer in mountain areas)
COOL tips for learning…
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Offer of nature and experiential tourism (hiking, horse riding, cycling, skiing in
mountain areas)
Experienced in rural tourism thanks to a long-term contribution to the European
Charter for Sustainable Tourism in Protected Areas
Helps communities and local businesses to attract visitors to remote mountain areas
Develops and promotes tourism products and packages thanks to a joint website and
markets
Helps locate/secure funding
Creates and “livens up” groups of tourism businesses
Gets volunteers to help in the IPAMAC network
Provides training and support to apply for certification/labels
15. Train to nature and rural areas in Germany and Austria – highlighting: Sustainable
Mobility
COOL tips for learning…
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Sustainable mobility and connection by train from cities to nature areas
Example of win-win co-operation between public transport services, tourism bodies
and tourism businesses
Focuses on accessibility and on sustainable mobility for easy access to nature for
economically-disadvantaged people
16. Maisons de Pays – highlighting: Success Stories (farm and craft products)
COOL tips for learning…
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Examples of success stories for promotion and sales of farm and craft products in
rural areas
Examples of new visitor centres as “third places” together with other activities
New issues related to use of communication technologies and practice of social
networks.
17. Provence Verte – highlighting: Newly-built Destination
COOL tips for learning…

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Highlighting a newly-built rural destination to compete with seaside destinations and
hotspots
Provides local distinctiveness through new rural tourism products
34
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Provides good visitor information and contacts, guides, etc.
Manages training sessions of local operators and their joint marketing
18. Esprit de Picardie – highlighting: Spirit of Co-operation
COOL tips for learning…
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Builds up a spirit of co-operation between local actors to shape tourist destinations
Provides local distinctiveness and fosters links between local people and visitors
thanks to social media
Provides visitor information: maps, web links, apps, guides, etc.
Provides attractive examples of rural activities for visitors with local people,
introduction to local cultural heritage, experiential tourism with landscapes and
wildlife as well as local produce and gastronomy
19. Canada rural areas – highlighting: Protected Areas (rural destinations)
COOL tips for learning…
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Land of innovation and examples of well-balanced and sustainable development as a
factor of attractiveness of rural areas for visitors and for potential new inhabitants
Model of solidarity and of governance – positive results
Co-operation between protected areas and rural destinations
Examples of promotion of local farm products
20. Village, Acteur Rural – highlighting: Entrepreneurs and Public Bodies (tips and
links)
COOL tips for learning…
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Rural life magazine and website together and also gate to contacts between people
living in rural areas, to case studies, tips and links between entrepreneurs and public
bodies in the French countryside.
Permanent link between local life, rural economy and tourism activities.
4. Études de cas et thèmes préférés par les partenaires / Case studies and
themes “liked” by partners
À partir des études de cas locaux et internationaux, les partenaires COOL ont considéré que
dix d'entre eux répondaient plus particulièrement à leurs attentes pour développer un
tourisme rural et sensitif, d'abord sur leur propre territoire puis éventuellement dans une
perspective de coopération entre territoires partenaires. Ces thèmes sont regroupés avec
trois sous-titres dans la Boîte 3, point 2).
Par ailleurs, ils ont conclu de ces exemples qu'un facteur essentiel à la réussite de la boîte à
outils COOL serait un site accessible en ligne où seraient accessibles ces bonnes pratiques
et des exemples d'opportunités d'affaires.
En outre, les partenaires ont à eux tous retenu une liste de 35 thèmes à considérer comme
importants pour la boîte à outils et également dans la perspective de coopération /
collaboration entre eux.
De cette longue liste, huit thèmes ont été plus particulièrement retenus par eux pour tester
via les recherches locales les éléments destinés à alimenter la boîte à outils COOL (cf.
Boîte 3).
35
Les dix cas d'études mentionnés plus haut et leurs "COOL tips for learning" ont montré
comment ces cas peuvent se rapporter à tout le projet global COOL. L'analyse de ces cas
"préférés" par les partenaires est également importante pour la construction de la boîte à
outils COOL.
Thèmes prééminents (35) - Choisis par les partenaires à partir des études de cas :
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Patrimoine, bâti et immatériel
Tourisme actif : canoë, pistes, vélo, cheval, etc.
Tourisme “passif” : contemplation, espaces de nature“
Aires protégées, parcs naturels, réserve de faune sauvage
Accessibilité
Certification d'entreprises touristique
Hébergements innovants, ex : “glamping” (camping “glamour”)
Ce qui se mange et se boit
Énergies renouvelables
Sorties tout compris
Voyager durable
Patrimoine et découverte de savoir-faire traditionnels
Aires protégés, sites de nature sauvage - cf. supra
Interprétation des paysages
Courts séjours actifs pour familles avec enfants
Manger local and réseaux de cuisine locale
Courts séjours, accès web et réservation
Hébergement pour un court séjour au vert
Hébergements alternatifs
Champs de bataille, mémoire et nouvelles générations
Éco-mobilité
Les visiteurs en quête de séjour offrant des expériences
Amis et proches
Environnement mémorable
Thèmes forts et mobilisateurs
L'emploi du temps pour les familles
Accessibilité géographique
Accessibilité sensorielle
Mobile pour choisir un hébergement vert classé
Motifs du choix de la voiture (familles)
Courts séjours
Environnement remarquable et interprétation
Activités extérieures et de nature
Accessibilité à partir de cités environnantes
36
BOÎTE 3
Accord sur l’atelier N°1 de juin 2013
I)
Les partenaires sont convenus d'examiner individuellement et d'utiliser les cas de
bonnes pratiques dont les boîtes à outils décrites, ce qui marche et ne marche pas, etc.
Les liens pour y accéder se trouvent dans les Annexes 1 et 2 et aussi dans les lettres
électroniques. Ils y trouveront aussi d'autres renseignements sur les réseaux
professionnels impliqués et comment les projets ont été élaborés.
II)
Les 10 cas ci-dessous sont ceux que les partenaires COOL ont trouvé les plus
pertinents, et dont les “COOL tips for learning” sont les plus applicables. En outre, ils ont
conclu à partir de ces exemples qu'un facteur essentiel du succès de la boîte à outils
COOL serait de la rendre accessible en ligne via un portail Internet interactif, regroupant
aussi les bonnes pratiques et des exemples d'opportunités d'affaires.
Communautés, différenciation locale et coopération
Hidden Britain: [email protected] - communauté rurale
New Forest: [email protected] - différenciation
Bistrots de Pays : [email protected] - vie rurale
Esprit de Picardie: [email protected] - coopération
Produits et services
Forest of Bowland: [email protected] - boîte à outils pour entreprises
Greenbox: [email protected] - formations des professionnels
Nurture Lakeland: [email protected] – contribution des visiteurs
Maisons de Pays: pas de réseau national mais un exemple sur le site de l'ADT Alpes de
Haute-Provence, [email protected] - produits
Transport et mobilité
Alpine Pearls: [email protected] - voyages et transport
Vélo Loisir en Luberon: [email protected] or [email protected] –
partenariat / mobilité
Trains to nature: http://www.bahn.de/regional/view/fzn/ueb_fzn.shtml (aussi en Angleterre) mobilité
III) Chaque partenaire avait ses idées de thèmes mais ils ont retenu les 8 suivants comme
les plus importants dans le contexte du projet COOL :
• Réseaux d'hébergement innovants
• Formations pour les professionnels
• Ce qui se mange et se boit
• Éco-mobilité, séjours sans voiture
• Séjours tout compris de tourisme sensitif
• Expérience de coopération transfrontalière
• Différenciation touristique locale
• Culture et patrimoine
Thèmes testés à partir des recherches locales : est-ce vraiment ce que recherchent les
entreprises, les visiteurs ?
37
From the local and international case studies the project partners thought that ten of them
provided relevant material useful for the development of rural, experiential tourism, first of all
for their own area and then, potentially, for co-operation between the COOL project partner
areas. These have been grouped under three headings for ease (see Box 3, II). Also, from
the examples it was concluded that an essential component for success of the COOL Toolkit
for businesses would be the inclusion of an interactive web-based online system for
recording best practice, and examples of opportunities for businesses.
Additionally, a long-list of 35 key topics or themes was originally drawn up by the project
partners and seen as important for the development of the COOL Toolkit as well as for future
co-operation/collaboration between the partners.
From the long-list of topics, or themes, eight were considered the most important to the
projects partners for testing through the local research to help develop the elements for
COOL Toolkit (Box 3).
Also ten case studies were considered the most relevant and their “COOL tips for learning”
illustrated how the case studies can be related to the overall COOL Project. An analysis of
these 10 case studies “liked” by the partners fell into three broad groupings as important for
consideration for the COOL Toolkit (Box 3).
38
Emerging Themes - partners highlighted from the case studies the following 35 themes
as relevant:
•
•
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•
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•
•
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•
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Heritage – built and intangible
Active outdoors; trails, canoeing, cycling, horse riding etc.
“Passive” outdoors; star gazing, Green Flag spaces
AONB areas, national parks, wildlife sites
Accessibility
Certified businesses
Innovative accommodation providers, e.g. glamping
Food and drink
Renewable energy
Packaged days-out
Sustainable travel
Heritage and discovery of traditional skills
Protected areas and wildlife sites
Interpretation of landscapes
Active short breaks for families, parents and children
Eat local and network of local cuisine
Short breaks, web accessibility and booking
Accommodation as a part of green short stay
Alternative accommodation
Battlefields, remembrance and new generations
Eco-mobility
Visitors looking for a place offering experiences
Friends and relatives
Scenic environment
Strong themed motivational reasons
Family time
Accessibility geographical
Sensory accessibility
Green accommodation motivator
Usage of car motivators (family transport mode)
Short stay
Visitors looking for a place offering experiences
Scenic environment and interpretation
Outdoor and nature activities
Accessibility from surrounding cities
39
Box 3
Agreement at Workshop 1 (June 2013)
(I)
Partners agreed to examine individually and utilise the good practice case studies to
consider existing toolkits in use, what works and what does not, etc. Useful links to access
information are in Annex 1 & 2 as well as in the various Project Update Newsletters where
the projects partners can find out more about how the business networks were engaged and
how the case studies were developed.
(II) The 10 case studies (grouped below) are those that partners considered the most
relevant and the “COOL tips for learning” most applicable. Also, from the examples it
was concluded that an essential component for success of the COOL Toolkit would be
the inclusion of an interactive web-based online system for recording best practice, and
examples of opportunities for businesses.
Community, local distinctiveness and co-operation
Hidden Britain: [email protected] - rural community
New Forest: [email protected] - local distinctiveness
Bistrots de Pays (rural cafés): [email protected] - rural life
Esprit de Picardie: [email protected] - co-operation
Products and services
Forest of Bowland: [email protected] - toolkit for businesses
Greenbox: [email protected] - training businesses
Nurture Lakeland: [email protected] – visitor-giving
Maisons de Pays: No existing national network but see example on ADT Alpes de HauteProvence website, [email protected] - products
Transport and mobility
Alpine Pearls: [email protected] - travel and transport
Vélo Loisir en Luberon: [email protected] or [email protected] –
partnership/mobility
Trains to nature: http://www.bahn.de/regional/view/fzn/ueb_fzn.shtml (also in England) mobility
(III) All the partners had their own ideas for themes but the following 8 common themes
were agreed as important to the partners of the project:
• Innovative accommodation networks
• Training for businesses
• Food and drink
• Car free / sustainable mobility
• Packaged breaks for experiential tourism
• Cross-border experience
• Local distinctiveness
• Culture and heritage
Themes tested for viability through the local research, i.e. is this really what the
businesses/visitors are looking for?
40
5. Coopération à venir entre partenaires COOL, territoires pilotes / Future
co-operation between the COOL partners and pilot areas
La coopération est un volet important du projet global et elle peut s'amorcer simplement par
l'échange d'expériences sur des sujets précis ou des thèmes pouvant ensuite déboucher sur
la coopération entre professionnels du tourisme de différents territoires et pays partenaires.
Il y a cependant des divergences de vue sur la manière ou sur l'opportunité de se lancer
dans la coopération. Les discussions vont de la simple marque d'intérêt à renforcer une
coopération transfrontalière à des idées innovantes et des suggestions porteuses
d'opportunités, avec des produits touristiques, des offres tout compris, etc.
Voir ci-dessous la Boîte reprenant les idées émises dans la perspective d'une coopération
éventuelle en phase ultérieure.
Des idées de coopération pour les partenaires COOL
(1) Pour faciliter l'accès aux espaces protégés
Parc National du Mercantour, France / Parco Naturale Alpi Marittime, Italy
http://www.mercantour.eu/index.php/activites-humaines/accessibilite
(2) Au bénéfice de personnes à mobilité réduite
http://www.mercantour.eu/index.php/activites-humaines/accessibilite/randonneesaccessibles-a-tous-ii-des-idees-rando-pour-tous
(3) Éco-mobilité
http://www.mercantour.eu/index.php/activites-humaines/mobilite-douce
(4) TIC, smartphones et “appli” mobiles
Partage de données entre institutions touristiques pour une meilleure information touristique
http://www.mercantour.eu/index.php/mediatheque/applis - Smartphones
Partage de données entre visiteurs http://la-trace.com/
Partage d'infos : pistes, sites à voir, points d'eau, toilettes, vidéos, etc
À voir particulièrement, VTT en Forêt de Tournehem, Pas-de-Calais :
http://vimeo.com/36629565
(5) Tourisme rural sans frontières
Canotage, rando, équitation, cyclotourisme : coopération le long de la rivière Lys river (du
Pas-de-Calais à la Belgique)
http://www.interreg-fwvl.eu/fr/page.php?pageId=741 http://www.lys-sans-frontieres.org/
Étude de cas COOL sur le parc national De Meinweg (Hollande - Allemagne)
http://www.np-demeinweg.nl/documents/bezoekersinformatie.xml?lang=dehttp://www.npdemeinweg.nl/documents/bezoekersinformatie.xml?lang=en
41
Étude de cas COOL dans le Hainaut (Plaines de l’Escaut, Belgique, Scarpe-Escaut, France)
http://www.plainesdelescaut.be/visiteur
Projet européen France - Wallonie – Flandre
http://www.plainesdelescaut.be/pnpepnrsepnth/une-nature-sans-frontiere2
Évènements transfrontaliers associant habitants et visiteurs http://www.pnr-scarpe-escaut.fr/
Autres exemples de manifestations sportives transfrontalières et de routes culturelles
européennes :
Treks franco-italiens, Chemins de St Jacques de Compostelle traversant l'espace COOL
(voir aussi la Via Francigena d'Angleterre en Italie via le nord de la France).
Voir aussi ou télécharger les brochures sur Calameo http://www.tourisme-alpes-hauteprovence.com/brochures/
(6) Exemples de facteurs de succès d'une coopération transfrontalière
http://www.interreg-fwvl.eu/fr/page.php?pageId=840
Co-operation is an important component of the overall project and can easily begin with a
simple exchange of experience around selected topics or themes, leading to eventual
co-operation between local actors of different areas and countries.
However, there was some divergence of views on how or whether future co-operation should
or could take place. Discussion ranged from a simple interest in strengthening cross-border
co-operation to innovative ideas and suggestions providing opportunities for tourism
products, packages and/or offers. Refer to box below with some ideas to help COOL
partners develop co-operation, perhaps through a later phase.
Ideas to help COOL partners develop future co-operation
(1) Easier access to protected areas
Parc National du Mercantour, France / Parco Naturale Alpi Marittime, Italy
http://www.mercantour.eu/index.php/activites-humaines/accessibilite
(2) For physically-impaired people
http://www.mercantour.eu/index.php/activites-humaines/accessibilite/randonneesaccessibles-a-tous-ii-des-idees-rando-pour-tous
(3) Soft mobility
http://www.mercantour.eu/index.php/activites-humaines/mobilite-douce
(4) IT, Smartphone and web applications Sharing data between tourism bodies for more
efficient information
http://www.mercantour.eu/index.php/mediatheque/applis - Smartphones
Sharing data between visitors http://la-trace.com/
42
Sharing of tracks, points of interest, access to water, to toilets, videos, etc
See particularly mountain biking in Forêt de Tournehem, Pas-de-Calais:
http://vimeo.com/36629565
(5) Rural tourism offer without borders
Boating, rambling, horse riding or cycling - co-operation for tourism offer along Lys river
(from Pas-de-Calais to Belgium)
http://www.interreg-fwvl.eu/fr/page.php?pageId=741 http://www.lys-sans-frontieres.org/
COOL case study De Meinweg National Park (Netherlands - Germany)
http://www.np-demeinweg.nl/documents/bezoekersinformatie.xml?lang=dehttp://www.npdemeinweg.nl/documents/bezoekersinformatie.xml?lang=en
COOL case study Hainaut area (Plaines de l’Escaut, Belgium, Scarpe-Escaut, France)
http://www.plainesdelescaut.be/visiteur
European Project France - Wallonie – Vlaanderen
http://www.plainesdelescaut.be/pnpepnrsepnth/une-nature-sans-frontiere2
Cross-border events for local people and visitors http://www.pnr-scarpe-escaut.fr/
Other examples of cross-border sport activities and of European cultural routes:
Italian-French trekking, Ways to Santiago de Compostela crossing the area (similar to Via
Francigena from England to Italy via Northern France). See also brochures on Calameo or to
download http://www.tourisme-alpes-haute-provence.com/brochures/
(6) Examples of criteria for successful cross-border co-operation
http://www.interreg-fwvl.eu/fr/page.php?pageId=840
43
Section IV.
Recherches locales / Local research
1. Cadre des recherches locales / Local research framework
Le but des recherches locales était de confirmer les orientations décidées pour l'élaboration
de la boîte à outils COOL : un ensemble commun aux partenaires, visant un public
d'entreprises, accessible par un portail en ligne interactif, donnant accès aux bonnes
pratiques repérées, donnant des exemples d'opportunités d'affaire et de moyens de
protection environnementale (cf. Annexe 5 : se mobiliser ensemble, entreprendre les
recherches locales).
Le canevas de recherche locale a bénéficié de la coopération des partenaires lors de
l'atelier 1 de juin 2013, qui se sont mis d'accord sur une collecte de données concrètes et
d'information traitant de :
• l'offre de tourisme rural,
• les réseaux de professionnels du tourisme existant dans chaque territoire,
• les motivations et besoins des visiteurs.
De ces travaux et discussions en atelier, les partenaires ont exposé différentes manières de
présenter ces données. D'où l'importance de la structuration des données et de leur
présentation pour bien faire ressortir les caractéristiques locales, les réseaux d'acteurs
locaux, et de conduire une analyse AFOM (anglais : SWOT).
Un canevas choisi ensemble permettrait aux partenaires de bien appréhender leur offre de
tourisme rurale, avec une meilleure compréhension de leur propre destination, les lieux et
les gens. D'où l'importance d'un modèle commun à utiliser par tous, mais avec la possibilité
d'aborder des questions spécifiques dans une section distincte.
Également décidé lors de l'atelier de juin : le canevas de recherche locale respectera les
étapes A à D indiquées dans la Boîte 4.
BOÎTE 4 :
Accord décidé à l’atelier N°1
1)
Les partenaires mettent en place le canevas le canevas de recherche locale de
collecte et comparaison de données, en suivant ce déroulement en quatre
étapes :
STEP A
STEP B
STEP C
STEP D
lancer une analyse AFOM (SWOT) et de mesures de données touristiques
Conduire 2 enquêtes à partir de questionnaires,
(a)
sur les entreprises exerçant en lien avec le tourisme
(b)
sur les consommateurs/visiteurs pour comprendre le marché actuel
l'offre, le potentiel
Comparaison des deux questionnaires
Repérage des réseaux existants de professionnels du tourisme sur la zone
44
2)
Accord des partenaires sur les facteurs communs d'analyse AFOM pour COOL
Forces: caractéristiques de l'offre touristique locale, dont les atouts déjà identifiés et
opérationnels.
Faiblesses: caractéristiques plaçant des zones rurales et les acteurs locaux en position
d'infériorité par rapport à d'autres partenaires COOL (autres offres touristiques) ou des
zones concurrentes.
Opportunités: atouts locaux, ressources ignorées que les acteurs locaux pourraient
exploiter à leur avantage.
Menaces: risques avérés ou potentiels que l'environnement pourrait faire peser sur l'offre de
tourisme local.
3)
Accord des partenaires sur les questions à poser aux entreprises et sur les
enquêtes de visiteurs (cf. Annexe 5)
Après l'atelier 1 de juin 2013, le retour des partenaires a mis en évidence des difficultés
dans l'organisation, la conduite et l'analyse des enquêtes auprès des entreprises et des
visiteurs selon les étapes B et C du canevas prévu (cf. Boîte 4) . La raison principale tenait
au manque de temps par rapport aux étapes prévues pour finir les informations, d'autant
plus que cela coïncidait avec l'époque estivale, la plus occupée de l'année pour les
entreprises à interroger.
Certains partenaires étaient toutefois en meilleure position que d'autres, du fait de contacts
déjà créés à l'occasion d'enquêtes précédentes sur les entreprises ou sur les visiteurs, ce
qui leur permettait de mener les enquêtes. Ainsi ceux d'entre eux qui avaient mené des
enquêtes dans leurs territoires pilotes et ceux qui disposaient déjà des informations
demandées ont pu partager les résultats et pratiques intéressant le projet COOL.
Il avait été demandé de se conformer à un même format de présentation pour faciliter les
comparaisons et garantir une approche similaire et plus consistante. EUROPARC
Consulting avait à cette fin préparé un cadre d'analyse et fourni une base de compréhension
partagée et de comparaison en 3 étapes :
1. Conduire l'analyse AFOM (SWOT)
2. Identifier l'offre de tourisme rural (atouts locaux, acteurs locaux)
3. Identifier les réseaux professionnels existants.
EUROPARC Consulting s'est entretenue avec les partenaires principaux pendant le mois
d'août 2013, pour faire le point sur l'avancement et le respect des délais pour la restitution
des données au plus tard le 13 septembre 2013.
L'analyse AFOM s'est avérée déterminante dans la recherche locale. Comme le montre
l'Annexe 5, ce type d'analyse n'est pas qu'une simple énumération de forces, faiblesses,
opportunités, menaces. Elle demande de chercher des détails (quand c'est possible) pour
faire ressortir les facteurs importants qui peuvent positivement ou négativement impacter
l'offre de tourisme rural dans les zones pilotes. D'autre part l'identification des réseaux
professionnels a aussi été déterminante pour mettre en évidence des informations sur des
réseaux à éventuellement approcher de plus près.
45
The purpose of the local research was to confirm the direction for the development of the
COOL Toolkit – i.e. one toolkit for all partners with an audience of businesses, through an
online, interactive system recording best practice and examples of opportunities,
environmental and business tips, etc. (Annex 5: Pulling it together – undertaking the local
research).
Developing the Local Research Framework benefited from the collective thinking of partners
during Workshop 1 (June 2013) who agreed to gather consistent data and information on:



the rural tourism offer,
the existing professional tourism networks in each area,
visitors’ motivations and needs.
From the research presented and workshop discussions, partners illustrated a number of
different ways in presenting data. Therefore, a consistent way of recording and presenting
the local data and information would be very important in identifying and understanding local
assets; identifying local stakeholders; and undertaking a SWOT analysis.
An agreed framework would enable COOL partners to capture the rural tourism offer in their
own areas and have a better understanding of their destination, i.e. the place and the
people. Thus the Local Research Framework needed to be in a standardised format, used
by all partners but with an additional section to address specific local questions.
It was agreed during the June workshop that the Local Research Framework would follow
steps A – D in Box 4.
BOX 4:
Agreement at Workshop 1 / Accord décidé à l’atelier N°1
(I)
Partners established the Local Research Framework for collecting and
comparing data & information in four steps:
STEP A
STEP B
STEP C
STEP D
(II)
Undertaking a SWOT analysis and measuring tourism
Undertaking two surveys, through questionnaires,
(a)
for tourism-related businesses and
(b)
customers/visitors to understand the current market
place/offer/potential.
Comparison of the two questionnaires
Identify existing professional tourism networks in the area
Partners agreed the Common Factors for the COOL SWOT
Strengths: characteristics of the local tourism offer with existing assets already identified
and put to work.
Weaknesses: characteristics that place rural areas and their stakeholders in a
disadvantaged position when compared with others in partner areas (other tourism activities)
or competitor areas.
Opportunities: elements, hidden resources that local players in partner areas could exploit
to their advantage.
46
Threats: potential risks from the environment that could cause trouble for the rural tourism
offer, whether already existing or potential.
(III)
Partners agreed the questions for the business and visitor surveys
(see Annex 5)
Following Workshop 1 (June 2013), feedback from some partners highlighted difficulties with
organising, conducting and analysing results from the business and visitor surveys
highlighted in Step B - C of the framework (Box 4). The main constraint being simply that
there was not enough time within the project timescales for providing the information as the
survey timing coincided with the busiest (summer season) time of the year for those target
businesses.
However, some of the partners were in better position than others, in that they had the
contacts established from previously conducted business/visitor surveys, and were ready to
go ahead with their surveys. Those partners that conducted surveys in their pilot areas,
together with those with data from previous visitor surveys, relevant to the COOL project
shared results and best practice.
Information and research data was required in the same format to simplify comparability of
each other’s research, and to ensure a consistent and similar approach. A template was
designed by EUROPARC Consulting to enable consistent analysis and provide a basis for
the sharing of intelligence and future bench-marking through the following three steps:
1) Undertaking the SWOT analysis
2) Identifying the rural tourism offer (i.e. local assets, local stakeholders)
3) Identifying the business networks
EUROPARC Consulting held conversations with each of the lead partner contacts during
August 2013 to enable partners to discuss their research and ensure all were on track to
feedback data for the deadline of 13 September 2013.
The SWOT analysis was a crucial element for the local research. As highlighted in Annex 5
(Pulling it together – undertaking the local research), the SWOT was not a simple listing of
strengths, weaknesses, opportunities or threats but required more detail (where possible) to
highlight the important factors that may positively or adversely affect the rural/experiential
tourism offer in the pilot area(s). Additionally, identifying the business networks was another
important component to provide specific details of possible networks to investigate further.
2. Points saillants des recherches locales / Highlights from the local research
Les données issues des recherches locales ont été restituées de façon variable. Tous les
partenaires ont fourni leur analyse AFOM, avec plus ou moins de détails sur l'offre
touristique rurale, les réseaux professionnels, les enquêtes, les manques identifiés et les
besoins. Tous les résultats des recherches locales menées par les partenaires sont
présentés en Annexe 6. Une analyse serait toutefois utile pour en tirer une vision générale.
Les analyses AFOM (SWOT)
En premier lieu, une analyse de toutes les AFOM fait ressortir une vision générale des
forces, faiblesses, opportunités et menaces et cela met déjà en évidence la diversité des
partenaires COOL (cf. Boîte 5)
47
BOÎTE 5
AFOM des AFOM illustrant la diversité des partenaires
COOL
Forces principales
Faiblesses
principales
Opportunités
principales





























Menaces principales












Ruralité et qualité de l'environnement
Diversité des paysages (côte et campagne)
Vie sauvage préservée
Richesse du patrimoine naturel et historique
Bonnes infrastructures de rando et cyclisme
Des touristes qui reviennent
Savoir-faire traditionnels
Cuisine et boissons locales
courts séjours attractifs pour les familles
Accès vers les villes et le continent
Par perçu comme destination rurale
Des entreprises qui ne coopèrent pas entre elles
Manque d'hébergement de qualité et écologique
Pas assez de séjours en nuitées
Une saison touristique trop brève
Une identité mal définie
Manque de compréhension du tourisme rural chez les
interlocuteurs
Des réseaux d'entreprises rurales insuffisants
Rareté des transports publics
Des offres insuffisamment montées et mal promues
Une demande croissante d'activités à la campagne
Des réseaux ruraux en progression
Des itinéraires existants et des vacances à thèmes
l'extension de la saison touristique
Progression des courts séjours
Les nouvelles technologies et les médias sociaux
L'amélioration de la qualité et des hébergements verts
Prise de conscience et changement pour un environnement
préservé
Commercialisation outre Manche
Économie instable
Concurrence
Changement climatique
Inondations, érosion côtière, pression sur la biodiversité
Manque de vision, d'esprit d'entreprise et de coopération
entre professionnels
Des ressources en baisse
Coupes budgétaires
Incapacité à attirer des touristes plus jeunes
Manque d'investissement
Des sites Internet roulant pour le privé
Manque de compétences en marketing numérique
Et bien sûr la météo !
48
L'offre de tourisme rural : Le collectage de données par les partenaires a été un exercice
appréciable pour faire progresser les buts du projet dans son ensemble. Il a encore montré
les différences entre les partenaires, la variabilité des données disponibles sur leur offre
locale. Il est ressorti des établissements touristiques quelques points déterminants :
• La plupart n'ont pas de certification verte,
• La plupart ne fournissent pas d'accès Internet,
• Il y a cependant chez eux une demande de pratique des réseaux sociaux.
Les réseaux professionnels :
Données particulièrement utiles pour les partenaires COOL. Chacun d'eux a développé un
vaste réseau de travail, ce qui constitue point d'entrée pour promouvoir la boîte à outils
professionnelle COOL (cf. Annexe 6, section 3 pour la liste de ces réseaux).
Les enquêtes :
Seuls Exmoor et Norfolk avait récemment mené des enquêtes auprès des visiteurs et/ou
des entreprises, mais les résultats principaux devraient pouvoir s'appliquer à tous les
partenaires.
Les résultats d'Exmoor et Norfolk sont-ils généralisables aux autres partenaires ?
•
•
•
•
•
•
•
•
les entreprises ont clairement besoin de faire progresser leurs affaires.
la plupart des entreprises veulent plus de clients hors saison estivale.
Les entreprises attendent de leur site Internet une progression de leurs chiffres
(jusqu'à 75% pour certains) mais seulement 51% gèrent leurs réservations en
ligne.
leur marché est presque exclusivement national,
et surtout constitué de visiteurs à la journée.
Plus de 70% des visiteurs seraient prêts à donner la préférence à un
hébergement certifié "vert".
97% arrivent en voiture.
Un profil de visiteurs qui tend à vieillir.
Les discussions lors de l'atelier 2 ont beaucoup porté sur les manques et sur les besoins à
la fois des visiteurs et des entreprises prestataires. Les partenaires COOL se sont mis
d'accord pour revoir leur AFOM et l'approcher différemment, avec une vision plus proche du
contexte professionnel rural et en distinguant cinq priorités susceptibles d'illustrer ces
manques mais aussi des thèmes et des opportunités dans le partenariat COOL.
Il est ressorti des recherches locales une série d'enjeux précieux pour le développement de
la boîte à outils COOL, repris ci-dessous :
Qu'est-il ressorti des recherches locales, à prendre en compte pour la boîte à
outils COOL ?
La création de produits de séjour spécifiques à base de randonnée, vélo, photo, golf,
pêche, observation ornithologique, patrimoine culturel ou naturel, boire et manger,
différenciation locale, activités pour familles à terre et sur l'eau.
La création d'occasions pour les entreprises d'entreprendre et de piloter elles-mêmes
leur plan marketing : promotion, utilisation des réseaux sociaux, photothèque, accès
à des études de cas et à des description d'itinéraires.
49
Forte demande des professionnels concernant le tourisme durable, la préparation à
la certification d'un écolabel (près de 2/3 d'entre eux).
Beaucoup d'opérateurs sont intéressés par un label local ou une démarche
nationale, sachant que les retombées pour certains peuvent être larges mais que
cela peut s'avérer coûteux.
Besoin de comprendre et analyser les demandes de leurs clients.
Besoin de comprendre et de s'auto-évaluer.
Besoin de progresser en qualité.
En demande d'information sur les aspects juridiques, les assurances, l'efficacité
énergétique, les solutions d'éco-mobilité notamment entre les stations balnéaires et
côte et les zones rurales.
En demande de bons exemples à base de cas pratiques.
Se former à l'Internet pour maîtriser la promotion et la vente en ligne, pour créer des
portails proposant es offres touristiques accessibles et structurées.
Apprendre à partager les connaissances et savoir-faire entre partenaires et créer des
liens avec d'autres professionnels pour des projets de coopération.
Par ailleurs, chaque partenaire a accepté d'examiner des boîtes à outils utilisées localement
et les besoins de chacun pour voir la possibilité de commencer cela dès début janvier 2014,
avant la phase de construction de la boîte à outils COOL.
The data received from the local research was presented variably. The SWOT analysis was
completed by all, followed by varying detail of the rural tourism offer, business networks,
surveys and the identified gaps and needs.
The full findings of the local research, undertaken by partners, are presented in Annex 6.
However, some analysis is helpful to gain and present an overall picture.
SWOTs
Firstly, an analysis of all of the SWOTs provides the overall strengths, weaknesses,
opportunities and threats yet illustrating the diversity of the COOL Partners. (Box 5)
Box 5
Overall Strengths
SWOT of SWOTs – an analysis of all partners illustrating
the diversity of COOL partners








Rural and quality environment
Landscape diversity (coastal/rural)
Good wildlife
Rich in natural and historical culture
Good infrastructure for walking, cycling
Repeat visitors
Traditional skills
Local food and drink
50


Attractive short break market for families
Gateways to cities and EU
Overall Weaknesses










Not seen as a rural destination
Businesses not joined up
Lack of quality and green accommodation
Lack of overnight stays
Short tourism season
No clear identity
Lack of understanding rural product amongst audiences
Insufficient rural business networks
Poor public transport
Insufficient themed packages and PR
Overall
Opportunities









Increased demand for rural activities
Development of rural networks
Itineraries and themed holidays
Extend tourism season
Increase short breaks
New and innovative technology/social media
Improving quality and green accommodation
Increase and shift awareness of green environment
Overseas marketing
Overall Threats





Unstable economy
Competition
Climate change
Flooding, coastal erosion and pressure on biodiversity
Lack of vision, entrepreneurship and co-operation between
businesses
Decreasing resources
Budget cuts
Failure to attract younger visitors
Lack of investment
Private sector websites
Business skills in digital marketing
And, of course, the weather!







Rural tourism offer: The gathering of this information by the partners was a valuable exercise
in taking forward the aims of the wider COOL project. Again it highlighted the divergence of
partners, their variable data and summary of their local offer. In relation to tourism
establishments the following key points were evident:



Majority have no green accreditation.
Most do not have internet access but:
There is a need for social media training.
Business Networks: Capturing this information has been especially useful for the COOL
partners. Each has developed a comprehensive network to work with and is an excellent
51
entry point for taking forward the COOL Toolkit for businesses (see Annex 6, section 3 for
the network listings).
Surveys: Only two partners (Norfolk and Exmoor) had undertaken a recent visitor and/or
business survey but analysis of their key findings may be representative of all partners.
Are the findings from the Exmoor & Norfolk surveys representative of all?
•
•
•
•
•
•
•
•
Businesses have a clear need for more business in the future.
Most businesses are seeking more visitors outside the high summer season.
Businesses hope to generate more income through their websites (some hope to
increase by up to 75%) – yet only 51% can take online bookings.
The market is almost entirely domestic.
Mostly day visitors.
Over 70% of visitors would be influenced to choose an accommodation provider
with “green” accreditation.
97% arrive by private cars.
Ageing demographic profile of visitors.
Discussion on how the Local Research had identified gaps and needs for both visitors and
for businesses took place subsequently to Workshop 2. The projects partners agreed to
revisit their SWOTs and to approach it differently: specifically from a rural business
perspective and in identifying five key priorities that can be used to illustrate gaps, themes
and opportunities within the COOL partnership.
From the local research a number of key issues for consideration were identified as useful in
the toolkit development and listed in the box below.
What the local research identified for consideration in the COOL Toolkit for
businesses
Create specific packages and activities based on themes e.g. walking, cycling,
photography, golf, angling, bird watching, cultural heritage, natural heritage, food and
drink, local distinctiveness, land based, water and family activities
Create opportunities for businesses to become engaged and take ownership of their
own marketing plan e.g. PR advice, using social media, photo library, case studies
and itineraries
Strong business demand for sustainable tourism and eco label training and almost
two thirds
Many businesses are interested in a local accreditation scheme - national schemes,
whilst beneficial to some, can be broad and often expensive
Need for understanding and analysing customers
Need for businesses to understand and evaluate themselves
Need for quality
52
Need to provide information on: legal and insurance issues, energy efficiency;
sustainable mobility (car free) solutions for travel from Sea Resorts to Rural Areas
Illustrate good examples through case studies
Training on Web use e.g. on-line promotion sales; web portals for tourism offer to be
more accessible and coherent
How to share knowledge and expertise between rural partners and build links
between local businesses to develop collaboration projects
Additionally each partner agreed to undertake an audit of local toolkits and the projects
partners’ need to consider whether there an opportunity to do this in early January 2014 and
before the start of the construction phase of the COOL Toolkit.
53
Section V.
Conception puis finalisation d’une boîte à outils COOL / Designing the COOL
Toolkit and making it work
1. Boîte à outils COOL pour les entreprises / The COOL Toolkit for businesses
Le deuxième atelier d'octobre 2013 a souligné tout le travail déjà réalisé par les partenaires
et approuvé par eux (cf. Section I pour le détail). Le partage a aussi porté sur la phase de
recherche. Il a permis de clarifier en quoi consiste une boîte à outils méthodologique,
comment cela fonctionne et comment elle sera conçue pour les entreprises.
The second workshop (October 2013) outlined the work already completed and agreed by
the partners (refer to Section I for details). It also shared and discussed the research phase
of the project. It clarified what a toolkit is, how it operates, etc., and how the COOL Toolkit for
businesses will be designed.
2. Pourquoi “boîte à outils” ? / What is a toolkit?
Ce vocable désigne ici un ensemble de ressources destinées à faciliter une tâche. Tout
comme la caisse à outils d'un mécanicien comporte différents outils pour différents travaux,
la boîte à outils COOL contient différentes informations mises à disposition des entreprises
touristiques.
Elle doit être conçue pour être facile à utiliser par les professionnels du tourisme, comme
source d'inspiration et de conseils accessibles à tout moment. Ces outils ou ressources sont
là pour permettre aussi tout changement dans le mode opératoire des entreprises.
Le contenu peut comprendre aussi des conseils pour obtenir des crédits, pour faire des
économies ou du chiffre d'affaires. Les études de cas et descriptions de bonnes pratiques
peuvent montrer comment monter des produits touristiques tout compris ou comment
allonger sa saison touristique. Pareillement pour faire des économies d'énergie, pour gérer
son assainissement ou encore pour trouver des histoires qui vont plaire aux visiteurs et les
garder plus longtemps et les faire dépenser plus localement.
Les entreprises touristiques établies dans les territoires partenaires, en France ou en
Angleterre, pourront utiliser ces outils pour leur propre promotion, pour faire connaître les
atouts de leur territoire de façon distinctive et son offre de tourisme durable et sensitif.
Les recherches (cf. Annexes 1 & 2) donne de bons exemples d'outils transposables
pour la boîte à outils COOL : conception simple, facilité d'utilisation, capacité
interactive, ciblage pour entreprises. Et ils donnent de bons exemples de contenus :
SW Activities - http://swoutdoormap.weebly.com /
Distinctly Yorkshire Dales Toolkit
http://www.yorkshiredales.org.uk/livinghere/sustainabletourism/dtbn2/distinctly-dalestoolkit.pdf
54
Travel Foundation Toolkit - http://www.thetravelfoundation.org.uk/green_business_tools/
South Downs NP Sense of Place toolkit - http://sopt.southdowns.gov.uk/
Natural England Natural Environment Toolkit for Communities http://www.naturalengland.org.uk/ourwork/enjoying/linkingpeople/communities/toolkit/default.
aspx
Coast Project Tools - pour développer des outils, accessible aux membres mais adhésion
gratuite - www.coastproject.co.uk
Biodiversity Planning Toolkit - http://www.biodiversityplanningtoolkit.com/
Business Survival Toolkit - http://business-survival-toolkit.co.uk/
Canadian Toolkit- http://en-corporate.canada.travel/content/ctc_news/explorer-quotient-eqtoolkit
Cumbria Tourism Toolkit- http://www.cumbriatourism.org/sustainable-tourism/carbonfootprint-toolkit.aspx
The word “toolkit” means a collection of resources that can be used to help with a task. In
the same way that a mechanic’s toolkit contains different tools for different jobs, the COOL
Toolkit will contain different information which will be of benefit to individual businesses.
It should be designed in such a manner that it is easy to use by businesses, whenever it is
needed for inspiration and advice. The tools, or resources, are there to help develop and/or
make changes to the model or operations of individual businesses.
The contents of the COOL Toolkit may include guidance on how businesses can obtain
funding, save or make more money. Case studies and best practice can show how to offer
packages and ways of extending the season. Also, how to make savings through energy and
waste management and find stories that help attract more visitors and keep them longer and
spending more locally, etc.
Local businesses within the COOL project target areas, in both France and the England, can
use the tools in order to promote themselves and introduce the rural assets of local
distinctiveness, experiential and sustainable tourism opportunities wherever they live.
The research (Annex 1 & 2) provides good examples of toolkits useful in the design of
the COOL Toolkit i.e. simple, easy-to-use and with an interactive element, all targeted
at businesses. Additionally, there are some further good examples of useful toolkits
content:
SW Activities - http://swoutdoormap.weebly.com /
Distinctly Yorkshire Dales Toolkit
http://www.yorkshiredales.org.uk/livinghere/sustainabletourism/dtbn2/distinctly-dalestoolkit.pdf
55
Travel Foundation Toolkit - http://www.thetravelfoundation.org.uk/green_business_tools/
South Downs NP Sense of Place toolkit - http://sopt.southdowns.gov.uk/
Natural England Natural Environment Toolkit for Communities http://www.naturalengland.org.uk/ourwork/enjoying/linkingpeople/communities/toolkit/default.
aspx
Coast Project Tools - development of tools (not a Toolkit) and available to members,
membership is free - www.coastproject.co.uk
Biodiversity Planning Toolkit - http://www.biodiversityplanningtoolkit.com/
Business Survival Toolkit - http://business-survival-toolkit.co.uk/
Canadian Toolkit- http://en-corporate.canada.travel/content/ctc_news/explorer-quotient-eqtoolkit
Cumbria Tourism Toolkit- http://www.cumbriatourism.org/sustainable-tourism/carbonfootprint-toolkit.aspx
3. Les particularités de la boîte à outils COOL / What is special about the COOL
Toolkit for businesses?
Il faut distinguer entre promouvoir une entreprise et promouvoir un territoire ou une
destination. Améliorer l'efficacité de la promotion des entreprises grâce à la boîte à outils
COOL ne signifie pas nécessairement améliorer ou mieux vendre la différenciation d'un
territoire. Dans le contexte d'un projet cofinancé par INTERREG, on s'attend à ce que les
entreprises touristiques coopèrent. Dès lors, les outils doivent contribuer autant à l'efficacité
et à la profitabilité des entreprises qu'à répondre aux enjeux COOL des zones rurales.
La durabilité contribue à la profitabilité (par ex, des groupes hôteliers internationaux savent
bien se servir du processus agenda 21 pour mettre en avant leurs propres qualifications).
Ces pratiques durables doivent se retrouver dans la boîte à outils COOL et conduire à des
contacts entre professionnels des territoires COOL, d'abord en local puis plus largement
quand c'est possible en coopération transfrontalière.
La boîte à outils COOL pourrait donner une vision élargie en mettant en lumière des
destinations durables, procédant de décisions collectives prises lors de forums touristiques
de professionnels locaux, etc.
Contrairement aux villes et aux stations balnéaires où beaucoup de services sont sous la
main, les entreprises rurales dépendent des autres pour monter des produits touristiques.
Par exemple, le manque de collaboration entre professionnels locaux est pointé comme une
faiblesse dans l'analyse AFOM. Les enjeux de durabilité aussi bien que les solutions de
commercialisation doivent être partagés entre partenaires locaux, en se servant des outils
COOL "génériques" puis en les adaptant au contexte local, éventuellement en coopération
avec des collectivités locales. Par exemple, le tri sélectif ne peut pas être mis en place par
des restaurateurs ou hébergeurs sans les infrastructures appropriées gérées par les acteurs
publics.
There is a distinction between promoting a business and promoting an area or destination.
Improved efficiency in individual businesses promotion as a result of the COOL Toolkit may
not, however, lead to improving or selling the area distinctiveness. It is important, as this is
56
an INTERREG-funded project that tourism businesses will be expected to work together.
Therefore the tools should contribute to both business efficiency/profitability and also to meet
the COOL goals in rural areas.
Sustainability is a part of profitability (e.g. international hotel groups take advantage of
agenda 21 guidelines and promote their sustainable credentials). These sustainable
practices are something the COOL Toolkit should detail and lead to contacts between
businesses from different COOL partner areas, i.e. first local, then wider and then possible
cross-border co-operation.
The COOL Toolkit could provide the wider picture by highlighting sustainable destinations
which have good examples of how collective decisions work through local tourism forums,
etc.
Unlike in cities or in coastal resorts where many services are available, rural businesses
need ways to build up tourism products collectively. For example, lack of working in a joinedup way between entrepreneurs was a weakness pointed out in SWOT analysis.
Sustainability issues and marketing solutions need to be shared between local partners,
using relevant “generic” tools from COOL Toolkit and then adapted to a local context,
possibly in co-operation with local public bodies. For example, waste recycling/selection by
restaurants and accommodation providers cannot be set up without appropriate
infrastructures managed by public bodies.
4. Buts et constituants / Aims and elements of the COOL Toolkit
L'atelier 2 a montré que les partenaires s'en tenaient à des perspectives différentes mais
avec une volonté de consensus sur la boîte à outils pour les entreprises. C'est de fait une
bonne manière de capter l'intérêt des professionnels et d'encourager le réseautage avec et
entre entreprises des territoires partenaires.
La boîte à outils est conçue pour les entreprises touristiques bien établies ou nouvelles,
surtout les TPE/PME et s'attachera à faciliter leur propre promotion et leur propre
différenciation, à partir des atouts de leur zone rurale et des opportunités d'affaires.
La boîte à outils est faite pour tous, particulièrement les entreprises, grâce à un accès en
ligne, interactif incluant de bonnes pratiques, des exemples d'opportunités d'affaire, des
conseils en matière d'environnement et professionnels, etc.
L'Annexe 8 décrit la méthodologie et la structure proposée à partir des recherches et du
travail des partenaires qui ont pu en petits groupes de travail discuter, tester leurs idées,
puis développer des concepts de boîte à outils pendant l'atelier 2.
On voit par là qu'il existe des manières nombreuses mais similaires de concevoir une boîte à
outils. Chacune a été abordée et il est évident que ce précieux apport des partenaires
pourra trouver son application début 2014 pour la phase de création de la structure.
Il a été unanimement préféré un nombre d'outils plus réduit que ceux initialement proposés
par EUROPARC Consulting. Toutefois, il y aura une liste secondaire d'autres outils, issus
des recherches locales, pour usage éventuel, ainsi que les études de cas locales ou autres,
les possibilités de retour d'expériences, etc.
57
Constituants importants de la structure de la boîte à outils COOL :
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Méthodologie commune pour la structure, avec variations locales possibles
Une page d'accueil, puis des contenus affichés par sous-titres, puis dessous les outils
génériques ; puis les outils locaux, les études de cas et exemples transfrontaliers.
Audit recommandé sur ce qui existe déjà et les lacunes à identifier.
Voir comment les outils pourront servir localement à chaque partenaire.
Implication nécessaire de la part des partenaires.
Compatibilité avec les technologies mobiles pour smartphones et tablettes.
Fonctionnement par boutons avec réponses.
Accès par boutons aux ressources (images, contacts, itinéraires, tableaux de notices).
Accès aux informations sur les transports locaux.
Promotion et itinéraire commenté au choix du client ("business to customer").
Produits touristiques co-construits.
Terminologie et langage compris par les entreprises.
compréhension et analyse de clientèles - centres d'intérêt, "room packs", ciblage de
clients plus jeunes (geocaching), de clientèles internationales, accroches pour
marcheurs et cyclistes, etc.
Évaluation d'activité (solutions d'économie, d'efficacité énergétique, etc).
compréhension des implications de la qualité (certifications, évaluations type Trip
Advisor, différenciation locale, etc.
Voir aussi en Annexe 8 les modèles envisagés par les 4 groupes de travail, eux aussi
porteurs de contenus et idées utiles.
Workshop 2 highlighted that Partners hold differing perspectives but there was willingness in
achieving a consensus for a COOL Toolkit which can be taken to businesses. A toolkit is a
positive way for partners to capture business interest and to promote networking with and
between businesses in partner areas.
The COOL Toolkit is aimed at both new and existing first-line rural tourism businesses,
particularly small and medium-size enterprises (SMEs) and will focus on how COOL partners
can help SMEs to promote themselves and their local distinctiveness better, using the rural
assets and experiential tourism opportunities that exist around them (i.e. a “Sell the Sizzle”
concept/brand similar to that developed by Ed Gillespie of Futerra).
Essentially, the COOL Toolkit should be one toolkit for all partners with an audience of
businesses, through an online, interactive system recording best practice and examples of
opportunities, environmental and business tips, etc.
A proposed COOL Toolkit methodology and structure (Annex 8) has been developed which
was based on the research and refined by the projects partners who had the opportunity, in
small group working, to discuss and test their ideas and further develop concept toolkit
models during workshop 2.
This illustrated that there are many, but similar, ways to develop and design a toolkit. As
each was discussed it was evident that the good and valuable material contributed by
partners could be applied during the development phase (early 2014) of the toolkit structure.
There was unanimous agreement that a lesser number of main tools are required (than on
EUROPARC Consulting concept toolkit) but a secondary listing of other tools, based on the
local research, were needed as well as local (and other wider) case studies, feedback
options etc.
58
Important elements within the COOL Toolkit structure:
▪
▪
Need for a common methodology to build the toolkit but with possibility to localise it.
Homepage to “Sell the Sizzle” or “Remember the Experience”, then contents displayed
via header/top tabs, then below the generic tools; plus local tools; plus case studies and
cross-border examples
Need for an audit of what already exists and gaps can then be identified.
How can tools apply locally to each partner.
Requires commitment from partners.
Use IT which is technically mobile and iPad-friendly.
Have feedback button/facilities.
Have resources button (images, contacts, itinerary builder, notice board).
Local transport information.
Marketing and build your own itinerary (business to customer) and bespoke itineraries.
Joint working (packages).
Use language that businesses understand / correct terminology.
Understanding and analysing your customers – themes, room packs, reaching younger
audiences (geocaching), overseas/international visitors, attracting walkers and cyclists.
Understanding and evaluating your business (cost saving/energy efficiency).
Understanding what quality means (accreditation schemes, GTBS, Trip Advisor, local
distinctiveness/environment)
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Also refer to the four models designed by each of the work groups in Annex 8 which have
provided useful content and ideas.
5. Héberger la boîte à outils COOL / Hosting the COOL Toolkit
Héberger la boîte à outils COOL
La question de la domiciliation de la boîte à outils COOL - comment et où - a suscité
plusieurs points de vue, du site unique à l'accès dans le "nuage" en "open source".
Trois options sont ressorties (cf. Annexe 7, section 3) :
I.
II.
III.
Hébergement par le Norfolk County Council (NCC),
Hébergement à la charge de chaque partenaire COOL,
Accès par le "nuage" via les médias sociaux.
L'option retenue est celle d'un hébergement local par chaque partenaire , mais avec
l'impératif d'utiliser le cadre standard agréé par tous, avec une gestion locale et
d'éventuelles adaptations.
EUROPARC Consulting préconiserait plutôt une solution d'hébergement sur site unique,
mais vu la diversité des points de vue, il faudra probablement adopter la formule :
"développé collectivement, hébergé localement", avec cadre standard commun et
adaptations locales. Cette option nécessite toutefois un gestionnaire général de la boîte à
outils COOL pour la durée du projet voire ensuite pour une période choisie d'un commun
accord. Il pourrait dépendre du NCC, moyennant un protocole d'accord et des termes à
préciser pour assurer la flexibilité du dispositif et des options dans le cadre de la structure
validée pour la boîte à outils COOL.
Il convient cependant d'avoir un accord pour l'hébergement dans la phase de
développement (début 2014). Compte tenu des différentes approches des partenaires et des
59
différents niveaux de ressources, les partenaires COOL doivent peser les pour et les contre
de chaque option.
How and where the COOL Toolkit could be hosted provided a range of views ranging from
wanting a stand-alone (single) website to using open-source data. There were three main
options considered (refer to Annex 7, section 3 – options for hosting):
I.
II.
III.
Norfolk County Council to host
Each COOL partner hosting
Via virtual/open data/social media
The favoured option emerging during the workshop discussions was for each partner to host
locally but importantly using an agreed standard template and adapted/held locally. The
phrase “developed collectively, embedded locally” was a concept which Partners thought
could work.
EUROPARC Consulting favours and would recommend a centrally-hosted solution but,
given the diversity of partners’ views, the COOL Toolkit may need to be taken forward on the
basis of “developed collectively, embedded locally” using a standard template and
adapted/held locally. Even this option will require an overall Toolkit manager through the
project’s life and for an agreed period afterwards. This could be Norfolk County Council and
an agreed protocol and terms of reference should be developed allowing flexibility and
options within the agreed COOL Toolkit structure.
However, an agreement on hosting before the development phase (early 2014) of the project
is required. Given the divergent nature of the partner areas and the different resource levels,
the projects partners need to weigh the pros and cons of each option.
6. Finalisation de la boîte à outils COOL / Making the COOL Toolkit for
businesses work
Pour faire fonctionner la boîte à outils COOL, les partenaires devront se montrer proactifs
pour aider leurs entreprises et les encourager à s'en servir. C'est de la responsabilité de
tous les partenaires de la diffuser et de le faire savoir à toutes les entreprises identifiées,
ainsi qu'aux réseaux de professionnels du tourisme.
Les partenaires sont les “porteurs” de la boîte à outils et doivent en assurer le contrôle. Cidessous, quelques idées de gestion, à l'intention des partenaires et des entreprises.
Différentes options pour faire fonctionner la boîte à outils COOL :
•
•
•
•
•
•
•
•
•
•
•
•
Rendez-vous en face à face
Journées de sensibilisation
Ateliers locaux et journées de formation
Visites en "B2B"
Vidéos
Recours à des Ambassadeurs et Champions
Études de cas des partenaires
Comparatifs
Synthèse puis partage de la connaissance des visiteurs
"Piggyback", soutien par d'autres activités
"Business advisors", conseillers d'affaire
Visites sur site
60
•
•
•
•
•
•
•
Newsletters
Cartes de visite professionnelles pour la boîte à outils
Entretiens avec les institutions locales d'affaires
Médias sociaux
Évènements touristiques COOL
Forums
Médias
Et encore quelques autres recommandations et suggestions aux partenaires :








Faire un audit pour connaître les ressources et outils qui existent déjà.
Une fois les contenus validés, faire une petite enquête auprès d'entreprises pour
tester les outils.
Choix de langue(s) : anglais et français ?
Faire un vrai plan marketing et promotion de la boîte à outils.
Évaluer les outils pour évaluer le succès du dispositif, avec des questionnaires de
retour d'expérience et Google Analytics à utiliser chaque mois pour connaître le
nombre de visites de chaque page.
Mettre un code d'accès empêcherait les entreprises de l'utiliser.
Adresser les outils à différents types d'utilisateurs parmi les entreprises touristiques.
Par exemple, un directeur général utilisera plutôt les outils faire du chiffre / faire des
économies, là où le responsable évènementiel se cantonnera aux outils tout prêts
"Wrap it". ("emballez-le").
Travailler avec un groupe d'entreprises pendant toute une année pour arriver à une
utilisation efficace de la boîte à outils et avoir une étude de cas à montrer par chaque
entreprise sur son propre site.
Il faut noter que les entreprises, nouvelles ou installées, vont continuer à grandir, en
s'adaptant à es paysages technologiques et économiques en constant changement, sous
réserve de durabilité. La meilleure façon de rester sur le marché est de s'assurer que la
localisation ou le territoire où elles opèrent restent dans des bonnes conditions
environnementales, avec l'assurance que les clients continuent à bénéficier de services de
qualité, à hauteur des moyens financiers consacrés.
La boîte à outils COOL peut aider les entreprises nouvelles ou existantes sur leur chemin
vers plus de durabilité, de capacité de résilience et de bonne santé économique. Ces
ressources doivent aider les entreprise à comprendre leurs visiteurs, et ce qu'ils recherchent
dans une expérience de voyage. La boîte à outils doit être facile à suive et faire la
démonstration tangible de moyens de soutenir le développement de services, de promotion
et commercialisation en phase avec les visiteurs.
In making the COOL Toolkit work, project partners will need to be proactive to encourage
and help businesses use the COOL Toolkit. All partners have a responsibility to distribute
the Toolkit and network through their identified businesses and business/tourism networks in
their area.
Partners are the “carriers” of the Toolkit and need to be in charge/control. In the box below
several options or ideas are given to making the Toolkit work for you and businesses.
61
Making the toolkit work - several options to do it:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Face-to-face meetings
Awareness days
Workshops and training (very local)
B2B visits (example)
Videos
Use of Ambassadors and Champions
Partners’ case studies
Benchmarking
Capture visitor knowledge and share
Piggyback on other activities
Business advisors
Site visits
E-newsletters
Business cards for the Toolkit
Talking with local business-led bodies
Social Media
COOL Tourism events
Forums
Media
In addition, there are some further considerations or actions which need to be considered
and undertaken by partners:







Undertake an audit of what resources/tools already exist.
Once the Toolkit content finally agreed there is a need to undertake a short survey to
businesses to test tools.
Languages – English and French?
Develop a marketing/PR plan for the Toolkit.
Measuring tools are necessary to evaluate success of the Toolkit using:
o Feedback forms
o Google Analytics on a monthly basis to check number of visits to each page
Logging into Toolkit system for businesses will prevent businesses using it.
Direct tools at different audiences within businesses. For example, a general
manager might use the make-money/save-money tool whereas the events manager
might only use the wrap-it tools. Work with a group of businesses for a year to use
the tools efficiently and make a case study from each of those businesses to
showcase on their websites.
It is important to note that, whether new businesses or existing ones, they will only continue
to thrive in generations and grow with the ever-changing technological and economic
landscape is if they are sustainable. The best way to stay in business is to ensure that the
location or area where it operates is in good environmental health and the people it serves
receive both quality and value for money.
The COOL Toolkit can help businesses, whether new or existing, on the journey to become
more sustainable, resilient and healthy. The resources should also help tourism businesses
to understand their visitors better and what they are looking for in a travel experience. The
COOL Toolkit should be easy-to-follow and demonstrate tangible ways for businesses to
62
enhance product development, marketing and sales initiatives to resonate more fully with the
visitor.
7. Méthodologie de la boîte à outils / Methodology for the COOL business
toolkit
Méthodologie commune et structure basées sur les recherches en amont sont le produit
essentiel de cette partie du projet COOL. On attend de la boîte à outils professionnelle
COOL qu'elle encourage et soutienne les entreprises touristiques rurales dans le
développement de leurs affaires, à partir des atouts locaux et d'une offre d'expériences à
vivre. Elle est conçue pour que les tâches prochaines des partenaires deviennent et restent
économiquement et écologiquement viables.
Il faut à la boîte à outils une méthodologie pour devenir réalité. Celle-ci est un guide sur tout
ce qu'elle contient : connaissances, expertise, structure, hébergement. Elle contient de fait le
résumé de la prochaine étape : la construction de la boîte à outils début 2014.
Mais elle ne doit pas se voir comme une solution fermée parce qu'elle procure un cadre
général applicable à la construction de la boîte à outils. Elle fixe un cadre aux partenaires
pour des interventions comme le test et le pilotage dans leurs territoires. Ces interventions
devront être mesurées et évaluées en fin de projet.
La version finale, recommandée de la boîte à outils COOL est donc basée sur les
recherches locales et internationales, les thèmes approuvés, les points de vue des
partenaires, les discussions et consensus. Elle apparait sous deux figures (thèmes
liés ou grille), ci-dessous et en Annexe 8.
A common methodology and framework structure, based on the early research, is the key
output for this part of the COOL project. The COOL Toolkit for business is required to
encourage and support rural tourism SMEs to help develop their business using relevant
rural assets and experiential tourism opportunities. It is structured so that it sets the future
agenda for partners to become and remain economically and environmentally sustainable.
The COOL Toolkit requires a methodology to turn it into reality. The methodology is
guidance as to what the toolkit contains, i.e. the knowledge and expertise, its structure,
where hosted etc. Essentially, the methodology provides the “brief” for the next step – i.e.
the construction of the toolkit in early 2014.
However, the methodology does not set out to provide a conclusive solution but offers a
generic framework which can be applied in the construction of the COOL Toolkit. It sets the
frame for partners and identifies suitable interventions to test and pilot it in their own areas.
These interventions will need to be measured and evaluated at the end of the project.
The final recommended COOL Toolkit, its structure and contents, is based on local
and international research, agreed themes and partners views, discussions and
consensus. It is shown in Figure 1 (wire frame) and Figure 2 (grid format) below and in
Annex 8.
63
Figure 1 (above): Recommendations for Cool Toolkit (wire frame format)
Figure 2(next page below): Recommendations for Cool Toolkit (grid format)
64
Figure 2(below): Recommendations for Cool Toolkit (grid format)
Using it
Communication
Working
together
How to use the
toolkit and use
it to your
advantage?
How and to
whom to
communicate.
How to use the
Toolkit?
To your staff
As a business,
cross-borders
with other
COOL
partners/
businesses
Packaging
Information
about the tools
and how to use
them properly
How to engage
your staff in your
journey.
Your journey
To your visitor
Evaluate/SWOT
of your
business:
where are you
at, where are
you going to?
Your
customers
How to engage
your visitor?
Analyse your
customers,
understand
your visitor,
look at your
business from
their point of
view.
How to engage
with your
suppliers.
Local distinctiveness
Saving money
Resources
By making your
business
resilient, you
save money.
Use of
resources
Your area
Sustainability
and resilience
Images
Talk about your area’s
distinctiveness.
The best way to
stay in business
long-term
A pool of
images you
can use.
Car-free/weather-free
Energy saving
measures
Videos
Measure your
energy and
water to save
money in the
long run.
A pool of
video clips
you can
use.
Food and drink
Seasonality
Library
Holiday plans
for your guests.
Make the most of the great food
and drink in your area.
Looking at how
to make the
most of the
seasons.
Books,
reports,
magazines
To Social Media
Activities
Heritage and culture
Your branding
Contacts
What Social
Media you can
use and how to
use them.
Creating
greener and
experiential
activities.
Tool for
marketing/public
relation
techniques example
and other green
branding ideas.
Useful
contacts
Your website
Across
borders
Wildlife
Training
Itinerary
builder
Talk about wildlife in your area.
Training
opportunities for
your business to
improve
business
performance.
What is out there locally?
To your supply
chain
How to
communicate on
your website and
use your website
efficiently.
Guidelines
about working
with other
businesses on
a package or
themed
product.
Experiential
experiences
How to capture
hearts and
minds of your
visitor to
develop your
product.
Itineraries
Working in
partnership
with other
COOL
businesses /
destinations.
Networking
With other
businesses/
networks
sharing
experiences
For example rainy day
opportunities without the car.
Talk about culture and your
heritage in your area.
Buy local
Sourcing local goods and
ervices
Useful tool
for your
guests and
bespoke
itineraries.
Notice
board
Pin board
for travel
ideas/
comments
65
Events
Local transport
Guidelines on
networking
events and
other events.
Talk about local transport.
Building memories
History and stories about your
area, e.g.
http://swoutdoormap.weebly.com
Factsheets 1*
Factsheets
Factsheets
Factsheets
Factsheets
FAQ/stats/facts
Case studies
2*
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
Relevant case
studies
Relevant case
studies
Relevant case studies
Relevant case
studies
Feedback form
Feedback form
Relevant case
studies, e.g.
Alpine Pearls,
De Meinweg,
Huilo Huilo
(links in Box 3)
Feedback
form
Feedback form
Feedback form
Simple
feedback form/
button for
businesses
Simple feedback
form/ button for
businesses
Simple
feedback form/
button for
businesses
Simple feedback form/ button for
businesses
Simple
feedback form/
button for
businesses
1* Factsheets can contain a variety of local or national information, e.g. statistics from Visit England/ French
Tourism Office etc.
2* The best-practice case studies (Box 3) are the ones which partners found relevant. They can be used for the
Toolkit.
La structure et les outils procèdent des premières idées et propositions pendant ou après
l'atelier 2, ainsi que les commentaires des collègues du NCC et d'autres, plus les résultats
des recherches et analyses en phases 1 et 2. Les diagrammes en "fil de fer" figurant en
Annexe 8 illustrent le cheminement de la pensée).
Il y a 33 outils génériques plus les études de cas, les boutons de retour. Les titres sont
courts à dessein pour faciliter une compréhension par les entreprises pour savoir où aller
vers un des outils.
Telle quelle la boîte à outils a de la matière et EUROPARC Consulting a fait quelques
suggestions (mentionnées plus haut en rouge), comme éléments qui pourraient ne pas être
essentiels à la boîte à outils. Toutefois, les partenaires pourront les inclure voire en ajouter
d'autres, toujours sous le principe apprécié de beaucoup des partenaires : “développé
collectivement, hébergé localement”.
Il faut toutefois bien comprendre que le choix d'outils et leur nombre dépendront du budget
qui sera disponible pour le développement de la boîte à outils, début 2014. La disponibilité
financière sera liée aux coûts d'hébergement de sites ou d'ajouts, ainsi que des frais de
traduction. Il y a aussi la possibilité de sélectionner et combiner entre eux plusieurs outils.
Une section de regroupement pourrait aussi être facilement ajoutée à la boîte à outils COOL
en haut du cadre en “fil de fer” (wire frame). C'est aux partenaires d'en décider une fois
choisis les outils à utiliser.
EUROPARC Consulting suggère d'adresser la version finale et générale de la structure de
la boîte à outils à un nombre restreint de professionnels parmi les réseaux sélectionnés,
66
pour savoir à partir de quelques questions (trois par exemple) s'ils aimeraient que certains
des outils soient développés au delà de ceux recommandés. Les partenaires pourraient
ainsi travailler avec un groupe d'entreprises sur une année pour accompagner l'utilisation de
la boîte à outils et faire une étude de cas à partir de chacune de ces entreprises, qui serait
hébergée sur leur propre site Internet.
Des occasions de collaborer existent et sont reprises dans l'outil “working together”,
(travailler ensemble). Cela peut concerner les activités, l'hébergement, les fournisseurs
d'alimentation ou boissons. De même pour les séjours tout compris, les courts séjours dans
chaque territoire COOL et aussi en transfrontalier comme on le voit dans l'outil “case study”
(étude de cas).
Its structure and its tools have taken into consideration and drawn from the earlier ideas or
proposals during or following Workshop 2, the comments made by colleagues from Norfolk
County Council and others plus the findings and analysis from the research in Phase 1 and
2. (Each of the wire frame diagrams is shown in Annex 8 illustrating the journey of thought.)
There are 33 generic tools plus case studies and feedback forms/buttons and the titles are
deliberately short or succinct to enable businesses to understand quickly where to go for a
particular tool.
Nevertheless, the Toolkit is substantial and the EUROPARC Consulting team has made
some suggestions (highlighted in red above) as those components which may not be
essential for the Toolkit. However, partners could still include these or even add further local
tools under the concept, which many project partners liked, of “developed collectively,
embedded locally”.
However, it is essential to understand that the choice and number of tools in the Toolkit will
depend very much on the budget available in the development phase (early 2014). The
available finance will also have a bearing on the costs of adding to or hosting on websites
and on the costs for the translation. Of course, there is the option to pick and mix tools
and/or combine several together. Also, a pick-and-mix section could easily be implemented
in the overall Toolkit box on the top of the wire frame. It will be up to the project partners to
decide after deciding which tools utilise.
EUROPARC Consulting suggests sending the overview/final toolkit wire frame to a selection
within respective business networks with a very short (e.g. 3 questions) to find out if there
are any particular tools they would like to use beyond those recommended. Partners may
like to consider working with a group of businesses, perhaps for a year or so, to pilot the use
of the tools and make a case study from each of those businesses to showcase on their
respective website.
Opportunities to collaborate or work together are listed in the “Working together” Tool. These
include activity, accommodation or food and drink providers. Also, opportunities to produce
packaged or themed breaks within each of the partner areas, as well as across borders are
proposed in the “Case study” tool.
67
Section VI.
Recommandations / Recommendations
Recommandations de mise en œuvre pour avancer vers la construction de la
boîte à outils COOL pour les entreprises
1. La boîte à outils s'adresse aux entreprises nouvelles comme à celles bien établies, tout
particulièrement aux TPE/PME pour les aider dans leur promotion et leur
différenciation, pour exploiter un tourisme sensitif s'appuyant sur les ressources locales.
2. Les partenaires COOL doivent assurer la promotion de la boîte à outils auprès des
entreprises en captant leur intérêt, en suscitant des partenariats et du travail en réseau
(avec et entre entreprises de leur territoire).
3. La boîte à outils contient des informations dédiées aux entreprises individuelles,
conçues pour une utilisation facile de tout instant, comme source d'inspiration et
conseils.
4. La boîte à outils est conçue pour une utilisation simple en mode interactif, en ligne,
donnant accès aux bonnes pratiques locales, à des exemples d'opportunités d'affaire, à
des conseils en matière commerciale, environnementale, etc.
5. La boîte à outils contient des thèmes communs et exemples de bonnes pratiques
issues de chaque territoire partenaire, ainsi que des exemples d'excellence dans
d'autres pays.
6. La boîte à outils se fonde sur le concept “développé collectivement, hébergé
localement”, qui reste à tester pour vérifier l'applicabilité des outils avec une brève
enquête professionnelle et une phase pilote.
7. S'agissant de l'hébergement de la boîte à outils, un accord est indispensable avant
démarrage de la phase de construction du site début 2014. Du fait des différences
entre partenaires, de leurs ressources, de leurs visions, il convient de peser les pour et
les contre de chaque option. EUROPARC Consulting préconise une solution de site
unique, hébergé par exemple par NCC.
8. Les coûts de construction de la boîte à outils doivent être bien pris en compte et
budgétés précisément : (I) coût de mise en œuvre de la boîte à outils, conception et
remplissage du (des) sites web ; (II) coût de traduction en français ; (III) coût de
rédaction des contenus.
9. Gestion de la boîte à outils : un gestionnaire est nécessaire pour la durée de vie du
projet, voire pour les prolongements éventuellement décidés. Ce qui suppose un
protocole d'accord laissant au fonctionnement une certaine flexibilité et des options
possibles dans le cadre de la structure retenue.
10. La structure finale de la boîte à outils et ses contenus sont montrés sous 2 formats : en
“fil de fer” Figure 1 (wire frame), en grille Figure 2 (grid format) dans la section V, 7 et
en Annexe 8 (33 outils/ressources, formules de réponses, études de cas, possibilité
d'ajouter des outils. Le tout aux niveaux local et international de recherches, bonnes
pratiques, thèmes approuvés, points de vue de partenaires, débats, etc.
68
Recommendations for implementation and moving to the construction phase
for the COOL Toolkit for businesses
1. The Toolkit’s purpose is for new and existing first-line rural tourism businesses,
particularly SMEs, to promote themselves and their local distinctiveness better, using
the rural assets and experiential tourism opportunities that exist around them.
2. The Toolkit is to be promoted to businesses (by project partners) to capture interest and
develop partnership and network working (with businesses and between businesses in
each area).
3. Toolkit to contain information which benefits individual businesses and designed in such
a manner that it is easy to use whenever it is needed for inspiration and advice.
4. The Toolkit is simple and easy to use with an interactive element. It operates through
an online, interactive system recording local best practice and examples of
opportunities, environmental and business tips, etc.
5. Toolkit to contain common themes and best-practice examples from each of the partner
areas together with international best-practice case studies.
6. Toolkit can be based on the concept of “developed collectively, embedded locally”
which should be tested (to see if the tools are correct and workable) through a short
business audit/survey and pilot phase.
7. Toolkit hosting – an agreement is essential before the construction phase of the COOL
Toolkit/website (early 2014). Given the divergent nature of the partner areas, the
different resource levels and views, partners need to weigh the pros and cons of each
hosting option. EUROPARC Consulting favours a centrally-hosted solution, for example
Norfolk County Council.
8. Toolkit construction costs need to be fully considered and accurately budgeted: (I) cost
of implementing Toolkit, designing and populating the website(s); (II) cost of French
translation; (III) cost of writing Toolkit content.
9. Toolkit management – an overall manager is required throughout the projects life and
for an agreed period afterwards with an agreed protocol and terms of reference allowing
flexibility and options within the agreed COOL Toolkit structure.
10. Toolkit final structure and contents are as shown in Figure 1 (wire frame) and Figure 2
(grid format) in section V, 7 and in Annex 8 (contains 33 tools/resources, feedback
forms, case studies and potential additional local tools. It has been based on local and
international research, best practice, agreed themes and partners views, discussions
and consensus).
69
ANNEX 1
Best practice studies (partner areas)
Description de bonnes pratiques (territoires partenaires)
Research information has been collected using a pro-forma/matrix in which each partner/project area provided information on
four specific aspects:
1.
Examples of Best Practice
2.
Visitor Surveys (and other related research)
3.
Pilot Areas (and the reasons why)
4.
Visitor Motivational Factors
Research information is presented from the following partner/project Areas:
1.
Norfolk
2.
Kent
3.
Somerset Region
4.
Essex
5.
Somme
6.
Pas-de-Calais
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1. COOL Project Research Information - Norfolk
COOL Project Research Information - Norfolk
Examples of Best
Practice
1) Clippesby Hall (http://www.clippesby.com/)
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Ideal base from which to explore the Norfolk Broads National Park, a unique network of waterways and lakes,
as well as the delights of the Norfolk coast, Norwich and Norfolk’s Countryside.
Clippesby lies in the heart of the Broads National Park, and this is the main focus of our activities in helping
visitors to discover the special qualities the area has to offer.
The location is also very close to the Weaver’s Way, one of a network of long distance trails under the
branding Norfolk Trails managed by Norfolk County Council.
Award-winning information centre, which has a wealth of ideas designed to help you enjoy your stay, including
walking, cycling, boating, bird watching and fishing.
Friendly and knowledgeable guides and an enthusiastic team of experts with excellent local knowledge that
will provide advise on how to make the most of your trip (bespoke itineraries, provide individual planning
sessions and booking service, and their own guide to ‘Discover the Broads)
Booking service for bike hire and canoe hire
Work with the Broads Authority as a European Charter Park Partner in connection with the European Charter
for Sustainable Tourism. Activities cover environmental policies within a broader remit of encouraging
sustainability in respect of the interaction between tourism visitors, local businesses and the community, as
well as the environment.
Green Tourism Business Scheme activities include:
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minimising light pollution (by keeping public lighting around the park to a minimum)
switching to more efficient low energy bulbs
switching cleaning materials to environmentally friendly supplies
encouraging visitors to recycle all paper, cardboard, cans, glass and plastics
use of local suppliers
conservation scheme; including wildlife diary, compost heaps, cultivation of native flora
encourage walking, cycling, local bus and train services leaving cars at the park
supporting Sustrans and National Cycle Network (acting as a ranger point for Regional Route 30: Great
Yarmouth to Cromer)
membership of the Broads Cycle Hire Scheme, offering cycle hire, routes, repair service together with
71
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guided tours into the Broads National Park area
membership of the Broads Tourism Forum, encouraging contact, discussion and support among tourism
businesses in the Broads
provision of award-winning visitor information services, focused on helping people explore the special
qualities of the Broads
National Park, offering personalised advice related to visitors' specific requirements including pre-booking
of Broads Authority events and boat trips, including the environmentally friendly solar and electrically
powered boats
continuing campaign based around our own unique guide to the area, 'Discover the Broads', working with
local business partners and the Broads Authority to encourage sustainable tourism in conjunction with the
preservation of viable local communities.
2) BeWILDerwood (www.BeWILDerwood.co.uk)
 BeWILDerwood is a wild and imaginative adventure park with magical treehouses and intriguing characters,
bringing a curious difference to the Norfolk Broads.
 Parents are encouraged to play alongside their children, which makes for a fabulous and brilliantly exciting time
for the whole family.
 The treehouse adventure park, won Best Visitor Attraction award at the EDP (Eastern Daily Press) Norfolk
Tourism Awards 2011-12.
 Bewilderwood’s Hoveton park is already one of Norfolk’s most successful attractions, drawing tourists and
school groups with its mix of fantasy animals, adventure activities and a series of books written by founder Tom
Blofeld.
3) The Canoe Man (TheCanoeMan.com)Offers guided canoe trails, overnight canoe trails, bushcraft trails, canoe,
kayak and cycle hire, themed canoe trips, wild swimming, paddle boarding, snorkelling, photography courses, fungi
foraging, children’s activities/adventure, coaching and instructor services, Second hand sales, Tipi hire, white water
coaching – an excellent Norfolk experiential tourism provider.
4) Boudicca Way (www.boudiccaway.co.uk) The Boudicca Way is a long distance footpath running for approximately
36 miles between Diss and Norwich and is part of the Norfolk Trails network. The trails is named after the legendary
warrior Queen of the Iceni, whose tribes once inhabited the area, and passes through the beautiful, unspoilt rural
countryside of south Norfolk and the Waveney Valley.
72
Although the route had been established for some time (before the Norfolk Trails concept was born), it lacked proper
signage, needed re-routing and had not been adequately promoted to local users and tourists. Following the award of
a grant from Waveney Local Action Group (LAG), part of the Rural Development Programme for England (RDPE)
action was taken to promote local services and get local businesses involved in creating a sustainable tourism offer
based on the existing Boudicca’s Way route. The Boudicca Way Project has been championed by Steve Falvey who
was instrumental with getting local businesses to work together, promote and market themselves better to reach key
target audiences, help promote green travel options, raising the routes profile.
5) Cranmer Cottages, Fakenham (http://www.norfolk-luxury-cottages.co.uk/about/)
Lynne Johnson and her husband own and run Cranmer Country Cottages, a collection of 8 luxury cottages, as a
green, environment friendly business. She outlined the beginnings of the business when, in 1998 they purchased the
premises having no previous experience in the hospitality business, and decided to develop the business along
environmental lines. Properties are highly insulated, many have no boilers, and recycled building materials have
been used whenever possible. The site has a heat pump, wind turbine and solar panels to generate electricity, a
borehole for water, and many interior energy‐saving devices. They are committed to continuous improvement, and
have recently expanded the site with the acquisition of a further 8 acres, which they plan to lay down to pasture
incorporating native flora, introduce walks etc.
Cranmer Country Cottages are gold members of the Green Tourism Business Scheme; an increasing number of
people are booking cottages because of their ‘green’ ideas; many more embrace them on arrival.
6) The Norfolk Trails network play a crucial role in achieving this ambition.
They are a sustainable resource for the community, economy and environment and a valuable asset to Norfolk. The
trails network brings together over 1,200 miles of walks, cycle and bridle routes throughout the county providing links
between communities. The Norfolk Trails network provide the gateway to getting out and exploring the exciting range
of attractions Norfolk has to offer. So whether you are walking the dog, enjoying a stroll with family and friends,
looking for a peaceful break away from it all, or a dedicated walker looking for a challenge, the Norfolk Trails will offer
something for everyone.
73
Visitor Surveys
(and also other
related research)
Visitor Surveys
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North Norfolk District Council/Visit Norfolk – Economic Impact reports 2008-2010 using Cambridge Model
Broads Authority – STEAM 2010-11 (from STEP Project) Sustainable Tourism in Estuary Parks
National Trail (Peddars Way and Norfolk Coastal Path) – 2006 User Survey
Norfolk Trails – Angles Way (data from 2006 User Survey)
Norfolk Trails – Paston and Weavers Way 2012-13
Larken Gowen – Tourism Business Survey 2013
Pilot Areas – why
choose these?
74
75
Pilot Areas
1) Area around existing trails - Paston and Weavers (rural hinterland)
2) New Norfolk Coast Path (coastal area – Cromer to Great Yarmouth)
The “Norfolk Triangle” area was chosen primarily because;
 Historically this area has had less investment (it has had RDPE funding, as well as DEFRA Coastal Change
Pathfinder http://www.northnorfolk.org/pathfinder).
 This area is less well known ‘hot-spot’ for tourism.
 The area contains two long-distance routes that form part of the Norfolk Trails network (Paston Way and
Weavers Way – in green), and an additional trail is on the way – the Norfolk Coastal Access Path (in blue) that
will extend from Cromer to Great Yarmouth.
 The long-distance trails are not only important routes to encourage healthy active use for local communities
and visitors but they also provide valuable links between communities and towns/villages near these routes will
become crucial gateways for accessing the trails.
 Norfolk County Council has invested in a brand image that is being will be rolled out over the entire Norfolk
Trails network to allow these long-distance routes to be easily identified, and associated with high-quality
routes.
 The upcoming Norfolk Coastal Path from Cromer to Great Yarmouth will also become a sustainable asset that
can be utilised to develop business networks in the area to help utilise this asset to their advantage.
Additional objectives:
 Encourage tourism businesses to use and promote local goods and services, to support recycling initiatives, to
foster energy efficiency, to do more to contribute to local community life and to employ people from the locality.
 Develop an all-year round tourism destination to spread the benefits temporally and geographically.
 Promote wider use of public and non-car modes of transport - trains, buses, park and ride, river boats - and
greater participation in walking and cycling activities.
76
Possible Rural themes and rural break package ideas
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Rural/Tangible Heritage (castles, stately homes, churches, military, etc.)
Active and outdoors (walking, cycling horse riding, golf, seaside activities, etc.)
Seaside and rural areas (Channel/Transmanche tourism links/products)
Landscape and wildlife (gardens, parks, AONBs, PNRs, nature reserves and nature parks)
Local Produce (food, drink, vineyards, breweries, crafts, etc.)
Rural accommodation (unique places to stay, green tourism businesses, etc.)
Families (things to do together, family-friendly activity)
Rural life and experience of farming
SWOT Analysis (Pilot Area)
(data from North Norfolk District Council ‘Pathfinder Project’, Visit Norfolk ‘Tourism in Norfolk Strategy 2009-2012’)
Strengths:
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Beaches and the quality of the coast
Big skies and open landscapes
Attractive towns and villages with their countryside hinterland
“Traditional” holiday experience
Quality specialist interest products – historic churches, bird watching, fishing
Norfolk coast cycleway (Sustrans Regional Cycle Route (30) along the coast between Cromer and Great
Yarmouth)
Norfolk as a strong leisure brand with strong sub-brands such as the Broads, Norwich, Great Yarmouth, the
Coast (AONB) and the Countryside
Relaxed pace of life
Low rainfall
Coastline - (AONB) beaches and watersports
Biodiversity
Environmental diversity including special areas of conservation and wildlife assets
National Park
Heritage features including maritime heritage, historic buildings, churches
Established boating destination
77
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Strong retail offer in Norwich
Norfolk’s cultural offer including arts, crafts, events and heritage
Weaknesses:
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Few visitor attractions and limited shopping (limits economic growth)
Seasonality - tourism season is short
Over-reliance on regular repeat visitors (i.e. to coastal caravan sites)
Poor tourism infrastructure (especially tourism signing)
Area is relatively isolated (does not benefit from passing trade, therefore reliant on local custom and seasonal
visitors)
Infrastructure – main arterial roads (A140, A149, A47) either avoid the area altogether or skirt around it. The
single road that passes through the coastal area is poorly signed, offers limited views of the coast and dissects
the Bacton Gas Works. However, there is a superb network of quiet lanes linking villages.
Public transport/rail limitations’
Perceived inaccessibility
Inconsistent investment in the tourism industry, has a long-term effect on the quality of the product
Tourism product is not of consistent quality
Seasonality (there is a relatively short main season)
Lack of purpose-built conference centres
Poor interpretation at attractions/trails etc.
Signage
Difficulties with recruitment and retention of staff
Low international awareness
Lack of market intelligence, e.g. visitor survey, trends in holiday taking
Lack of understanding of coast and countryside as a product resource
Perception of Norfolk as flat, cold, wet and windy (anecdotal)
Opportunity:
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Extending the season - need to look at new ways of attracting active different markets (i.e. targeting active
mature markets that have more flexibility on when they take short breaks).
Enhance and promote Paston Way and Weavers Way Trails utilising the Norfolk Trails brand image, and use
these trails to improve and develop business networks and awareness.
Use the Norfolk Trails to improve gateway access to the area.
Profile the coast as a family beach holiday destination (combining childhood memories, safe environment and
78
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quality time together).
Profile the area as a good place to stay and explore.
In the longer term, build on the potential to use events and festivals to extend the season and grow target
markets.
Make more of the rural food offer (celebrate/champion local food).
Tourism infrastructure – update.
Local Area Partnerships (LAPs) are potentially valuable delivery organisations for marketing activity and
business networking.
Move away from static caravan homes to “glamping”.
Boutique-style hotels.
Reinforce local distinctiveness.
Encourage more visitor activity and spend.
Develop the economic potential of the visitor economy of Norfolk that is based around its environmental,
cultural and social benefits.
Large population within short-break travel distance.
Capacity exists out of main season.
Develop overseas markets with which Norfolk has good “gateway” links through Norwich International Airport,
ferries and rail links.
Stansted and Harwich.
£/Euro parity (equivalence in value).
Thematic approach to capture specific markets, e.g. heritage (maritime, museums and churches), walking and
cycling, bird watching etc.).
Growth in UK market orientated towards activities, special interest, health, nature, and the environment.
Develop strong heritage and environmental products.
Encourage private sector businesses to develop new attractions/accommodation.
Threats:
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Negative PR about coastal erosion – depresses business optimism and negatively influences visitor
perceptions.
Lack of dynamism and entrepreneurialism among businesses.
Global environmental changes.
Competition from other destinations.
Consumer perceptions of a county which is difficult to reach.
Domestic economic factors such as recession, interest rates, tax, disposable income, etc.
79
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Continued fragmentation of marketing approach.
Lack of vision/commitment.
Lack of business network.
Lack of awareness.
Poorly served by transport network.
Attractions (http://www.batchgeo.com/map/nnattractions)
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Beaches
Boating attractions (hire/trips) around the Broads at Stalham, Hickling and Potter Heigham
Watersports at Sea Palling
Surfing at Cromer
Heritage attractions – Blickling Estate, Hoveton Hall, Mannington Hall
Historic Churches (see also Paston Way)
Motorcycle museum at North Walsham
RAF Air Defence Radar Museum, Neatishead
Windmills at Paston and Sutton and a wind pump at Horsey
Norfolk Trails long distance routes
Sustrans Cycle routes
Cromer Folk Festival
Cromer Carnival
Norfolk and Norwich Festival
Businesses: North Norfolk District Council’s Pathfinder Project has identified 161 businesses (33 advertise in the
NNDC Guide)
– see http://www.batchgeo.com/map/nnaccommodation for map
Food and Drink (http://www.batchgeo.com/map/nnfoodanddrink)
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The Hill House Pub, Happisburgh – proactive business (Beer Festival)
The Manor Hotel, Mundsley – proactively promoting quality food offer
The Cliff Top Café, Overstrand – seaside café
Food ambassadors – Delia Smith and Galton Blackiston who champion Norfolk’s local produce at a regional
and national level.
Tastes of Anglia http://www.tastesofanglia.com/ (Food and drink marketing group supporting 300+ member
80
producers, outlets, service providers (B2B) - communicating all the latest news and events to the trade (46
Norfolk-based producer members).
If you are a local grower/producer in the East of England, we’re here to support your business and help promote and
distribute your products locally; for retailers, wholesalers, hoteliers/ restaurateurs we list and describe hundreds of
farmers markets and producers; offers members one to one support to increase levels of local sourcing, workshops on
local food related subjects and tailored meet-the-buyer trade events. This presents the food businesses of Norfolk with a
significant marketing opportunity
Other useful links
“The Broads” National Character Area profile: Key Facts and Data
See http://www.naturalengland.org.uk/publications/nca/the_broads.aspx?dm_i=16RU,1GFYP,8S9WC4,4ZQIH,1
This document provides a summary of environmental data collected for the NCA. It is intended to help guide anyone
making decisions that may affect the local environment. The information is collated from the best available national
datasets.
North Norfolk District Council Tourism Marketing Toolkit http://www.northnorfolk.org/business/10244.asp
Has been created to assist tourism businesses with their marketing. The Toolkit is for all tourism stakeholders and in
particular for tourism businesses in East Norfolk within the Pathfinder* area. The Toolkit is divided into five sections;
Know your Markets; The Style Guide; The Style Guide Workbook
Social Media Delivering the Promise; Workbook Image library
* The Pathfinder area is the eastern coastal strip between Overstrand and Horsey, and stretches inland to
include the market towns of North Walsham and Stalham and their rural hinterland.
Visitor motivational
factors
Tourism in Norfolk (data from Visit Norfolk)
Tourism is one of the key sector industries within Norfolk, supporting over 51,000 people and contributing some £2.6
billion to the local economy.
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Research by Tourism South East (http://www.tourismsoutheast.com/) estimates that in 2010 there were
81
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3,968,000 staying visitors in Norfolk.
The total number of day visitors was estimated at 27,274,000.
The research estimates that 25,333 full time jobs, and 51,359 tourism related jobs in total, are directly
supported by tourism in Norfolk and that tourism accounts for 14.5% of employment in Norfolk.
The total business turnover supported by tourism is £2,677,609,000.
Population
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The first results from the 2011 Census were published 16th July 2012 and show that over 61,000 more people
are living in Norfolk now compared with the previous census in 2001.
The Office for National Statistics (ONS) carried out the Census and a follow-up coverage survey and produced
initial results for population, households, household residents and short-term residents, along with information
on the quality of the response area by area.
In 2011, Norfolk’s population was estimated to be 857,900, an increase of 61,200 from 2001.
All local authorities in the County increased in population, the highest being South Norfolk (which gained
13,300) and King’s Lynn and West Norfolk (12,200). The lowest increase was in North Norfolk (3,100).
North Norfolk had the largest proportion of people aged 65 and over in the East of England Region (29%), the
smallest proportion of people aged 19 and under (19%) and the smallest increase in under-fives (4%).
The proportion aged 65 and over was the third highest of all local authorities in England and Wales; Norwich
had the lowest average household size (2.1); Breckland was the least densely populated (100 people per
square kilometre).
Norfolk has more older people than in 2001 – all age groups 55 and over increased, in particular ages 60 - 64
and 60 - 69, and there was also a significant increase in 20 - 24 year olds, though there are fewer children
aged 5 - 14 and fewer adults in their thirties.
There are 372,100 households in Norfolk, with an average household size of 2.26 (the figures vary from 2.34
in Breckland to 2.12 in Norwich). This is 29,000 more households than in 2001, though average household
size has only fallen marginally, from 2.27.
82
2. Cool Project Research Information – Kent
KENT
Examples of Best
Practice
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http://www.our-land.co.uk, see Farmstays, Walking Tours, Cycling, Wheelchair, Self-Catering etc.
Likely to deliver cycle project Explore Kent
Visitor Surveys (and
also other related
research)
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SEPL 2010 Report
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CAST 2010 Report
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Kent and Medway Survey 2010
Pilot Areas – why
choose these?
In Kent we have agreed that we will approach the following areas as our pilot areas, which will be complimentary
to each other. These are areas that we have identified that have product but not necessarily the interconnectivity
from an experiential tourism point of view. This would enable us to work together on complementary workshops,
marketing and training, but also allow us to get broader geographic coverage which will work best for political and
match funding needs.
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Visitor motivational
factors
Visit Kent Pilot Area 1 – Natural Economy East Kent area
Visit Kent Pilot Area 2 – High Weald AONB
Explore Kent Pilot Area 3 – Romney Marsh
Explore Kent Pilot Area 4 – High Weald AONB
The majority (61%) prefer to stay in a place offering activities/experiences rather than just looking for a place
to stay (39%).
The highest scoring activities/themes (quite or very interested) were:
Food and local produce / Historic houses / garden and sites / Wildlife and nature / Walking routes
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84% of people were interested in a trip including an overnight visit.
However, 50% of people preferred to book accommodation in advance but choose activities and things to
do when they arrive.
Only 8% would prefer to book a package of accommodation and activities.
Some strong themes came through as to the type of break most people were looking for including; food
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and local produce; historic houses, garden and sites; wildlife and nature; and walking routes.
More experiences suitable for families were requested, as were those around arts and crafts and nature.
If groups are to be successfully marketed then they need to be very carefully thought out and marketed.
Kent and Medway Survey 2010
The survey found that around 8% of visitors interviewed had a physical or sensory disability or had
someone in their group with a physical or sensory disability.
The survey found that the majority of visitors were from ABCI households (accounting for 79% of all
visitors). Of these a quarter of all visitors were from the top AB professional grade.
The survey results reveal that approximately 88% of all visitors are British residents (2,411 out of the
2,800), with 12% visiting from overseas (341 out of the 2,800).
The visitor origin of overseas visitors was very diverse. A total of 35 different countries of origin were
recorded by the survey, with the number of visitors originating from the Netherlands, Germany and the
USA greater in volume than the other countries.
The majority of visitors (76%) were visiting for leisure or holiday purposes. A further 14% were visiting
to see friends and/or relatives in the area and 8% were on a special shopping trip.
The survey found that a wide range of factors draw visitors to Kent. The two influencing factors which
visitors chose most often were Kent’s “Historic aspects/heritage” (mentioned by 29% of visitors) and
Kent’s “seaside/beaches” (mentioned by 23% of visitors). With regard to the latter factor, it is worth noting
that interviews in Canterbury included the coastal areas of Whitstable and Herne Bay which may have
influenced the relative weight attached to ‘Seaside/beaches’ to the overall survey result.
A short break of 1 - 3 nights was popular among visitors, accounting for 47% of all overnight trips. Longer
trips lasting 11 night or more accounted for 16% of all overnight trips. Given the presence of a significant
minority of trips involving 11 or more nights, the average trip length for an domestic overnight trip was
rather long - 5.36 nights, and the average trip length for an overseas overnight trip was 8.24 nights.
Popular activities carried out by visitors during their trip to Kent included visiting tourist attractions (42%),
visiting a pub, tea room or restaurant (33%), shopping (32%), walking/riding or cycling (25%) and
meeting up with friends/relatives (21%).
The car was the most common mode of transport used by visitors to reach destinations in Kent.
Overall, 69% of all visitors used their car (or some other private motor vehicle such as motorbike or
motorhome) to travel to Kent.
The majority of visitors (67%) relied on their previous knowledge of the area when it came to planning
their trip. The next source, though significantly lower in terms of usage, was information gleaned from
84
friends or relatives (mentioned by 12% of all visitors). In general the use of more formal pre-trip sources
such as brochures and guides was low.
85
3. COOL Project Research Information - Somerset Region
(including Exmoor National Park; Sedgemoor District Council and West Somerset District Council areas)
Somerset (countywide)
Examples of Best
Practice
GTBS Award
Winners (Mill on the
Brue etc)
http://www.greenbusiness.co.uk/Engla
nd_SouthWestEngla
nd4.asp
Millfield Eco Lodges
Tree Houses ( x 2)
http://www.treehouse
holidays.com/
http://www.canopyan
dstars.co.uk/britain/e
ngland/bristol/harptre
e-court/thetreehouse-atharptree-court
Glamping (Somerset
Yurts; Safari tents;
pods)
See also:
Exmoor Green
Charter pilot
European charter for
sustainable tourism
International Dark
Sky Reserve
Exmoor Awareness
courses
Dunster
Wetland/Wildlife
National Trust and
West Somerset
Railway are
successfully working
together to develop
days out packages
Porlock Rutting
weekends were sold
out for two years, but
businesses did not
take on concept from
Visitor Centre.
Dunster by
Candlelight – hugely
Explore Moor website
successful annual
event that sells itself
MoorRover
and highlights
Renewable energy
village’s medieval
initiatives
heritage
Two Exmoor
businesses (Stilegate
in Quantock Hills and
another one in
Lynton) have electric
car charging points
Award winning
Spears Cross offers
high quality BandB
accommodation with
local produce menus
– winner of Trip
Advisors ‘Traveller’s
Choice’ award 2013
– 86 excellent
reviews, 1 very good
Porlock Marsh???
Exmoor Pony Centre
Coleridge Way
Initial Coleridge Way
project well supported
and funded led to a
well-developed route
and much enthusiasm
Coleridge Way launch
events over two
weekends in Nether
Stowey and Porlock –
now gone from the
calendar
Initial project funding
enabled training
sessions for businesses
and packs to be
produced to help sell
route
86
http://www.visitsomer
set.co.uk/trade/goinggreen/case-studies
Car Free Itineraries
http://www.visitsomer
set.co.uk/inspireme/car-free-days-out
The Langbury at Blue
Anchor has 63
reviews on trip
advisor, all of which
are excellent!
North Wheddon
Farm, Glendower
House, Dunkery
Beacon Hotel, Tudor
Cottage, The Parks
Guest House, Cedar
House, The Gables,
Stilegate and more
have 90% excellent
and 10% very good,
and no bad reviews
whatsoever!
(87 in total). Lots of
added value features
(20 different teas,
decanter of marsala
wine, goose down
duvets, super king
beds, DVD players,
whiskey tasting
(£12), and local
suppliers all
promoted)
Crown Estate have
plans to develop a
Forest Park to
encourage more
active tourism
Porlock Trails and
Inspirational Guide
App currently in
development –
example of bringing
area alive
Culbone Inn and their
use of local produce
and in promoting
itself locally
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Heritage Touring
Map
Cider Lovers Guide
or Sharing Somerset
Secrets?
Visitor Surveys
(and also other
related research)
2010 Somerset
Visitor Survey
http://www.visitsomer
set.co.uk/trade/resea
rch/2010-visitorsurvey
Value of Tourism
(2011 data)
http://www.visitsomer
set.co.uk/trade/resea
rch/value-of-tourism
See:http://www.exmoornationalpark.gov.uk/c
ommunities/tourismtrade/tourismresearch
2012 Visitor Survey
(attached)
Recent business survey
showed support and
need for a business
pack/toolkit to help
promote route.
Employment of a
marketing consultant
also showed the
potential of marketing
the route.
Somerset Economic
Assessment
http://www.somerset.
gov.uk/irj/public/servi
ces/directory/service
?rid=/wpccontent/Site
s/SCC/Web%20Page
s/Services/Services/
Community/Somerset
%20Economic%20As
88
sessment
Somerset 5 Year
Delivery Plan
http://www.visitsomer
set.co.uk/trade/resea
rch/5-year-deliveryplan
Pilot Areas – why
choose these?
As a National Park
Charter (not
necessarily a green
one exclusively) it
includes elements
such as connecting
people and place to
ensure people have
deeper experiences
of the area as well as
minimising
environmental
impacts.
The medieval village
of Dunster with is
Castle, is probably
the nearest thing to a
“honeypot site” that
the area has.
However, it has
struggled during the
recent economic
climate. The
continuing strength of
key locations like
Dunster is important
for the whole local
economy. Dunster is
a small selfcontained village with
a comparatively good
range of services and
The Coleridge Way is a
36 mile linear trail for
walkers and horse
riders that connects the
Quantock Hills AONB
with Exmoor National
Park, and celebrates
the area’s links with the
famous Romantic Poet,
S.T. Coleridge. The
route was developed as
part of a three-year
project that saw the
employment of a coordinator and
supporting funding. The
project generated huge
amounts of enthusiasm
locally. In recent times
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Visitor motivational
factors
Accessibility
(Somerset is closer
to many than
Cornwall/Devon)
A growing number of
consumers are
seeking ‘green’
accommodation
4 AONBs and other
Active Tourism
honeypot (Mountain
facilities that could
help underpin the
development of any
new tourism product
offerings. Unlike
other destinations
there is currently no
dedicated tourism
forum. With support it
could be possible to
encourage
businesses to work
together again, but
even more
importantly develop
and promote new
thematic experiences
and packages
identified through the
Cool research
activity, and which
could serve to show
the way for other
local destinations.
this momentum has
been lost. However, a
number of recent
developments are in the
pipeline, including plans
to extend the route to
Lynton, a circular route
to take in Watchet,
advice from a marketing
consultant, and various
new projects led by Art
Life. The route itself
cuts through many of
the less visited
settlements in the area,
and supports a variety
of small and micro
businesses. Renewed
support, particularly
around marketing and
promotion, would help
maximise the potential
of the new
developments and
activity being planned.
The National Trust
owned Dunster
Castle
Can be walked in 3-4
days, which makes it a
perfect short break
experience
Unique medieval
village with Yarn
Market, cobbled
The combination of
Romantic poetry and
90
protected landscapes
Glastonbury =
internationally
renowned iconic site
Strong short stay and
Day Trip market
Food and Drink
(Cider/Cheese etc..)
Family attractions
History and Heritage
(NT; Wells; villages;
market towns)
biking; Walking;
Sailing on
Wimbleball; Horse
riding)
Breathing Space
Status/identity of
National Park =
important
footpaths
One of the key
places to visit on a
break or holiday to
Exmoor/West
Somerset.
dramatic landscape are
a huge draw
Friends, couples and
groups gain a sense of
achievement from
finishing the route
Independent shops
and good selection of
places to eat
Sense of getting away
from it all in quiet and
peaceful rural location
Walks in hills and
forests around
(largely owned by
Crown Estate)
The idea that visitors
can enjoy local produce
and good value BandB
accommodation in small
communities is
important
West Somerset
Railway
Attractive, large undeveloped beach
91
4. COOL Project Research Information - Essex
Essex
Examples of Best
Practice





Visitor Surveys (and
also other related
research)
Pilot Areas – why
choose these?
Essex is 70% rural
AONB at Dedham Vale
8 RSPB sites
87 Essex Wildlife Trust sites
31 green flag open spaces
At Visit Essex, we have not previously undertaken any visitor surveys. Every year we commission an economic impact
study however, this covers the whole of the county rather than just rural areas. In 2011 we commissioned a visitor profiling
study which also included some perception research (attached – Visit Essex Profiling), however we do see the importance
of visitor satisfaction surveys and so we are keen to carry out the research this year.


Wildlife and nature focusing on the RSPB sites within the county
Dedham – is an Area of Outstanding Natural Beauty and so it has to be carefully managed when it comes to
tourism. Although it is important to ensure that it does not become overcrowded, the businesses rely on tourism to
survive. We are looking to promote low impact outdoor pursuits such as walking and cycling in the area.
92
Visitor motivational
factors
93
Information on day trips at the regional level is available from the Day Visits in Great Britain survey. The survey includes all
leisure-related trips from home. It should be noted that a large proportion are local trips made by people resident in the
locality. The model uses information from the survey to estimate the number of longer day trips (defined as those lasting at
least 3 hours and involving travel of more than 20 miles) and irregular trips lasting more than 3 hours.
94
5. COOL Project Research Information - Somme
Somme Tourism Board (ADRT) Somme, in Picardy: meet the nature, meet the people
Examples of Best
Practice
a)
b)
b)
c)
d)
e)
Rural Heritage (castles, stately homes, churches, etc.)
Active and outdoors (walking, cycling horse riding, golf, etc.)
Landscape and wildlife (gardens, parks, AONBs)
Local Produce (food, drink, vineyards, breweries, etc.).
Rural accommodation (unique places to stay, green tourism businesses, etc.)
Families (things to do together, family-friendly activity)
Nature and open spaces, leisure and nature
Exploring the Baie de Somme (Somme bay):
The Baie de Somme, a member of the Club of the Most Beautiful Bays in the World, is a patchwork of lagoons, marshes,
dunes and saltwater meadows, creating a landscape at sea or a seascape on land. This exceptional space is an immense
stretch of sand, mud and water surrounded by dunes. It is a land where sky and sea merge into one, a land where colour
changes throughout the day. With its very large opening into the Channel, the amazing landscapes it offers, depending on
the tides and the seasons, are constantly moving. This is one of the major French sites through which migrating birds pass
also visited to watch harbour seals and salt marsh sheep. At low tide, with a guide you can cross these golden sand banks,
pitted with pools.
The Baie de Somme has now become a real focus for ecotourism, receiving almost two million visitors every year, and
joining the community of the “Grands Sites de France” (network of national outstanding areas).
See www.grandsitebaiedesomme.fr
Active and outdoors: high tides, an amazing natural spectacle - Between seals and Henson horses - Bird watching in Parc
du Marquenterre (national nature reserve) - Nature trip with Maison de la Baie de Somme et de l'Oiseau - Boat trips - Sea
resorts and fishing ports, from cliffs to shingle and to fine sand beaches.
The Nature Reserve of the Baie de Somme is a remarkable yet fragile location. Nature guides network have been trained
to accompany visitors safely in open country. They know how to take them off the beaten track and introduce them to
95
nature and the birds of the Somme while still protecting and respecting the ground covered. Some of the guides speak very
good English and can offer outings to suit many requirements.
Their associations: Traces de Guides http://www.tracesdeguides.com and Qualinat http://www.sortie-nature.fr/
Sustainable mobility in Baie de Somme: Baie de Somme Zéro Carbone (carbon-free Somme bay):
http://www.baiedesomme-zerocarbone.org/ and Ecomobilité Baie de Somme (ecomobility website : http://www.ecomobilitebaiedesomme.fr/
Exploring the river:
Along the river Somme: the river Somme, the spinal column of its eponymous département, lows gently along its 120kilometre bed through a green ribbon that encourages outdoor leisure pursuits: from hiking to cycling, from boat tours to
family picnics; the whole valley could feature in Renoir-style paintings.





By bike: a cycle route (for non-motorised vehicles) and a cycle lane between Péronne and Saint-Valéry will soon
see the light of day along the banks of the Somme.
On foot: 14 hiking circuits adjoin the river.
Fishing: The well-stocked pools of the Somme are guaranteed to satisfy keen anglers in these peaceful, unspoiled,
generous spots.
By boat: you can hire a cabin cruiser for a weekend or a whole week; enjoy a boat tour of the Hortillonnages in the
heart of the floating gardens; explore the maritime canal aboard the Somme II, or hire a canoe or a rowing boat.
By train: le P’tit Train de la Haute Somme [Li’l Upper Somme Train], dawdling along the banks of the Somme,
provides an unusual way to see the sights. For fans of the slow trains of yesteryear.
Nature reserves: all along the river, there are various interesting nature reserves that are worth the walk: larris (grassy
chalk knolls covered in surprising Mediterranean-style vegetation), old peat-cutting areas, and towpaths (to tow the barges
along the bank). These reserves have been laid out to let visitors discover fauna and flora: tracks for exploration and
understanding, some of them wheelchair accessible, marsh observation platforms, fishing pontoons bearing the Tourism
and Handicap label (certification od accessibility for people with different kinds of disabilities), interactive terminals,
educational pools, and so on.
96
Exploring rural landscapes:
Get some fresh air by sand-yachting on the beach at Quend and Fort-Mahon, horse-riding in the forest of Crécy, kayaking
in the Baie de Somme to watch the seals, hiking in the Haute-Somme Valley, rafting in Picquigny, taking a guided walk
across the bay between Saint-Valéry-sur-Somme and Le Crotoy: sports, leisure activities and Nature are all here in the
Somme.
Fishermen’s heaven: with 900 km of waterways and 6,000 hectares of well-stocked lakes, the Somme cannot help but
please keen fishermen. Fédération Départementale de Pêche see: www.unpf.fr/80
On Foot: With a naturalist as your guide, go out and learn about the Somme bay: watch the migrating birds as they fly,
glimpse the large, mammals as they disappear into the distance, see the shellfish, taste the samphire and sea buckthorn,
cross the bay from Le Crotoy to Saint-Valéry-sur-Somme, marvel at the seals lazing on the sandbanks, learn what makes it
inevitable that the bay will silt up, sketch the flora and fauna as you learn to paint in water colours, and on and on.
Cycling: Jump on your bike and tour our circuits: cycle lanes, signposted routes, cycle tracks and green lanes,
recommended circuits, and on and on. We spoil our cycling tourists in the Somme by providing a variety of services to
make their stay a good and safe one: suitable accommodation, bike hire and a great welcome. You can recognise them
from the logo “Côte Picarde à vélo”. You can cycle through Somme bay thanks to seven sign-posted loops.
See “Europe by bike also passes through the Baie de Somme”, guidebook and maps of walks.
Other activities in Somme:
On horseback (horse riding, horse-drawn carriage in Marquenterre)
Kayaking, canoeing, rafting on rivers, wave-ski in Somme bay (see www.weekends-picardie.com)
By boat, windsurfing, catamaran and optimist dinghy sailing
On the green: bring your clubs and balls and come and try your swing in the Somme.
Other sites:
Samara, 600 000 years of history
97
Valloires Abbey
The “Rose of Picardy” (jardins de Valloires): created by David Austin, a renowned British rose-grower. This rose’s story
began in 1916 with an encounter between a British soldier behind the front line and a lady living in a village in the Somme.
Struck by the contrast between the terrible fighting and the serene image of this woman tending her rose-bushes, the
soldier decided to write a poem. The text was to be taken up two years later by the English composer Haydn Wood, who
set it to music.
The underground settlement of Naours
Gardens and flowery villages
Jardins Remarquables: a national designation which recognises the intrinsic qualities of gardens according to six criteria:
composition, integration into the site, distinctive features, botanical interest, historical interest and upkeep.
To learn more: see ‘fleurs et jardins de Picardie’ map.
“Villes et Villages fleuris”: a flowery village competition involving many rural villages, for the benefit of people and visitors
- http://www.villes-et-villages-fleuris.com/
The Hortillonnages (city of Amiens): These “floating” gardens have been cultivated since the Middle Ages and make a
300-hectare mosaic of both market gardens and those just for pleasure in the heart of the city. Guided tours by electric
boat - www.visit-amiens.com
History and heritage
Pearls of the Gothic Era, the Medieval Past, outstanding architecture: from Art Nouveau to Art Déco
Battlefields of the Somme: the Somme was deeply affected by the First World War. The Battle of 1916 was of massive
proportions and it has left numerous traces in the landscape: trenches, mine craters, destroyed vegetation and villages
razed to the ground. The Circuit of Remembrance is a trail that links the two symbolic towns of the Great War, Albert and
Péronne, allows you to see and understand this page of international history.
You can hire English-speaking guides for the day or half-day (Some may be British ex-pats). A number of guides are
98
available to be booked either through the various Tourist Offices or direct. The Somme Battlefields’ Partner network is
the only one of its kind in France, and includes 175 tourism professionals: accommodation providers, restaurateurs,
tourism offices, sites, guides, taxis, and traders. All are enthusiastic and committed to providing with a top-quality welcome
all year round. They are well versed in the history of the First World War, and know the Somme Battlefields like the backs
of their hands.
See www.sbpartner.fr
Somme specialities
Somme gourmande: the gastronomic Somme to titillate your taste-buds
• Les Tables Régionales: this is an association of restaurateurs who adore their local area, and spotlight its products
through traditional or more modern recipes, depending on their inspiration.
• Terroirs de Picardie: this regional brand gives you the chance to experience the immense diversity of products from
Picardy. Whether for daily use or special occasions, they all have strong links to the region, through their place of origin,
their ingredients, or the know-how of their producers.
See www.terroirsdepicardie.com
Village markets and rural stays
Accommodation diversity in rural areas: “Gîtes de France” and “Clef verte” (rural accommodation branded by national
networks - http://www.gites-de-france-somme.com/ and http://www.laclefverte.org/ ) ; “Bienvenue à la ferme” (a network of
farming tourism -http://www.bienvenue-a-la-ferme.com/ )
To buy local products: see http://www.somme-produitslocaux.fr/
Arts and crafts: see www.metiersdart.picardie.fr
99
And also ADRT / CRT Picardy website www.weekend-esprit-de-picardie.com
Visitor Surveys
(and also other
related research)
Qualitative Survey on Picardy's image for UK visitors. Cosmobay – Vectis, 2004
UK visitors in Picardy. CRT Picardie,2007
Baie de Somme visitor profile, economic and social impact of tourism. ProTourisme, 2008
No specific survey for rural areas
Pilot Areas – why
choose these?
Pilot Area 1 – the Somme valley
Somme valley major project. It aims at global development project along the Somme river around four guidelines:
welcoming local people and visitors (including greenways and valley visitor centres, new footpaths to re-discover Somme
landscapes),
This will contribute to enhance and protect local resources (foster use of renewables, of organic farming and enhancing
local products), to revive social links (shared gardens and eco-volunteering to protect the natural heritage), and to let know
and share a protected heritage (taking care of quality of the river water, developing green and blue ecologic corridors,
better public access to nature)
Other existing Pilot Area - the Somme bay ‘Grand Site de France’ (see above examples of best practice)
100
Visitor
motivational
factors
CRT Picardy survey (2011)
No data specific for Somme
In 2011 75% of foreign visitors came from UK, BE, NL in which the British represent 39% of foreign visitors, mainly
coming from London and its suburbs and from East England.
Picardy in 10th position among French regions visited by UK visitors.
UK visitors give preference to city breaks and statistics shows an increase of repeated short stay breaks.
Preferred activities:
a) Relaxing, experience of nature, change of scenery (37% of visitors) but with some activities like cycling
b) Experience of French way of life: cuisine, discovery of local art of life, opportunities to discover, taste and buy
local products, quality and charm accommodation, quality of contacts with people
Accommodation: mainly in camping sites (50% overnight of foreign visitors, but also in quality and traditional hotels
(28%) and in self-catering accommodation (21%)
Image of Picardy (Cosmosbay, 2004)
A region relatively unknown, discovered more or less by chance on the way to other destinations, because of visits
to war memorials, or by word to mouth. Départements difficult to identify separately excepting Somme because of
the world war, Amiens, and its coastal region.
Source of information:
a) before departure: Internet and guide books (like Michelin)
b) on site: local tourist offices and accommodation providers
101
6. COOL Project Research Information – Pas-de-Calais
Pas-de-Calais Tourism Board (ADRT) Pas-de-Calais, land of hospitality. An art of living together
Examples of Best
Practice
In Northern France, enjoy the trip tips: visit our land of numerous local festivals, belfries, beer, mussels, mills, giants, sandyachts and art. The welcome is always warm and hospitable, so join us and feel at home.
Nature and open spaces
Explore the quiet coast. Instead of picking up the motorway the moment you hit France turn right onto the pretty D940.
Dover’s White Cliffs are just 21 miles away, but this is another world with fine sandy beaches, protected nature reserves and
fishing harbours. Walk the footpaths of the Deux Caps, one of just 10 locations awarded Grand Site de France status. Enjoy the
buzz of Hardelot’s seasonal produce market in a series of Gourmet Sundays between April and September - try fruits,
vegetables and honey as well as Samer strawberries and Beussent chocolate.
Exploring the “Caps”, the twin headlands. From Calais in the north and the Bay of Authie in the south, the region’s coastline
tells its own story through unique heritage sites inspired by maritime adventure. For natural inspiration, walk the twin headlands
of Cap Blanc-Nez and Cap Gris-Nez, which in 2011 became only the ninth location awarded the prestigious label ‘Grand Site
de France’ national outstanding site.
On the Côte d'Opale, in its nine Stations Kid and its seaside resorts, and inland at its two hundred horse riding farms and
recreation centres, you can enjoy a range of activities, including sand yachting, kite surfing, sea kayaking, canoeing, rafting,
pony trekking, cycle tourism, sailing, walks in the trees, underwater diving, sea, river and pond fishing, etc.
Exploring the Caps et Marais d'Opale regional nature park. The Park and its municipalities are proud to maintain and
propose 1,500 km of signposted footpaths. Along those trails you are invited to open the door of 'estaminets-randonnées'
village cafés of the local grouping of the national network of Bistrots de Pays. They are located in park small villages where
they contribute to the local life. Located on trails (rambling, mountain biking, horse riding or cycling itineraries), they propose
mere meals, takeaways or other services to visitors and to local people.
> About 20 signposted footpaths and guiding services to discover the area
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> Cycling: 6 tracks to discover the area and possibilities to hire bikes in three villages in the marshland area
> Boating: 7 operators to guide you along 60km of river banks or to hire canoes, 'bacôves', 'escutes', etc.
And also: Experience for a short break the life in marshland thanks to one of 'Pas-de-Calais greeter’
See http://www.parc-opale.fr/default2.asp
The Audomarois marsh. Across its 3,731 hectares experts have identified almost 1,700 species of flora, fauna and fungi
(mushrooms). Of 700 km of waterways 170 km are navigable. 440 hectares are dedicated to market gardening to produce 50
varieties of vegetables.
In 2013 The Maison du Marais opens its doors in St Omer with exhibits to explain secrets of the marsh, to present locally grown
vegetables and other surprises. See www.tourisme-saintomer.com
Walking on Adventurous hiking routes or gentle strolls: With over 3,000 km of maintained and marked-out pathways, the
Pas-de-Calais offers a wide selection of walking and hiking routes.
Cycling on 32 signposted cycle itineraries: Each of these routes is named after a geographical or historical feature,
sometimes a legend. They follow cycle tracks or roads with little passing traffic. Special signposting has been set up, showing
the name of the circuit and the direction to follow. At each departure point, a signpost tells the cyclist about the difficulty of the
route and the distance, and gives safety advice
Riding centres: see http://www.cdte62.com/
On the water: with its navigable waterways and rivers, the area is a river tourism paradise. Its many-branched network
gives it the advantage to offer a whole series of cross-border discovery loops and tours by tourist boat or houseboat, or cycle
rides and walks along the towpaths. From canal to canal, from marinas to moorings, the amateur boater can explore these
circuits in a haven of greenery and peace, where a succession of pastoral landscapes, picturesque villages, historic cities and
outstanding engineering works alternate with one another: old mills, old abbeys, elegant châteaux, vast forests, ponds and
marshes full of fish, and thousands of flowers and birds.
On land, sports activities, museum visits, and cultural excursions combined with the gastronomic experiences offer a real
combination of river-land tourist and recreational products: a very attractive association of river and land services.
From Calais to Watten: electric boats and rambling boats through Audomarois marshlands, peaceful waterway Aa, quiet sailing
on river Lys.
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Gardens
Jardins Remarquables: a national designation which recognises the intrinsic qualities of gardens according to six criteria:
composition, integration into the site, distinctive features, botanical interest, historical interest and upkeep.
Ex jardin des lianes at Chériennes. This is the private garden of a couple of enthusiastic amateurs. Based around collector’s
trees and shrubs, chosen for their foliage, scent or autumnal colours, it is free, romantic and colourful. Over 300 varieties of
scented roses (old and English) are combined there with perennials and over 160 varieties of hydrangeas.
Ex jardin de Séricourt. You walk down surprising and exploratory paths in wonder and astonishment. It is a living catalogue of
the know-how of the landscape gardener and nurseryman Yves Gosse de Gorre, creator of plants, who is always in search of
new features and who has been awarded national events on several occasions. See http://www.jardindesericourt.com/.
History and heritage
Remembrance Trails of the Great War in Northern France - 1914 to 1918, 1939 to 1945: On two occasions, Nord-Pas de
Calais was the theatre of terrible operations. The 650 or so military cemeteries dotting the region - mainly rural landscapes bear silent witness to these tragic events. This heritage, a unique element of the region’s culture, is the basis for the First and
Second World War “Chemins de mémoire” (Remembrance Trails). By allowing these difficult pages in our history to be
rediscovered, the different itineraries aim to pay homage to the men and women whose commitment has made a permanent
mark on the regional, national and world memory.
The “Chemins de mémoire” of Nord-Pas de Calais remind us that the Europe of today was born out of yesterday’s conflicts.
Peace is not a permanent state but a fragile, hard-won privilege. See www.remembrancetrails-northernfrance.com.
Pas-de-Calais specialities
Eat like a local: One of favourite things about visiting France is the chance to enjoy regional recipes. We may joke that French
neighbours live on snails and frogs’ legs, but just across the Channel, come and taste their local produce.
Eat fresh fish from Boulogne or succulent Licques turkey with vegetables grown on the St Omer marshlands. Believe it or not,
Northern France is the world’s No 1 producer of chicory and proud of it. Try bread made to local recipes with a choice of more
than 60 cheeses, and whilst Nord-Pas de Calais does not make wine, it does boast more real ale breweries than any other
French region.
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For an authentic food experience, browse market stalls piled with produce that offers maximum flavour with minimum food
miles.
Other sites:
Hidden gems: Driving from Calais on the A26 make a stop for St Omer. This pleasant market town with its beautiful gothic
cathedral lies at the heart of the tranquil Romelaere marshes, dug by monks in the 7th century and now a centre for market
gardening. Chill out on a guided boat tour or go bird watching from the duckboards of the nature reserve.
To try something new: There are so many unusual ways to enjoy the region. Why not rent an iconic 2CV, an electric bike or a
tandem from Les Belles Echappées at St Omer, or discover the local marshland on a tour by small boat?
A paradise of greenery, the Seven valleys and the river Turnoise. “I found a paradise. It is called the Seven Valleys, green,
vibrant with rich colours and smells. Here the best walks never end.” Another relaxation route is the Seven Valleys, an
undulating area of parks and gardens, organic farmers and small market towns in the south of the region. Explore the gardens
of the Seven Valleys, especially the themed plots of Les Jardins de Séricourt (see above), where innovative planting, perennial
trees and varied textures combine to offer a different look in every season.
And also: Nord Pas-de-Calais is proud of its traditional skills, both at craft level and on an industrial scale, and many have
found a new lease of life in the 21st century, sometimes on a world stage. Visit the newly reopened Calais Lace Museum for
the full story. In an age of mass-production, discerning consumers love traditional crafts like the blue and white china of Bleu
d’Arras.
Greeters 62: They are local residents who love where they live and are ready to help you discover their preferred area.
Frédéric knows the Audomarois marsh like the back of his hand. What are the visits like? Very friendly. Count 2 to 4 hours.
See www.greeters62.com.
And don't forget: the long-term partnership Nord – Pas-de-Calais and Kent cross Channel/Transmanche.
Kent and Nord – Pas-de-Calais greet the world.
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Visitor Surveys
(and also other
related research)
No specific survey at this moment for rural areas
Pilot Areas – why
choose these?
 Pilot Area 1 – Vert Pays (Green Land) Area of Seven Valleys and Ternois, Audomarois marsh
3,700 hectares of biodiversity, St Omer marsh market, 440 ha gardening
Outstanding and peaceful paradise of greenery with organic farmers, diversity of gardens and parks
 Pilot Area 2 – Côte d’Opale (Calais and Boulogne area, Canche and Authie bays)
Grand Site (outstanding area) des deux Caps
 Pilot Area 3 – Artois (Arras area)
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Tourism economy
in region Nord Pas-de-Calais
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108
109
ANNEX 2
Best practice studies (European/international)
Description de bonnes pratiques (territoires autres)
Case Studies:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Alpine Pearls:
De Meinweg:
New Forest:
Nurture Lakeland:
Forest of Bowland:
Greenbox:
Huilo Huilo:
Brecon Beacons:
Hidden Britain:
CoaST:
Vélo Loisir en Luberon:
Bistrots de Pays:
Hainaut BE/FR protected areas:
IPAMAC:
Train to nature and rural areas
Maisons de Pays:
Provence Verte:
Esprit de Picardie:
Canada rural areas:
Village, Acteur Rural:
highlighting: Transnational/ Sustainable Travel and Transport
highlighting: Transnational Partnership
highlighting: Local Distinctiveness
highlighting: Visitor Giving
highlighting: Toolkit for Businesses
highlighting: Training Businesses
highlighting: World’s Best Destination (conservation)
highlighting: Outdoor Activities
highlighting: Rural Community
highlighting: Networks
highlighting: Regional Partnership/Sustainable Mobility
highlighting: Preservation of Rural Life
highlighting: Cross-border Tourism
highlighting: European Charter for Sustainable Tourism (offer in mountain areas)
highlighting: Sustainable Mobility
highlighting: Success Stories (farm and craft products)
highlighting: Newly-built Destination
highlighting: Spirit of Co-operation
highlighting: Protected Areas (rural destinations)
highlighting: Entrepreneurs and Public Bodies (tips and links)
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Case Study 1: Alpine Pearls (highlighting transnational sustainable travel and transport)
Profile: The Alpine Pearl Association (established 2006) offers environmentally care and car-free holidays (new holiday concept) in 28 of the
most attractive regions in the Alps. The Alpine Pearls is a network of 28 communities, strung across the entire Alpine area, like a necklace of
pearls. These pearls can be found in Italy, Germany, France, Austria, Slovenia and Switzerland. All 28 Pearls stand together for ‘soft’ mobile
travelling, or slow travel. By creating innovative sustainable tourism packages, that protect the environment, conscious and carefree holidays
can be enjoyed. You can travel the Pearls entirely without a car and arrive by bus or train. The co-operation’s members fulfil strict quality
criteria like town centres with transfer services, reduced traffic, environmentally friendly leisure time facilities, the guarantee of mobility without
car and ecological minimum standards. The individual member municipalities (referred to as Pearls) benefit from the exchange of experiences
among each other.
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28 villages, which promote “soft-style” holidays.
28 villages, which are easily accessible by train and bus, the eco-friendly way.
28 villages, which assist easy softly mobile holidays with their outstanding services.
28 villages, where guests can reach their destination effortlessly even without a car.
28 villages, each of which preserves its own regional personality and charm.
28 villages, all of which invest in alternative energies.
28 villages, each of which offers new fascinating ways to explore soft mobility, such as electric vehicles.
28 villages, where hikers and walkers can enjoy care and car-free times – far away from traffic noise and exhaust fumes.
28 villages, each of which delights in its own culinary and cultural diversity every day.
28 villages, which are pioneers in the field of ecotourism inspiring many villages around the globe.
Details
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General Info
Knowledge of
products
Examples
Regional pass
Rechargeable Alpine Discount cards for a variety of sports and mobility
opportunities
With the "Regional pass" you can use trains, busses, boats and nearly 20
mountain trains in the Bernese Oberland for free.
Without traffic jams and stress the guests can take a boat ride, go up a
mountain by train or enjoy the view on a panorama train ride.
Furthermore with the "Alpine Pearls Package" owners of the Regional pass
profit from great benefits from numerous tourism services.
For example:
 "Regionalpass" for 4 or 6 days
 free entrance to the Bödelibad
 free usage of the guest busses with the guest card
Online booking system
Newsletter
Holiday Offers
Holiday offers http://www.alpine-pearls.com/en/holiday-offers.html: 28 holiday
villages offer sustainable tourism and appealing holiday offers under the
banner of the Alpine Pearls: Stress-free holidays combined with soft mobility,
in summer and winter alike.
Pearls of the Alps http://www.alpine-pearls.com/en/pearls-of-the-alps.htmlSustainable Holidays in Tune with Nature
Sauris
Jewel of the Carnic Alps
Sauris is the highest altitude town in the Friuli–Venezia Giulia region. The
first settlements in this locale date back to the 13th century. Today Sauris is
a modern tourist resort that offers a wide variety of activities for nature lovers
and avid sports fans alike. The landscape abounds with opportunities for
excursions and hikes, and the Sport and Wellness Centre offers indoor
sports and relaxing diversions.
Services
Case
Studiesexamples
Alpine pasture hikes are everybody’s favourite and so are mountain biking,
canoeing, windsurfing and fishing.
Winter in Sauris means skiing and more. A panorama ski tour, leisurely
snowshoe hikes or cross-country ski tours create unforgettable experiences
for your mental holiday album.
Marketing/
PR/Comms
Promotes and markets nature and experiental tourism
6 languages on website
Visitor facing organisation on the web
Social Media; Facebook, Twitter, Youtube
Newsletters (free)
Events
News
Alpine video Interlaken: http://www.youtube.com/watch?v=lDZbCqDR0pg
Example of an Event: the WAVE 2013 http://www.wavetrophy.com/en/ will
take 40 highly motivated racing teams and their electric vehicles from
Vienna to Zurich through the whole Alpine region. And of course the whole
rally is aimed at reducing CO2 emissions to a minimum. Only carbon
neutral vehicles like E-Cars, E-Trikes or E-Bikes are allowed to start.
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Training
No
Other
Characteristics
To assure car-free mobility at the destination, every village has a wide range
of mobility offers. This could be shuttle services, hikers’ taxi and free ski
buses, or electric vehicles, such as e-Bikes, and rental cars, special tour
packages for your Pearl’s surroundings, etc.
Co2 Travel Calculator
Tips for COOL
This is a good model to build on as it:




is a good example of a transnational sustainable travel organisation developing a new holiday model, working together across borders
is a sustainable project set up with EU funding, growing from strength to strength after ending the EU funding
promotes and markets nature and experiential tourism; hiking, cycling, skiing etc.
has 6 languages on the website
Case Study 2: De Meinweg (highlighting transnational partnership)
Profile: De Meinweg is a unique terraced landscape, with steep transitions between the terraces, which in geological terms are a highly
unusual feature in the landscape of the Netherlands. The National Park is located east of Roermond, surrounded on three sides by Germany.
The cross border park is a special purpose association formed by the German association nature park Schwalm Nette and 7 Dutch
communities in the Province of Limburg. The area has approximately 800,000 visitors each year however, the aim is to increase the number of
visitors by 20 to 25% over the next few years. It is striking that the majority of visitors come from the immediate vicinity (< 15 km)! The location
of the National Park with respect to Roermond and Germany means that there is a huge pool of potential visitors. The park is accessible by
public transport and they are aiming to get visitors out of the car and have them explore the area by foot or bike.
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Details
General Info
Knowledge
of products
Packaged Breaks are strength in this National Park, linking the 2 countries
(Germany and Netherlands) together. There is a strong collaboration
between the 2 to make this work.
Services
Visitor Centre online Forum, for Entrepreneurs meeting 3 times a year
Examples
Cycling and walking routes across borders:
http://www.fietsenwandelweb.nl/route/view/291530/Fietsroute-Natuurroutedoor-De-Meinweg-en-het-Elmpterwald.nl
Special needs excursions:
http://www.np-demeinweg.nl/documents/activiteiten/mensen-met-eenbeperking.xml?lang=en
and wheelchair routes:
http://www.npdemeinweg.nl/documents/bezoekersinformatie/rolstoelroutes.xml?lang=en
Children education:
http://www.np-demeinweg.nl/documents/activiteiten/voorkinderen.xml?lang=en
Hotel cross border arrangement:
http://www.hoteliers.com/nl/hotels/nederland/vlodrop/boshotelvlodrop/arrangementen/
The aim in the coming year is to increase the annual number of visitors
to the Visitors Centre to 100,000. To increase visitor numbers, five
main activities have been distinguished:
1. involving external expertise
2 improving positioning
3 increasing the attraction value
4 increasing functionality
5 cross-selling with other products and services
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Case
Studiesexamples
My park is your park. What are the benefits of working trans-boundary?
Results cross border projects
1 Transportable expositions of the nature park
2 Network of 20 visitor’s / information centres
3 Annual international tree planting day for schools
4 Annual nature park working day
5 Environmental education programmes for D-NL guides
6 Bilingual publication of cross border event/excursion programme
(more than 600 events)
7 Bilingual internet site (60.000 visits / year)
8 And a restored and (re-)connected nature (ponds, fens, rivers and
heathlands) and corridors for species and visitor infrastructure
A good example of trans-boundary collaboration:
http://www.europarc.org/uploaded/documents/1215.pdf
Marketing/
PR/Comms
Communicating the Park is one of their strong points and they are doing this
by using different media and approaches.
Annual Newsletter in Dutch and German
Funding; there are possibilities to seek collaborate funding and combine
funding pots to make stronger bids.
De Meinweg has many ideas for improving visitor numbers, small scale day
developments seems to be a solution for the fragile environment
Training
They organise a 3 day Hospitality course which includes an exchange visit
Online Shop
Yes
Newsletter: http://www.npdemeinweg.nl/documents/documents/meinwegkrant2012.pdf
Funding; The setting up of the Meinweg Forum has created
opportunities to attract external resources and financing with additional
and new partners. Ideas include setting up an area fund. This idea
must be worked out in greater detail.
Providing information and influencing the behaviour of visitors
by various means of communication are effective possibilities
for keeping negative effects out of the area. There is a whole
array of literature/brochures published in De Meinweg which
does just that. See also the book list attached.
Hospitality course for entrepreneurs and possible green key
Devoting attention to sustainable tourism on the website
Giving guided tours
Signage
Tips for COOL…
This is a good model to build on as it:
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




has many cross border activities
excellent cross border partnership Netherlands and Germany
engages with the business community to provide support
focuses on sustainable transport to bring together the 2 countries
can provide for the future as they have set up a regional fund
Case Study 3: New Forest (highlighting local distinctiveness)
Profile: The New Forest National Park lies within the county of Hampshire, on the south-central coast of England, and is Britain's smallest
National Park. The Park is predominantly occupied by an area called the New Forest, approximately 150 square miles in size and once was a
royal hunting ground for King William I and his noblemen. The rare blend of open heathlands and ancient woodlands makes the New Forest affectionately called the Forest by locals - a unique and very special place indeed, the underlying features of which have changed little over the
centuries. The National Park status (given March 2005) was awarded to the New Forest and immediate surrounding area in recognition of the
many qualities that the Forest holds. Although received with mixed feelings, the new status will ensure the exciting and secure future that the
area deserves. It is estimated that there are currently in excess of 10 million day visits to the New Forest per year. They represent an important
part of the local economy and the New Forest Trust is determined to work with all those involved to ensure that everybody who visits. The New
Forest has a full understanding of the unique and complex interaction that occurs within the forest, and that all visitors do all they can to
minimise any unintentional impact upon the fragile environment which they love and enjoy, and that we want to preserve for future generations.
Details
General Info
Examples
Knowledge
of products
Food and Drink
Nature
Broadband for all communities
Visitor Passport
New Forest Marque:
http://www.newforestnpa.gov.uk/info/20053/local_food_drink_and_crafts
Services
Community Toilet Scheme
Supporting Businesses
Forest Travel Scheme
New Forest Business Partnership
Friends of the New Forest Scheme
Case
Fun Zone
Community toilet scheme
http://www.newforestnpa.gov.uk/info/20052/visitor_information/141/communit
y_toilet_scheme
Forest Travel Scheme
http://www.newforestnpa.gov.uk/info/20047/travel
http://www.newforestnpa.gov.uk/info/20122/open_for_business
http://www.newforestnpa.gov.uk/funzone
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Studiesexamples
Bee Garden
Marketing/
PR/Comms
Insider’s view
Things to do
Whats on
Events
Visitors information pages
Apps, leaflets, many downloadable guides
Joint marketing through the Business Partnership
Training
Training on hedgerows
Training events through the Business Partnership
Online Shop
Yes
Communication tools for businesses to use such as webcams, films, photos
Local Food and Crafts event
http://www.newforestnpa.gov.uk/events/20053/local_food_drink_and_crafts
Visitor Information
http://www.newforestnpa.gov.uk/info/20052/visitor_information
Forest Store:
http://www.newforestnpa.gov.uk/news/article/267/new_forest_%E2%80%93_
the_one-stop_shop_for_christmas
Tips for COOL…
This is a good model to build on as it:


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

provides local distinctiveness
provides good visitor information; apps, guides etc.
joint marketing
training
communication tools for businesses
Case Study 4 Nurture Lakeland (highlighting visitor-giving)
Profile: An award winning organisation inspiring people to care for Cumbria's natural environment through responsible tourism. They help
make the Cumbrian tourism industry sustainable by creating ways for businesses and individuals to donate to conservation. They make sure
that the money raised goes to the places that need it the most, so that the Lake District and Cumbria remain fantastic and beautiful places to
visit. Nurture Lakeland is a registered charity with seven full time members of staff based at our office in the lively village of Staveley in the
heart of the Lake District and Cumbria. They currently have over 275 business members representing more than 1200 tourism businesses and
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holiday cottage owners across Cumbria, all of whom are committed to protecting this area for now and for the future. The business members
are very generous in their support of conservation in Cumbria. They work in partnership with a range of organisations, to carry out their work
and to promote sustainable tourism across the region. Nurture Lakeland is closely involved in developing policy and strategic planning to
enable them to protect and conserve the very special landscapes, culture and heritage of the Lake District National Park and Cumbria.
Details
General Info
Services
Supporting and promoting sustainable tourism practices
Fundraising for landscape and environmental projects
Examples
How they achieve this:
 Involving local people, businesses and visitors in taking action to
sustain the environment and enhance local communities
 Emphasizing the value of each individual’s efforts and contribution
 Raising awareness of the impacts of Climate Change to those
involved in tourism and recreation in the Lake District and Cumbria
 Providing solutions to the negative impacts of tourism
 Influencing policy on the environmental impacts of tourism
 Fundraising for projects that enhance the local environment
Working to ensure that the economic and recreational demands of tourism do
not harm the environment
Case
Studiesexamples
Visit Giving Schemes Case Studies
Example:
Nurture Lakeland are working with Scottish Enterprise to develop a VPI to
provide core funding for the 7stanes mountain bike centres, to include,
management of trails, visitor information and infrastructure. This funding will
replace existing European funding. Phase 1 involved the provision of advice
on company structures, guidance on public perceptions, and organising fact
finding visits with other organisations operating in a similar mode. Nurture
Lakeland devised and facilitated stakeholder seminars with representatives
of the public and private sector, securing stakeholder buy in for the scheme.
Subsequently the project has secured 2 years seed funding and is now
recruiting staff. Phase 2 of the consultancy will involve, Key staff induction,
business engagement with facilitated workshops and ongoing support.
Results: Development of a Visitor Payback Scheme for the 7stanes Mountain
Bike Centres
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Marketing/
PR/Comms
2 websites, visitors facing and business facing
Training
Training workshops for members
Projects
Campaigns
Special
Characteristics
Visitor-facing
http://www.nurturelakeland.org/visitors/
Business-facing
http://www.nurturelakeland.org/businesses/
Media Skills, Marketing, Social Media, Local Food, Environmental
accreditation, sustainable travel
Nurture Lakeland provides valuable fundraising for conservation and local
community projects throughout Cumbria. Business members of Nurture
Lakeland choose to support a project that interests them, and encourage
their customers to make a contribution. This shows the business’
commitment to the local area, and gives visitors a chance to put something
back into the places they enjoy.
Projects:
 Wildlife
 Wilderness
 Paths and Trails
 High Mountains
 Valleys
 Woodlands
 Water
 Climate Change
 People and Places
 Heritage
 Buildings
Due to Nurture Lakeland's unique relationship with the local tourism industry
they are well placed to provide the local business community with the
solutions they need to tackle some of the negative local impacts of tourism.
All of their campaigns complement the ethos of responsible tourism and we
always achieve impressive results.
For example Promotion of car free activities
Forum, membership fee, online virtual gifts shop
Tips for COOL…
This is a good model to build on as it:



promotes their visitor-giving scheme which can help sustain resources after EU funding has run out
raises questions about membership; fee or free
fundraises for the landscape
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

provides training workshops for members
organises campaigns to reduce detrimental environmental impact of tourism
engages the visitor with the local
Case Study 5: Forest of Bowland Experience (highlighting toolkit for businesses)
The
Profile: The Forest of Bowland AONB is situated in North West England, covering 803 square kilometres of rural land in the counties of
Lancashire (730 sq.km) and Yorkshire (73 sq.km).Designated as an Area of Outstanding Natural Beauty in 1964Important for its heather
moorland, blanket bog and rare birds In 2005 the AONB became the first protected area in England to be awarded the European Charter for
Sustainable Tourism in Protected Areas, and this honour was repeated when the Charter was re-awarded in September 2010. And in
November 2011 the AONB were recipients of the prestigious 'Best Destination' runner-up award from The International Responsible Tourism
Awards. The AONB's population of 16,000 lives mostly in its historic villages, with the remainder in loose-knit hamlets or isolated dwellings in
open countryside. Some are estate villages where buildings are of a similar age and architecture, for example Downham, Slaidburn and
Abbeystead.The AONB encompasses 18 parishes within two counties, is host to six districts and four rivers.
As part of its work on Sustainable Tourism the AONB Unit used the concept of a Sense of Place to achieve several aims:
 To agree on and promote the special qualities of the Forest of Bowland
 To provide consistent messages for all partners to use
 To increase awareness of what the area has to offer to visitors
 To develop a greater understanding of the geographical area of the AONB, and to create a loyalty to the area
Details
General Info
Knowledge
of products
Toolkit for Businesses
Online educational resources; farm based education
Cheese!
Bowland Experience
Examples
www.forestofbowland.com/files/uploads/pdfs/strategies/Fob_Sense_of_Plac
e_Case_study.pdf
The toolkit will help to understand the special qualities of the area and how
to use these qualities in developing and promoting products as well as
contributing to sustainable tourism
Activities based around cheese:
http://www.forestofbowland.com/landscape_stories_cheese#timber
Bowland Experience Limited
http://www.bowlandexperience.com/
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Services
Support businesses GTBS scheme
EUROPARC Charter Businesses
Visitor Charter
Online Resources
Case
Studiesexamples
Marketing/
PR/Comms
Training
Green Tourism Case Studies
Resources
News, blogs, online educational resources, farm profiles on map, resources
Bowland Experience Limited (BEx) has been formed as a commercial
subsidiary of the charity BEx provides a long term framework for supporting
and promoting the tourism businesses of the Forest of Bowland AONB area.
BEx is the lead organisation in two major projects to enhance tourism within
the AONB for both visitors and businesses these are.

The Bowland Electric Bicycle Network

Bowland Tramper Hire and Trails
The company has been formed as a "Company Limited by Guarantee". This
means that the members of the company, instead of owning shares, agree to
guarantee its debts, limited to £1 per member. In every other respect it is
just like any other limited company and has the same powers, rights and
responsibilities. Any profits made by BEx will go to BTEF to support its
charitable purposes. Benefits are discounts, marketing opportunities
Example GTBS Business:
Malkin Tower Farm Holiday Cottages
'We found working towards the Gold GTBS Award extremely interesting. To
obtain this award we encourage our guests to recycle their waste, sign up to
our guests' charter and plant a tree to offset their carbon footprint. We
provide an environmental and sustainability folder in each cottage, which
contains details of farmers' markets, pubs and restaurants, local walks and
other local information. Some changes that have been made at Malkin
Tower include replacing the oil fired Essex range cooker for an energy
saving electric cooker, energy saving lighting, installation of an 'A' rated
boiler, and the planting of around 8,500 trees and hawthorn, blackthorn etc.,
to form a natural environment for birds and wildlife.'
Established in 2002 Malkin Tower Farm Holiday Cottages have converted a
derelict barn into two cottages offering a very high standard of
accommodation with panoramic views over the surrounding countryside.
The farm cottages are ideally situated for walking holidays in Pendle or the
Forest of Bowland. The cottages are right on a footpath connecting the
Pennine Bridleway to the east and the villages of Roughlee, Newchurch,
Barley and Fence to the west. These cottages are superbly situated for
those who want to climb Pendle Hill or follow the Witches Way.
Case Studies:
http://www.forestofbowland.com/visit_greentourism
Marketing resources, Sense of Place Toolkit
Website and Sister website
Linked to Lancashire Tourism who provides training
Landscape stories:
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for farm visits, Birds of Bowland Project for schools, Landscape stories,
cheesy poems, marketing resources
http://www.forestofbowland.com/landscapestories/
Tips for COOL…
This is a good model to build on as it has:




an excellent website
a sister website for tourism businesses (BEx)
a toolkit for Businesses
plenty of activities linking produce, heritage etc.
Case Study 6: Ecotourism Greenbox (highlighting label and training businesses)
Profile: Ecotoursism Ireland http://www.ecotourismireland.ie/ecotourism/benefits-of-ecotourism/ is a not for profit organisation set up to
stimulate the development of ecotourism countrywide. To achieve these ends they have facilitated the development of an ecotourism quality
label that they hope will stimulate the development of new ecotourism experiences in Ireland and at the same time defend the ethical values of
existing ecotourism operators. In addition the label has been designed to guide visitors travel choices and help them to choose promoters of
ecotourism products and the experiences they have on offer. The unspoilt nature of many parts of Ireland has encouraged tourism businesses
both North and South to establish themselves as “green” ecotourism operators. Ecotourism Ireland is working to develop these resources
further with the aim of establishing Ireland as a world class ecotourism destination with a strong focus on high ecotourism standards.
EcoTourism Ireland’s main goal is to assist ecotourism enterprises to manage tourism more sustainably. They strive to help companies
minimise their environmental impacts and that the tourism industry recognise and gain from the benefits and cost advantages derived from
being green. Their ultimate aim is to protect and enhance the environment, and to improve the well-being of communities in local areas.
Ecotourism is highly suited to tourism development in unspoilt locations as it can create jobs and income without destroying or degrading the
natural or cultural assets that the visitor has come to see. Like no other industry, ecotourism gives natural unspoilt areas an economic value,
but this goes hand in hand with actively creating benefits for nature conservation and focusing on reducing environmental impacts.
Ecotourism experiences also tend to be at the cutting edge of creativity in the tourism industry, and can be readily marketed to the ever
increasing numbers of people who wish to ensure that their holiday creates positive benefits, both for the environment and the local
communities visited.
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Details
Knowledge
of products
General Info
Examples
Label; the label has been developed by Ecotourism Ireland which based
much of its work on the Former Greenbox Ecotourism Label which operated
from 2006 to 2009 The Label has been developed in association with: Fáilte
Ireland, Northern Ireland Tourist Board (NITB), and an Advisory Panel
from Environmental Protection Agency (EPA) National Standard Authority of
Ireland (NSAI) and the Department of Agriculture and Rural Development
(DARD)(NPWS)National Parks and Wildlife Service These agencies act as
an independent auditing aspect of the label nationally.
The Ecotourism Ireland Label can be applied to travel and tourism products
that are nature based and have an element of interpretation involved. For
example, guided wildlife tours, nature based training courses, instructed
outdoor activity, food trails, archaeology tours, hill walking trips etc.
The label has been designed to be a graduated type award which can
communicate different levels of achievement to travellers. (i.e. Gold, Silver ,
Bronze and also awareness level where by a business attends sufficient
training and applies Ecotourism principles to their business and
communicates this to their customers).
The label can only be applied to individual products, not to the entire product
range of a particular company. However, if a company has a number of
different ecotourism experiences then these can be grouped under one
application and award, provided that similar policies and practices are
applied across all the ecotourism products offered.
New companies or existing companies with new products can apply for
certification on any suitable products. In such cases, these awards will be
subject to certain future conditions being satisfied as outlined in the license
agreement. Products will be subject to an onsite audit by an approved
Ecotourism Ireland Auditor before certification.
Provision of Training and Networking support
.
Services
Business Planning
Marketing
Case
Studiesexamples
The Greenbox emerged as Ireland’s first and most successful integrated
ecotourism destination with a set of standards based on sound
environmental practices highlighting all that the region and its people had to
offer.
Example:
Cnoc Suain, Co. Galway- EcoTourism Ireland Gold
Charlie Troy runs a family owned sustainable business called Cnoc Suain in
Connemara in County Galway. Mr. Troy restored a traditional Irish hill village.
He put Ecological principles in place from day one. The benefits of an EcoTourism Ireland award to Cnoc Suain are great because it sets a quality
standard and the levels Gold, Silver and Bronze allows a measurement
within the ecotourism market. The international visitors to the business come
from mainland Europe, Scandinavia and the North East of America. These
tourists are very aware of the overall philosophy behind Eco-Tourism and
appreciate the cultural and natural history of the area.
Marketing/
PR/Comms
In Marketing terms the Ecotourism Ireland Label makes it easier for visitors
to find high quality experiences and guarantees a high quality of delivery of
the services. It becomes both an image for promoters and is also a
reassuring factor for visitors that their holiday is the genuine article. Finally
the label makes it easier for tour operators to promote ecotourism
Example:
Marketing Plan
An ecotourism business cannot succeed without effective marketing. Market
research will allow you to establish pricing, distribution and promotional
strategies for your ecotourism product or service. In order to create your
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experiences to potential visitors and drives the development of new,
innovative and genuine ecotourism travel products.
marketing plan, you need to:
Define your Market – Define the total ecotourism market in terms of size,
structure, growth prospects, trends and sales potential. As already
discussed, refer to published statistics available from Fáilte Ireland, Tourism
Ireland or the Northern Ireland Tourist Board. Then define your target market,
which is your chosen segment of the overall market
• Project your Market Share – Estimate the size of the target market you plan
to capture. For example, you may estimate that your business will capture
30% of tourists visiting your region, who are seeking an ecotourism health
and wellness experience.
• Analyse the competition – List the strengths and weaknesses of each
competitor and compare your product or service to theirs. Define your
competitive advantages. They can be as simple as having a small library on
responsible travel available for your guests to a gourmet welcome hamper
full of locally produced food for their first evening meal.
Training
Their programmes help design co-ordinate and test sustainable solutions on
the ground. They then work to develop tools and guidelines to replicate good
practice elsewhere.
Eco-Tourism Ireland’s Training to help local businesses:
Identify key drivers of environmental legislation and Sustainable Impact
Management, making business more sustainable
 Assist Individual companies taking sound steps towards this goal
 Identify factors contributing to climate change and adapt accordingly
 Recognise that consumers are more willing to take action for a more
sustainable holiday
 Market your environmental policies and operations
 Reduce, reuse and recycle – manage waste and recycle
 Create energy audits and efficiency measures
 Identify what makes your local area unique and distinctive
 Recognise impacts arising from tourism on natural heritage
Example:
Slieve Aughty Centre, Co. Galway- Eco-Tourism Ireland Gold
http://www.ecotourismireland.ie/success-stories-case-studies/
Tracy Burroughs and Merel Zyderlaan are the representatives from the
Slieve Aughty Centre. This centre has three distinctive businesses under the
one roof. The three projects that have been developed are the equestrian
centre, the three towers guesthouse and the organic restaurant. This
restaurant is one of only two organic certified restaurants on the Island of
Ireland. In all the highest sustainability standards have been achieved. The
Eco-Tourism Ireland certification gives recognition to the 26-year history of
sustainability at the centre. The training was very helpful because it focused
on varied areas of the business. Different staff members also got involved in
the Eco-Tourism Ireland tutorials.
Resources
Networks
Ecotourism articles
Tour operators
Support
Eco Handbook
Eco building guidelines
Membership
Example:
Eco-Tourism Meath Network
Ecotourism Opportunities for Meath – a new network has been formed with
Meath Partnerships support and coordinated by Ecotourism Ireland.
Membership: http://www.ecotourismireland.ie/join-us/
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Tips for COOL…
This is a good model to build on as it provides knowledge on:




certification/labels
engaging with the business community to provide support
networking which strengthens support for each other
emphasis on training
Case Study 7: Huilo Huilo (highlighting the world’s best destination)
Profile: In the middle of the Andes Patagonian of southern Chile, in the heart of the Valdivian Ecoregion, 40° south latitude, Region of Los Ríos
(XIV), Panguipulli zone, is "Huilo Huilo", the Biological Reserve at South of the World, a private protected area with 100,000 hectares of native
forest, supports a diversity of high natural value. Their mission is to protect, conserve and restore the temperate rainforest, integrating the
surrounding communities to improve their quality of life for present and future generations. For this purpose they develop conservation programs,
education and social oriented to change old paradigms, encouraging small business and sustainable development of the site. They have been
international Award winners, one of them for the best destination in the world (2012).
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Details
General Info
Knowledge
of products
Services
Examples
The Huilo Huilo Foundation supports the development of a local economy
based on conservation and sustainability, opening new frontiers for
entrepreneurship initiatives generating activities through training and support
and technical school education
Conservation Projects
Social Projects
Science Projects
School Projects
Accommodation in the woods
Activities
Attractions
Example Project: Beekeeping Workshop Entrepreneurship Project
This project involves mainly women looking for a source of economic
development for themselves and their families, which have received
substantial technical training, cornerstone of production success.
It offers services for:
Snow Adventure Centre
Pirehueico Lake Crossing
Lawenko Spa
Brewery
Restaurants
Magical Creatures
Example
Magical Creatures This wonderful native forest is a source of continuous
wonder and magic itself, the beauty, biodiversity and colours, aromas and
dynamism of the seasons change that we can appreciate. Life is at its most
noble, from small beings in the dry leaves, mosses, lichens, flowers, vines,
birds singing, streams, creeks, mammals and clear skies and starry nights.
Magical creatures of Huilo Huilo rescue and represent the essence and
Accommodation in the woods: http://www.huilohuilo.com/en/alojamiento
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The Volcano Museum
Case
Studies-
20 Promotional Videos showing activities (silent)
characteristics of temperate rainforest ecosystems. Allowing more closer the
places and spaces to keep giving it a special value to every nature, through a
story, a story or and small reviews that permit the understanding the
behaviour of flora, fauna and everything that makes up the various
ecosystems.
Ecosystems
The creatures are grouped according to their primary habitat, and therefore
have certain characteristics of this type of forest ecosystem, may be equally
of all or some of them, according to their characteristics, as they intertwine
and are often mixed.
Patagonian Rainforest - Rainforest
They are Fairies, goblin and Elves, the wettest area of these forests. Its
features are based on flowers, fungi and trees, part of the Patagonian Forest.
Its size is proportional to reality and associated with the forest creatures such
as Darwin's Toad, Snail Black, Stag Beetle, among others.
Goblins
There are more than 15 cm, depending on the type of fungus, are very thin to
hide in the bark of old trees. They worry about supplying the magical beings
of the forest to collect fruits, seeds, fungi and other items as part of the life
cycle of the elements of the place.
Fairies
They are based on the flowers of trees, shrubs and soil, with wings that
represent the leaves, colours and personality according to the species. And
dew collect nectar, small fruits, care for the forest, warn of dangers and help
care for injured animals of the forest.
Elves
Their wings are the leaves of trees and their clothing is according to seeds,
colors and elements of each species. Its role is healing and travels all
ecosystems. It's like a breeze imperceptible to humans, how quickly your
flight.
Mountain Mocho-Choshuenco ecosystem and Altoandino
Gnomes
They are robust and strong, and living the high Andean peaks, accustomed
to cold and hostile weather, with eternal snow and glaciers. One can
differentiate in living up according to colour and dress, glaciers, Andean
strawberries, hazelnuts, etc. His hat resembles the Mocho and Choshuenco,
allowing them to protect themselves from the intense white of the snow on
sunny days and rain and snow in the winter, your feet have a solid base,
elongated deformation, allowing them to ski in the snow Only with your
shoes. They have also a good racket to walk on a slope in the hills. They
measure about 40 cm and allow us to perceive a close and friendly facet of
our mountains and mountain ranges.
Excursions:
http://www.youtube.com/watch?v=JXuD6HqVNHoandlist=UU28WHBVp1OJrj1XgXWBvnAandindex=1
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examples
Marketing/
PR/Comms
Training
Online Shop
Excellent website in English and Spanish
Website:
http://www.huilohuilo.com/en/huilo-huilo-reserva-biologica
The Huilo Huilo Foundation supports training
Books
Tips for COOL…
This is a good model to build on as it:




helps to develop diversification opportunities within communities
engages with the business community to provide support
modernises and promotes a more cohesive way of “packaging” the rural local economy
provides an example of a conservation project which has been awarded by prestigious travel organisations
Case Study 8: Brecon Beacons (highlighting outdoor activities)
Profile: Brecon Beacons The Brecon Beacons National Park is a living landscape that relies on industries such as tourism and farming in order
to survive. A diverse, vibrant and economically active community is essential. The National Park Authority works in close partnership with public
and private bodies to help industries such as farming and tourism develop in a sustainable way that protects and enhances the special qualities
for which the National Park is designated. Each year Brecon Beacons National Park is visited by some 4 million people who spend around 5
million days and £206 million here (2011 figures).The many tourism businesses in the National Park and the communities that rely on their
income benefit greatly from these visits. The National Park Authority works closely with them to ensure that tourism brings as many benefits to
the community and environment as possible whilst minimising and managing the impacts those visitors have.
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Details
General Info
Knowledge
of products
Great selection of outdoor activities; kayaking, climbing, golf, cycling, geocaching and many more.
Toolkit
th
5 destination for star gazing (free!)
Examples
Explore the Park with the new Park Explorer app which shows lots of walks
and bridleways and cycle routes http://www.beaconsnpa.gov.uk/parkexplorer/#andstate=homeandml=Iandmc=108916.5,600.5an
dmz=1
Audio trails http://www.breconbeacons.org/visit-us/outdoors-activities/audiotrails
The Toolkit http://www.beacons-npa.gov.uk/communities/communitywalking-and-interpretation-toolkit/walking-toolkit/walking-and-interpretationtoolkit enables every relevant community member to create compelling
marketing and communications targeted to meet the needs of their specific
audiences.
Services
Case
Studiesexamples
Marketing/
PR/Comms
Training
Tools for understanding management of and, conservation and outdoor
activities
Easy access for people with a disability
Good selection of case studies
Easy to navigate website, social media, park explorer, webcam, subscription
to feeds, Outdoor Charter
Case studies:
http://www.bobw.co.uk/Default.aspx?page=Land%20Based%20Case%20Stu
dies55142
Youtube video – star gazing
http://www.youtube.com/watch?feature=player_embeddedandv=YG-TieOrv0
Free training courses for tourism businesses
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Online Shop
Maps, guides, DVD, souvenirs, Breakfast Book
Resources
Visitor E Guide, pocket guides, Outdoor Charter, Library
Make a donation:
http://testbbnpa.co.uk/shop/product.php?id_product=47testbbnpa.co.uk/shop
/product.php?id_product=47
Tips for COOL…
This is a good model to build on as it:




helps to develop diversification opportunities; huge amount of outdoor activities
engages with the business community to provide support
has developed tools such as management of the land and outdoor activities
developed a make a donations scheme
Case Study 9: Hidden Britain (highlighting rural community)
Profile: Hidden Britain is a charity dedicated to uncovering the fascinating wealth of landscapes, history and culture within Britain’s countryside
for everyone to enjoy. They do this by bringing together businesses, residents, community groups and local authorities who want to establish
themselves as great visitor destinations and enjoy the social and economic rewards that rural tourism can create. Their expertise of working
with disparate groups, made up of people from different sectors within a community, is their main strength and they can help them to develop
and implement a tourism strategy.
Details
General Info
Knowledge
of products
Services
Examples
A range of training products
Factsheets and e-books:
http://hiddenbritain.create.net/hbshop/cat_448532-Factsheets-andebooks.html
Tailored support service
They help to deliver tourism projects, mentoring, tailored support, training,
creative design.
http://www.hiddenbritainse.org.uk/Downloads/NewHB_flyer_introHB.pdf
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Case
Studiesexamples
They’ve worked with numerous rural communities in the south-east of
England and helped them develop and deliver responsible, sustainable
tourism projects with great results. These are the destinations that have seen
their visitor numbers grow and are now enjoying new levels of social and
economic prosperity.
20 case studies: http://www.hiddenbritainse.org.uk/casestudies.htm
Marketing/
PR/Comms
They have a portal website and online resources to help communities market
their tourism products. They also have a sister website to market destinations
and links through to their website and Things to do. They use social media;
facebook, twitter, flickr and youtube.
At Hidden Britain they are dedicated to spreading knowledge and best
practice. They make developing effective tourism easier and more
accessible to everyone.
They’ve worked with dozens of community and business groups over the
years and our training programmes and workshops have all been designed
to fill in the skills or knowledge gaps that we know these groups tend to have.
The training service is flexible and courses can be designed for all levels of
experience:
From full day workshops to evening taster sessions to bespoke sessions for
an individual organisation
All courses are delivered to the highest standard by rural tourism
professionals and experts in the particular field
Focused on practical knowledge you can get to grips with and put to use
straight away
We learn about your key objectives and what you are trying to achieve so our
courses actually help to meet your needs
Sister website: http://www.hidden-britain.co.uk/places.htm
Training
Online Shop



Factsheets and E-Books
Mentoring and Support
Online Training Videos
A couple of examples:
Destination Marketing courses;

Researching and understanding your target market and key audiences

How to involve your stakeholders

Planning and delivering targeted communication activity

How to use the web and social media
Social Media Courses:

From hotel and restaurant reviews to Facebook fan pages and from
twitter to photo and video sharing, there are many opportunities to really
engage with new and existing visitors.

To help make sense of this opportunity, we offer a number of tailored
social media training sessions and workshops ranging from a few hours
to full days. We cater for beginners as well as more experienced users
looking to use social media to grow their businesses and communities.
Several days of Mentor Support. Here are just some examples of how their
Mentors service could be used:

Advice on responsible tourism policy

Review of action plans and advice on budgeting

Review of funding bids or presentations to funders

Assistance with project implementation and reporting to funders

Advice on the planning and coordination of your research projects

Review and advice on marketing plans or campaigns

Facilitation of workshops and meetings

Training or strategy events for your group
£1150-£550
Other


Community resources
Tourism Community Led Plans
As part of their service, they like to connect rural communities with the public
bodies and organisations who can share the benefit of their expertise. Links
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Characteristics

Other useful documents to aid community tourism management
to organisations and their websites and a wealth of advice on how to identify
what makes your town or village special, what it has to offer and the issues
you should be considering.
Tips for COOL …
This is a good model to build on as it helps rural communities to:







attract more visitors
develop their tourism product
find funding
use social media to market their destination
create and maintain community tourism groups
get volunteers to help
deliver tourism projects
Case Study 10: CoaST (highlighting networks)
Profile: The Cornwall Sustainable Tourism Project or CoaST is a tiny but vehement social enterprise, not core funded, working towards one
planet tourism - i.e. a tourism providing benefits to the community, economy and the environment, operating within our social, financial and
environmental means. They run the One Planet Tourism Network with over 2500 members worldwide. Their members consist of small and
large tourism businesses, tourism organisations, academic institutions and individuals interested in sustainable tourism. It is through the
network members keep each other informed, exchange knowledge and are able to buy in bulk. They have developed a range of communication
tools to use by the businesses and have worked on many rural tourism projects.
Details
General Info
Examples
Knowledge
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of products
Services
Case
Studiesexamples
Marketing/
PR/Comms
Training
Online Shop
Bulk buy of products
Communication tools
Library-exchange of books
Members Offers-advertising option for members
Events Calendar
Members Directory
Note: access to the following links may require membership sign-up to the
Network (free).
Eco-products:
http://coastproject.co.uk
LiveWIre
Business support
Ambassadors programme
Champions programme
Carbon Management visits
Sustainable Tourism Workshops
Seminars
Research
Member messaging
Many on their website: Champions, Ambassadors- case studies to Project
case studies
Tamar Valley Sense of Place Project
Lizard map
Strong voice and communications through website, Rocket Fuel weekly
digest, resources online free for members to use
http://coastproject.co.uk/
Masterclass workshops
Carbon management training
Sustainable Tourism training
Exchange of books, offer section for members, jute bags
Ambassadors . Bosinver: http://www.bosinver.co.uk/
Water and detergents management
http://coastproject.co.uk
http://coastproject.co.uk/
Tips for COOL…
This is a good model to build on as it:



is a good example of a sustainable tourism business/organisation network
helps to develop diversification opportunities: in particular making businesses not only more sustainable but more resilient
produced communication tools; they have developed a range of communication tools; towel cards-visitor charters, chef charters,
walk/food and drink maps-green maps-photos-videos etc.
133



engages with the business community to provide support; through the network members can communicate with each other and
exchange knowledge end resources; for example bulk buying detergents is currently high on the list
modernises and promotes a more cohesive way of “packaging” the rural local economy; is innovative in its thinking and drives resilience
forward by creating low-impact, environmentally-friendly sustainable tourism that cherishes, not destroys and minimises impact and
builds environmental awareness.
provides examples of: Rural/Tangible Heritage-Active and outdoors -Seaside and rural areas -Landscape and wildlife -Local Produce Rural accommodation
Case Study 11: Vélo Loisir en Luberon (highlighting regional partnership/sustainable mobility)
Profile: Vélo Loisir en Luberon is a non-profit association dedicated to development of smart mobility in tourist areas, mainly through cycling.
After years they have extended their activities as a network bringing together tourism businesses, farmers, craftsmen, community groups and
local authorities to build a destination focused on rural landscapes and heritage of Luberon in Provence, and to bring sustainable resources to
the area and to its economy. They have extended this know-how to other destinations in France, focused as well on cycling in rural landscapes.
Location and area involved: Provence and Southern Alps, encompassing Luberon and Verdon regional nature parks and Haute-Provence rural
area.
Details
General Info
Knowledge of
products
They help the area’s private and public partners to:

attract more visitors concerned by sustainability and smart mobility,

develop their tourism products,

find funding for cycling equipment and maintenance for VLL and VLL
member projects,

use social media to market their destination,

create and maintain community tourism groups,

involve VLL members in volunteering actions for the benefit of the whole
VLL network and the local community,

help local authorities develop tourism including cycling.
Examples
Website: www.veloloisirluberon.com
Through a VLL, members agree to share some service for the benefit of
134
visitors: technical assistance, luggage transport, bike repair, common picnic
services, etc.
Services
Tourism projects related to cycling activities and smart mobility (not only for
entertainment purpose)
Mentoring: educational tours in other regions or countries for its members
and partners
Tailored support: pool of services delivered to visitors as clients of any VLL
members
Training sessions for new and experienced VLL members and for some
tourist partners
Creative design: common promotion tools to be used by members
Free resources available online: contacts with VLL members to organise
vacations stays or events, maps, advice and different tips to download, etc.
Newsletters: for members and partners
Case
Studiesexamples
Marketing/PR
/Comms
Common promotion tools to be used by members
Contribution to tourism fairs together with VLL members
Contribution to educational tours organised by tourism public authorities for
example to welcome and accompany travel agencies
Training
Training sessions for members: how to build its tourist offer, how to
contribute to networking meetings with public bodies, how to access to
European funding, etc.
Other
Characteristics
Tips for COOL
 offers long-term co-operation between public bodies and the tourism private sector
135






focuses on sustainable mobility and cycling activities
provides local distinctiveness
provides good visitor information; maps, apps, guides etc.
undertakes joint promotion of its members and provides communication tools for them
provides training and other services as a part of charter between VLL and its members
provides a useful and practical website in French and English.
Case Study 12: Bistrots de Pays (highlighting preservation of rural life)
Profile: Bistrots de Pays is a non-profit network of local networks of rural cafés located in small villages.
After years of activities in Haute-Provence and then in whole Provence Alpes Côte d'Azur this network has been extended to other regions
including Picardy, one of COOL French partner regions. In addition to those of traditional cafés, their activities must include tourist information
point, restaurant or snack offer based on local products, contribution to local life. They must be open almost all year round and may have to
propose some services to villagers where they are not accessible in another village shop: bread or farm product deposit, newspapers, etc.
Such activities contribute to a tourist offer in rural areas especially restaurants and also as opportunities to meet local people, to discover and
taste local products along a circuit, for example associated to cycling.
Similar tourist offer can be found in similar networks like Cafés de Pays and Assiette de Pays.
Details
General Info
Knowledge of
products
They help the area’s private and public partners to:





Examples
Website: www.bistrotdepays.com
attract more visitors concerned by access to services including
restaurants in rural areas and by sensitive experience of local life,
contribute to disseminate tourist information in rural villages, thanks to
documentation available in BPs and to physical chats between BP
proprietors, clients and visitors,
find funding for BP equipment or some events from public authorities,
use social media (at national or regional levels to promote rural
destinations,
contribute to maintain community in villages and economic life of local
136


Services
tourism operators,
involve members of each local BP network in common/shared cultural
events,
help local public authorities and private businesses develop experiential
tourism products.
Tourism information point in each café with printed documents, leaflets and
tips from the proprietor.
Tailored support: practical services (like bread sales deposit, small shop, etc
delivered to visitors as well as to local people
Printed brochure updated every year
Newsletters: information on websites, mainly dedicated to visitors
Funding Documents
Art events, concerts, tale evenings, etc in different cafés of a local BP
network
Case
Studiesexamples
Marketing/
PR/ Comms
Training
Other
Characteristics
Example of regional BP network and activities:
http://www.bistrotdepays.com/bistrots-de-pays-des-pyrenees-orientales-dubonheur-en-poche/
And in Ardèche: http://www.ardeche-guide.com/landing-pages/restaurantsen-ardeche/bistrot-de-pays-en-ardeche.html
BP take advantage of a national website with links towards different regional
networks, maps and links to each BP.
Due to an image of “reserved rural life”, regional or national medias often like
to promote BPs, especially when they propose WE short breaks (also in offseason)
Social media; Facebook, Flick'r, YouTube etc, also depending on BP
members.
Common promotion tools used by BP networks and by tourist promotion
authorities
Mentoring: training and information at regional level for BP members and
partners
From nine ‘bistrots’ at its beginning in 1993 in Haute-Provence the whole
network has been extended to other tourist regions and it has been also
imitated with similar offers.
Some BPs has gained a good reputation as restaurant offering genuine rural
137
cuisine.
The main difficulty is to maintain social life and then such a service in small
villages with a minimum of five BPs in each BP network to get BP awarding.
Other subsequent difficulty: the turnover of BP managers due to low
revenues from such an activity.
As a non-profit association funding capacities of the national network staff
are limited: members fees, public support and some events.
However they are viewed as a good reference of contribution to rural life and
tourism in the European LEADER rural network.
Tips for COOL





tourist information points delivering information outside tourist offices, on different sites and closer to visitors
provides training and promotion to all members
how to preserve rural life and provide services to visitors as well as to inhabitants
local networks of rural cafés contributing to links between visitors and local residents
how local networks keep their distinctive identity and take advantage of a national promotion and image.
Case Study 13: Hainaut Belgian-French protected areas (highlighting cross-border tourism)
Profile: Belgian Plaine de l’Escaut and French Scarpe-Escaut nature parks have been cooperating for years in a joint structure called Parc
Naturel Transfrontalier du Hainaut (PNTH) liable to become in the future a European cross-border nature park. This area at the Belgian-French
border is surrounded by large cities like Lille, Tournai, Mons, etc. Rural landscapes are protected on both sides and they welcome big flows of
day-trippers all year round. The two protected areas are progressively developing joint activities including tourism, enhancement of built and
mine heritage, fostering local farm products. This PNTH area is easily accessible from both sides by public transport and then by foot or bike.
Details
General Info
Knowledge of
products


A joint tourism offer without consideration of the BE/FR border and
highlighting common identity rather than differences.
For visitors as well as for local people.
Examples
Walking and mountain bike cross-border circuits
Many circuit ideas, discovery of archaeological sites, boating on waterways,
Short break stays and accommodation on both sides
138

Initially fostered by protected areas and now maintained and developed
by their networks of partners, mainly private businesses.
Services
Common website and/or links to present cross-border prospects and actions
done or in progress.
Joint documents to present common projects including tourism offer, outdoor
activities, rural heritage, etc.
website and links: http://www.pnr-scarpe-escaut.fr/contenustandard/quelques-caracteristiques-du-territoire
Cross-border issues: http://www.pnr-scarpeescaut.fr/sites/default/files/documents/fiches_parc_mode_demploi_pnthlight_partie1.pdf
Case
Studiesexamples
Cross-border actions all year round
Examples:
- Goûtons nos prairies (taste our meadows): visit of farms, cuisine lectures
with chefs, tasty rambling
- Les Plaines au fil des saisons (discovery of rural landscapes at different
seasons): guided walks, art in land, discovery of gardens, etc
- Mine d’art en sentier (example of land art exhibit)
Marketing/
PR/Comms
Training
Other
Characteristics
Communication by both nature parks
Common annual event documents
Joint tourist map, rambling map
Joint training sessions for staff members of the two parks and exchange of
staff in different fields including tourism and outdoor activities
Funding by both nature parks, local municipalities, public bodies and Europe
INTERREG IVA
Tips for COOL
This is a good model of cross-border cooperation:




transnational cooperation not limited to tourism but covering many aspects indirectly contributing to a tourism offer
a project set up not only with EU funding, but growing for years thanks to steady support of public bodies on both sides
promotion of nature and experiential tourism easily accessible from cities on both border sides; hiking, cycling, discovery of common
past (like mines)
activities proposed all year round for visitors as well as local people.
139
Case Study 14: IPAMAC (highlighting European Charter process for sustainable tourism in mountain areas)
Profile: Massif Central is a mountainous area covering a large area of France. It encompasses the major part of rural France with some
access difficulties due to its landscapes and climate conditions in winter. Tourism has been viewed for years by a minority of inhabitants as a
support to local economy and it was necessary to prove it as a model of sustainable development to local people enduring local difficulties but
loving their lands and eager to maintain its genuine features. Gathering 10 protected areas -either national or nature parks- in order to cover the
whole Massif central area, IPAMAC was created in 2000 to involve the parks into the process of the European Charter for sustainable tourism
in protected areas. It soon became a pioneer of tourism in rural France as it was able to build a large tourist offer in the difficult context of
remote rural areas.
Within IPAMAC context, Cévennes Ecotourisme gives an example of different services to its members in order to help them present a large
and well-fitted tourism offer.
Details
General Info
Examples
Knowledge of
products
Packaged breaks and long stays in all areas covered by the 10 protected
areas.
A tight cooperation of the parks with their tourist operators thanks to the
shared process of the European Charter for sustainable tourism and similar
tourism strategies
A large array of short breaks and long stays to be tailored by visitors: area
selected, type of accommodation, expected stay and activities, etc. thanks to
a network of ca. 500 tourism operators.
http://www.parcs-massif-central.com/itineraires-des-parcs/preparer-sonsejour_54.html
Services
Joint website: http://www.parcs-massif-central.com/
- A joint website to enhance outstanding landscapes, nature and wildlife, craft
and farm products with specific tourism offer. Information accessible from
IPAMAC website as well as from each park’s
-Similar process with Cévennes Ecotourisme and its partners and tight links
with Cévennes national park
http://www.parcs-massif-central.com/partenaires-des-parcs_10.html
Cévennes Ecotourisme website: http://www.cevennes-ecotourisme.com/
Online Forum for members
Assistance and tips free of charge thanks to an active network of technical
partners supporting Ecotourisme members (eco-building, eco-products, etc.)
140
Case
Studiesexamples
Common tools and methodology to implement the European Charter
certification of partner tourism businesses
- Cévennes Ecotourisme toolkit for a sustainable tourism offer (collaborative
contribution, technical books, useful contacts, etc): http://www.cevennesecotourisme.com/?page=lesressources
- Thematic tourist products: http://www.cevennes-ecotourisme.com/LesGrands-Causses-grandeur-Nature?id_mot=17
- Dedicated services to members: Carnets nature enfants (environment
education for kids, Eco-pots (partnership and sharing of experience between
members), etc.
Marketing/
PR/Comms
Communication made by IPAMAC thanks to dedicated staff and cooperation
of head of mission in each park
Representation of parks during national networking meetings
Contacts with travel agencies on behalf of IPAMAC members
Assistance to members in negotiation of contracts with TOs dedicated to
ecotourism and outdoor activities
- Joint website giving access to each protected area and to each member
- Participation to tourism fairs for all members, sharing of fair costs
- Educational tours in all members areas
Training
Advice and training sessions by IPAMAC with support from parks and park
partners
Frequent meetings to maintain links between the different protected areas
Ex of cooperation with local businesses involved in eco-building, fair trade,
green communication, etc: http://www.cevennesecotourisme.com/spip.php?page=partenairesandid_mot=20
Other
Characteristics
Involvement of IPAMAC tourist partners in decision and in volunteering
actions like during tourism fairs
Tips for COOL




a good example of cooperation (instead of competition) between protected areas and tourist operators to build a tourist offer in rural
areas
some examples of toolkit and services to members to help them in their progress toward sustainable tourism
an example of cooperation with inbound tourism travel agencies
an attractive website to promote a wide tourism offer promotes and to market nature and experiential tourism: hiking, cycling, skiing etc.
141
Case Study 15: Train to nature and rural areas (highlighting sustainable mobility)
Profile: Created in 2001 Fahrtziel Natur results from a long-term co-operation between protected areas and railway companies -mainly
German Deutsche Bahn- and other partners involved in sustainable tourism sharing the same objective of easy access to nature from cities
through a sustainable tourism offer. Launched in Germany this project was later extended to Switzerland and to Austria and to more protected
areas. It should become of particular importance in the prospect of increasing difficulties in terms of transport or more generally in terms of
mobility. Other examples of train to nature facilities existing in Switzerland and other European countries could also help build a mobility offer in
COOL partner rural areas (example of cooperation to be funded by EU)
Details
General Info
Knowledge of
products
German Railways in cooperation with Austria and Switzerland railway
companies.
A large array of tourism offer in 21 protected areas, accessible from rail
stations and using local public transport
Examples
Fahrtziel Natur website access:
http://www.bahn.de/regional/view/fzn/allgemein/fahrtziel_natur_info.shtml
A large array of sustainable destinations thanks to cooperation with rail
companies and environment associations
http://www.bahn.de/regional/view/mdb/pv/deutschland_erleben/fahrtziel_natu
r/2013/mdb_103651_fahrtziel_natur-broschuere_2013.pdf
Day trips from rail stations with adequate timetables and transport services
Services
Case
Studiesexamples
Accessible from websites of partner rail companies, Fahrtziel Natur partners
or parks
Other carbon neutral services proposed by rail companies
Carbon neutral transport thanks to electric trains and to additional services
like to E-bikes
A large offer of sustainable mobility thanks to co-operation between nationalwide rail companies, BUND a German NGO involved in nature conservation
counting 400,000 members, NABU (Naturschutzbund) national association
142
for birdlife protection (500,000 members) and VCD a NGO (60,000
members) working for sustainable mobility.
A transnational cooperation involving 3 countries in a tourism offer and
access to nature without car but bike transport or bike hire, partner taxi to
transport luggage of people on their trip back, etc.
Marketing/
PR/Comms
Promoted by all Fahrtziel Natur partners, through websites and rail stations
of the three partner countries.
Printed documents also available in involved rail stations with staff able to
explain this sustainable offer
Training
No
Other
Characteristics
Other useful examples: bus shuttles in Switzerland
Bikes to hire from different Swiss public/private services: Swiss railways
(CFF), Carpostal and Rentabike
In Spain: ‘trenes de la naturaleza’ (trains to nature) to access to nature by
train from major cities thanks to a cooperation between RENFE the national
reial company and Cercanias (regional rail networks)
Carbon neutral transport means from electric trains to E-bikes are allowed to
start.
Carpostal, Switzerland: http://www.carpostal.ch/
Publibike: http://www.carpostal.ch/
Cercanias, Spain:
http://www.renfe.com/GA/viajeros/cercanias/madrid/catalago/naturaleza_hom
e.html
Tips for COOL
There are different useful models to build accessibility from surrounding cities to rural areas:



sustainable mobility and connection by train from cities to nature areas and connection between different transport means
example of win-win cooperation between public transport services, tourism bodies and tourism businesses
focuses on accessibility and on sustainable mobility to easy access to nature for economically-disadvantaged people.
Case Study 16: Maisons de Pays (highlighting success stories of farm and craft product sales)
143
Profile: a Maison de Pays (MP) operates as a gate to a rural territory giving a large vision of its offer through its local farm and craft products.
Events like presentation of local artists, know-how and traditions are commonly organised all year round thanks to volunteering of local people,
artists and MP professional members in order to maintain links between visitors, local businesses and people. Its first purpose was to offer
showroom and sales force to producers living in a rural area without distinctive identity, in remote farms and villages far from tourist flows. After
years some Maisons de Pays have become an essential tool to welcome visitors and to introduce local life and products thanks to tourist
information sites, exhibit centres and meeting points for people living in rural areas. Internet access and online sales can also be a part of their
activities.
Details
General Info
Examples
Knowledge of
products
All Maisons de Pays (M.P) are based on the same initial idea but some of
them have evolved to add new services either for visitors of for local people
or both
Maison de Pays de Digne: http://www.maisonpays-dignois.fr/
Rural products from craft workshops and farms: http://www.maisonpaysdignois.fr/artisans-maison-de-pays.php
Services
A common show room and sales point of farm and craft products with
permanent staff
New services progressively added like tourist information (or tourist office)
and exhibits of M.P members or local artists, resourceful persons, etc
Other activities associated with Maison de Pays: some are managed as a
public service centre (post office, Internet access, meeting rooms for
professionals or families, etc).
Operating costs are shared with all users including those other than M.P
members
Grouping site of local public services and meeting point for local people and
local social life
Case
Studiesexamples
M.P contributes to develop the number of tourist information points and to
strengthen the local tourist offer through local products, exhibits, local events
Maison de Pays of South Auxois (Burgundy): http://www.maisonauxois.com/maison-de-pays-auxois/en/index-en.html
Maison de Pays of Jausiers (Southern Alps):
http://www.produitsdepays.fr/NotrePhilosophie_E.html
Other example of M.P: Valleraugue (South of Cévennes national park) and
its connection with accommodation providers: http://www.valleraugue.fr/LaMaison-de-pays-de-Valleraugue
Marketing/
PR/Comms
Own websites
The promotion is also done by M.P members, by partners like tourist offices
and municipalities and other public bodies like chambers of agriculture and of
handicrafts, etc.
Training
Cooperation of staff from chambers of agriculture, of commerce and of
144
handicrafts.
Other
Characteristics
Some M.P tend to become “third places” adding economic services (e.g.
web-based services) to former services like visitor centres, which can help
reduce operating costs and also contacts between local people, local
entrepreneurs and visitors.
Tips for COOL




Maisons de Pays (M.P) give good examples of local contribution to rural economy and to introducing a local territory identity through its
local products.
However exchange of local experience between COOL partners could be useful to envision new contribution of such M.P to local
economy, social life and to tourism activity, for example with a deeper use of Internet-based technologies
examples of new M.P becoming “third places” with addition of services for local people as well as for visitors
new issues related to use of communication technologies and practice of social networks.
Case Study 17: Provence Verte (highlighting newly-built destination)
Profile: Until recent years Provence Verte did not exist as a tourist destination despite attractive rural landscapes, genuine built heritage and
many opportunities of outdoor activities. Tourist demand has changed and overcrowded sea resorts just South of the area have encouraged
tourists to experience other vacations. In addition the public bodies (Provence Region, Département of Var together with the local grouping of
municipalities) had decided to cooperate onto new rural destinations, as alternatives to summer seaside concentration and as a sustainable
tourism offer. This new area has been progressively identified as alternative to “traditional” Provence and this rural destination presents now
something like a comprehensive array of tourist activities. Gives evidence that a destination can be built in rural areas with a distinctive area.
Details
General Info
Knowledge of
products
A wide range of tourism offer in a rural area progressively able to compete
with Provence hotspots.
A new tourist offer in tune with new trends of tourism demand
Examples
Provence Verte intends to display a comprehensive tourist offer to encourage
people (families, seniors, young) from surrounding cities to come for short
stays, being assured to find activities, heritage to discover or events to live.
Tourism products marketed to give answers to different types of visitors
145
eager to come liable to rural areas, from day trips to short breaks and
possible long stays at almost all seasons
Services
Permanent staff to help group leaders, coach companies, travel agencies,
incoming tour operators or families to tailor tourism products from day trips
for groups.
Tourist offices involved in a coordinated network of information points and
services to visitors
An attractive website and frequently updated with many documents to
download
Provence Verte special contact for groups: http://www.la-provenceverte.net/sejours/week-end-provence-groupes.php
Provence Verte documents to download:
General: http://www.la-provence-verte.net/accueil/documentation.php
For kids and families: http://www.la-provenceverte.net/accueil/documentation/rallye5.pdf
Short stay accommodation and booking in BandB: ftp://ftp2.la-provenceverte.net/laproven/guide-chambrehotes.pdf
Examples of suggested activities at any season:
- ‘todo’ list: http://www.la-provence-verte.net/decouvrir/decouvrir.php
- ‘not to miss’ visits and activities: http://www.la-provenceverte.net/top10/incontournable-provence.php
- inclusive short breaks: http://www.la-provence-verte.net/sejours/week-endprovence.php
Case
Studiesexamples
- events all year round: ftp://ftp2.la-provence-verte.net/laproven/guidemanifestations.pdf
Marketing/
PR/Comms
Training
Clever promotion of new brand ‘Provence Verte’ based on Provence and on
attraction of ‘green’ tourist offer
Active communication toward prospect contacts
Involvement of Var Chamber of commerce with active staff and training
sessions in the prospect of sustainable tourism offer
Specific training and financial support of volunteer tourism businesses eager
to access to sustainable awards and certifications.
Access to French or European quality certificationsEco3 regional support to
involve tourism operators into sustainable
tourism:http://www.ecolabels.fr/fr/actualites/itineraire-eco-3-une-operationcollective-pour-obtenir-l-eco-label-services-d-hebergement-touristique-enregion-paca
Other
Characteristics
Tips for COOL


Provence Verte brings evidence that a rural destination can propose a wide tourist offer even in areas close to the sea.
A newly-built rural destination can compete with seaside hotspots when it provides local distinctiveness through new rural tourism
146


products
Even when they were previously neglected, rural areas can become a destination thanks to sustainable tourism based on genuine
landscapes, heritage and values of local people.
However the issue of accessibility could turn to become essential if public transport and sustainable mobility are not clearly proposed,
from cities to rural areas.
Case Study 18: Esprit de Picardie (highlighting spirit of co-operation)
Profile: launched in 2006 by CRT Picardie (Picardy regional tourism board) the annual magazine ‘Esprit de Picardie’ (E.P) can now boast of
900,000 fans and about 170,000 subscribers thanks to a spirit of co-operation proposed both to private tourism businesses and to Picardie
inhabitants. E.P expresses a genuine spirit of hospitality associated with a tangible tourist offer at a regional scale and using all web tools
particularly targeted on short breaks.
Details
General Info
Knowledge of
products




Services




Examples
Branded destination ‘E.P’ built thanks to co-operation of private
businesses.
Co-operation of 3 Départements (Somme, Aisne, Oise) and their tourism
bodies.
Contribution of Picardie inhabitants thanks to Carnets de voyage. E.P
also described as a magazine of storytelling but of true stories from
inhabitants, tourism operators and visitors.
Mainly targeted to short breaks (‘Picardie breaks’) proposed to people
living in surrounding cities in France, UK, Belgium and the Netherlands.
Esprit de Picardie to share experiences: http://www.espritdepicardie.com/
Printed document available from most of tourism Picardy partners
including accommodation sites
Subscription free of charge
Online access to all tourism offer with many additional services and use
of social networks
Online booking at each webpage
Printed version: thematic classification, description of tourist offer with
introduction of private operator, practical information with tips, access to
more detailed data or contacts, invitation to share an experience, etc.
Example of contribution from fans: Carnetiers de Picardie http://videostreaming.orange.fr/voyages/les-carnetiers-d-esprit-depicardie_7889719.html
Online version: http://www.picardietourisme.com/upload/magazine-esprit-depicardie-12/magazine.html
147
Case
Studiesexamples
‘Avantage Esprit de Picardie’ E.P special for each offer displayed
Each tourism offer is presented in many versions
WE for disable visitors and E.P special offer: http://www.weekend-picardiehandicap.com/(sejours)/tourisme/week-end-en-picardie/voyage-dans-lesairs-au-fil-de-la-vallee#suite
Camping short breaks and E.P special offer: http://www.campingspicardie.com/idees-de-sejours
Campsite examples: kid campsite, nature campsite, wellness campsite,
heritage campsite, seaside campsite, campsites for eco-citizens, motorhome
facilities.
Weekend discovery packages
Marketing/
PR/Comms
Printed magazine available in French and Dutch (last edition in 270,000
copies).
Frequently updated website available in French, English, Dutch
Permanent reference to social networks
Newsletter
170,000 subscribers in France with 60% of fans from other regions or
countries, 7,000 subscribers of the NL version
Former printed versions are also available on line:
http://www.picardietourisme.com/fr/services/consultez-magazine-esprit-depicardie.aspx
Partner campsites in Picardy, English version: http://www.campingpicardy.co.uk/
Training
Training sessions to contribute to E.P spirit and actions
Web page how to express the spirit of Picardy: http://picardietourismeformations.com/Comment-incarner-la-marque-Esprit-de-Picardie
Technical assistance to tourism operators
And also: http://www.picardietourismepresse.com/var/picardie/storage/original/application/43845a72713bc13b7cb9
3a92f9cdb28d.pdf
Technical tips, for example training session open to all Picardy tourist
operators: how to welcome GB visitors in English http://picardietourismeformations.com/Comment-optimiser-vos-pratiques-d-accueil/Osez-accueilliren-anglais
Other
Characteristics
ERDF EU co-funded
Tips for COOL
 a good example of territory marketing that can incite private operators and inhabitants to cooperate with tourism bodies to shape a
tourist destination
 a web strategy using all web tools from classic newsletter to social networks, videos, maps, web links, apps, guides, etc.
148

an example of marketing based on shared values.
149
Case Study 19: Canada rural areas (highlighting rural destinations)
Profile: Rural tourism in Canada is for long viewed under its contribution to the local economy in rural regions. Canadian provinces have
developed a large rural tourism offer with many products easily accessible on line. As many of their visitors come from remote cities or from
abroad Canadian rural operators use many web tools to deliver thorough and practical information. This can give useful examples of tourism
products with all elements enabling decision and purchase. National parks use likewise similar tools not only for discovery of nature but also for
heritage enhancement. In addition Canadian universities have produced academic contribution to understand rural tourism.
Details
General Info
Knowledge of
products
Canadian tourism has few direct contacts with potential visitors and it must
rely on web tools in addition to its advertising campaigns to let discover its
products. The influence of North America implies a stronger contribution of
universities to a local approach of rural tourism. However some tourism
products are similar to the ones developed in Europe.
Examples
example of ‘green travel’ tag:
http://centredesmedias.canada.travel/category/travel-story-category/greentravel
Same situation about sustainable development.
Many examples are available on web sites either in English or in French.
Services


Case
Studiesexamples
Universities: online tourism intelligence thanks to contribution of
Canadian academics
Contribution of local operators
Tourism products (example 1 to 3)
Free biweekly newsletter: http://tourismintelligence.ca/
Example 1: Canadian tourism and sustainable rural development:
http://sustainableruraltourism.ca/
Example 2: the concept of Internet hospitality
http://tourismintelligence.ca/2013/02/26/evaluating-the-quality-of-digitalhospitality/
Example 1: farm tourism in Québec http://www.bonjourquebec.com/qcen/agrotourisme0.html
Use of new technologies (example 4)
Example 2: things to see and do outdoors http://www.bonjourquebec.com/qcen/vacancesnature0.html
Example 3: activities and tasting, regional cuisine, local products, rural
accommodation, packages and also purchase on line
http://www.terroiretsaveurs.com/en
150
Example 4 from national parks: also about tasting, recipes with mobile apps
http://www.pc.gc.ca/eng/media/gourmand-gourmet/app-intro.aspx
Marketing/
PR/Comms
Promotion of rural tourism offer on web sites of national or province public
tourism bodies.
Self promotion of tourism product by local rural businesses, with innovative
presentations
Canadian universities for academic contribution.
Training
Other
Characteristics
No
Tips for COOL




Tasked to maintaining rural life and activities in remote areas Canada gives examples of well-balanced and sustainable tourism as a
factor of attractiveness of rural areas for visitors and also for potential new inhabitants.
model of solidarity and of governance between local authorities and private businesses
co-operation between protected areas and rural destinations
examples of promotion and sales of local farm products.
Case Study 20: Village, Acteur Rural (highlighting rural entrepreneurs and public bodies)
Profile: tourism brings an increasing contribution to rural development. People and local entrepreneurs living in rural areas often live a
situation of loneliness because they often have to manage small businesses with many things to do and few time to exchange experience with
other entrepreneurs, in tourism activities as well. This is why it is important to let them discover regional, national or European networks that
can help them. The magazine ‘Village’ (or esprit Village) associated with its web complement ‘Acteur Rural’ gives many examples of success
stories or difficulties to have in mind before implementing rural tourism projects. Taking advantage of decades of experience in rural
development their upstream approach can bring a decisive support or encourage individuals or families to come to rural areas with a tourism
project.
151
Village is also a gate to wider rural networks and is involved in network coordination. Such networks or similar can contribute to rural tourism
project in different COOL partners areas and they are generally eager to help cooperation thanks to the coming EU funding programmes.
Details
General Info
Examples
Knowledge of
products
- A concrete and global vision of all aspects related to rural development, to
rural networks and possible support –technical or financial- for entrepreneurs
involved in a rural tourism project.
- A gate to many contacts either in peer to peer or with rural networks and
rural public bodies
Services
- Village (esprit Village), quarterly magazine
- Blog to discuss with other entrepreneurs, access to forums
- Practical tools
Village, the magazine: http://www.village.tm.fr/
- Relationships with rural networks and with public/private bodies in charge of
rural development programmes like LEADER
Practical tools:
http://www.village.tm.fr/index.php?ids=ncFsABRfKalvchZcpZLNandMenu=Mc
pidandAction=777andidn3=28
Blog Acteur Rural: http://www.village.tm.fr/acteur-rural/
- Contribution to transnational cooperation projects
Gate to rural network in France (RRF): http://www.reseaurural.fr/
Gate to European rural network (ENRD): http://enrd.ec.europa.eu/en/homepage_en.cfm
Case
Studiesexamples
Marketing/
PR/Comms
Training
Other
Characteristics
Rural tourism associated to rural development
No training sessions but possibility to share practical experience with other
tourism entrepreneurs
Practical guides to buy or to download from Village web site or from Village
partners
Transnational cooperation with different EU rural networks
The example of Region Limousin:
http://www.village.tm.fr/index.php?Menu=Actuandids=ncFsABRfKalvchZcpZL
NandAction=777andidn3=3765
RRF or ENRD website: http://www.reseaurural.fr/territoiresleader/cooperation/comment-cooperer
Transnational: http://www.reseaurural.fr/territoiresleader/cooperation/recherche
152
Tips for COOL



Associated with a practical website and an active blog the Village magazine has become a reference contact for people living in rural
areas, thanks to case studies, tips and nationwide links between entrepreneurs and public bodies in the French countryside.
A permanent link between local life, rural economy and tourism activities.
This joint source of information is also gate to regional, national and to transnational cooperation thanks to its contribution to different
EU programmes and to transnational networking sessions.
153
ANNEX 3
Revised Project Shaping Paper 29 April 2013
Reformatage du contenu au 29 avril 2013
COOL Tourism Project - developing and promoting the tourism offer in rural areas in the Cross-Channel region
Le projet de tourisme COOL - développer et promouvoir une offre de tourisme rural
sur un territoire Transmanche
Following interview and inception meetings with the client, Norfolk County Council and project partners (Client Steering Group - CSG) in Canterbury,
Kent on the 6/7 March 2013 EUROPARC Consulting GmbH (EC) was requested and agreed to develop thinking, approach and timeline for the first
part (EC) contract) of the overall project for consideration at the COOL Partnership Research Working Group (CPRWG) meeting on 10 April 2013.
The CPRWG “sense-checked” the revised approach, and the deliverables /requirements of the EC part of the contract (awarded on 18 March and
runs between April and December 2013 – see separate timeline/calendar). The group was pleased with the document but felt there was not yet
enough information about what partners would be expected to provide (5c). They also would like to make sure that there is an opportunity to question
the work packages for the programme and whether they are the right packages for the project as part of the research process.
This Revised ‘shaping’ paper incorporates the client/partnerships comments and sets out more detail and represents the agreed view of the COOL
project and EC role in delivering Activity 1.1.
1. COOL Project - overall strategic objectives
V.
To research the rural tourism sector and develop diversification opportunities which will help to maintain the biodiversity and heritage in the
partners’ areas and develop an understanding of the destination – the place and the people.
154
VI.
VII.
VIII.
To engage with the business community and to provide support to new and existing networks, developing tools to encourage new businesses
to invest and to operate easily.
To explore the issues around providing an accessible and easy-to-use solution for businesses, local communities, professionals and visitors.
To modernise and promote a more cohesive way of “packaging” the rural local economy, bringing in a variety of offers from local businesses
and other attractions.
2. Potential outcomes
The legacy of the project will be an active, healthy and sustainable tourism sector in rural areas based on low-impact, environmentally-friendly
sustainable tourism that cherishes, not destroys and which minimises impact and builds environmental awareness through the visitor’s
experience – “experiential tourism”.
Experiential tourism engages visitors in a series of memorable travel activities that are inherently personal, involving all senses and makes
connections on a physical, emotional, spiritual, social or intellectual level. Experiential tourism is designed to engage visitors with the locals, set
the stage for conversations, tap the senses and celebrate what is unique in the Cross-Channel region.
The quality, authenticity and uniqueness of the visitor experience will be a core feature of the COOL Cross-Channel brand to differentiate it in
the international marketplace. Visitors do not simply want to see things; they want to be engaged and they want to immerse themselves while
travelling. Marketing tourism experiences based on why people travel versus selling products is crucial to compete effectively on the global
stage through:
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a strong transnational brand that will enhance the image and profile of Channel destinations, with a long-lasting and positive impact on
visitor trends;
development and competitiveness of the tourism sector and new and high-quality tourism products/packages;
development and wide dissemination of an excellent, intuitive rural tourism toolkit;
creation of sustainable business networks, cross-border working on rural tourism in the Channel area, exchanges and collaborations;
up-skilled tourism businesses with expertise to develop their offer and grow;
sustainable rural tourism that takes into account the needs of the environment, local residents, businesses and visitors.
3. Some background
“COOL” is a European partnership of eleven local authorities and organisations in the east and south of England, and in the north-west of
France. The original idea for a rural tourism project was jointly conceived by Visit Kent and Pas de Calais Tourism mid-2011. The COOL
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Tourism project started in January 2013 and will end March 2015. It is being delivered with the support of the European cross-border cooperation programme INTERREG IV A, France (Channel) – England, co-funded by the European Regional Development Fund with a total
budget, including ERDF, of €3.7m. The COOL Project Steering Group (PSG) are:
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ADRT Pas-de-Calais Tourisme – lead partner
Kent County Council
Visit Kent
Norfolk County Council
Somerset County Council
West Somerset Council
Sedgemoor District Council
Exmoor National Park
Visit Essex
Somme Tourisme
Gîtes de France
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Lead contacts in each region for initial contact (revised November 2013):
Elisabeth
Retaux
Project Manager
[email protected]
Dedman
ADRT Pas-de-Calais
Tourisme. Agence de
Développement et de
Réservation
Touristiques
Essex County council
Correne
Tourism Officer
[email protected]
Dan
James
Exmoor National Park
Sustainable Economy
Officer
[email protected]
Stephen
Law
Kent County Council
Explore Kent
Partnership Officer
[email protected]
Andrew
Middleton
Norfolk County Council
Assistant Project
Officer
[email protected]
Phillip
Adams
Sedgemoor District
Council
[email protected]
John
Carter
Somerset County
Council
Service Manager,
Economic
Development and
Affordable
HousingOfficer
Economy Group
Dorothée
/Alexandre
Maréchal
/ Lefèvre
Somme Tourisme
[email protected]
Ruth
Wood
Visit Kent
(replacing Tracey
Parker), cc to Sam
Dennis
West Somerset District
Council
Project Leader
(Responsable
Animation de réseaux
et filières)
Head of Development
Robert
Downes
[email protected]
[email protected]
[email protected]
Tourism Officer
[email protected]
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The rural areas in the partnership area boast beautiful countryside with cultural heritage and natural resources. Each partner area has special
characteristics and a local distinctiveness which needs to be identified and captured. The project will look at opportunities to grow the rural
tourism sector and identify obstacles and challenges.
There is a need to create low-impact, environmentally-friendly sustainable tourism that cherishes, not destroys and which minimises impact and
builds environmental awareness. It must take into account the needs of the environment, local residents, businesses and visitors.
The initiative will explore different types of experiential tourism that can be found in the partnership area. This type of travel engages visitors
in a series of memorable tourism activities that are inherently personal. It involves all senses, and makes connections on a physical, emotional,
spiritual, social or intellectual level.
It is designed to
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engage visitors with local people,
set the stage for conversations,
tap the senses and
celebrate what is unique in this region of England and France.
New connections and finding added benefits from cross-border co-operation are just two of the advantages to come from the project. It will
bring together staff teams with a diverse skill-sets including tourism and marketing, countryside management, heritage and cultural
management, community working and healthy living. It will use new technologies and bring in outside know-how from researchers and technical
experts (e.g. EUROPARC Consulting).
4. COOL Project Summary of activities and deliverables
There are four activities which encompass a series of sub-actions listed below.
Activity 1 – Research and Development
This activity will focus on getting a better knowledge of the rural tourism products, the opportunities, the visitors’ motivations and their needs as
well as the economic impact of tourism in the rural areas.
1.1 – Research
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Norfolk CC will lead this activity. The following studies will be undertaken to understand
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the rural tourism offer (quantitative and qualitative information),
the existing professional tourism networks in each area,
the visitors’ motivations and their needs.
Norfolk CC will lead the above research and has appointed EUROPARC Consulting on behalf of the partnership to set up a common
framework and co-ordinate the research. Each partner will appoint a local consultant and work together in a co-ordinated and consistent
approach.
A common methodology will be developed for the COOL toolkit with an online system for recording the best practice and examples of
opportunities for businesses
1.2 - Economic impact study
Visit Kent will lead this activity and work with Essex, Norfolk and Somerset (Exmoor) to investigate economic impact and segmentation models
which could be used across the partners regions.
They will share their experience with the other partners who will be associated with each stage of the work. French partners will be acting as
observers in this particular activity and will learn from the UK partners.
Activity 1 deliverables
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A common framework for the delivery of the toolkit
One study per region
An abstract document for each study
A joint document with comparative results of the partners
Economic impact studies
Activity 2 – Business development
The focus of this activity will be on the engagement with the business community and to provide support on quality and tourism training to new
and existing networks in order to encourage cross-selling. From the result of the research in activity 1, the partners will agree on the pilot areas
where they will concentrate their efforts.
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Activity 2 - Deliverables
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Minimum of two pilot areas per region
Minimum of two networks per region (creation or development)
One familiarisation trip per region
Presence of the networks at the partners’ forum (one per year)
Two business exchanges per year (one on the French side and one on the English side)
One training programme per region targeting up to 50 businesses
Tools to recruit new businesses (website, brochures...)
Tools to promote networks (website, brochures, press trip, exhibitions...)
Activity 3 – Development of ICT tools
This activity will explore the issues around providing an accessible and easy-to-use solution for businesses, local communities, professionals
and visitors. It will identify the right equipment and application for specific situations. It will help to develop intuitive products which are a
pleasure to use. The sub-activities are:
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Audit on the digital divide and high-speed internet connection access and the needs of the businesses located in the Transmanche rural
area
Innovative communication tools for better engagement with businesses and for providing a better access to information to the visitors.
Development of a common methodology to understand the testing and selection of these ICT tools
Testing the ICT tools with various users (visitors, businesses, ..)
ICT business training
Activity 3 - Deliverables
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One ICT report per region
Workshops focused on the use of ICT and partners’ experience-sharing
One users’ feedback report and their experiences using the ICT tools
Guides for “dummies” to help businesses to use the ICT tools
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ICT tools training for 50 businesses per area
Online ICT tools such as online booking, QR codes, Smartphone applications and others as appropriate
Activity 4 - Marketing and promotion
The focus of this activity will be to modernise and promote a more cohesive way of “packaging” the rural/local economy, bringing in a variety of
offers from local businesses and other attractions so that a visitor can view the offerings of the area in a more holistic way.
This will encourage people to stay longer, thereby supporting the local economy and enhancing of the distinctive landscape.
The marketing activities will be achieved by:
4.1 Developing promotional tools
One of the major challenges of the partners in the rural area is the high cost of the communication channels. Part of the partners’ role in this
project is to support the businesses either by providing support and advice or by the setting-up of new and innovative promotional tools.
4.2 Marketing Campaign
Marketing campaigns will be developed jointly using themed packages identified from the research in activity 1. The campaign will cover the
Transmanche region and the triangle Paris/London/Brussels
Activity 4 - Deliverables
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Development of a photo and video library for each region
Various new cross-border rural packages
Creation of one common and one regional press pack
One graphic charter dedicated to the rural tourism for each region
Creation of websites and/or apps and/or brochures for identified target markets
Marketing campaigns - press and PR, exhibitions, marketing activities, media, etc.
5. Understanding, concepts, work activities and deliverables
EUROPARC Consulting are contracted to undertake initial and crucial research (Activity 1.1), on behalf of the partnership that will shape the
project and be a foundation for the success of its subsequent activities (1.2, 2, 3 and 4). EC work will:
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provide knowledge and information on current best practice of rural, sustainable, experiential tourism;
create a framework for collection of local information;
design a common methodology and framework for the COOL business toolkit.
During the interview and inception meetings with our client, Norfolk County Council and project partners (Client Steering Group - CSG) in
Canterbury, Kent on the 6/7 March 2013, together we refined ideas for the project and agreed to capture this thinking, our approach and
timeline for the first part (EUROPARC Consulting’s contracted part) of the overall project by 5 April 2013.
This will enable the CPRWG to “sense-check” the approach, the “route map” of travel and deliverables/requirements of our work at their
meeting on 10 April 2013.
Additionally, we agreed to provide 8 x one A4 monthly Project Updates (starting first week in May) to the client to keep everyone informed of
progress.
5.1 Research Study - April to June 2013, first phase
(a) EC developed the draft Project Shaping paper by April 5 and the CSG “sense-checked” the approach, the “route map” of travel and
deliverables/requirements of EC work and provided feedback which has been incorporated. Important to note is that sustainability is envisaged
as a broader approach embedded throughout all actions.
(b) The initial research (April to June 2013) will identify best practice and precedents (through case studies) from within the partnership areas
and transnationally/externally to the partnership e.g. the Canada Experience document and other European areas (e.g. Interreg)
This will help to demonstrate that the partnership is working trans-nationally and learning from other areas delivering rural tourism.
(c) EC has contacted the partnership leads requesting:
(i) examples of best practice or what is good in their areas;
(ii) details of any visitor surveys in their area that have been undertaken and the findings;
(iii) possible pilots (geographic or thematic) for experiential sustainable rural tourism and the reasons why they should be considered.
The deadline for this information (i, ii, iii) from partners is 13 May.
The CSG have identified some common early themes so efforts can be focused on development of further rural themes and rural break
package ideas, avoiding duplication. Themes include:
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Rural/Tangible Heritage (castles, stately homes, churches etc.)
Active and outdoors (walking, cycling horse riding, golf, seaside activities etc.)
Seaside and rural areas (Channel/Transmanche tourism links/products)
Landscape and wildlife (gardens, parks, AONBs, PNR’s, nature reserves and naturel parks)
Local Produce (food, drink, vineyards, breweries, crafts etc.)
Rural accommodation (unique places to stay, green tourism businesses etc.)
Families (things to do together, family-friendly activity)
Rural life and experience of farming
(d) The information and analysis from the initial research will be part of the draft Research Report. The Report will bring together knowledge of
products, opportunities, visitor motivations, needs and economic impacts (as/where applicable) from approximately 20 ‘case studies’. It will also
include possible pilot areas for consideration which have been suggested/put forward by the Partners.
The Research Report will be sent by EC in advance to the CSG by 7 June and will be the basis for discussion at Workshop 1 - June 18 in
Somerset. It will contain the following:
(i)
knowledge of rural tourism and an understanding of opportunities and needs;
(ii)
definition and quantitative/qualitative research analysis of the rural tourism offer;
(iii)
better understanding of the motivations of visitors interested in rural tourism, including a market segmentation exercise/visitor
survey. (This needs to relate to work package 1.2 regarding the Economic Impact Study). Knowing who is visiting and their
motivations is important and is crucial to identifying target markets. The partnership agreed to assist with this and they would
develop a matrix of information similar to the table below: This visitor survey information will be developed by the Partners and EC
will use/summarise. Material to be provided by Partners to EC 20 May.
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Region/County
Day Visitors
Countywide
Pilot Area 1
Pilot Area 2
Transnationality
Examples of
motivation
Examples of
motivation
Examples of
motivation
Examples of motivation
Overnight Visitors
Long Stay Visitors
Doorstep Visitors
Other
(iv) potential “pilot areas” for experiential
sustainable tourism that can illustrate transnationality
(v) approximately 20 ‘case studies’ bringing
knowledge of products, opportunities, visitor
motivations, needs and economic impacts,
together with COOL learning tips.
(e) For discussion at the June workshop EC
will develop a draft ‘Framework’ for the
project partners to consider how they each
gather consistent data and undertake local
research between July and September.
Initial thoughts for a possible framework
structure include:

undertaking a SWOT analysis,
 measuring tourism (e.g. Office of National Statistics (ONS/SNAP),
 understanding the market place,
 what’s special/locally distinctive,
 identifying and selecting hidden resources and features from regional attractions,
 identifying existing professional tourism networks,
 analysis of visitor demand and the motivations of a range of existing and potentially new visitor types in rural areas to help local
partners to adjust marketing and communication strategies
A further breakdown of each bullet-point, with sub-points to clarify etc., will be required as well as gaps to be identified. See 5.2 below.
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(f) EC will organise and arrange the Workshop programme and structure for the interactive workshop on June 18 in Somerset in discussion with
the client (client also to consider whether the workshop sessions are required to be in both French and English language).
EC will facilitate the Workshop and it is likely to be structured around the draft Research Report (d) above and the draft Framework for local
research (e) above and 5.2 (g) and (h) below) to generate discussion, agreement and steer the next phase of the research project.
The Workshop programme, the draft Research Report, draft Framework and other material /information will be developed and sent to
the CSG in advance of the workshop – by 7 June 2013.
5.2 Partner local research studies - July to September 2013, second phase
At the workshop (5.1 (f) above) we will discuss how a local research framework could be used by the project partners to undertake their own
local research to gain an understanding of each of the destinations – the place and the people – and how active tourism and recreation can be
sustainably developed to boost the economy. The local research will help to identify key themes, potential gaps, hidden resources, challenges
and opportunities.
(g) We will establish a ‘Framework’ for each of the project partners to gather consistent data and undertake local research. This will enable
COOL partners have a better understanding of their destination – the place and the people, opportunities and needs of rural experiential
tourism
(h) We will explain and hand over the framework to the local partners and co-ordinate this activity but partners need to provide resources for
undertaking their local research and also agree on who may lead on what.
(i) From this local research it may be possible to identify:
(i) common themes through which joint marketing could be created in the future and (potential) business clusters around these themes.
(ii) current gaps in the rural tourism offer in terms of quality, volume and value.
(j) We will bring together the feedback from the local research in “Workshop 2” (which EC will facilitate) in Norfolk on 15-16 October.
5.3 Methodology for the COOL Toolkit – September to November 2013, third phase
The ultimate purpose of the interactive COOL toolkit is that it encourages and supports the development of experiential tourism and that
businesses become economically and environmentally sustainable. It will need to be written so that it sets the agenda for partners to develop
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ideas and identify suitable interventions to test and pilot in their own areas and that these interventions can be measured and evaluated at the
end of the project.
Understanding who the audience for the toolkit is will be most important from the start – e.g. small-business owners, elected representatives,
local districts/Chambers of Commerce. Toolkit contents may include guidance, case studies, best practice, stories, funding opportunities, etc.
and have a common methodology for recording best practice and examples of opportunities that will eventually find its way into a COOL
business toolkit and online website. Here local businesses in both France and the UK can access in order to promote and introduce the
benefits of sustainable tourism where they live.
Following the research, analysis and agreements at the two workshops:
(k) EUROPARC Consulting will produce a common methodology that can be further developed for the COOL toolkit to enable partners to work
in a consistent manner and can use, apply and undertake their own local research for recording the best practice and examples of opportunities
for businesses.
(l) The partners will work on developing their local businesses by using the toolkit in supporting already active, or new, professional networks
and developing appropriate marketing strategies for experiential tourism which boosts the rural economy.
(m) A roughcut/working pre-draft version of the report for partner teleconference by mid November and Final draft report with toolkit
methodology prepared by end December 2013 with final exchanges, final report to the Partnership in mid January 2014. (tbc)
5.3 Timeline (separate Calendar for fuller details/dates/deadlines)
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ANNEX 4 COOL Workshop 1
Programme and Outcomes / Programme et résultats
COOL Workshop 1 - 18 June 2013, Exmoor House, Dulverton, Somerset
EUROPARC Consulting team:
Marja van Loef, Jacques Decuignières and Richard Partington to lead, moderate/facilitate/record.
Participants to bring “something” representative from their areas
Some workshop sessions/discussions will be in French, with most in English
Programme for Workshop 1
09:15 Arrival, coffee/welcome
09:30 Start, housekeeping announcements (Dan James, ENPA)
Morning: 3 hours to include;
(i)
Introductions and icebreaker (EC/all) 10 minutes
(ii) Scene setting – what have we been doing and where are we at? (EC) 10 minutes
(iii) Highlights of the Data/Research (EC) 20 minutes
(iv) Rural tourism in the context of the Project – agreeing what it means to the project partners. (EC/all activity/discussion) 30
minutes
Break
(v) Opportunities and needs for the Project and applying the COOL learning tips (EC/all activity/discussion) 45 minutes
(vi) Agreeing the pilot areas (all) 20 minutes
(vii) Bringing it together and taking it forward/conclusions (EC/all) 10 minutes
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12:30- 13:30 Buffet Lunch Kindly provided by Exmoor National Park Authority
Afternoon 2.5 hours to include;
(i)
The Framework for local research – introduction, ideas, possibilities and examples (EC) 30 minutes
(ii) COOL local partner research – agreeing and applying the Local Framework (EC/all activity/discussion) 45 minutes + Feedback x 3 20
minutes
(iii) Next Steps/timeline/actions - understanding and agreeing who is doing what and when (EC/all) 10 minutes
16:00 Close
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Outcomes of Workshop 1
Covering…
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Rural/experiential tourism and the opportunities and needs in the context of the COOL Project
COOL learning tips and favourite case study contacts
Local Research Framework – agreement and timing
1. Rural / Experiential tourism
(i) What do the terms Rural and Experiential Tourism mean to you?
Kent Partners Green Team
 The term “experiential” is closer to our desired concept but more of an term used in the industry, rather than a term for the visitor.
 “Rural” can be scary, can sound remote, difficult to access, too time-consuming.
Somerset Partners Yellow Team
Experiential Tourism
 The term “experiential” is not for visitors
 It is about packaging
 Themed short breaks
 Not opposite of mass tourism although has niche focus
 Inspiring visitors
 Themes
Rural Tourism
 Doesn’t mean very much
 Possibly negative connotations
 Neither conjures up what you can actually do!
 Terms for us to use not for visitors
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Norfolk and Essex Partners Orange Team
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Experience: People, Place, Adventure (plus footprints)
Experience and Imaginations (escapism) (Stimulation)
“A Day in the Life of”- Engagement, Emotions, Senses, Connecting People and Place
Deeper, Closer, Contact, Involvement, Live like a Local
French Partners Pink Team
Rural Tourism – Tourism in the Countryside - Country Break from one life-style to another - e.g. Town to Country
(ii) Is there a better term?
Kent Partners Green Team
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Term should relate to the visitor’s/customers view point not ours
Other terms? Country breaks (need Thesaurus for experience-immersion)
Discovery of difference
Hidden Gems
More about Less
Known Product
Learning
Local Distinctiveness vital
Local produce, activity, experience, people
Not just about means of transport (cycling, walking) more about immersion in culture and experience
Somerset Partners Yellow Team
 Enjoying the Countryside
 Experience the Outdoors
 Love you Natural Beauty
 Enjoying the Natural Environment
 De-stressing
 Discovery
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Norfolk and Essex Partners Orange Team
 Do it
 Live it
 Love it
French Partners Pink Team
 To live an experience: sport, discovery of a landscape, a time of day
 An experience enriched through an introduction, a share in the experience of a local
 Businesses may need training for this
Conclusions…
There was consensus that both terms Rural and Experiential Tourism are terms used in the industry term and not for the visitor.
An observation during the workshop was that the Project Partners are very much in their own areas, i.e. they are important to them.
However, it will beneficial to the success of the project if a common purpose and theme could be developed (for this project and for
future possible co-operation/collaboration).
Partners should consider using a “less is more” approach and keep focused on the project aims and its potential legacy of:
•
An active, healthy and sustainable tourism sector
•
Low impact, environmentally-friendly sustainable tourism
•
Environmental awareness through visitor’s experiences
The Toolkit will be important for information and marketing. What jumps out of these notes is that there are many catchphrases or
potential slogans which may be used to help this.
If and how they are used is something to consider in developing the Toolkit, i.e. using different catchphrases/slogans for different
partner areas but with the same COOL Project logo in front of the catchphrase/slogan. This is for information/marketing parts of the
project to steer but with obvious crossovers.
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2. COOL Learning Tips (from 20 case studies, Report Annex 2)
(i) What key features do you wish to draw/build on and sell?
Kent Partners Green team
Visit Kent
 Eat Local and network of local cuisine
 Packages short breaks (like a supermarket)
 Innovative accommodation
Explore Kent
 Active outdoors
 Packaged short breaks
 Families
Somerset Partners Yellow Team
 Active Outdoors
 Passive but unique outdoors
 Wildlife tourism
 Romance
 Weddings
 Packaged days out
 Quality
 Short breaks
Norfolk and Essex Partners Orange Team
 Nature/landscape
 Food and Drink
 Culture and Heritage
French Partners Pink Team
 Sustainable travel; poor public transport etc.
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Active Short Breaks; making the country attractive-bringing families together-for all
Eat local; local produce and rests.
Innovative accommodation; more exciting accommodation providers
Local pride; business training
(ii) Are there COOL Tips you wish to bring in (what do you like?)
Kent Partners Green Team
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Geographic proximity is an issue for partners
Partners not next to each other
Geocaching is easy to link areas
Use of volunteers to ensure sustainability
Case studies seem to be active tourism not all experiential
Need more cultural experience research
No more labels/brands other than COOL and links to Partner areas and programme
Not another bespoke website
Most aware of concept
Collaboration, use of financial resources and network more effectively
Looking for innovation product and marketing
Focus on cultural experiences (eg bush craft, people stories)
Extended season/weather
Somerset Partners Yellow Team
 New Forest case study; local distinctiveness
 Forest of Bowland; toolkit
 Greenbox; certification-networks
 Nurture Lakeland; engagement visitors and locals
 Esprit de Picardie; all of it!!
 Hidden Britain
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Norfolk and Essex Partners Orange Team
 Car Free
 Engaging Businesses in sustainable tourism
 Networks and training; growing and sustaining
 Tension coastal hotspots and rural hinterland; opportunity?
 Hidden Britain; community involvement
 Baie de Somme (Somme bay)
 Case studies; eat like a local- Norfolk toolkit marketing-the Canoe man-Essex-RSPB-sites access
French Partners Pink Team
 Maisons de Pays; network and visibility/accessibility and profit
 Bistros de Pays; maintaining local economy
 Greenbox; business development-visitors meet locals
 Hidden Britain; taking visitors off the beaten track
 Esprit de Picardie; sharing emotions and local values-communicating experiences
 Vélo Loisir en Luberon; organising slow mobility
 Train to nature and rural areas; implicating public bodies-engaging
 Alpine pearls; cross border experience
 Exmoor magazine; interviewing local people
(iii) Favourite Case Studies (what do you like?)
Partners should each pursue and investigate the good practice case studies further. There are many links contained in Annex 1 and 2 of the
Report in which Partners are encouraged to access this information as well as that contained within the Project Update Newsletters.
Below are listed the case studies which Partners liked the most. The contact details are provided so Partners can find out more about how the
business networks were engaged and how the case studies were developed.
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Hidden Britain: Claudia Townsend [email protected]
New Forest: [email protected]
Forest of Bowland: Hetty Byrne [email protected]
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Greenbox: [email protected]
Nurture Lakeland: [email protected]
Alpine Pearls: [email protected]
Maisons de Pays: No existing national network but see an example on Alpes de Haute-Provence Département Tourism Body, Director
[email protected]
Bistrots de Pays (rural cafés): [email protected]
Esprit de Picardie: Dorothée Maréchal (Somme Tourisme, COOL partner) [email protected]
Vélo Loisir en Luberon: Sylvie Palpant or Stéphanie Bailly [email protected] or [email protected]
Trains to nature : http://www.bahn.de/regional/view/fzn/ueb_fzn.shtml (also in GB)
Conclusions…
The COOL tips were a way to sum up how the case studies can be related to the COOL Project. They highlight good practice which will help to
inform the 2nd and 3rd phase, i.e. the Local Research Framework and Methodology of the Toolkit.
(i) Taking forward the Local Research: The different partner areas had ideas for their own themes which they can build on but the following
common themes were suggested as important to the partners of the project:
* Innovative Accommodation Networks
* Training for Businesses
* Food and Drink
* Car Free
* Packaged Breaks
* Cross-Border Experience
* Local Distinctiveness
* Culture and Heritage
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These need now to be investigated to check whether they are viable. The local research should ask questions related to those themes, i.e. is
this really what the businesses/visitor is looking for? A question for Partners to each address is whether more in-depth research, specifically
related to culture and heritage, is needed or will the local research be sufficient?
(ii) Taking forward the Methodology/Toolkit: Partners should examine/utilise the case studies in the development of the Toolkit and investigate
further the toolkits that are already in use, what works and what doesn’t, etc. We see that an interactive web-based (not just a glorified PDF file)
with an online system for recording the best practice and examples of opportunities for businesses is essential for success.
3. Local Research Framework
EUROPARC Consulting proposals for a Local Research Framework:
A) Undertaking a SWOT analysis and measuring tourism (e.g. Office of National Statistics (ONS/SNAP)
B) An understanding of the current market place by undertaking two questionnaires(for example with (SurveyMonkey);
One for the tourism business, e.g.
1.
What is special/locally distinctive?
2.
What gaps need to be identified; hidden resources and features from regional attractions?
One for the visitor, e.g.
3.
An analysis of visitor demand and the motivations of a range of existing and potentially new visitor types in the local rural areas
C) Comparison of the two questionnaires
D) Identify existing professional tourism networks in the area
(i) Building the Local Research Framework
The local research is to help confirm the direction for the Toolkit, therefore Partners were asked:

How will you build on the proposed Framework and how are you going to do it?
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


What changes would you like to see?
What questions do you want to ask in order to understand the current market?
What resources do you have?
Kent Partners Green Team
(a)
Business Survey – online to businesses using database/Twitter and Facebook. Also circulate to organisations such as Chamber of
Commerce.
 Product Audit – offer
 Identification of networks used, associations/groups of which members
What do visitors ask for?
What marketing collateral do you have?
What is unique about your business?
Where do you recommend your visitors go?
Do you have bedroom browsers? Do you want one?
What are the challenges of being a rural business?
Recommendations for rainy, sunny and windy days?
(b)
Visitor Survey (including residents) – online survey to database from ‘opt ins’ on website, Twitter and Facebook. Using Visit England
definition of a visitor but include residents Postcode Q for Mosaic analysis
 Core Visit England (model) Questions
 Plus local Questions
 Plus COOL Questions
How do visitors interact with local product? (Options to tick) Where have they been?
Information Sources – Do you use Apps? (for ICT)
Decision process – timeline for marketing?
Social Media – Do you use Trip Advisor etc. Twitter/Facebook?
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Price bands – What would you expect to pay for a ‘short break’ and proportion to accommodation/food/activity?
Is technology connection an important issue to your stay? E.g. telephone signal and/or internet connection
French Partners Pink Team
Objectives – create a new tourism destination
1. Understand Offer
Identify through SWOT
Identify Networks
2. Understand Demand
Perception offer + value for money of the destination
Origins, motivation, quality, activities, needs
Desk survey + Gîtes de France + booking service clients
Can EUROPARC Consulting help us with the questionnaire?
Changes
We follow this first desk survey by a more in-depth study to give better knowledge and a plan of action
Budget
60,000 €
Essex Partners Orange Team
1. Audit (desktop research)
 Use local university students to identify our offer and businesses in rural areas.
 Questionnaire to inform SWOT – businesses use Survey Monkey; consumers use visitor satisfaction or SurveyMonkey.
 SWOT based on thematics (identify geographic areas).
2. Business Questions
 What businesses are there?
 What issues do businesses face?
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



What help do they need?
How do they promote themselves?
Do they work with other local businesses (networks)?
Helpful training?
3. Visitor Questions
 What activities do visitors want to do?
 Perception of rural offer/quality
 Experience of rural/offer/quality
 What other destinations do you visit for rural activity?
 What do they deem as important in a destination?
Norfolk Partners Orange Team
1. What?
 What businesses exist in pilot area?
 Existing networks in pilot area?
 What opportunity for networking?
 What opportunity for development in the area?
 What would visitors like?
 What existing research? (RSPB, Broads Authority, North Norfolk, Gt.Yarmouth)
2. How?
 Online survey
 1:1 – student placement/businesses/visitors
 Desk research
 Core Management Group/Stakeholders
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Conclusions…
Local Research
•
•
•
•
•
All agreed to the EUROPARC Consulting proposal for the Local Research Framework
To be undertaken in Pilot Areas
Use own data/resources
Use common information
SWOT in Pilot Areas
Timeline
•
•
•
•
•
Finalise format of Framework for local research (EUROPARC Consulting/all) - by 12 July
Partners undertake local research/analyse data and feedback to EUROPARC Consulting – by 13/9/13
Share/discuss data at Workshop 2 (Norwich) + Toolkit pilot thinking – 15 October
Develop Toolkit Methodology (EUROPARC Consulting ) – 1 month
Draft Final Report – 29 November 2013
EC 10/07/13
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ANNEX 5
Pulling it together – undertaking the local research
Mise en commun – lancement des recherches locales
Action required by COOL Project Partners (part 2) July – September 2013
1.
Introduction
Wide research of national and international good practice, visitor motivations (where available), and possible pilot areas has been undertaken
(part 1). How to bring the research alive, use and learn from the examples and COOL tips were items discussed at Workshop 1 (Exmoor June
2013).
The second part is the gathering of consistent data and information through a Framework for Local Research to help create the COOL Toolkit.
The work in developing the Framework has benefited from the collective thinking of Partners at Workshop 1 and the local research phase will
gather details of:

the rural tourism offer,

the existing professional tourism networks in each area,

visitors' motivations and needs.
This work will lead to the creation of a COOL toolkit and (recommended) an online, interactive system for recording best practice and examples
of opportunities for businesses to use.
2.
Emerging common/key themes
It was apparent at Workshop 1 that Partners had their own ideas for themes. However, some commonality to a thematic approach would be
beneficial for the COOL project and the following themes came through as important to the partners:

Innovative Accommodation

Networks
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

Training for Businesses
Food and Drink




Car Free
Packaged Breaks
Cross-Border Experience
Local Distinctiveness

Culture and Heritage
The local research should test these themes. (Are they the correct ones? Is the business or visitor really interested in these?). Ideally all should
agree on 4 to 6 areas or themes of common purpose through which joint marketing and (potential) business clusters around these themes
could be created.
3.
Local Research Framework
It was also apparent, from the research and workshop discussions, that Partners have different ways of presenting data, and that a consistent
way of recording and presenting the local data and information will be very important and should encompass the following:
 identify and understand local assets;
 identify local stakeholders;
 SWOT analysis;
 general guidelines;
 strategy (existing or to elaborate);
 elements of an action plan with priorities and timescales, etc.
Therefore within the Local Research Framework there should be a standardised format which is used by all Partners but with a section to
address specific local questions. It was agreed that the Local Research Framework will:

gather information/data using the A – D steps (Box 1) to be undertaken in Pilot or Partner Areas (each Partner to decide),

undertake the SWOT in Pilot/Partner Area,

use own data/resources,

use common information.
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Box 1:
Agreed Local Research Framework for collecting and comparing data and information:
STEP A
Undertaking a SWOT analysis and measuring tourism
STEP B
Undertaking two surveys, through questionnaires, to (i) Tourism Related Businesses and (ii) Customers/Visitors to understand the
current market place/offer/potential
STEP C
Comparison of the two questionnaires
STEP D
Identify existing professional tourism networks in the area
This framework will enable COOL partners to understand the rural tourism offer in their own areas and have a better understanding of their
destination – the place and the people.
4.
The Local Research Framework - explaining the detail from Box 1
STEP A
Background to the COOL SWOT
To understand the challenges, opportunities and needs of rural experiential tourism in the pilot areas it will be necessary, first, to undertake a
SWOT analysis. EUROPARC Consulting has applied thinking to the project specific aims to help COOL partners collect relevant SWOT
material.
The SWOT analysis is not seeking to find some competitive advantage by matching strengths/weaknesses (S/W), opportunities/threats (O/T)
among COOL partners but it could be useful to match with other tourism offers in other partner areas (e.g. cities).
The aim of this SWOT analysis is not to compile lists but to think about important factors that may positively or adversely affect the
rural/experiential tourism in partner (or pilot) areas yet within the context of the COOL project aims. It is therefore necessary to identify the
internal and external factors that are both favourable and unfavourable in achieving STEP B objectives once the SWOT analysis has been
performed and discussed.
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Undertaking a SWOT analysis requires asking and answering questions that generate meaningful information for each category (S.W.O.T) to
make the analysis useful for the Partners as well as for all COOL stakeholders.
There is no exhaustive list for a SWOT matrix nor for all COOL partners but the importance of individual SWOT items will be revealed by the
value of their contribution to the local research, to toolkits and then to possible updated strategy and actions for each partner.
Understanding the COOL SWOT
The SWOT analysis can be carried to the local data, information and perception of the rural tourism offer in selected areas. It should
encompass specific meanings in the context of COOL and of rural/experiential tourism. Strengths and weaknesses are to be viewed according
to their effects on area's objectives and projects. Therefore it will be useful to agree on common factors (refer Box 2)
Box 2:
Common Factors for the COOL SWOT
Strengths: characteristics of the local tourism offer with existing assets already identified and put to work.
Weaknesses: characteristics that place rural areas and their stakeholders in a disadvantaged position when compared with others in partner
areas (other tourism activities) or competitor areas.
Opportunities: elements, hidden resources that local players in partner areas could exploit to their advantage.
Threats: potential risks from the environment that could cause trouble for the rural tourism offer, whether already existing or potential.
Factors affecting the COOL SWOT
The SWOT analysis also needs to identify the key internal and external factors seen as important to achieving an objective.

Internal factors: the strengths and weaknesses internal to the area and its organisation
o
Existing data collection, monitoring systems and surveys relevant for their areas -visitor profiles, motivations and needs, etc. and
applicable for tourist operators.
o
Other current gaps or assets (in terms of brand and awards, local produce, recycling and waste selection, governance and
community involvement, mobility services, marketing tools, etc.
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
External factors: opportunities and threats presented by the environment external to the area and its organisation. The external factors
may diversely affect the partner areas and rural areas and may include:
o
Macro-economic matters: the economic crisis, increasing fuel price, unemployment making vacations less affordable to some
profiles of visitors, etc.
o
Technological change: e.g. m-tourism, mobile technologies, social network medias.
o
Socio-cultural changes: search for sustainable destinations including alternative outdoor activities, innovative accommodation, etc.
o
Changes in the “marketplace” e.g. launch of new culture or entertainment site in the area, etc.
o
Hidden resources: features from regional attractions, with potential new visitor targets.
o
Area local contexts that could help/hamper the development of rural tourism products e.g. existing regional tourism strategy and
action plan fostering rural tourism.
o
Area local contexts that could help/hamper cooperation with other partner areas (mentioned during the workshop: interest for
cross-border experience) e.g. geographic proximity.
SWOT elements to be considered/included
(i) Workshop 1 highlighted topics that should be considered/included as part of the COOL SWOT:

Innovative Accommodation / Food and Drink / Package breaks - consider S/W of existing tourism products and packages, availability at
different seasons, etc. Also consider S/W of access to this tourism offer (promotion, website, contacts, reservation tools, mobile apps,
etc.).

Car free - consider S/W of transportation (mobility, access to rural areas and offer within the areas at different seasons, connections
with regional public transport, etc.).

Culture and Heritage / Local Distinctiveness - consider S/W of perceived (or insufficient) distinctiveness of the area.

Networks / Training for Businesses – consider S/W of existing local networks of operators and connections to wider tourism networks.
Also consider S/W of Local skills in their areas.
(ii) The following are helpful aide-memoirs in applying and using a SWOT analysis: remind S-W in internal factors:

The “four Ps” – product, price, promotion, place. And also staff availability and skills, financial capacities, autonomy in leading and
implementing actions and so on. Another example, rather similar:

The “four Cs”:
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
o
Commodity (instead of product) - existing products and packages (Accommodation / Food-Drink / Recreation - Entertainment /
Transportation - Travel services)
o
Cost (instead of price) - cost of above mentioned items and packages and marketing campaigns
o
Communication (instead of promotion) - marketing tools to promote and sell area tourism packages, events, etc.
o
Channel (instead of place) - visitor centres, tourist offices, etc., and information about the area accessible on websites
Two additional “Cs” of external factors (Opportunities/Threats) can be added for analysis of the area capacity to answer to:
o
the compass model of consumer/visitor: N = Needs; W = Wants; S = Security; E = Education (of the consumer/visitor);
o
the compass model of circumstances (i.e. either threats or opportunities) encircling COOL partner areas: N = National and
International - W = Weather - S = Social and Cultural - E = Economic, e.g. one COOL Partner mentioned the local capacity to have
tourist offers adapted to different weather conditions.
STEP B
Recommended questions in survey design
The following questions are recommended to use in your survey design but are not exclusive. The discussions and questions considered at
Workshop 1 have been analysed, re-phrased and adapted applying a simple approach to keep focused on the project aims and its potential
legacy. By keeping the survey simple it will not take too much time to complete and mechanisms such as SurveyMonkey can be used
effectively.
The first 5 questions intend to identify gaps in offer and demand within each local partner/pilot area. By asking similar questions in both the
Businesses and the Visitor survey it will be an easier task for partners to analyse and compare in STEP C as well as in identifying gaps, needs
and opportunities.
For question 1 some example answers are shown in the table below. For all other questions you will need to add the answers. Please also read
the notes taken at the Workshop as they might help you guide in your Survey Design (refer Box 3).
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Box 3(a): Business Survey Questions
Box 3(b) Visitor Survey Questions
1. How do your Customers/Visitors find you? 1. How/where do you find out what you want
(e.g. ask: Tick your top three ways that your to visit? (e.g. ask: Tick your top three ways
you find out about your visit)
visitors/customers find your business)
 Recommendation from past clients
 Your web page
 Internet search
 Travel agency
 Newspaper/Magazine article
 Tourist Information Centres
 Radio or Television
 Others
 I don’t know
2. What can you offer the visitor?
 Word of Mouth
 Webpage business
 Internet search
 Advertising
 Travel Agency
 Newspaper/Magazine article
 Tourist Information Centre
 Radio or Television
 Others
 I don’t know
2. What activities do you look for?
3. What is unique about your Business?
(e.g. sustainability)
3. What do you deem important in a Tourism
Business? (e.g. Sustainability)
4. How could you communicate more
effectively?
4. 4. How could tourism businesses
communicate more effectively to serve
your needs?
5. How important is local distinctiveness to
5. What does local distinctiveness mean to
you and do you use it to promote your area?
you?
In addition to the above 5 questions you will need to find out about:

Businesses and visitors types
187



What challenges are there for them as a rural business?
What help do they need, e.g. training, marketing?
Existing Networks
Sharing your own local research questions with other Partners will help exchanging knowledge and furthering ideas.
STEP C
Undertake comparison of the two questionnaires by Partners and feedback analysis to EUROPARC Consulting by 13 September 2013.
STEP D
Identify existing professional tourism networks in the area
5.
What are we looking for after the second phase (July – September 2013) following local research by COOL Project Partners?
The second phase of the COOL project implies that the local research framework will lead to the development of a common methodology for the
COOL toolkit and then an online, interactive system for recording best practices and examples of opportunities for businesses. Such common
tools and data could open up future co-operation between partners.
From the steps A – D in the Local Research Framework - in undertaking the SWOT analysis, the two questionnaire surveys (i) Tourism Related
Businesses and (ii) Customers/Visitors together with local data, information and knowledge it will be possible to get a good perspective and
understanding of the current and future market place in the pilot/partner areas.
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Box 4 indicates the specific areas of learning.
Box 4:
What the local research may show

What is special and/or locally distinctive

Future threats

Visitor demand and motivations of a range of existing and potentially new visitor types

Potential visitor targets

Existing rural tourism offers (where to go, what to do and see, enjoying the area, where to eat, buy and sleep, what, when and where to
taste, how to access the area and understand the local mobility, etc..)

Existing networks of operators and their effectiveness

Existing surveys relevant for their areas or tourist operators

Hidden resources and gaps

Potential co-operation with other partner areas – benefits and gaps which help/prevent transfer of experience

Other gaps (in terms of quality, volume, values and also data collection systems – polls, surveys, evaluation tools, etc., governance and
involvement of local operators, recycling and waste selection, mobility services, marketing tools, etc.)

Features of/from regional attractions

How to access this tourism offer (promotion, website, contacts, reservation tools, mobile apps, etc.

Examples from case studies which could be useful /applicable to their own areas

Expertise from COOL partners which could be useful/applicable to own areas’ stakeholders and operators
EC 10/7/13
189
ANNEX 6
Undertaking the Local Research / Lancement des recherches locales
LOCAL RESEARCH – Full version - 17 September 2013
1.
2.
3.
4.
5.
SWOT
Rural tourism offer
Business Networks
Surveys
Gaps and needs
1. SWOT
(i)
Essex
Strengths
Weaknesses
1. Essex is 70% rural
2. AONB at Dedham Vale
3. Good wildlife offer (including 8 RSPB
sites and 87 Essex Wildlife Trust sites)
4. 31 green flag open spaces
5. Proximity to London
1. Perception – Essex is not seen as a
rural destination
2. Lack of cycle hire facilities
3. Businesses aren’t joined up
4. Lack of high quality
accommodation/quality assured
accommodation
5. Essex seen as a day trip destination –
lack of overnight stays
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Opportunities
Threats
(ii)
1. Increased demand for rural tourism
experiences and interest in local produce
and locality
2. Accommodation development
3. Development of rural business
networks
4. Development of itineraries
5. Currently unknown as a rural
destination – good opportunity to appeal
to new visitor market
1. Competition from other rural
destinations
2. Unstable economy
3. Competition from urban destinations
4. Vulnerability to external situations (i.e.
Foot and Mouth disease)
5. Environmental degradation in hotspots
Norfolk
Strengths
S1. Cultural Heritage
The pilot area contains many historical buildings (for example, Felbrigg
Hall and Blickling Hall) as well as many impressive churches, such as
those linked by the Paston Way, reflecting the wealth of the area in the
middle ages based on sheep farming. There are also the remains of St
Benet’s Abbey, Roman ruins at Caister-on-Sea, Waxham Barn, many
drainage Mills (some of which still work).
There are Cold War heritage sites at Neatishead and Coltishall, and a
strong Maritime heritage (Great Yarmouth). Within the Broads Authority
area there are 12 scheduled Ancient Monuments, 272 listed buildings and
the 24 Conservation Areas selected for their special architectural or
historical interest, where the historical combination of local architectural
styles and use of local materials has created a special local
distinctiveness.
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In Happisburgh (2010), archaeologists unearthed evidence that ancient
humans had lived there over 800,000 years ago, making this the first
known settlement in northern Europe.
S2. Natural Heritage
The pilot area offers a wide range of natural heritage with a range of
environmental diversity and high biodiversity, including special areas of
conservation and wildlife assets. There is access to the coastline, rural
countryside and the Broads. There are many important sites where people
can enjoy the unique nature of the area offering excellent opportunities to
watch and encounter wildlife. For example, at Hickling, Ranworth, Catfield
and Cockshoot Broads, Halvergate Marshes, Winterton Dunes and the
beaches near Horsey where seals have their pups. The Broads in
particular has an area of high biodiversity value with 28 Sites of Special
Scientific Interest (SSSI’s), and 9 National Nature Reserves, with large
parts designated as an internationally important wetland under the Ramsar
convention.
S3. Infrastructure - Walking / Rail / Waterways / Rural Roads
Norfolk Trails - The long distance walking routes Paston Way and the
Weavers Way together with their associated circular walks give excellent
access opportunities to the area at present. Also, the first phase of Coastal
Access from Weybourne to Sea Palling will be ready from summer 2014
(with the second phase being planned from Sea Palling to Hopton on Sea).
Rail Network - There is a rail line which goes through the area northsouth, stopping at village stations between Norwich and Cromer (Bittern
Line), and an east-west rail line along the southern boundary of the area
between Norwich and Great Yarmouth (Wherry Line). Also Norwich train
station provides excellent links to London, and so the area has relatively
easy access to numerous/affluent markets in South East and East of
England.
The Waterways - The Broads offers extensive access to uninterrupted
waterways of high quality (190km of boating on lock-free tidal navigable
rivers such as the Bure, the Ant, and the Thurne, and navigation to the
North Sea). The number of boat hire firms make the waterways easily
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accessible to the general public. Some of the Broads are accessible via
Norfolk Trails.
Country/Rural Roads - Much of the area is characterised by a network of
small country lanes with low levels of motorised traffic on them. These are
particularly suitable for use by cyclists and offer access through the
countryside to attractive towns and quaint, quintessentially English villages
and hamlets.
S4. Norfolk Coast (including AONB)
The pilot area offers access to the coastline between Great Yarmouth and
Cromer, which includes many nature reserves and part of the Area of
Outstanding Natural Beauty. There is a lot of variation in the nature of the
beaches and the visitor experience available. This includes resorts such as
Mundesley, Winterton-on-Sea and Caister on Sea, as well as quieter
beaches such as Horsey Gap and Waxham. The range of coastline also
varies from wide open beaches and sand dunes to crumbling cliffs and
traditional sea side towns and resorts.
S5. The Broads National Park
An established destination in its own right The Broads is the UK’s premier
water space and wetland, and also a member of the family of National
Parks. The Broads special environment and its international recognition
should be recognised as a considerable strength and opportunity for
tourism. The opportunity is fuelled by growing market interest in nature and
wildlife together with greater awareness of the environmental issues
affecting consumer decisions and purchases. With strong links to Norwich
(and good journey times/options from London to Norwich), The Broads is
not only of value for its high scenic beauty but also an area of high
biodiversity value.
Weaknesses
W1. No Clear identity
The COOL area does not have a single, clear identity – part of it is in the
Broads Area, part is in the Norfolk Coast Area of Outstanding Natural
Beauty but both of these designated areas go well beyond the COOL area.
Norfolk County Council is also branding the county’s long distance walking
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routes as Norfolk Trails. Attempts were made by the North Norfolk
Pathfinder Project to brand the North East Norfolk area and a branding
toolkit was developed, but it has not been taken up by local businesses
(www.northnorfolk.org/pathfinder/7247.asp).
W2. Poor access to coast and Broads
The areas Infrastructure, such as the main arterial roads (A140, A149,
A47) form a triangle with good access and public transport, but there are
large areas in the centre and the coastal area with poor connections and
narrow lanes. The coast road is poorly signed, and offers limited views of
the coast because of sea defences and dissects at the Bacton Gas Works.
The beaches can be hard to access in some parts of the coast, such as
Sidestrand and Trimingham areas due to coastal erosion having damaged
the cliff access. On the Broads it is hard to get close to many of the
Broads and rivers unless you are on a boat, and the opportunity for landbased visitors to get on or near the water needs improving.
W3. Depreciation of the visual appearance of the coastal environment
from Caravan Parks and Bacton Gas terminal.
Bacton Gas Terminal is an eyesore and the constant armed security
presence can give visitors a feeling of unease. The coastal landscape in
some areas is dominated by caravan and holiday parks (e.g. Scratby and
California) which look visually unappealing in context with the coastal
environment.
W4. Poor tourism infrastructure and signage
There is a lack of general tourism infrastructure (especially tourism signing
such as ‘brown signs’) along the coastal roads, and also inland around the
Broads Area. Walking trails need to be better signposted from starting
points, such as car parks, and waymarkers added of replaced along the
routes.
W5. Sustainability of businesses out of the main tourist season
The tourism season is short and the area struggles with a low visitor
turnover after the main tourist season is over. This can impact on local
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employment and viability of businesses throughout this time. The Broads,
for example, has a small population (approximately 5700) and most local
employment lies in settlements beyond the boundary, including the urban
gateways of Norwich, Great Yarmouth and Lowerstoft. With such a sparse
population it can be difficult to maintain essential rural services such as
shops, post offices and public transport during the winter months.
Opportunities
O1. Extend the tourism season
There is a need to extend the tourism season and to look at new ways of
encouraging visitors into the area by attracting different target markets.
Lengthening the season would be particularly helpful in strengthening
enterprise viability. The general business attitude is that while more
tourism in winter would be positive, the main opportunity may be in the
Spring and Autumn. These late spring/early summer months, with long
days and light evenings offer great opportunities to enjoy wildlife. One
example of how the season could be extended is from the Broads visitor
research which shows that there is an increased interest in autumn and
winter fishing.
O2. Themed packages/activities
Potential to encourage visitors into the area (during peak and out of
season) by creating specific packages and activities based on a certain
theme or themes. For example, capitalising on the growing market interest
for outdoor activities, including walking, cycling and water-based activities,
and other niche markets such as geocaching, photography, angling,
archaeology, bird watching, canoe tours that offer that experiential element
to a holiday/visit. Businesses and operators should therefore be
encouraged and supported to develop these packages.
O3. Improving the quality and consistency of accommodation offered
There are varying levels of accommodation quality throughout the area
and accommodation providers need to be encouraged and advised of the
benefits of improving the quality of their offer. For example,
accommodation providers in the Broads have been encouraged to enter
the Green Tourism Business Scheme (GTBS) to improve their
195
environmental performance. GTBS and the Broads Quality Charter are
nationally recognised accreditation allowing high quality standards to be
recognised. Hire boats form a large part of the accommodation provision
on the Broads. There are opportunities for more unconventional
accommodation provision including glamping, wild camping and historic
charters on Wherries and traditional wooden sailing boats.
O4. Events/Festivals (around themes)
There are already well-established festivals and carnivals that are
organised every year in order to attract visitors to Norfolk (such as the
Sheringham, Wells, and Cromer Carnivals and the Holt, Reepham, and
Worstead Festivals) however, some are located outside the pilot area in
other parts of the county. There are some with the pilot area, for example,
the Broads Authority organises an Outdoor Festival ; Cromer a Crab and
Lobster Festival and Great Yarmouth the Maritime Festival, and market
towns such as Alysham host food festivals and farmers markets (that
celebrate and champion local food). Norwich has an internationally
recognised Arts Festival with a growing Fringe Festival. There are
opportunities to build on and use events and festivals to extend the season
and grow target markets.
Threats
O5.New Technology
The growth of the web technology, travel networking websites and social
media have important implications for customer feedback, reviews and
broadening the scope of ‘word of mouth’ marketing. Mobile technology
can also enhance the visitor experience through creative interpretations
applications, podcasts, and instant access to info/interpretation via GPS
etc. (for example electronic media and augmented reality trials at How
Hill). Small businesses are at varying stages of understanding and skill
using new technology – but there is an opportunity to use the experiences
of the best as case studies and champions to encourage those less
confident to take up the opportunity to develop.
T1. Climate change, Flooding, Coastal erosion, pressure on
biodiversity
Norfolk is susceptible to a variety of elements that have an affect on the
196
environment; Flooding – projected rises in sea level in the future create a
risk of flooding of large areas of the coastal strip in North-east Norfolk. This
could result in the salination of areas that are freshwater habitats at
present, as well as the loss of land and built features. Coastal Erosion –
parts of the soft coastline of north-east Norfolk are subject to significant
levels of Coastal erosion (e.g. Happisburgh). For most of the coastline, the
strategy that has been adopted is to accept and adapt to it rather than try
to prevent it happening.
Visitor numbers and local pressures on habitats and biodiversity, including
those from more general activities such as boating (e.g. bank disturbance
for wash) and walking (e.g. disturbance of nesting birds), need to be
careful managed in order to maintain and preserve the natural
environment, which in many cases, is exactly what the visitor has come to
see.
T2. Norwich Growth Triangle
A great deal of new housing is due to be built within the Growth Triangle to
the north-east of Norwich, which is within the COOL area. It will need
careful planning to manage the landscape and maintain an attractive area
for visitors. The significant population increase as result of new housing
could potentially increase day visits/short stays around the local rural area
and attractions. Also, The Growth Triangle to the north-east of Norwich
will give Norfolk Trails the opportunity to create a new all user walking trail
from Thorpe end to Wroxham, linking into the rest of the Norfolk Trails
network.
T3. Traffic / Car Parking
Poor road infrastructure and narrow lanes along the coast can be off
putting for visitors. The area is poorly served by public transport and it
will be difficult to discourage car use. Using a car adds pressures to car
parking spaces in rural areas, as well as the environment.
Another consequence is that if too many visitors are attracted to the area
with cars, the distinctive quiet lanes will be quiet no more and the very
thing that people have come to find will be lost.
197
The same is true if lots of people who are likely to be moving into the new
housing that is planned around Norwich drive out to the Broads and Coast.
T4. Lack of vision, entrepreneurship and cooperation between
businesses
There is lack awareness with some businesses with what is on offer
around them. Strengthening links between operators and providers (for
example, with accommodation businesses co-ordinating luggage transfers
for long distance walkers/cyclist) to work together to develop joint
packages to help each other would be beneficial for all involved. However,
cooperation between businesses could be difficult to encourage if there is
no willingness to work together. Competition between similar businesses
could also hinder this approach.
T5. Lack of broadband coverage
The Internet dominates holiday choice and information delivery. However,
in the pilot area there are issues with lack of broadband and intermittent
mobile phone coverage that will limit developing opportunities, such as
applications, that rely on network coverage to function. There is a current
project called Better Broadband for Norfolk which is aiming to address this
issue in some of the rural areas of Norfolk.
(iii)
Exmoor
Strengths
1. A high quality environment : an unspoilt natural and man-made
combination, with diversity of scenery offering tranquillity, peace
and quiet combined with a range of outdoor activities
2. Exmoor is a strong and well recognised brand
3. Breadth of offer and diversity in relatively compact area (Adventure,
heritage, seaside, rural, etc.
4. Strong reputation for Green Tourism
5. High proportion of repeat visitors
198
Weaknesses
Opportunities
Threats
(iv)
1. Poor public transport provision and access links
2. Lack of year-round provision of range of facilities for visitors –
toilets, shops, restaurants, cafes, attractions, etc.
3. Limited range and number of wet weather and indoor facilities.
4. Limited business engagement with national ‘green’ schemes
5. Understanding of full product/ opportunities limited amongst target
audiences.
1. Build on unique features – Dark Sky Reserve, European Charter,
‘big’ mammals, etc.
2. Opportunity to develop locally distinctive and appropriate scheme
with local businesses drawing on experiences from other NPs.
3. Increased interest in ‘green tourism’ amongst visitors and greater
awareness of environmental issues amongst visitors and
businesses.
4. Benefits arising from proposed Visit England and Visit Britain
campaigns featuring National Parks.
5. Technology – making imaginative / innovative marketing more
accessible.
1. Lack of local industry capacity and at times engagement /
collaboration.
2. Conflicts between needs and wants of visitors and their impacts on
the environment and local communities.
3. Failure to attract younger visitors.
4. Competition form other protected landscapes within region.
5. Decreasing resources.
Pas-de-Calais
Strengths
Landscape diversity: the quiet coast with attractive outstanding sites, a
large rural area offering diverse landscapes and a paradise of greenery
with villages and people to meet, a network of outstanding gardens).
Land of hospitality: Greeters 62 (Pas-de-Calais greeters), child-friendly
activities.
199
Traditional skills and local farm products
Rambling and cycling landscapes and existing itineraries
Experience and expertise in welcoming European visitors (“Pas-deCalais welcomes the world”).
Weaknesses
Rural areas relatively unknown to visitors
Insufficient connections with public transport and offer of sustainable
mobility means
Networks insufficiently organised to promote and sell local packages of
tourism services
Lack of web/ICT tools to be in touch with visitors and help them decide
Tourism season limited, mainly to summer months
Opportunities
Development of short breaks and possible renewed stays in rural
areas
Cultural sites and activities in surrounding cities that can contribute to
attract visitors close to rural areas
Potential offers in phase with visitor expectations in short-break stays
(discovery of local skills, farm products, experience of local art of life)
Threats
Other areas and cities already prepared to welcome short-break
visitors
Risks of depleted tourism services in rural areas if the products are not
enough profitable
Time and costs of transport liable to hamper access to rural tourism
offers
The impact of the global economic situation on rural areas
200
(v)
Somme
Strengths
Landscape diversity: Somme bay, member of ‘most beautiful bays in the
world’, also famous ‘Grand Site de France’ and protected area, the Somme
river, nature reserves, network of ‘Parcs et Jardins’ (nice gardens)
Diversified outstanding heritage and cultural sites close to rural areas
already attracting numerous visitors
Traditional skills, local cuisine and farm products (Terroirs de Picardie)
Weaknesses
Rural areas relatively unknown to visitors mainly due to lack of appropriate
promotion
Insufficient knowledge of foreign visitor languages and practices
Insufficiently organised promotion and local packages of tourism services,
including outdoor activities, purchase of local products, discovery of local
skills, etc
Insufficient use of web and IT tools to be aware of visitor practices (part.
Web and mobile use) and to meet their expectations
Sustainability in general insufficiently taken in account
Low quality of accommodation available in rural areas
Opportunities
Development of short breaks targeting visitors to reach through new
communication means like social networks and possible innovative
“country breaks” in rural areas
As a new destination Somme valley will contribute to renovate and to
reshape new tourism offer targeting natural heritage lovers (landscapes,
river, environment)
Potential offers in phase with visitor expectations in short-break stays (local
skills, farm products, art of life)
201
Threats
Other surrounding areas and cities already prepared to welcome shortbreak visitors
An issue for Somme valley network of tourism businesses: risks of negative
image in case of inadequate services
Time and costs of transport liable to hamper access to rural tourism offers
The impact of insufficient quality of reception in some sites
Risk of decreasing accommodation capacity due to lack of buyers of rural
hotels or of refurbishment
(vi)
Somerset
(The following SWOT analysis is intended to provide a general overview of the key strengths, weaknesses, opportunities and threats. It is
formulated primarily from the point of view of SCC since at this stage there is insufficient knowledge of other stakeholders’ strategic direction or
action plans. Rather than provide a long list of each SWOT element, they have been contextualised (indicating their strategic relevance). Some
indication has also been given of how the strengths can be used to overcome the weaknesses and create opportunities, and how the
opportunities can be used to overcome potential threats.
NB: re website mentions – focus on Visit Somerset but need to look at greater links with Visit Exmoor and any other local sites (e.g.: South
Somerset)
Strengths
Location
Clarification and
measurement
Gateway to SW
Countryside
Nat Park;
AONBs; Levels
Coastal
Weston;
Strategic
Relevance
Easier to get
to –
especially
attractive to
Short break
and Family
markets
Much to
promote re:
variety of
rural offer
Recognised
Use re: overcoming
weaknesses
Tackle awareness issue
Use re: creating opportunities
Tackle awareness issue
Promote to Dinks / Sinks (eg Activity
Hols) and Family (farm) hols
Focus on repeat visits and
Cheaper hols = on increase
Use PR and marketing messages
more pro-actively (quicker/cheaper
to get to than Devon and Cornwall)
202
Resorts
Minehead;
Burnham and
Brean
Iconic Sites
Tor; Exmoor
Food and
Drink
cider and
cheese; festivals;
farmers markets
NT / EH sites;
carnivals; Arthur
and Alfred;
Glastonbury and
Wells; Towns
and villages;
Houses and
Gardens
550,000 visits per
year / established
/ ‘one-stop-shop’
History and
Heritage
Visit Somerset
website
IT
Infrastructure
90% of Somerset
to be on
Superfast
Broadband by
end of 2016 (min:
2 MB even in
remote rural
areas)
and
traditional
(repeat visits)
Infrastructure
in place
Brand
recognition /
USPs
USP (home
of cheddar)
tackle awareness issue
through special offers and
added value
Family packages
Tackle awareness issue
Strengthen existing awareness
USPs (Arthur
and Alfred)
Tackle awareness issue
PR opps (events); Links to special
breaks; Film/TV connections; Celebs
Key
promotional
tool, linked to
DMS
Tackle awareness issue
(nationally and locally)
CRM; themed breaks; online
booking / link to PR work
Enabler re:
reacting to
market
trends and
promotional
opps
Tackle awareness issue
Creation of themed breaks; social
media opportunities; React to market
trends re: use of travel related
websites and social media
Links to special breaks; PR
opportunities
203
Weaknesses
Clarification and
measurement
Strategic Relevance
Location
awareness
Many people not aware how
far/close Somerset is
Need to educate (budget implications!)
Product
‘fuzzy’ awareness of what
awareness
Somerset means
(compared to
Devon/Cornwall)
Need to educate
(budget implications!)
Price
(UK problem) more expensive
than overseas
Willingness of trade to create deals/packages
No very big
commercial
attractions
No Eden / Crealy
Difficult to compete especially for family market
Limited budgets
Much reduced LA budgets
Unlikely to get any better
Lack of relevant
offers (thematic
/ joined up /
discounted
offers) for
changing
marketplace
Not enough thematic
information or ‘packages’
provided by businesses. Not
enough online booking on offer
Difficult to compete in changing marketplace
Opportunities
Clarification and
measurement
Aim: to create thematic special
offers on VS in 2014
Visit Somerset website + 20
TICs
Strategic Relevance
Use re: overcoming threats
Need to educate trade
(resource implications)
Using TICs more
proactively re: local
market / budget
Re: recession - Appeal to discount
hunters
Re: recession -Increase day visit
spend (and ambassador role)
Create more
special offers
Use Visit
Somerset and
TICs to market
204
locally
implications re: promoting
My Somerset
Need to educate trade
(resource implications)
Create more
themed breaks
Aim: to create themed breaks
on VS in 2014
More joined up
work
Heritage / Into Somerset / My
Somerset / Visit Exmoor
Strengthen links
Social media
opportunities /
mobile site
Twitter / Facebook / Blogs /
Flickr / mobile + pda version of
VS
Cross sector working
Re: SW competition and Fickle
Markets – stand out more from the
crowd
Re: LA investment – more ‘bang for
the buck’ by combining
budgets/activities
Re: SW competition and Fickle
Markets – new tech developments will
help raise profile and promote USPs
for Somerset
React to market trends re: use of
travel related websites and social
media
Imagery and
Around 100 new images and
video content for 30 new videos for use on
web and PR
UTube / websites / social
media
New market trends
Encourage trade Greater percentage of
to use social
businesses using new media
media and user and IT more effectively
review sites and
other travel,
related sites
more
extensively and
effectively
New market trends
React to market trends re: use of
travel related websites and social
media
Overseas
Marketing
Collaboration
opportunities (Bath;
Devon, Glos)
Re: SW competition and Fickle
Markets – will help raise profile and
promote USPs for Somerset
Chinese and other emerging
economies / existing strong
markets (France, Germany,
Holland, US)
205
Threats
Clarification and
measurement
Strategic Relevance
Recession
Increased threat of market failure
Climate Change
Less visitor spend for 2-3
years
Extreme weather events
SW Competition
Other DMOs
Need to stand out more
Lack of
investment
Fickle markets
No big new accommodation or
attractions / venues
People happy to shop around
Links to Into Somerset
Petrol costs
Prices increasingly an issue
Increased threat of market failure
Other agencies /
websites
No LA investment
Expedia/Last Minute / private
sector websites
Possible that all budgets are
cut completely
Need to stand out more
(vii)
Increased threat of market failure
Need to stand out more
Increased threat market failure
Kent
Strengths
Weaknesses
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
Opportunities
1.
2.
Accessibility/Location – close to London and Europe.
Rural Offer - AONBS, Walking and Cycling
Supporting Offer – Heritage, Attractions
Local Food and Drink – Hops, Apples, Cherries, Country Pubs.
Brand – Garden of England
Kent seen as a day trip destination only - too close to London to feel
like you are getting away from it all.
A gateway - people passing through.
Choice, quality and range of accommodation.
Visitors Awareness – this is low for many rural areas in Kent
Distinctiveness – knowing what makes us different or special
compared to other areas.
Development of new experiential products
Packaging the rural offer
206
Threats
3.
Rural tourism offer
(i)
Essex
3.
4.
5.
1.
2.
3.
4.
5.
Development of new alternative accommodation
Staycation – if this here to stay!
Shifting perceptions and raising awareness
Competition
Planning and funding for rural business diversification or growth
Business Skills e.g. in digital marketing
Seasonal
Weather – as always!
The audit (although not exhaustive as some data wasn’t available) has shown that the majority of rural accommodation is self-catering (93
establishments), closely followed by BandBs (74), hotels (32) and guesthouses (27). There are also some camp sites and holiday parks
although the majority of those in Essex are coastal rather than rural.
The majority of the sites and attractions (188 identified in total) are nature reserves (91), followed by 15 museums, 14 ancient sites/monuments,
12 country parks, 11 gardens, 7 churches (although this number is realistically much higher), 6 galleries, 5 vineyards, 3 estates, 3 woodlands, 2
visitor centres and several ‘others’.
The majority of the activities identified were golf courses (43), followed by 20 watersports, 4 equestrian, 2 paintballing, 1 go-karting and 8
“others”.
The number of Food and Beverage establishments in Essex is huge and so only a small selection have been identified, however it has been
noted that the county has several pub restaurants in rural areas as well as tea rooms, farm shops and pubs.
(ii)
Norfolk
The North Norfolk District Council Pathfinder Project identified: 161 Business in the Project area. This includes 130 accommodation providers
(ranging from guest house, Hotels, serviced accommodation, BandBs, Holiday Parks, camping/glamping and Boat Hire), and 31 attractions
(ranging from Heritage sites, Wildlife, Boat Hire, Family sites/attractions, and Arts and Craft businesses).
The Broads survey 2010 identified 70 serviced accommodation providers (offering 750 rooms in total). There are numerous self-catering
properties and a significant number of touring caravan and camping parks, ranging in size from 20 to 100 pitches. Activity-wise, there are many
207
boat hire, cycle hire and canoe hire facilities, and opportunities for walking (including the Wherryman’s Way and Angles Way – another two
Norfolk Trail routes). There are only a very small number of commercial or semi-commercial visitor attractions encompassing a whole range of
visitor experiences. Sixteen are attractions participating in the Visitor Attraction Quality Assurance Scheme (VAQAS). The most popular
attractions in the Broads area are;
•
•
•
•
Wroxham Barnes - well-established free attraction (estimated 350,000 visitors annually in 2010)
BeWILDerwood - well in excess of 150,000 visitors (2010) annually and still growing significantly
Fairhaven and Toad Hole Cottage achieve around 30,000 visitors annually
Strumpshaw Fen received 19,300 visitors 2009/10 – a growth of 17% on the previous year.
Great Yarmouth has a number of touring caravan and camping sites, as well as numerous visitor attractions on and around the coast. It is
worth noting that many of the visitors to Great Yarmouth (and indeed the Broads) are loyal repeat visitors, and many do not venture too far
away from Great Yarmouth during their stay. There is therefore a significant opportunity to encourage these visitors out in the rural hinterland
(i.e. the Broads, or Norfolk Trails) during there stay.
We have contracted The South West Research Company to provide an enhanced Cambridge Model report for 2012. And also we have a
contract with Global Tourism Solutions (UK) Ltd to provide STEAM data report for 2011 and 2012. From both of these sources we will be able
to provide statistics on the rural tourism offer in the pilot area, quantifying accommodation and other service providers relevant to the tourism
economy.
(iii)
Exmoor
The National Park hosts:
 1384 self catering bed spaces
 1357 serviced rooms (2743 bed spaces)
 223 bed spaces in hostels
 928 touring units / pitches.
 452 accommodation providers (21 camp sites, 224 self catering establishments, 201
hotels / BandBs and 6 Hostels).
o Approximately 5% currently hold a national ‘green’ accreditation
o Up to 40% pro actively engage (to varying degrees) with the National Park
Authority on sustainable tourism initiatives. (e.g. Care Moor for Exmoor visitor
payback scheme, attending Exmoor Awareness courses)
208










o In 2008 approximately half of businesses were part of a national (or nationally
accredited local) quality scheme. It is likely, based on national trends and local
anecdotal evidence that this has decreased substantially with greater reliance on
peer review sites etc.
A range of attractions including larger attractions such as Dunster Castle, Lynton and
Lynmouth Cliff Railway, heritage railways and such attracting hundreds of thousands
of visitors a year down to community initiatives such as local museums and heritage
centres.
3 National Park Centres
3 Tourist Information Centres
12 Local Information Points
A programme of annual festivals and events
A programme of guided walks
The Public Rights of Way network providing ovr1000km of access (of which 60% is
bridleway allowing horses and cyclists in addition to walkers) and 1,800ha of open
access land.
National Trails, such as the Two Moors Way, the South West Coast Path and the
Coleridge Way
A network of bridleways, providing 464 kilometres for riding and cycling, in addition to
restricted byways which are also open to pedestrians, cyclists and horse riders.
Wimbleball Lake, a reservoir offering sailing, canoeing, fishing
As well as being designated a National Park the area is also home to Europe’s’ first ever
International Dark Sky Reserve and the area has received the European Charter for
Sustainable Tourism in protected areas.
Further detail in the strategic action plan for sustainable tourism 2013-18:
http://www.exmoortourismpartnership.org.uk/action-plan
209
(iv)
Pas de Calais
Poor statistics available. For this reason PdCT has made a survey during past summer 2013 with more than 600 accommodation providers
working in rural areas. Hereafter the main outputs:
57% propose self-catering accommodation or BandB, most of them under Gîtes de France marking. Almost all of them are open all year round.
Most of them (80%) have no eco-labels, however 13% have been awarded ‘Tourisme et Handicap’ because of certified access for visitors with
disabilities.
Most of them (84%) are aware of sustainability issues and have sustainable practices, mainly selecting and recycling used products. (However
less than 40% of their visitors seem aware of environment issues).
Most of these accommodation providers are familiar with Internet (70% with their own website, 87% using Internet for their business, mainly
booking). However they express a need of training in order to adapt to new visitors practices like social networks, online sales, etc.
Visitor profile (according to those investigated accommodation providers):
It roughly consists of families and middle-aged visitors, coming from surrounding regions. They stay for a week and chose the destination
because of local points of interest like access to nature (and places where they can ‘recharge their batteries’), experience of local identity, etc
but also because of reasonable prices.
Most of visitors are satisfied with services provided in those areas and with welcoming conditions.
210
(v)
Somme
An abundant rural tourism offer
Rural accommodation mainly consisting of small units like BandB and self-catering (1,460) but also camping sites (137) and rural hotels (62)
A large range of outdoor activities proposed by 170 tourism operators: horse riding, canoeing, cycling (44 km of cycle greenways), boating (647
boats sailing on Somme river), guiding services, etc.
Local farm and craft products to discover thanks to discovery guiding services (122), either at farms and craft workshops or in farm product
shops or of course in restaurants (363).
98 heritage sites (including one national ‘Grand Site’, 44 nature sites including nature reserves, and gardens to discover with associated
guiding services.
7,250 jobs in tourism sector.
(vi)
Somerset/West Somerset/Sedgemoor
Refer to the Exmoor Tourism Partnership Sustainable Tourism Strategy 2013 -18 that provides a snapshot of the current industry across the
Greater Exmoor area. Section B2 (Tourism infrastructure and product)
(vii) Kent








Kent wide – 74 attractions / activities; 19 accommodation providers; total 93
Business Category – 28 activities; 43 sites and attractions; 3 food and beverage; 19 accommodation providers
Business Type 1 – 1 bird watching; 5 country parks; 2 cycling; 2 estates; 1 farm shop; 6 gardens; 5 nature reserves; 44 others; 1 tour; 6
walking; 1 woodland
Length of PRoW – 4,280miles (6889km)
Length of Promoted Routes – 1,486.5miles (2,392.4km)
Pilot Areas
Natural East Kent – 36 attractions / activities; 6 accommodation providers; total 42
High Weald – 21 attractions / activities; 8 accommodation providers; total 29
211


Length of PRoW, High Weald – 511miles (825km)
Length of Promoted Routes, High Weald – 148miles (239km)
(I think the categories we’ve been given to classify the rural tourism offer are not entirely appropriate and don’t allow us to exactly specify the
type (i.e. foraging etc), hence a lot of activities fall in the other category).
4.
Business Networks
(i)
Essex
Name
Description
Relevance to COOL Project
Essex Rural Partnership
ERP was created to encourage co-ordination of
activities to maximise effectiveness of resources
and a joint-working approach to achieve greater
buy-in, a better chance of securing funding and
best value.
Rural business contacts used to inform the SWOT analysis
as well as being used in the business survey. Smaller
geographical groups could be formed with businesses
from this partnership.
Dedham Vale ANOB and
Stour Valley Project Group
Aims to conserve and enhance the special
qualities of the area for future generations of
residents and visitors
Dedham is one of the potential pilot areas
Rural Community Council of
Essex
RCCE's mission is to provide local communities
with the skills, resources and expertise necessary
to achieve a thriving and sustainable future.
Using the rural business contacts to be used in the survey
and to create smaller localised groups.
Visit Essex Tourism Group
A new group that we plan to set up as part of
COOL
This group will help to deliver the COOL project. A subgroup will be formed to deliver on the marketing elements.
212
(ii)
Norfolk
Name
Visit North Norfolk
VisitNorwich
Broads Tourism
Description
VNN is a destination management organisation. It
has an extensive membership of local
businesses. The DMO provides a wide range of
media products and activities that collectively aim
to promote the area and its members. Their
website actively promotes accommodation
attractions, events, walks, cycling opportunities
around north Norfolk.
VisitNorwich is the official destination
management organisation for the Norwich area.
They market the area locally, regionally, nationally
and internationally with the aim to encourage
visitors to discover Norwich and the surrounding
area. They provide networking opportunities,
marketing help and advice, joint marketing
opportunities including local and national
campaigns, and monthly ebulletins.
Relevance to COOL Project
By joining the DMO we can have access to their database
and any material from COOL that needs widespread
distribution can be done through the DMO mailing list.
More significantly the expertise and knowledge the DMO
has on local businesses, activities and events will be
extremely useful for COOL. Any business surveys can be
distributed through their mailing list as well.
Broads Tourism is a network of businesses in the
Broads brought together to collectively promote
the Broads, to provide a voice for Broads
businesses, to create new initiatives and training
opportunities and develop projects. Broads
Tourism works in partnership with Broads
Authority, and has grown into an active and
effective association, taking responsibility for
delivery of the sustainable tourism strategy for the
Broads, and for development of a new brand,
marketing campaign and associated website.
Broads Tourism and the Broads Authority can offer expert
advice regarding Broads businesses as well as providing a
forum to contact these businesses. Broads Tourism aim to
develop new projects and initiatives in support of tourism
businesses (for example, STEP Project) and there may be
some collaboration on their projects and COOL. Broads
Tourism also works with its members to create new
initiatives and training opportunities which could be useful
to COOL.
Although this DMO is primarily set up to promote the urban
area of Norwich, it also covers some of the surrounding
rural areas around the city. A great example is
Whitlingham Park, which is the ‘gateway’ to the Broads
from Norwich. Also, similar to VNN we could have access
to their member list which we can contact/ distribute
information to. Also VN could be useful in helping develop
and promote marketing campaigns for COOL
213
Great Yarmouth Tourism
Authority
Work with local businesses to promote Great
Yarmouth attractions, accommodation, places to
go, events, eating and visitor information
Although only part of the Great Yarmouth borough is
covered in the COOL pilot area, the expertise and
knowledge GYTA has about the area and its
businesses/attractions will be of use to COOL.
Cromer Chamber of Trade
A key group of local entrepreneurs in and around
the Cromer area set up to promote businesses in
Cromer. A dedicated website presented by the
Cromer Chamber of Trade offers the opportunity
for business to promote themselves as well as
providing information about Cromer,
accommodation, activities and events
A useful network that can provide access to a range of
businesses in the Cromer area.
The Griffon Area Partnership
(part of the North Norfolk
Business Forum)
Griffon is a Partnership between members of the
community, local councils and a range of public
and private bodies for North Walsham and its
surrounding 25 parishes. Their purpose is to work
together to champion and strengthen their
community, both economically and socially It is a
Local Area Partnership and can therefore attract
money to fund projects that benefit the
community.
(The Griffon Partnership is grouped under The
North Norfolk Business Forum – a larger coordinated group run by businesses on behalf of
businesses in the North Norfolk area, bringing
them together to share knowledge and skills,
enhancing productivity. The COOL pilot does not
cover other partnerships in the NNBF)
Network of businesses and organisations that could be
useful to COOL.
Norfolk Tourism Attractions
Association
The Norfolk Tourist Attractions Association is a
trade association for tourist attractions in Norfolk its aims are to promote tourism in Norfolk and
help its members by developing products and
Provides information on a wide range of attractions and
associated businesses.
214
Visit Norfolk
RSPB
Norfolk Wildlife Trust
Norfolk Hotel and Motel
Association
(iii)
projects that bring mutual advantage.
Visit Norfolk is the strategic voice of the county's
tourism industry. This brand delivery vehicle,
operated by Visit East Anglia, is responsible for
promoting all that the county has to offer at local,
regional and national levels. It aims to develop
promotional campaigns and initiatives and work
with other DMOs to grow the county's tourism
economy. (Visit Norfolk is part of a larger network
of Local Enterprise Partnerships called Visit East
Anglia)
Is the largest wildlife conservation organisation in
Europe.
Conservation trust for Norfolk
A federation of hotel and motel owners and
operators. Members range from small familyoperated properties to major convention hotels.
The association also represents associate
member businesses that are affiliated with the
Norfolk visitor industry.
Will be useful with marketing activities for COOL
Working with RSPB, the Broads and AONB will help with
designing appropriate marketing packages in
environmentally sensitive and conservation areas.
As above (see RSPB)
Useful in helping to build on the COOL toolkit with advice
on the needs of accommodation providers.
Exmoor
Name
Association of National Park
Authorities
Charter-net
Exmoor Tourism Partnership
Description
Working group of sustainable tourism leads from
UK National Parks.
Network of other protected areas holding the
European Charter for Sustainable Tourism.
Local partnership serving as DMO for Exmoor
Relevance to COOL Project
Shared learning and intelligence. Developing greater links
for unified activity with Visit England and Visit Britain.
Shared learning and intelligence. Opportunity to look at
charter part II developments elsewhere.
Industry and partner engagement and support. Embedding
messages into mainstream communications.
215
Exmoor Charter pilot
(iv)
Initial businesses interested in the proposed
National Park Charter, testing assumptions and
trialling methodology as well as sharing ideas and
best practice. The group will grow into a
networking group once charter is established.
This is the network being developed as part of the COOL
project.
Pas-de-Calais
Name
Description
Comité de promotion des
produits locaux
Food and beverages – promotion of local / farm
products
Local cafés located in the area of Caps et Marais
d’Opale nature park (see below)
Network of rural accommodation providers – selfcatering, BandB, hiker and cyclist accommodation
Network of rural accommodation providers – selfcatering, BandB, hiker and cyclist accommodation
Network of farmers also accommodation providers
– self-catering, BandB
Network of accommodation providers – selfcatering, BandB, hiker and cyclist accommodation
Network of hoteliers mainly in rural areas
Local network of camping and bungalow
accommodation providers
Network of historic sites, associated guiding
services
Network of local protected sites, associated guiding
services
Estaminets de rando
Gîtes de France
Clévacances
Accueil Paysan
Fleurs de Soleil
Logis (Logis de France)
Fédération Départementale
de l’Hôtellerie de Plein Air
Réseau médiéval
Eden 62
PNR Caps et Marais
d’Opale (regional nature
park)
Local protected sites, associated guiding services
Jardins Remarquables
Network of outstanding gardens
Réseau de villages “Village
Network of villages
Relevance to COOL Project
Promotion of local / farm products
Promotion of local / farm products
Rural accommodation
Rural accommodation
Rural accommodation
Rural accommodation
Rural accommodation
Rural accommodation
Discovery activities, enhancement of rural heritage
Discovery activities, enhancement of nature and rural
heritage
Discovery activities, enhancement of nature and rural
heritage
Discovery activities, enhancement of nature and rural
heritage, contacts with local people
Enhancement of built and rural heritage
216
Patrimoine”
Greeters 62
ANCV Pas-de-Calais
Comité Départemental de
randonnée pédestre
Comité Départemental de
cyclotourisme
(v)
Local network of residents offering their time for
discovery
Tourist sites welcoming visitors with vacation
vouchers “cheques vacances”
Local network of rambling associations
Local network of cycling associations
Discovery activities, enhancement of nature and rural
heritage, contacts with local people
Tourism accessibility
Outdoor activities, enhancement of nature and rural
heritage
Outdoor activities, enhancement of nature and rural
heritage
Somme
Name
Description
Relevance to COOL Project
Terroirs de Picardie
Food and beverages – restaurants
promotion of local / farm products and of local cuisine
Logis (Logis de France)
National network of hoteliers particularly present in
rural areas
Promotion of rural life, local products and cuisine
Gîtes de France
1st national network of rural accommodation
providers – self-catering, BandB, hiker and cyclist
accommodation
Rural accommodation. A key partner for Somme Tourisme
Clévacances
Other important national network of
accommodation providers in rural areas
Diversity of rural accommodation
Bienvenue à la Ferme
Network of farmers also accommodation providers
– self-catering, BandB
Rural accommodation. Potential partners thanks to the
involvement in farm product shops ‘boutiques du terroir’
Clé Verte
A national network of accommodation providers
committing themselves to sustainable tourism
Network also connected to European network making their
involvement more visible to foreign visitors
Esprit de Picardie
Local network of residents and operators
Discovery activities, enhancement of nature and rural
217
committing themselves in a genuine tourism, close
to inhabitants and local values
heritage, contacts with local people. An innovative way to
make tourism more welcoming and sensitive
Somme battlefields
partners
As a model to develop a lively network of local
operators.
Outdoor activities, enhancement of nature and rural
heritage. Many partners involved to rally other networks on
rural projects
Côte picarde à vélo
Local network of cycling associations to welcome
cycling tourists.
Outdoor activities, enhancement of nature and rural
heritage. An expertise transferable to other outdoor
activities
Zéro Carbone
Network of tourist operators involved in no-carbon
footprint tourism services, mainly in sustainable
mobility
Particularly involved in Somme Bay tourist sites.
Transferable experience to other tourist sites
Natur’Evasion / Traces de
Guide / QualiNat Sorties
Nature
2 networks of operators offering guiding services to
discover nature
A expertise of training sessions, promotion activities,
landscape interpretation, etc to be able to propose guiding
services
(vi)
Somerset/West Somerset/Sedgemoor
Name
Dunster Tourism Network
Coleridge Way
(vii)
Name
Description
Network of Dunster businesses coming together
to identify Dunster’s USP and collectively promote
and market.
26 mile promoted walking route that starts at
Nether Stowey (Sedgemoor) and completes in
Porlock (West Somerset / ENPA).
Relevance to COOL Project
See attached draft business development plan
See attached draft business development plan
Kent
Description
Relevance to COOL Project
218
The Eden
Valley Tourism
Initiative
Set up to support the development of a rural tourism
infrastructure within the Eden Valley.
Works to map the existing capacity, activities and partnerships
in the area; to develop wider collaboration; and implement
innovative approaches to increase economic benefit derived
from tourism to the area.
Like the aims of COOL, the Project has addressed the
issues of research, promotion, information and
interpretation of their rural area, although not located
within our pilot areas. Have undertaken:
Visitor surveys, SWOT analyses and tourism audits results can feed into and inform the work we do on the
same areas.
Development of a brand and identity for the area; creation
of an area website to market to potential visitors;
production of maps and guides to accompany the website;
production of a series of walks guides for the area, and
beermats – results can feed into the COOL Business
survey research which aims to identify current marketing
strategies for rural businesses and areas.
Kent Downs
AONB
Partnership
Works in partnership with many organisations that work on the
ground in the AONB. Partners deliver projects from hedge
planting and creating circular walks to preparing area action
plans for key parts of the AONB.
Covers businesses located in the High Weald case study
area and can therefore help locate relevant businesses
and activities in COOL and help generate insights into the
marketing of rural areas as sought in the COOL Business
survey. Knowledge of the area and their businesses can
feed into the SWOT analysis for our pilot area.
Romney Marsh
Countryside
Project
Sister project to the White Cliffs Countryside Partnership. Aims
to care for the special landscape and wildlife of the Romney
Marsh and Dungeness. Aims to encourage people to enjoy and
understand the countryside through guided walks, cycle rides,
countryside events and children’s activities.
Partnership organisation which works to develop and
promote rural activities and events which fit into rural
experiential tourism within one of our pilot areas.
Chilham
Tourism and
Retailers Group
Met as a result of an initiative by the Kent Downs Area of
Outstanding National Beauty Unit, and supported by the
Chilham Environmental Protection Society (CEPS). Core
membership is tourism-related businesses, but are concerned
Understanding of the pilot area can feed into the SWOT
analysis undertaken.
Worked to get Chilham onto the AONB website, Tourism
South East’s website and their own country break on the
Rural ways site; worked with the Kent Downs AONB and
Hidden Britain to produce the original Chilham guide
219
to provide a forum and to support all local small businesses.
leaflet; have lobbied on local railway services, rights of
way etc.
Can feed into the results of the COOL Business survey in
the marketing of rural areas and businesses. Business
forum can provide input into the SWOT of the pilot area.
First Light
Coast and
Country
Goal is to preserve and enhance the environment of St.
Margaret's Bay and St. Margaret's-at-Cliffe whilst encouraging
economic growth and attracting discerning visitors to enjoy the
facilities, services, products and countryside in a responsible
and sustainable manner.
Work to market businesses and provide a forum for those
interested in promoting the area with the aim of
encouraging partnerships and joint working; disseminate
information about the area and promote the villages at St.
Margaret’s.
Knowledge of the marketing of rural businesses within the
area and other businesses who promote the area – can
feed into the results of the COOL business survey and
help identify more businesses for the product audit.
Business forum can provide input into the SWOT of the
pilot area.
The White Cliffs
Countryside
Partnership
Set up to help conserve and enhance the special coast and
countryside of Dover and Shepway districts, and make it
accessible to all. Established to help develop sustainable
tourism that helps to preserve and enhance the local
distinctiveness of the area for visitors and residents.
Partnership organisation which works to develop and
promote rural activities and events which fit into rural
experiential tourism (walks, cycling, conservation, wildlife,
education) – can help expand the product audit in COOL.
Understanding of our Natural East Kent pilot area to feed
into SWOT analysis.
Kentish Stour
Countryside
Partnership
The Kentish Stour Countryside Project operates as a working
partnership of sponsoring organisations, project staff and local
people. Aims to promote both landscape and nature
conservation, and develop opportunities for appropriate
countryside access and informal recreation.
Help with interpretation of the landscape (outdoor panels,
publications) - help us understand how to market rural
areas in the COOL Business survey.
Develop and promote rural activities and events which fit
into rural experiential tourism – can help expand the
220
product audit.
Located within the High Weald pilot area.
Kent High
Weald
Partnership
Woodchurch
Community
Information
Exchange
Hawkhurst
Community
Partnership
Work with individuals, community groups, schools, youth
groups, landowners, local businesses and Parish Councils,
aiming to 'link the local community and the countryside, by
raising awareness and encouraging action'.
Most activities are based in the High Weald Area of
Outstanding Natural Beauty (AONB) – pilot area.
Set up to stimulate activity in three key aspects of their rural
community life: community groups, tourism and leisure and
local businesses.
Located within the High Weald pilot, it specifically focuses
on promoting rural tourism and businesses in one of our
pilot areas, helping us expand our product audit.
Offers a range of services to business members to encourage
rural tourism – maintaining stocks of leaflets; using new
technology such as QR codes to promote the businesses; and
liaison and networking.
It also explores new and innovative technologies in the
promotion of the rural area and its businesses, and can
therefore help feed into the results of the COOL Business
Survey which seeks to identify current marketing strategies
for rural areas to help inform our own marketing through
this project.
Located within the High Weald pilot area, the HCP have
experience delivering workshops for rural businesses
which we could support within COOL.
Set up and funded to deliver a programme of regeneration and
activities for the rural area.
Work has involved: the production and distribution of heritage
trail leaflets; the organisation of a film and arts festival;
accommodation workshops to assist in the gaining of
accreditation; business workshops for existing and start-ups;
business networking groups; festival celebrating local food and
produce.
Raise awareness of the countryside and its issues and
promote access to it through the development of
landscape trails, circular walks etc. Help understand the
promotion of the rural area in the COOL Business Survey
and help identify ideas for SWOT in one of our pilot areas.
Experiential tourism products have also been developed
directly.
221
Ashford and
Tenterden
Tourism
Association
The association represents local tourism businesses
throughout the borough, offering: a dedicated website offering
an individual page per member; inclusion in the ATTA colour
brochure; representation at trade fairs and exhibitions, both in
the UK and overseas; distribution of brochures through TICs
throughout Kent and East Sussex; regular social evenings to
encourage networking with like-minded businesses.
Promotion of rural businesses within the High Weald pilot
area – offering insights into the marketing strategy for rural
businesses to help inform the business survey results.
Business networking events could help expand the product
audit with experiential tourism products in our pilot area
not previously identified.
222
Westerham
Town
Partnership
5.
Surveys
(i)
Essex
To provide a forum for those interested in promoting the Town
and Parish of Westerham with the aim of encouraging
collaboration, partnership and joint working; to promote the
Town and Parish as a good place to visit and work; to
conserve and enhance the character, culture, heritage and
environment of the Town and Parish in its entirety; to
disseminate information about the Town and Parish and its
events; to support existing and new projects, presented by
groups or individuals, for the enrichment of the community.
Partnership working can help identify businesses to
expand the product audit.
Promote the area and disseminate information – help
develop an understanding of the marketing of rural areas.
Knowledge of working with businesses what the strengths,
weaknesses, opportunities and threats are – therefore
feed into a SWOT of the area.
None
(ii)
Norfolk
Business
Survey
Broads Visitor Survey 2012
1. Businesses have a clear need for more business in the future.
2. Most businesses are seeking more visitors outside the high summer season; July and August tend to be very busy
months for the boat hire industry and caravan and camping sites. But perhaps less so for some serviced
accommodation. Activity providers see these months as an opportunity to sell their services to visitors who are staying in
the area.
3. Greatest demand for new business from water-based enterprises is for April and May; over 80% are looking for more
business in April. These late spring/early summer months are seen as a great opportunity to enjoy time on the water in
the Broads, with long days and light evenings and great opportunities to enjoy wildlife. To note that these months
coincide with closed season for fishing is believed by boat operators to suppress demand at this time of year
4. Factors that affect performance of tourism in the Broads according to business enterprises within the Broads; Public
transport provision, provision of facilities, visitor signposting for cyclists.
223
Larking Gowen 2012 Tourism Business Survey
1. Under half of the businesses survey thinks Norfolk is well promoted, with a slightly higher number willing to pay more to
promote Norfolk.
2. Number of short stay visitors and late bookings has increased significantly (over 60%).
3. Businesses hope to generate more income through their websites (some hope to increase by up to 75%) – yet only 51%
can take online bookings.
4. Facebook, then Twitter are the most popular form of social media used by businesses, but only 26% said they had an
above average success rate (30% average, 32% limited benefit)
Visitor survey
Broads Visitor Survey 2010
1. Visitors to the Broads are primarily ABC1, 63% of land-based and water-based visitors.
2. The market is almost entirely domestic, with a strong representation of visitors from the East of England included
amongst staying visitors.
3. Approximately half of all land-based visitors are on a day visit from home.
4. 43% of land-based parties were camping, caravanning and hostelling, making this the most important form of land-based
accommodation.
5. Wildlife watching is the third most frequent activity for all visitors, and especially high for water-based visitors.
Norfolk Trails (Weaver’s Way) Ramblers Survey
1. Busiest months on the trail are May through to September.
2. Over half surveyed said there was not enough signposting along the route.
3. Most popular other routes walked (top 3) Boudicca Way, Marriott’s Way, Norfolk Coast Path (only 29% have walked the
Paston Way – those that had said signposting was inadequate).
4. Highest spend were food and drink (Berney Arms), public transport and car parking.
Identified gaps
Identified needs
n/a
1. More Brown Signs needed.
2. Business engagement workshops.
3. Trail infrastructure/signage.
4. Better broadband.
5. Mutual cooperation and networking between businesses
224
(iii)
Exmoor
Business
Survey (2011
and 2010)
Visitor Survey
(2012)
Non Visitor
Survey (2012)
Identified gaps
Identified needs
(iv)
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
1.78% rate being within (or close to) a NP as Very important or Important to their business.
2.90% promote the special qualities of the NP in marketing.
Own website primary marketing tool (Very important to 84% and Important to 13%).
75% would find sustainable tourism training useful or very useful and96% would find training o nthe local area useful or
very useful.
5.65% interested in a local Exmoor ‘green’ scheme.
V strong overall satisfaction (99-100% rating holidays on Exmoor as Good or Very Good.
Almost 70% rate NP designation as a primary attractor
Over 70% of visitors would be influenced to choose an accommodation provider with ‘green’ accreditation.
4.97% arrive by private car
5. Ageing demographic profile of visitors
Almost a third of non visitors have holidayed within the northern peninsula of the South West without visiting Exmoor.
Awareness of Exmoor as a NP is relatively high (85%), but 21% don’t know what there is to do or what is available.
Non Visitors aged under 45 have different activity preferences to those aged over 45
Images of natural environment were ranked as more desirable destinations than the built heritage.
Internet most common source of information for non-visitors to research holiday destinations.
Targeted marketing for different age groups.
Wet weather.
Easy to use packages / tours – esp. car free.
Sustaianble tourism training
Workable / engaging green scheme.
Area promotion
Local green scheme – fitting to the needs of the area and local businesses.
Greater collaboration to maximise finite resources.
Enhanced promotion of the wider tourism opportunities by individual accommodation providers.
Facilitation to foster greater packing and collaboration between like-minded businesses.
Pas de Calais
None
225
(v)
Somme
None
(vi)
Somerset/West Somerset/Sedgemoor
None
(vii)
Kent
None
6. Gaps and needs identified by each of the COOL partners, important for inclusion in the Toolkit
(i)
Essex
As we have not completed the survey section yet so would need the results of this before we can complete the overall conclusions.
(ii)
Norfolk
There is potential to encourage visitors into the area (during peak and out of season) by creating specific packages and activities based on a
certain theme or themes. For example, capitalising on the growing market interest for outdoor activities, including walking, cycling and waterbased activities, and other niche markets such as geocaching, photography, angling, archaeology, bird watching, canoe tours that offer that
experiential element to a holiday/visit.
The COOL toolkit could therefore contain specific themed sections such as: Cultural Heritage, Natural Heritage, Food and Drink, Local
Distinctiveness, Land based activities, Water based activities, Family activities – which has information businesses can use to market this to
specific target markets. The overall concept being to create an opportunity for businesses to become engaged and take ownership of their own
marketing plan. Content could also include, PR advice and ‘how to’ tools, like using social media, a photo library, case studies/ best
practice/itineraries
226
Target markets to be considered for Toolkit marketing strategies
Marketing Strategy for Norfolk 2010-2013 – Broads identified three priority attitudinal segments from the Ark model all of which are considered
relevant);
• Discoverers – Independent in mind and action.
• Traditionals – Self-reliant, strong orientation towards traditional values.
• Functionals – Self-reliant with traditional value. Price driven and value functionality over style.
Primary target markets 2010-2015 to the Broads (and applicable to COOL pilot area):
•
•
•
Domestic short breaks and holidays – Couples post-family. Flexible market containing all three of the above attitudinal segments. Can be
high spending and prepared to travel at all times of the year on multiple trips. Enjoy gentle exploring, walking, cycling, nature, gardens,
cultural heritage.
Domestic short-breaks and holidays – Families.
Day visitors – A relatively stable market, important for generating year round business in local enterprises. Looking for attractions, activities,
events, pubs, good food, places to walk and cycle, trip and day boats. Market includes: Local residents, Norwich, East of England.
Secondary target markets 2010-2015 to the Broads:
•
•
•
•
•
Young independent travellers – a flexible market. May include a high proportion of discoverers. Interested in activities and experiences.
Seeking a range of places to stay, from hostels and camping to quality services accommodation. Domestic and overseas.
Groups – organised day trips and short breaks.
People with disabilities – a sizeable market, especially if this includes related family/group members.
Special interest – Bird-watcher a significant niche market, Could also link to Norfolk coast. Relevant to different seasons
Anglers sizeable market nationally and currently in the Broads, including those hiring boats
North Norfolk District Council Pathfinder Project identified four market segments in which to focus business marketing strategies and their
marketing toolkit:
•
•
•
•
Mini-Explorer Families – families with children under 5. ABC1C2 socio-economic groups (Discoverers/Functionals).
Budding Explorer Families – families with children aged 5-12. ABC1C2 (Discovers/Functionals)
Experienced Explorers – aged 60-75. ABC1. (Discovers/Functionals/Traditionals)
Relaxing Greys – Age 65-85. ABC1C2 (Traditionals/Functionals)
227
(iii) Exmoor
• Exmoor and Exmoor National Park are strong brands with relatively high levels of awareness. Greater effort is required to fully market
the range of activities and opportunities available to visitors to the area before they reach the destination.
• Non-visitors to Exmoor rate the product offered by Exmoor as desirable and many have holidayed in the immediate area without visiting
the NP, largely due to a lack of knowledge as to what to do. Once visited satisfaction is high with over 80% of visitors on a repeat trip.
• The high quality environment is clearly the backbone of the visitor economy and needs to be sustained to maintain the tourism asset.
The most popular marketing images, activities and attractors are based on the special qualities of the area which are widely used by
businesses to market themselves.
• There is strong business demand for sustainable tourism training and almost two thirds are interested in a local accreditation scheme
which the visitor survey suggests would positively influence around ¾ of all visitors in choosing accommodation. National schemes,
whilst beneficial to some are too broad and often expensive for local businesses to take part in. A local scheme will allow best practice
to be shared, can be tailor made to fit the relevant tourism product and can be effectively promoted through mainstream destination
marketing tools.
• With this in mind ENPA will be developing as a business network within the COOL project and Exmoor Charter. Encouraging, facilitating
and rewarding businesses to play an active part in protecting the National Park and promoting sustainable use of its special qualities in
marketing and managing the destination.
(iii)
•
•
•
Local surveys involving tourism businesses (including those other than accommodation providers.
Web practice to disseminate to all tourism businesses including online promotion sales, web portals to make tourism offer more accessible
and coherent.
Eco-labels and training sessions about sustainability in practice and visitor expectations
(iv)
•
•
•
•
Pas de Calais
Somme
Solutions of sustainable mobility in rural areas, for example from tourism hotspots like sea resorts to rural areas
Tips to build mobility tourism products along itineraries (like cultural routes)
How to share knowledge and expertise between different rural partner areas like those of COOL, how to build links between local actors in
the prospect of cooperation projects
How to build cultural events liable to attract people into rural areas, examples from COOL partner areas
228
Additional points raised during Somme and Pas-de-Calais discussions:
 How can the toolkit and exchanges with COOL partners help us take advantage of an international award like UNESCO?
 Sustainable mobility: they are interested in solutions on mobility in rural areas, especially those already existing in COOL areas.
 Could COOL bring them tips to create cultural events in rural areas in order to build new attractiveness?
 What can COOL propose to strengthen links between partners in the prospect of future cooperation projects?
 Are they examples of tourism products existing in COOL areas based on cultural routes and possibly transferable to other partners?
(v)
Somerset/West Somerset/Sedgemoor
The Toolkit could be broken up into themes with tabs such as:








Attracting Walkers and Cyclists
Using IT / Social Media more effectively
Joint working with other businesses
Understanding and analysing your customers
Understanding and evaluating your business
Quality
Sustainable or Green Tourism (inc Energy efficiency)
Legal and Insurance issues
Additional points raised by Somerset:
Short, concise case studies of marketing techniques used by actual tourism businesses to attract new customers (or increase numbers of
existing customer segments) – for example:






Good information on events; places to see wildlife; public transport info; circular walks and cycle routes
Examples of regular e-newsletters / Blogs / Tweets (inc how these have been produced and how long it took) - this does have a crossover with our ICT workshops, but worth emphasising
Examples of joint working (e.g.: BandB offering deals for local pub/restaurant meals; discounts with cycle hire company)
Examples of how businesses can be genuinely walker/cyclist/family/disabled friendly
How to analyse/understand your existing and potential new customers
Taking a “thematic” approach (as opposed to a destination approach) eg: Romance; Activity Breaks; Heritage breaks; Wildlife watching
229
Other things worth exploring are:








(vi)
Examples of wildlife tourism
Examples of good use of imagery and video content
Examples of how promoting/using local produce has made an establishment more attractive (eg: sample menus with food miles and
provenance)
Examples of effective use of review websites (this does have a cross-over with our ICT workshops, but worth emphasising)
What doers ‘top quality customer service’ really mean?
What does ‘Green or Sustainable Tourism’ really mean
Understanding your business (eg: using a Business Model Canvas approach)
Practical advice around Legal issuers/Insurance/copyright
Kent
No gaps or needs identified in conclusions.
230
ANNEX 7
COOL Workshop 2
Programme and Outcomes / Programme et résultats
Programme for COOL Workshop 2 - 15 October 2013, Blickling Hall, Norfolk
EUROPARC Consulting team: Marja van Loef, Jacques Decuignières and Richard Partington to lead, moderate/facilitate/record.
09:15 Arrival, coffee/welcome
09:30 Start, housekeeping announcements (Andrew Middleton)
Morning: 3 hours to include;
(i)
(ii)
(iii)
Introductions and programme for the day (EC/RP) 5 minutes
Taking stock – where have we come from (EC/RP) 10 minutes
Highlights of the Local Research (EC/MvL (UK) EC/JD (French) 40 minutes





SWOT
Rural tourism offer
Business Networks
Surveys
Toolkit gaps and needs
(iv) What is a Toolkit and what’s inside the best? (EC/MvL) 30 minutes

Gaps/needs identified from phase 1 and 2 research
11:00 – 11:30 Break/ Coffee
231
v) Operating the COOL Toolkit – discussion/activity (EC/MvL/JD/all)
A. Mechanics of the Toolkit (45 minutes)








Who is the audience? E.g. different types of tourism businesses from accommodation providers to food and drink etc.
Online website for the Toolkit?
The uniformity of the Toolkit; a standard one for all?
Who owns the Toolkit?
How/who will maintain the Toolkit in years to come?
Who/how will monitor what tools have been useful and which ones can be added?
What will happen after 2015?
Think outside the “Box” activities; for example organise workshops/training sessions on how to use the Toolkit-other ideas?
B. Issues from Partners (15 minutes)


How can the Toolkit and exchanges with COOL partners help us take advantage of an international branding e.g. UNESCO,
Grand Site (Outstanding Site); cultural routes - like Via Francigena from England to Italy; COOL rural landscapes; be profitable
for local businesses?
Can the cross-border/COOL INTERREG partnership exchange knowledge through the use of the Toolkit?
12:30- 13:30 Buffet Lunch
Afternoon 2.5 hours to include:
(vi) Feedback answers and agree use of Toolkit (all/EC RP/MvL/JD) 30 minutes
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(vi) What tools go into the Toolkit?
A. Discussion on COOL tools (all/EC/ MvL) 45 minutes
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Content
Overlap
How many
Design, etc.
B. Examples of using the COOL Tools (all/EC/JD) 30 minutes
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How to use the toolkit to implement solutions e.g. car free/sustainable mobility and communications/dissemination
Transfer of expertise, international co-operation, COOL partner relations
3:15 – 3.30 Break/ Tea (15 minutes)
(vii) Agreeing the contents and common methodology (EC/MvL/all) 30 minutes
(viii) Next Steps/timeline/actions - agreeing who is doing what and when (EC/RP/all) 10 minutes
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Draft final report with Toolkit methodology(EC) by end November
Partners to work with local business networks/develop appropriate marketing
Immediate actions for partners to undertake before year end (spend resources)
Strategies, based on SWOT, tourism offer, surveys, use of toolkit
Final report presented to partnership in December
16:15 Conclusions and close
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Outcomes of Workshop 2
1. Local research – observations
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Need for packages
Sustainable Mobility/car free – language check e.g. “car free”.
Accreditation: Why are levels of “green accreditation” low? What is the difference between green or sustainable?
Use understandable language – not too subtle.
Pick good examples to share.
2. Online Toolkit - views
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Yorkshire Dales - a pdf “tool” not a toolkit.
Canadian Toolkit – very positive but lengthy documents for businesses to read.
Business Toolkit – incorporate elements into COOL.
Travel Foundation – positive feedback liked ability to move to next level with simple steps.
Marja’s Toolkit – simple practical ideas.
Overall COOL toolkit to contain: connections with other businesses; stay local; include package options; use non-preaching
language.
3. Online Toolkit – options for hosting
IV.
Norfolk CC to host – traditional but with risks around future/funds of local authorities.
 Disadvantage is future maintenance due to budget cuts affecting IT.
 advantage is that there is control over the Toolkit.
V.
Each partner hosting based on concept of “developed collectively, embedded locally” using standard template and adapted/held
locally favoured option).
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VI.
Disadvantage is that there is little control over what is happening in each partner’s area, particularly after the project is
finished.
Advantage is that there are more opportunities to develop the Toolkit locally.
Once tools in Toolkit are developed – see (ii) above - there is possibility for partners to focus on spreading content/use via
virtual/open data/social media so anyone can access. E.g. Twitter, YouTube, Calameo (files to publish, share, read, download),
Facebook.
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Disadvantage is that it literally disappears into cyberspace and there is no control over it.
Advantage is that it reaches many different types of audiences globally.
4. Mechanics of the Toolkit – consideration of:
Audience?
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Front-line tourism businesses – accommodation, food and drink, attractions and activities (cycle hire/walking/nature
guides/wildlife)
Priority is established SMEs and new businesses
Secondary is larger tourism operators
Encourage local (ism) business clusters to work together
Online toolkit?
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Common online “interactive” toolkit but embedded into local websites using short sharp and punchy content
NCC offer to host online toolkit
“Selling the sizzle” using a “dinner table effect”
Introduce topics through hard materials and face-to-face
Developed collectively, embedded locally – not as COOL partnership
Partnership input necessary to develop online toolkit brief
Developed by IT team or IT professional
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Use open data; Tweets; FB, YouTube
Database and widgets for partners
Keep tools in in context of local area
Each partner to publish content to all
Uniformity?
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Shared template – locally adapted
Establish partner guidelines for developing toolkit e.g. plain or common language; info that does not date or change
Local info that can or should be changed and managed locally
Ownership/Host of Toolkit?
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Local partners maintain and monitor it
Will require monitoring/measurement e.g. before and after surveys
NCC offer to host online toolkit – links back to partner websites for local specifics (templates to be the same). A generic/timeless
toolkit with minimal mgt once set up
Who maintains Toolkit?
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Local partners after 2015
Who monitors toolkit and adds/removes tools?
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Google analytics
Post project teleconferencing
LinkedIn
Workshops and training road show
YouTube hits; Facebook hits; comments on Tweets
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What after 2015?
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Work sharing i.e. exchanges during business training workshops
If successful the Toolkit can be integrated with other projects and funding
Self-maintained by the network
5. Outside of the box activities – consideration of:
(a) Use
 Face-to-face meetings
 Awareness days
 Workshops (very local)
 B2B visits and videos
 Ambassadors
(b) Training
 Partners’ case studies
 Benchmarking
 Business Exchange
 Capture visitor knowledge sharing
(c) Communicating
 Workshops
 Piggybacking on other activities
 Business advisors
 E-newsletters
 Business cards for toolkits
 Talking with local business led bodies
 Twitter
 COOL Tourism events – exchanges forums
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6. Can the Toolkit help
(a) International Branding?
 If locally linked
 Using photography/videos/wildlife e.g. similar types of wildlife (otters, birds, etc.)
 It is one of our differences and too diverse
 We are not looking for a joint marketing brand
(b) Cross-border knowledge exchange?
Yes, through…
 Best practice
 Inspiration
 Images
 INTERREG partnership
 Case studies
7. Toolkit construction and contents
(a) General comments
 Developed collectively and embedded locally
 Common methodology (the way to build the Toolkit)
 Agree contents (e.g. Homepage to “Sell the Sizzle” or “Remember the Experience”, then contents displayed via header/top tabs,
then below the generic tools; plus local tools; plus case studies and cross border examples
 Audit and structure of what already exists and what gaps
 How tools apply locally to each partner
 Commitment from partners
 Use IT which is technically mobile and iPad friendly
 Have feedback button/facilities
 Have resources button (images, contacts, itinerary builder, notice board
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Local transport information
Marketing and build your own itinerary (business to customer) and bespoke itineraries
Joint working (packages)
Use language that businesses understand/ correct terminology
Understanding and analysing your customers – themes, room packs, reaching younger audiences (geocaching),
overseas/international visitors, attracting walkers and cyclists
Understanding and evaluating your business (cost saving/energy efficiency)
Understanding what Quality means (accreditation schemes, GTBS, Trip Advisor, local distinctiveness/environment)
Extending the season/seasonality
(b) Group 1 - comments
 Understand customers
 Develop your products – packaging
 Make most of area
 What’s hot?
 Working in partnership
 Evaluating success
 Communicate/reaching customers
 Business advice travelling on the COOL journey
 Audiences are; SMEs, start-ups, larger businesses and tour operators
 No stand-alone website
 Develop collectively and embed locally (e.g.videos)
 Common language by using information that doesn’t change e.g. tips for PR
 Use of local information
 Monitor locally
(c) Group 2 - comments
 Audience are SMEs, e.g. food and drink and accommodation providers
 An online Toolkit hosted by Norfolk with links to the other partners
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Sell the sizzle (or sell the smell)
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Suggest 6 interactive tabs:
Using IT
Packaging and themes
Communicating with customers
Simply the best – quality/tips/best practice
Local distinctiveness
Saving money/making money + questions under each tab + case studies
(d) Group 3 - comments
 Reduce headings
 How businesses look for information e.g. branding, business support (packages, training, financial support), local distinctiveness
(buying local, culture and heritage, knowing your area), Soft and Slow (gentle on the environment and slow food)
 Audience are the SMEs - could be clusters of small businesses working on different issues
 Online Toolkit (not another website); an easy-to-update website and/or pick and choose on the local website
 After 2015 - do we need to adapt the Toolkit for new businesses and in other languages?
 Handover to businesses
 Cross-border case studies and use of each other’s case studies
 International schemes such as Tripadvisor can work across borders
 International marketing
(e) Group 4 - comments
 Layout for businesses
 Categories = individual to each business and area
 Toolkit is for first line businesses
 Should be a common Toolkit adapted and owned locally
 After 2015 local partners will maintain the Toolkit
 Online website will sit on each website (e.g. standard Toolkit which will be localised)
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8. Issues and Actions
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Disparate group – remember common purpose/INTERREG
Understanding/Language – need to speak clearly, slowly and check all understand
Access to Newsletter/Update 1,2, 3,4 and 5 – email [email protected] to ensure receipt
Send Natural England report on Wellbeing and Environment
Website Ownership – who?
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ANNEX 8
Toolkit structures and Methodology
1. Toolkit for discussion at Workshop 2, based on partners and international research, etc.
242
2. Workshop 2 – Group 1 suggestion for Toolkit structure
243
3. Workshop 2 – Group 2 suggestion for Toolkit structure
244
4. Workshop 2 – Group 3 suggestion for Toolkit structure
245
5. Workshop 2 – Group 4 suggestion for Toolkit structure
246
6. Somerset Toolkit Wireframe
247
7. The final recommended COOL Toolkit, its structure and contents, is based on local and international research, agreed themes
and partners views, discussions and consensus. It is shown in Figure 1 (wire frame) and Figure 2 (grid format) below on next
page.
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Figure 2: Recommendations for Cool Toolkit (grid format)
Using it
Communication
Working together
Local distinctiveness
How and to whom to
communicate.
To your staff
As a business, cross-borders
with other COOL partners/
businesses
Packaging
What is out there locally?
How to use the toolkit and use
it to your advantage?
How to use the Toolkit?
Guidelines about working with
other businesses on a
package or themed product.
Experiential experiences
Talk about your area’s
distinctiveness.
Information about the tools
and how to use them properly
How to engage your staff in
your journey.
Your area
Saving money
Resources
By making your business
resilient, you save money.
Sustainability and resilience
Use of resources
Images
The best way to stay in
business long-term
A pool of images you can use.
Car-free/weather-free
Energy saving measures
Videos
Your journey
To your visitor
Evaluate/SWOT of your
business: where are you at,
where are you going to?
Your customers
How to engage your visitor?
How to capture hearts and
minds of your visitor to
develop your product.
For example rainy day
opportunities without the car.
Measure your energy and
water to save money in the
long run.
A pool of video clips you can
use.
To your supply chain
Itineraries
Food and drink
Seasonality
Library
Analyse your customers,
understand your visitor, look
at your business from their
point of view.
How to engage with your
suppliers.
Holiday plans for your guests.
Make the most of the great
food and drink in your area.
Looking at how to make the
most of the seasons.
Books, reports, magazines
To Social Media
Activities
Heritage and culture
Your branding
Contacts
What Social Media you can
use and how to use them.
Creating greener and
experiential activities.
Tool for marketing/public
relation techniques -example
and other green branding
ideas.
Useful contacts
Your website
Across borders
Wildlife
Training
Itinerary builder
How to communicate on your
website and use your website
efficiently.
Working in partnership with
other COOL businesses /
destinations.
Networking
Talk about wildlife in your
area.
Training opportunities for your
business to improve business
performance.
Useful tool for your guests
and bespoke itineraries.
Buy local
Notice board
With other businesses/
networks sharing
experiences
Sourcing local goods and
ervices
Pin board for travel ideas/
comments
Talk about culture and your
heritage in your area.
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Events
Local transport
Guidelines on networking
events and other events.
Talk about local transport.
Building memories
History and stories about your
area, e.g.
http://swoutdoormap.weebly.c
om
Factsheets 1*
Factsheets
Factsheets
Factsheets
Factsheets
FAQ/stats/facts
Case studies 2*
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
FAQ/stats/facts
Case studies
Relevant case studies
Relevant case studies, e.g.
Alpine Pearls, De Meinweg,
Huilo Huilo (links in Box 3)
Feedback form
Relevant case studies
Relevant case studies
Feedback form
Feedback form
Simple feedback form/ button
for businesses
Simple feedback form/ button
for businesses
Relevant case studies
Feedback form
Feedback form
Simple feedback form/ button
for businesses
Simple feedback form/ button
for businesses
Simple feedback form/ button
for businesses
1* Factsheets can contain a variety of local or national information, e.g. statistics from Visit England/ French Tourism Office etc.
2* The best-practice case studies (Box 3) are the ones which partners found relevant. They can be used for the Toolkit.
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