A 3D VISION
Strategic Drivers 4
Tourism in Cornwall 6
Rising to the Challenge 8
Partnership Power 8
Key Trends 9
Key Issues 10
Tourism, the Environment and Cornish Culture 11
How does Cornwall‟s Tourism see the next decade? 12
Vision for the next Decade 13
Tourism Priorities for Action 15
Priorities for Public funds
Assistance for Strategic Objectives 16
Monitoring Results 20
This document is produced by the Cornwall Tourism Focus Group – a sub-committee of the
Economic Development and Tourism Forum of Cornwall and the Isles of Scilly.
The strategy relates to Cornwall, however, and does not cover the Isles of Scilly which have their own strategic objectives.
The Cornwall Tourism Focus Group is made up of representatives of the public sector: the Cornwall Tourist Board and the tourism functions of the District Councils and of the private sector.
The private sector delegates are the nominated executives of the Cornwall Commercial Tourism Federation.
During the consultation process, the industry and other interested parties were asked to submit ideas and proposals in response to an outline framework.
Consultation then took place on the resultant draft, in order to produce this final document.
Subsequent to the promulgation of this strategy, the Tourism Focus Group will be ensuring development of more detailed action plans.
This document is a comprehensive tourism strategy. However, at the same time, there is a recognition that much of the aspiration contained herein, will require the support of Objective One funding in order to achieve the step change required and accelerate progress.
Other activity will also be pursued by the most appropriate businesses and authorities
The Tourism Strategy will contribute to the improvement of Cornwall‟s Economy and, in this
context, adopt the same drivers as the Cornwall Economic Development Strategy „Strategy
These are listed below.
However the Tourism Strategy identifies its own drivers as:
“Exceeding Customer Expectations” and “Responding to continuing market change with high quality innovation”
Strategy and Action – Qualifying Drivers
? Cornwall will be confident and proud of its achievements and have convinced others of
? Cornwall will overcome peripherality through improvement to transport infrastructure
and its ICT capability (infrastructure and people)
? Cornwall will be known for some innovative and globally successful sectors, companies
and research capabilities
? Cornwall will have robust SME sector maximising the use of technology and generating
“Development Skills and Learning”
? Cornwall will have greater opportunities for its people which maximise individual
? Cornwall will strive and reach high standards in its employment educational and training
? Cornwall will have attracted investment into businesses in the County ? Cornwall will have secured investment into quality employment space and
? Cornwall will have restructured its older industries
? Cornwall will work together to achieve prosperity
Strategy and Action – Differentiating Drivers
? Cornwall will have retained and maximised its distinctiveness, its culture, its heritage
and its environment
? Cornwall will have retained and built strong communities and increased social inclusion ? Cornwall will have achieved a more equal more inclusive society where wealth and
incomes have increased and are more broadly spread
? Cornwall will be an outward looking, intelligent, high knowledge region
To ensure the effective application of these drivers, there is a need to measure progress:
? Cornwall will have ensured that progress is measured and achieved
The South West Regional Strategy identifies four drivers for the South West as a whole.
Cornwall‟s drivers complement the Regional drivers and expand upon them:
? Environment – To create a sustainable and successful South West economy of the future
? Innovation and Technology – To be famous as an internationally competitive business
environment which demonstrates the effective and innovative use of new technologies,
best practise and knowledge in business, households and institutions
? Skills and Learning – To provide the skills and adaptability to underpin a modern,
development and inclusive economy
? Partnership – Promote greater quality and effectiveness in the ways in which the region
works together and organisations operate
Tourism In Cornwall - the baseline
Where are we now?
Cornwall is a pioneer of modern tourism. It is a market leader. Indeed Cornwall has maintained this eminence with consistently high customer satisfaction levels while many other areas of the United Kingdom have faired far less well. Thus, tourism is one of Cornwall‟s largest industries, responsible for some 24% of the County‟s GDP and employing 15% of the work force, attracting over 4 million visitors and generating over ?900 million of expenditure each year and supporting 42,500 actual jobs.
Indeed income roughly equates to ?1942 per Cornwall resident.
In a national context these figures can be seen as significant when in Britain
? tourism employs 1.75 million people in 125,000 businesses
? tourism has created 1 in 6 of all new jobs over the last ten years.
? tourism is worth ?53 billion a year
? tourism brought 25.5 million overseas visitors
and in Europe
? tourism receipts total ?130 billion a year
? tourism receipts total ?270 billion
While in the South West region
? tourism spend is ?5,754 million [10% of GDP]
? tourism supports 225,000 jobs [10% of employment]
? tourism has grown 21% in terms of trips, 13% in terms of nights and 10% in terms of real
spend, since 1989
However, in overall competitive terms as other areas fight for more of a share of tourism
business, it is evident that Cornwall has not maintained its position relative to either the
growth in tourism regionally, or nationally as is shown below.
Total Trips 1989 Domestic Overseas
Cornwall 3.3m 0.19m South West 13.5m 1.27m England 88.5m 15.5m
Total Trips 1999 Domestic Overseas
Cornwall 4.3m 0.25m South West 19.6m 1.6m England 123.3m 21.5m
Total % Domestic Overseas increase
Cornwall 30.3% 31.5% South West 45.2% 60.2% England 39.3% 38.7%
There has been considerable debate about how the profile of Cornwall‟s tourism industry has
changed since the early 1970s.
Consistent statistics have only been collected since the 1980s and although some figures exist
from the previous decade it is difficult to draw reliable conclusions from them, in isolation.
However, there would appear to be some useful indications which can influence how we
consider the current impact.
1971 Total visitors to Cornwall – 2,900,000
1998 Total visitors to Cornwall – 4,200,000
However, in the 70s the average length of stay was about 10 days, whereas in the 90s it was
about 7 days. So that in 1974 total visitor nights were 29,800,000, and by the difficult early
nineties this figure had fallen to 23,400,000, but in 1997 had climbed back up to 28,100,000.
Although 1998‟s figure was slightly under at 26,900,000 it can be seen that there is
opportunity to achieve the numbers by attracting visitors at different times throughout the
year, even though, from the following figures it would appear patterns are changing only
In 1971 the estimated number of visitors at the peak of the season was 233,000, whereas in
1996 it was 265,000. Furthermore, in 1974 28.2% of total visitors came in August compared
to 23.4% in 1994 whereas in 1974 4% of visitors came in October and this figure had risen to
6% in 1994. In 1974 the December percentage was 3% with a remarkably consistent 3.2% in
1994. May, on the other hand, attracted 7.9% of visitors in 1974 and 9.7% in 1994.
So, what is the economic impact of tourism and how is this changing?
Estimated Gross Expenditure
1974 ?101,000,000 1998 ?953,000,000
Taking inflation into account the 1974 figure would have been ?585m in 1998. Significant improvement is therefore apparent which reflects the result of strategies thus far.
Tourism Related Jobs (as full time equivalents)
1981 19,100 1995 31,100
Spend per night is about ?35 in Cornwall for both domestic and overseas visitors, although this average includes variations from ?23 per night for UK VFR (visiting friends and relations) to ?77 per night for overseas business trips. Business tourism is, however, very low in Cornwall.
Although spend is high on accommodation and „attractions‟, as one might assume, it is also
important to consider the expenditure on retail of ?141 million and transport ?151.6 million, for example. Transport in this instance includes fares, fuel and parking. There are 8.5 million non-local day trips. The split of expenditure is 38% to rural locations, 35% to the coast and 27% to urban areas.
Cornwall has about 30% of the region‟s staying visitor expenditure and 19% of the day visitor expenditure.
For further details see Appendix 1.
Tourism continues to be of major importance because it remains a sector with potential for substantial growth with associated wealth generation at which Cornwall has a proven track record of success.
Among the successes achieved over recent years are a small but steady increase in the percentage of visitors for A and B socio economic groups, and maintenance of an average from 8.4 to 8.5 nights in 1999.
It is also true that main holidays still account for 59% of visitors and additional holidays remain more important than short breaks, 26.8% compared with 14.7% in 1999.
Although 68% of stays were in self-catering accommodation in 1999, the percentage of visitors using serviced accommodation has been increasing. Importantly, 1999 and 1998 saw a reversal in the decline of First Time Visitors (20.8% in 1999, 18.8% in 1997).
Furthermore, the proportion of visitors who considered alternative destinations has declined over a similar period (37.1% did in 1997), whereas only 32.7% did, in 1999).
Even with modern technological and other efficiencies, tourism is a labour intensive business and, therefore, a creator of jobs in significant numbers. (1 in 6 of all new U.K. jobs created in the last 10 years).
Tourism promotes entrepreneurship and this is particularly true in Cornwall, where many
tourism businesses are small or micro enterprises.