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Shakespeare Birthplace Trust and the Royal Shakespeare Company

CULTURAL TOURISM ACTION PLAN 1. Project Background As the birthplace of William Shakespeare, Stratford-upon-Avon is home to a number of cultural organisations and has traditionally been an important tourism destination. The Royal Shakespeare Company and Shakespeare Birthplace Trust Partnership was formed by the two principal organisations in the town with the aim of maintaining the competitiveness of Stratford-upon-Avon as a tourism destination and of better conserving and presenting the heritage assets held by each. The Partnership was awarded an HLF project planning grant to develop a Cultural Access Plan for the heritage items within its care. Also to review interpretation and education provision with a view to future development of both the heritage product and facilities across the two organisations. 2. What did the client want to achieve? In order to inform the Access Plan, the Partnership required an understanding of the motivations and barriers to visiting Stratford-upon-Avon in general and the historic houses and collections in particular. Four research markets were identified: Current RSC and SBT visitors Visitors to Stratford-upon-Avon who do not visit the two organisations Local residents in Stratford-upon-Avon who do not visit the two organisations Individuals who take short breaks at other destinations but do not visit Stratford-upon-Avon.

The findings of the motivation and barriers research were to be combined with conservation and educational reviews to develop the Access Plan. The Access Plan was required to detail how the SBT and RSC should work together to enhance the current interpretative offer and to make specific recommendations for the museums and archives and education elements. Once the Access Plan recommendations had been developed, an indicative development plan was required to prioritise and order them into a meaningful programme for implementation. RGA undertook the barriers to participation and development planning elements of this project. We worked in partnership with Event Communications Ltd who undertook the education and conservation reviews and developed the interpretative recommendations for the Access Plan. 3. How did we help the client achieve this? RGA’s research methodology was designed to answer the following questions: What is the current appeal and potential of the product offer? What is the link between Stratford-upon-Avon as a visitor destination and Shakespeare as an iconic cultural figure? What motivates a visit to Stratford-upon-Avon? What inhibits a visit to Stratford-upon-Avon? In answering these questions, RGA undertook the following tasks: Reviewed the current performance of the two organisations and the partnership as a whole. Reviewed the strategic context for Stratford-upon-Avon and the West Midlands. Undertaken on-street research with over 300 visitors and residents in Stratford-upon-Avon (both visitors and non-visitors to the partnership organisations). Undertaken 25 qualitative depth interviews with local residents and visitors to Stratford-upon-Avon. Undertaken four focus groups (two in Edinburgh and two in London) with people who had not visited Stratford-upon-Avon before. Used an electronic survey to capture the views of VisitBritain representatives overseas, in order to gauge the extent of the product appeal for overseas markets. Undertaken telephone research with coach and tour operators (including those who do not visit Stratford-upon-Avon) in order to review their satisfaction with the current product and identify key inhibitors to undertaking a visit. Prepared a review of “competitors” for Stratford-upon-Avon, defined as other places where it is possible to experience Shakespeare. Prepared a review of “comparators” for Stratford-upon-Avon, defined as destinations associated with a cultural icon or event. 4. What were the findings? The research findings identified a range of organisational, intellectual, social, cultural and financial barriers to participation across the two organisations. In general terms the SBT properties were well regarded but the product offer was viewed as static and therefore deterred repeat visits. In contrast there was very low awareness of the RSC collection, resulting in low levels of visitation. Whilst there was general agreement that if an individual was interested in Shakespeare they should visit Stratford-upon-Avon, there was also evidence that Shakespeare acted as a primary motivator for only a very small proportion of total visitors to the town. This was consistent with the other destinations reviewed for the study. The attractiveness of Stratford-upon-Avon as a leisure tourism destination appeared to lie in the total product mix (retail, eating out, the picturesque setting etc.) as well as its connection to Shakespeare. The research underlined that the performance of the two organisations was inextricably linked to the wider performance of Stratford-upon-Avon as a whole. This has significant implications for Stratford-upon-Avon in terms of its competition with other destinations for day visitors and tourists. 5. The Long Term Results The research findings were used by Event Communications to develop an interpretative strategy for the SBT properties and the RSC collection, identifying ways in which the two organisations could work in partnership where appropriate. Recommendations were also developed for the education and collections management activity across the two organisations. Together these aspects formed the Access Plan, which contained 41 recommendations in total, including some that required capital investment. RGA used the stated strategic objectives of the Partnership to prioritise the recommendations and to develop an action plan, setting out the activities of the Partnership over a ten-year period. This provided the Partnership with a logical and rational approach to the Access Plan and set out the anticipated costs and benefits associated with each recommendation. The Access Plan was presented to the HLF and was accepted as a basis to move forward. It was endorsed by the SBT trustees and the organisation has begun to implement some of the recommendations. 6. How can you learn from the recommendations? Competition between visitor destinations and attractions has never been more intense. Understanding why people take the time to visit you – and perhaps more importantly, why they don’t – is essential in maintaining this competitiveness. The attractiveness of a tourist destination seems to reflect a strong overall tourism mix rather than a focus on a particular aspect of the product offer. In the case of Stratford-upon-Avon, visitors were enthusiastic about the town’s retail, food and drink, setting and attractiveness as well as its association with Shakespeare. There is a requirement to work in partnership with other tourism and leisure operators as well as the relevant strategic bodies to ensure that the overall product offer is attractive to visitors. Whilst an association with a cultural icon can help to differentiate a destination from its competitors, it is generally only a primary visit motivator for a relatively small number of “pilgrims”. Whilst it is essential to cater for this market of core enthusiasts, destinations must offer a range of other activities if they are to attract a wider audience. The Access Plan contained a high number of recommendations and action points. In this case certain aspects were prioritised according to the strategic objectives of the organisation. This is essential in terms of organising effective delivery against core purpose. To learn more about the Shakespeare Birthplace Trust click through to their website:  Shakespeare Birthplace Trust or to find out what the Royal Shakespeare Company is presenting :  RSC