The Visit Jersey content calendar outlines key content themes that are aligned to Jersey’s product and proposition for our best prospect visitors, aiming to provide compelling reasons to visit throughout the year.
Visit Jersey Changing Perceptions, Shaping the Future
Business plan 2024
jersey.com
info@jersey.com Visit Jersey
Visit Jersey
Table of Contents
1.
Business Plan 2024 Summary
03 – 10
2.
Strategy & KPIs
11 - 13
2
Business Plan 2024 Strategy
3
Business Plan 2024 | Changing Perceptions, Shaping the Future
Key Strategies and initiatives were defined while considering four essential elements:
Clarity of VJ Role, Purpose and Deliverables
'Changing Perceptions, Shaping the Future' - Promoting Jersey, enabling tourism growth and building a prosperous and sustainable visitor economy.
Islandwide Collaboration Listening to feedback, insights, expertise, forging strong relationships within our industry, Ports of Jersey, government and Jersey ALOs, to achieve best outcomes.
Government/Ministerial Priorities Alignment
Focus on growth from UK/Europe, visibility of 'Brand Jersey' and put sustainability, responsible tourism and inclusivity at the heart of our plans.
Maximum Impact of Government Grant Transform the way we work to compete in a digital world, and invest in campaigns that deliver a strong ROI, targeting the most relevant visitor profiles and segments.
4
Business Plan 2024 | Jersey SWOT Analysis
STRENGTHS
WEAKNESSES •
Reduced bed stock
Connectivity to UK
•
Insufficient self-catering / Airbnb
• •
Part of Common Travel Area Environment, Sea & Coastline
•
Seasonal closures
•
S
W
On-Island operating costs Comparative destination costs/ value
• •
Safety
•
Wide rangeof activities Strong product offering
•
•
Labour shortages
• •
Food and drink
•
European connectivity
OPPORTUNITIES •
THREATS •
Growth of new segments
O
T
Reduced Visit Jersey funding Comparatively high Jersey inflation
Sustainable product
•
• • • •
• Increased destination attractiveness • New source markets • Shoulder season dispersion • Events led tourism • Access to Europe • Cooler summer weather
Rising global interest rates
Economic and political uncertainty Reducing accommodationcapacity
5
Source Markets | Expanding our Customer Audience
UK customer sentiment for travel optimistic for 2024. B2B partners are forecasting stronger demand overall.
Overall Consumer trends changing to later booking pattern. Our marketing spend will be spread across the year with "always on" approach.
Maintain our key legacy customer segments, "Easy Explorers" (aged 55-74) and maximise impact via digital channels. Target the " Moment Makers " (aged 25-44) younger, urban professionals with time and disposable income. We will develop curated itineraries, targeting seasonal dispersal for these customers.
Build our awareness in UK, France, Germany, with easy to book, relevant and compelling products and itineraries. We will prepare 'easy to activate', sales & marketing frameworks, ready for new route launches.
Source: Visit Jersey/PwC/TTG
6
Business Plan 2024 | Jersey Tourism 2023 Snapshot
2023 data suggests a recovery for Total Visits* to 2019 levels by 2026, currently 68%.
Business & Visiting Friends and Relatives (VFR) are recovering faster than Leisure. STR reports a 21% increase in Average Room Rates (ARR) over a two-year period from Aug 2021 to Aug 2023.
Total Visits is 91% of 2023 target and Total Spend is 98% of the target.
Leisure Overnight Visits 89% of 2023 target. Average length of stay 4.7 nights.
Net Promoter Score (NPS) remains very high at 71.
Jersey RPI currently 10.9% making the island more expensive than competitor destinations.
*incl. all visit types and day trippers
Source: Visit Jersey Exit Survey run by 4insight 2023/STR
7
Business Plan 2024 | Access and Bedstock
Airline passenger numbers estimated to get to 1.64m in 2024, as capacity expands further and to 95% of 2019 levels.
Meanwhile registered tourism bed stock* continues reducing each year, dropping 12% since 2019, from 10,590 units to 9,350 in 2023.
As passenger capacity grows, with the current bed stock we are at risk of not being able to provide beds for the visitor demand during our peak months.
*Tourism Registered bed stock includes hotels, guest houses, self catering, hostels and campsites, it excludes establishments with under 6 beds and AirBnB. To the nearest 10. Source: Oxford Economics forecast March 2023, Government of Jersey Registered Tourism Establishments
8
2024 | Competition Investing in our Key Source Markets
Competition for UK Visitors Industry feedback suggests that 2024 will be more competitive than 2023. As airlines ramp up their capacity and other destinations promote aggressively, the market will become cluttered, making it challenging for Jersey to cut through with a reduced budget, so vital we maximise every investment to drive ROI. Our Key International source Markets While the UK continues to attract the majority of visitors - 71% driven by strong connectivity, developing France - 14% and Germany - 2% is key. In addition, the 80th anniversary D-Day celebrations and Paris Olympics in summer 2024 represent an opportunity to target international visitors.
Average Length of Stay *
Average Spend (£)
Repeat Visitors
4.9nights
£ 633
66%
3.4 nights ID day pass extended till Sep '24 48% dayvisits Possible 72hour ID pass
£ 251
43%
6.6 nights Charter flight driven
£ 779
18%
*Average Length of Stay excludes day trippers. TTGMedia/PwC, Visit Jersey Exit Survey run by 4insight 2023, Visit Jersey - PR agencyFinnPartners
9
2024 | Embark on three year Transformation Programme
Building our future and transforming the way in which we work to compete in a digital world is vital to our success. A more detailed longer term plan will be produced post publication of governments Visitor Economy Strategy.
Future initiatives will include: • Scoping out the agreed deliverables from the Visitor Economy Strategy.
• Investing in our digital platforms to ensure our systems are up to date and compliant. • Improving team productivity by enabling more self-service functionality in HR and finance. • Improving the physical customer Experience, introducing a reimagined visitor centre in 2024. • Inputting to plans for a world class visitor arrival and departure experience, collaborating with Ports of Jersey, Government and industry. • Improving the digital customer journey, introduce a sales platform which has booking functionality to increase visitor spend pre/during stay. • Enabling and training industry to diversify distribution channels to showcase all our island has to offer. • Developing and elevating our Sustainability, Accessibility and Inclusivity credentials.
10
Strategy
11
2024 | Strategy on a page
Changing Perceptions, Shaping the Future Promoting Jersey, enabling tourism growth to create a prosperous and sustainable visitor economy.
Our Purpose
Build our future - Transformation (Year 1 of 3)
Rebuild International Tourism
Passionate, engaged and motivated team
Strategic Objectives
Build our influence as a trusted voice
Enhanced Customer Experience
Responsible Tourism
Elevate our Sustainability story. Put responsible tourism at the heart of what we do. Promote accessible, inclusive products and experiences. Create meaningful differentiation around product pillars: Culinary, Well-being, Great Outdoors, History & Heritage.
Support growth by shaping policy and providing actionable insights. Collate and share
•
•
Position Jersey as a diverse and sustainable destination. New creative and brand campaign. Prioritise seasonal dispersion. Target Easy Explorers (55+) and Moment Makers (25-44). Effective partnership marketing. Improve productivity.
•
• Transform the way we work to compete in a digital world.
•
• Build our team. • Optimise structure and skills to deliver strategy. • Align and integrate individual/team objectives. • Make learning and development a focus. • Reduce staff turnover.
•
• •
timely actionable insights.
•
• Audit Digital Customer Journey and improve.
•
Key Initiatives
Improve data speed
• • •
•
and access.
•
• Open a reimagined Visitor Information Centre.
Be the expert on Jersey tourism in the media, shaping perceptions and demonstrating value.
•
•
Enablers of growth Engaged and supportive stakeholders
Technology and data led
Effective and purposeful governance
Values
Ownership
Customer focus
Collaboration
Credibility
Resilient
Passionate
12
2019 – 2024 | Core KPIs & Target
2019 Actual
2023 as a % of Target
2024 as a % of 2019
Year
2022 Actual 2023 Target 2023 Actual
2024 Target *
Total Spend (£m, all visit types, nominal)
280
250
297
290
98%
311
111%
Total Visits (000s, all visit types)
771
476
577
527
91%
641
83%
Leisure Overnight Visits (000s)
439
264
323
288
89%
368
84%
Average Length of Stay (all visit types)
4.2
4.9
N/A
4.7
N/A
4.2
N/A
Net Promoter Score (Leisure Visits)
58
71
71+
71
N/A
71+
N/A
*Based on the Oxford Economics forecast March 2024
13
jersey.com
info@jersey.com Visit Jersey
Visit Jersey
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