CONFIDENTIAL - Liverpool Vision is the city’s economic ... · Web viewLIVERPOOL VISION INVITATION...

LIVERPOOL VISIONINVITATION TO TENDER

forAsset Audit, Gap Analysis and Asset Collection Brief

ForUrban Collective

& Renaissance Collection

Cultural Collections in the Cities of North England

Newcastle, Hull, Leeds, Manchester, Liverpool

This procurement is being undertaken by Marketing Liverpool, on behalf the 5 citiesWith monies delivered under the Discover England Fund 2017-19

1/tt/file_convert/5af3abc57f8b9a9e598b9ea3/document.docx

ContentsStructure of the Invitation to Tender......................................................................................................................... 3

1. Introduction...................................................................................................................................................... 4

2. Requirement Overview..................................................................................................................................... 6

3. Indicative Timetable......................................................................................................................................... 7

4. Specification of services required..................................................................................................................... 8

5. Responses required:...................................................................................................................................... 10

6. Evaluation...................................................................................................................................................... 17

Appendix 1 - ITT Instructions and Conditions........................................................................................................19

Appendix 2- About Liverpool Vision....................................................................................................................... 23

Appendix 3 – Terms & Conditions of Contract.......................................................................................................24

Appendix 4 – Legal Comments Table.................................................................................................................... 25

Appendix 5- Further Background on Cultural Cities of Northern England..............................................................26

Appendix 6 – Background Research......................................................................................................................33


Structure of the Invitation to Tender

This Invitation to Tender (‘ITT’) is divided into a number of specific sections:

1. Introduction

2. Requirement Overview

High level background to the requirement, specified in more detail in section 4.

3. Indicative Timetable

This sets out the dates and times for responding, evaluating, award and service commencement.

4. Specification of Services or Goods required.

This section provides the details of LV’s specific requirements and your Response should ensure these are referred to.

5. Tender Response

This section sets out the information that you are requested to provide, so that Liverpool Vision can assess, evaluate and select the tenderer that best meets its requirements.

6. Evaluation

This section sets out the criteria, weighting and scoring methodology that Liverpool Vision will use to evaluate Responses.

Appendix 1 ITT Instructions and Conditions

Appendix 2 About Liverpool Vision (the Client)

Appendix 3 Terms and Conditions of Contract

Appendix 4 Legal Comments Table

Appendix 5 Further Background on Cultural Cities of Northern England

Appendix 6 Background Research


1. Introduction

The Northern cities of Liverpool, Manchester, Leeds, Hull and Newcastle have been successful in securing £1m over two years from the ‘Discover England Fund’ to develop two exciting new ‘collections’ which will go on sale to international audiences in 2018.

The ‘Urban Collective’ and ‘Renaissance Collection’ will be new culturally-led bookable and commissionable ‘collections’ created across and connecting Newcastle, Hull, Leeds, Manchester and Liverpool for audiences in near European markets.

The ‘collections’ project is one of a number of bids to benefit from the UK Governments £40 million Discover England Fund. The Fund is administered by VisitEngland and we will be working together on a programme of activity to ensure that England stays competitive in the rapidly growing global tourism industry, by offering world-class English tourism products to the right customer t the right time. The Fund is a central government funded programme of activity, supported by match funding by partners in the public and private sectors.

This project will be led by Marketing Liverpool and follows a successful pilot in 2017 led by Visit Hull and East Yorkshire on behalf of the cities of Hull, Leeds, Manchester and Liverpool. The pilot project developed a ‘Transpennine’ cultural experiences offer for near European markets, anchored by the creation of a Cultural Rover Rail ticket, enabling travel between the 4 cities across an 8 day period. The rail ticket is now on sale via ACP (international rail distributor) and the ‘Transpennine’ cultural experience is on sale in Holland via tour operator, ’House of Britain.’

The £1m project will enable us to develop, create, curate and present new culturally-led internationally-attractive bookable and commissionable products across the 5 cities for pre-defined target audiences in near European markets. The propositions are market driven and respond to ‘Opportunities of particular interest to the DEF fund’, notably the ‘sweetspot’ of Millennials/Young Active Explorers immersing in ‘urban culture’ beyond London & ‘Cultural Adventurers’ exploring the ‘rich culture and heritage of cities outside London’.

Combined with the on-going wealth of cultural activity already being developed in our regenerating cities, this project will enable us to build a viable and established long-term tourism offer, enabling visitors to navigate the journey between the cities and book the activities and accommodation in a simpler and more efficient way, contributing to economic growth across the north.

The project is focussed on engaging with business sectors across all 5 cities to create new audience driven bookable commissionable products. Marketing Liverpool will work in partnership with Marketing Manchester, VisitLeeds, Visit Hull and East Yorkshire, NewcastleGateshead Initiative, other public bodies and the commercial sector to deliver the project.

In order to create the 2 new collections an intensive work programme has commenced, continuing until March 2019.

The core elements of the work programme are as follows:

1. Undertake Proposition & Brand Positioning Testing in Germany, Netherlands & Norway. 2. Establish a framework and guidelines for the development of international-audience relevant

bookable/commissionable product at local level. 3. Undertake a Full gap analysis audit (including an audit of existing bookable and

commissionable product) in each city along with inbound and inter-city transport.

4. Undertake an options analysis to establish the best promotional, content, CMS and booking platform solution for the ‘collections’.

5. Educate stakeholders in each city about the need for & ‘how to’ develop new bookable products and up-skill staff (via workshops).


6. Work at local level and with DMCs to develop new audience-relevant culturally-rich city-led

bookable/commissionable packages/products.7. Enable the distribution, contracting and sale of these bookable integrated experiences and

transport solutions - Working with tour operators and other inbound intermediaries.8. Undertake B2B trade and B2C consumer marketing activities in identified markets. 9. Establish a new Evaluation tool for measuring the impact of product development for the northern

Cities of England.

This procurement is being undertaken by Marketing Liverpool, on behalf the 5 cities, with monies delivered under the Discover England Fund 2017-19. We are looking to appoint an organisation to deliver the services described within this Invitation To Tender.

Liverpool Vision on behalf of these 5 cities are looking to procure the services of a company to carry out an Asset audit, collection and gap analysis.

Our objectives are: To assess the current transport connections into, in-between and within each city and how it can be

booked. To assess the current accommodation resource within each city and how it can be booked. To assess relevant content in each city and how it can be booked (including attractions, food, drink and

retail). To identify the key cultural content creators in each city that we need to engage with to support our

imminent product development activity. To create a system which gathers content on an ongoing basis.


2. Requirement Overview

Asset Audit, Collection and Gap Analysis.

A draft assets analysis was undertaken as part of the bid submission process (See Appendix 6). The purpose of this bid-stage process was to understand the opportunity for the 5 cities. The draft product audit does not currently audit bookable and commissionable product in each city. However, a phase one priority is to undertake a full product audit particularly to understand the current status of bookable and commissionable products in each city.

We must fully assess gaps in the market place via a full product audit and prepare reports to determine product development focus in each city. This material will work in conjunction with the product development framework to give clarity on the product development focus in each city.

We must define if gaps are: related to the lack of bookable product; if non-bookable/commissionable ‘free attractions’ have the potential to create bookable products/add-ons; can free attractions work in partnership with paid-for attractions to create a cost effective cross-product/city sell; related to a lack of a genre/sector that is the right fit for our target audiences; related to opening hours and seasonality; related to access, infrastructure or transport offer in that city; related to price; related to cross-regional consistency; related to location; related to information availability, book ability or reservations systems; related to groups or FIT; related to translation/market adaptability.

We must identify whom the project needs to engage with in each city-region, in order to directly impact the creation of the required new product. (e.g.: Public transport providers, commercial transport providers, specific trade or sector associations, cultural teams within the local council; volunteering groups; transport hubs/stations/ports/airports; accommodation sector; concierge; creative sector; parks & gardens (public and private); museums, galleries and performing arts etc.).

We are hence looking to employ services to continually audit and compile content aligned with the customer propositions framework and guidelines for the Urban Collective and Cultural Renaissance Collection & the extended Trans Pennine Cultural Rover.

Our objectives for this stage are:

To assess the current transport connections into, in-between and within each city and how it can be booked. To assess the current accommodation resource within each city and how it can be booked. To assess relevant content in each city and how it can be booked (including attractions, food, drink and retail). To identify the key cultural content creators in each city that we need to engage with to support our imminent product development activity. To create a system which gathers content on an ongoing basis.

The Collections

In order to demonstrate what the results of this DEF product development project might look like, we have created two draft itineraries for each proposition collection and target audience. Please note that the itineraries cannot show new product being created and packaged yet because the project has not yet commenced. We have listed some products as ‘bookable and commissionable’ for demonstrative purposes only.

See Appendix 6.

Details of deliverables required are included in section 4 of this ITT.


3. Indicative Timetable

This timetable is indicative only and LV reserves the right to change it at its absolute discretion.

Work is expected to commence as soon as possible after appointment. All activity in Phase 1 must be fully completed by 31st March 2018


Publication of ITT 21st December 2017

Opportunity to raise items for clarification ends 9th January 2018

LV response to clarification requests, posted on LV website, tenders section.

11th January 2018

Return of completed ITT Response to LV 2:00pm on 18th January 2018

Presentation / Interview with shortlisted tenderers (if required). To be confirmed following evaluation.

23rd or 24th January 2018

Indicative award (subject to final due diligence and contract)

25th January 2018

Service Commencement Immediate upon contract signature

4. Specification of services required

Phase 1Undertake comprehensive asset audit, collection and gap analysis in relation to the ‘Urban Collective’ and

‘Cultural Renaissance’ Collections until March 31st 2018(see draft itineraries in Section 4 of Appendix 5).

Phase 2Continuation of comprehensive asset audit, collection and gap analysis in relation to the ‘Urban Collective’ and

‘Cultural Renaissance’ Collections until March 31st 2019 (see draft itineraries in Section 4 of Appendix 5).

Reporting / Review

A decision whether to progress with Phase 2 (2018-19) will be at the discretion of Liverpool Vision, following a

major presentation by the successful tenderer at a review during March 2018.

The successful tenderer will be expected to attend meetings and provide written reports during Phase 2.

Summary of activities to be delivered:Delivery of full asset report by March 31st, 2018

Clear gap analysis requirements

List of recommended content creators in each city

Methodology for the on-going collection of relevant content for the ‘collections’.

The scope of this project will include:

Contract agreement. Project plan agreement. A presentation/report summarising the findings and outcomes. Presentation if required – to the Project Steering Group.


5. Responses required:

Tenderers are invited to respond to the questions set out in this section, having regard for the evaluation criteria weightings set out below: -

a. What is your understanding of the operating environment of this project: funding, objective of DEF and the ‘collections’ project?

b. What is your company’s experience (including relevant qualifications and accreditations) and approach to efficient asset audit, gap analysis and on-going collection of relevant products?

c. What is your methodology and project plan? How you would undertake the audit, especially considering the importance of bookable/commissionable products, identify gaps and collect data without relying on the resource of each city’s DMOs? How will you manage the capacity of this project considering the delivery timeline?

d. Why is the Asset Audit Requirement vital at the start of this project along with the on-going collection of relevant products and how will it impact on our targets? Demonstrate your understanding of the scope of this aspect of work and how you would approach it using previous examples where relevant.

e. Why is the Gap Analysis Requirement and identification of cultural creators in each city for future development essential to the success of this project and how will it impact on targets? Demonstrate your understanding of the scope of this aspect of work and how you would approach it using previous examples where relevant.

f. What creativity and added value can you bring to the scope of this piece of work to contribute to its success?

For more information on evaluation of responses, please see Section 6 – Evaluation.

Please use the section reference numbering, as this will assist in the evaluation process.

All responses should be submitted in an unmarked sealed envelope, stating “Response for Discover England – Asset Audit Tender” and marked for the attention of: Zac Roberts, Procurement, Liverpool Vision, 10 th Floor, The Capital, 39 Old Hall Street, Liverpool, L3 9PP.

Please provide 2 printed responses, together with an electronic copy contained on a USB / Memory Device. This will ensure integrity of the process and allow fair, equal and transparent treatment of responses.

LV appreciate the environmental impact and request therefore that where practical duplex printing on environmentally friendly paper is utilised and that additional materials not directly related are not included.

Certain documentary requirements that are indicated by a symbol need only be submitted in electronic format.

If delivering by hand, please be advised that because of a barrier system in a shared building, you will need to ask reception in the Capital Building to phone Liverpool Vision (0151) 600 2900 that your submission has arrived for collection.

Envelopes must not indicate the identity of your organisation.

There is an opportunity to ask LV for further information to assist you in the preparation of your responses during the Items for Clarification period. If you have an Item for Clarification, please e-mail Zac Roberts ([email protected]) during the opportunity period. Please note that responses to these Items for Clarification from LV may be posted on the LV website rather than a response via e-mail. It is your responsibility to make regular checks of the LV website for updates on these.

Please do not contact any other members of Liverpool Vision during the tender process.


5.1.1 Lots

Not applicable.

5.1.2 Executive Summary

Please provide an Executive Summary of your response.

5.1.3 Evaluation Questions:

Below, a list of evaluation questions is included within each of the evaluation criteria mentioned. We request that your submission specifically responds to these questions in order to give your organization the optimum chance to secure the highest score.

5.1.3.1 Value for Money

The budget for this piece of work is £60,000 (inc VAT) to cover the period until March 2018. The budget for the period April 1st 2018 – March 31st 2019 is £40,000 (inc vat).

Tenderers should indicate the depth of resource capability to be allocated to delivering these services. Costs should be broken down into components with a full description of each component and its associated costs. Please include day rates for each member of staff involved with the project and total time costs. Please show the total cost, inclusive of expenses, such as travel and accommodation, but exclusive of VAT.

Proposals should assume invoicing for Phase 1 - one third end February and two thirds upon successful completion of Phase 1. Invoices subject to 30 days’ payment.

5.1.3.2 Experience

Please provide:

A brief history of the Company and its evolution. An overview of the range of services that the company supports. Details of any relevant experience the company and consultants have. CVs of the key consultants that you are proposing to commit to this contract should it be

awarded to your company. The Company names, contact names and contact details of referees from whom references

may be sought.

5.1.3.3 Assumptions

Please detail the assumptions that have been made about the management of, and input to, this piece of work, including time commitment, as detailed in 5.1.3.1.

5.1.3.4 Methodology and Approach

Please outline the approach you would take in delivering this service.

5.1.3.5 Project Plan

Please detail your proposed project plan. The project plan should include a consultation plan, resourcing, timescales, milestones, reviews and reporting.

5.1.3.6 Accreditations / Qualifications.


Details of the qualifications of the consultants who would be delivering the services. Any awards, accreditations gained by your organisation.


5.1.3.7 Capacity / Resource

Please provide more detail to that provided in 5.1.3.1, demonstrating how this project would be resourced and delivered in a timely manner, with references to contingencies and business continuity.

5.1.3.8 Any Other Information / Added Value

You may include any other information which you consider may be relevant to support your submission.

5.2 General company information required

The following information / requirements will not be scored, but are mandatory; ensuring that we know enough about the companies that we work with and that they are fit for purpose. If not satisfied, then LV reserves the right at its absolute discretion not to award a contract irrespective of how the tenderer has scored using the evaluation criteria.

Please provide a suitable response to the following:

5.2.1 Full name of organisation (this should be the name of the organisation acting as prime contractor, where applicable).

5.2.2 Trading name of organisation (if different from above).

5.2.3 Date of formation

5.2.4 Registered number if a limited company (please supply a copy of the certificate of incorporation and any certificate of change of name)

5.2.5 Registered address of organisation and address of principal trading office

5.2.6 Main Phone number

5.2.7 Name and contact details in relation to tender preparation (including email)

5.2.8 Address and phone number of office from where business would be conducted in support of this contract, if different from the above

5.2.9 Full names of all directors / company secretary/ partners/associates or proprietor


5.2.10 Have any of the persons named in 5.2.9 above, been subject to bankruptcy proceedings or

been involved in an organisation which has been subject to liquidation proceedings or had receivers appointed? If yes, please give details.

5.2.11 Have any of the persons named in 5.2.9 above, been convicted of any criminal offence, apart from minor traffic offence? If yes, please give details.

5.2.12 Do any of the persons named in 5.2.9 above, have relative(s) who are senior employees of the LV? If yes, please provide details.

5.2.13 Have any of the persons named in 5.2.9 above, ever been employed by the LV? If yes, please give details.

5.2.14 If your organisation is a member of a group of companies, give the name and address of the holding company

5.2.15 Please state the approximate number of employees in your organisation and companies acting in partnership (where relevant), who are specifically engaged in delivering similar services to those proposed by LV.

5.3 Financial Information

5.3.1 Please enclose your organisation’s most recent audited accounts and annual reports. This should include: Balance Sheet, Profit and Loss Account, Full notes to the accounts, Director’s Report/Auditor’s Report.

5.3.2 If you have submitted accounts for a year ending more than 10 months ago, please confirm that the organisation described in the enclosed accounts is still trading. Also supply a statement of turnover since the last set of published accounts.

5.3.3 If your organisation’s accounts and annual reports are consolidated into those of your parent company or group, then for each of the last two years please provide for your organisation, your organisation’s turnover, profit before tax and net assets.

5.3.4 Are there any outstanding claims or litigation against your organisation with regard to systems and / or service delivery? If yes, please give details.


5.4 Professional Conduct

5.4.1 Has your Organisation or proposed partners or any employee within these organisations who would be working on this contract, committed a criminal offence relating to the conduct of your business or profession? If so, please provide details.

5.4.2 Is your Organisation or are your proposed partners currently involved with any legal proceedings (including Arbitration or any other form of alternative dispute resolution) with any other organisations including local authorities? If so, please provide details.

5.4.3 Are there any issues, current or likely, in relation to your Organisation or proposed partners that may give rise to any conflict of interest? If so, please provide details.

5.4.4 Please identify any potential conflicts of interest relating to this contract.

5.5 Insurance requirements

The appointed supplier will be required to maintain appropriate levels of insurance in a number of areas and

supply copies of relevant policies as appropriate. Please complete the enclosed table


Area Level of cover

expectedLevel of cover currently held

Level of cover to be provided

Further details

Public liability £5m

Employer’s liability £5m

Professional Indemnity £5m

Please note that the insurance cover detailed above needs to be in place before activities commence in pursuance of the services required and will not be considered as part of the costs under the contract between LV and the selected supplier.

5.6 Health and Safety

The appointed Tenderer will be required to ensure that all elements of your services are planned and implemented in accordance with best practice set out in the Health and Safety Executive (HSE) Event Safety Guide (the ’Purple Guide’) and other such guidance appropriate to your business, and to provide a specific detailed risk assessment of all Health and Safety issues associated with the service.

In addition to UK Law, requirements of French Law and the specific requirements of Reed MIDEM must to adhered to at all times.

Please confirm your compliance and acceptance of this.

5.7 Business Continuity

The appointed supplier will be required to have in place suitable plan. Please provide a copy of your organisation’s business continuity plan (“BCP”) and specifically state how this would be applicable to the service requirements of LV.

5.8 Equal Opportunities

LV expects all suppliers and contractors to operate within its Equal Opportunity Policy.

Please confirm your acceptance of this.

5.9 Previous Contracts

Please provide details of any previous work carried out by your organisation for Liverpool Vision during the past 3 years. Please include dates, the total value and the name of your primary contact at LV.


6. Evaluation

Tender Responses will be evaluated using the following criteria and weightings:

Area of Evaluation Score Out of 5 Weighting

Understanding of operating environment and place 2

Relevant experience / track record / capacity and resource 2

Methodology and Project plan 3

Understanding of Asset Audit Requirement and on-going collection of relevant products and assumptions made

3

Understanding of the Gap Analysis Requirement and identification of cultural creators in each city for future development and assumptions made

3

Impact against project targets 1

Creativity / innovative approach 1

Overall presentation 1

Value for money and added value (LV reserves the right at its discretion to exclude tenders above budget)

2

Responses will be scored as follows. Intermediate scoring, for example 3.7, is permissible: -

0 Poor No response or partial response and poor evidence provided in support of it. Does not give confidence in the ability of the Tenderer to deliver the services.

1 Weak Response is supported by a weak standard of evidence in several areas giving rise to concern about the ability of the Tenderer to deliver the services.

2 Satisfactory Response is supported by a satisfactory standard of evidence in most areas but a few areas lacking detail/evidence giving rise to some concerns about the ability of the Tenderer to deliver the services.

3 Good Response is comprehensive and supported by good standard of evidence. Gives confidence in the ability of the Tenderer to deliver the services. Meets the requirements.

4 Very good Response is comprehensive and supported by a high standard of evidence. Gives a high level of confidence in the ability of the Tenderer to deliver the services. May exceed the requirements in some respects.

5 Excellent Response is very comprehensive and supported by a very high standard of evidence. Gives a very high level of confidence the ability of the Tenderer to deliver the services. May exceed the requirements in most respects.

Responses should reflect the services specified and will be evaluated against the response requirements

set out in Section 5, on the basis of the above award criteria.

Liverpool Vision reserves the right to contact certain tenderers if clarification of their tender is required.

Successful tenderers will be expected to have suitable financial stability to undertake these pieces of

work and to have insurances and policies in place that are adequate to undertaking payment from public

funds. If LV regards responses in section 5 to be unsatisfactory, then LV reserves the right at its absolute

discretion not to award a contract irrespective of how the tenderer has scored using the evaluation

criteria.


Appendix 1 - ITT Instructions and Conditions

Please note that by submitting a response to this ITT that you agree and comply with all parts of the ITT

Instructions and Conditions section.

1.1 General Instructions

1.1.1 This document is made available on the condition that the information contained within it is used solely in

connection with the competitive process for this ITT and for no other purposes.

1.1.2 Whilst reasonable care has been taken in preparing this document, the information within it does not purport

to be comprehensive or to have been independently verified. LV accepts no liability or responsibility for the

adequacy, accuracy or completeness of any information stated. No representation or warranty, express or

implied, is given by LV or any of its representatives with respect to the information contained herein or upon

which this ITT is based. Any liability for such matters is expressly disclaimed.

1.1.3 LV reserves the right, without prior notice, to change, modify, or withdraw the basis of its request and/or to

reject all proposals and terminate negotiations at any time. In no circumstance will LV incur any liability in respect

of time, effort or costs incurred in regard to either discussions, meetings or time spent in respect of reviewing

and/or responding to this document or any subsequent material.

1.1.4 This document is not intended to provide the basis for any investment decision. The recipients of this

document must make their own independent assessment of the requirements after making such investigations

and taking such professional advice as it deems necessary.

1.1.5 The information in this document shall be kept confidential by the Tenderer and may not be copied,

reproduced, distributed or passed to any other persons, at any time, without the prior written authorisation of LV.

Ownership in any response to this ITT shall be vested in LV upon delivery of the same and such response shall

only be returned at the sole discretion of LV and at the recipient’s cost.

1.1.6 This ITT is not a purchase order and does not constitute an offer capable of acceptance. This ITT does not commit LV or any official of it to any specific course of action. The issue of this ITT does not bind LV or any official of it to accept any proposal, in whole, or in part, whether it includes the lowest priced proposal, nor does it bind any officials of LV to provide any explanation or reason for its’ decision to accept or reject any proposal. Moreover, while it is the intention of LV to enter contract negotiations with the selected Tenderer, the fact that LV has given acceptance to a specific Tenderer does not bind it or any official of it in any manner to the Tenderer.

1.1.7 Without prejudice to any prior obligations of confidentiality you may have, no publicity relating to this ITT or to the acceptance by LV of any ITT response or to the letting of any future contract shall be released by you without the prior written approval of LV.

1.1.8 You shall be deemed to have examined before the submission of your tender response, all the provisions in this ITT as well as regulations and other information relevant to your tender response, and to have fully considered the risks, contingencies, and other circumstances, which could affect the tender response. You shall be responsible for obtaining all information by the making of reasonable and prudent inquiries and, by prior arrangement.


1.1.9 By submitting a Tender Response the Tenderer represents that it has read and understood the ITT. The Tenderer will consider the contents of any submitted tender response as an offer to contract.

1.1.10 Any attempt by Tenderers or their advisors to influence the contract award process in any way may result in the Tenderer being disqualified. Specifically, Tenderers shall not directly or indirectly, at any time:

(a) Revise or amend the content of their Tender in accordance with any agreement or arrangement with any other person, other than in good faith with a person who is a proposed partner or supplier;

(b) Enter into any agreement or arrangement with any other person as to the form or content of any other Tender, or offer to pay any sum of money or valuable consideration to any person to effect changes to the form or content of any other Tender;

(c) Enter into any agreement or arrangement with any other person that has the effect of prohibiting or excluding that person from submitting a Tender;

(d) Canvass LV or any employees or agents of LV in relation to this procurement; or

(e) Attempt to obtain information from any of the employees or agents of LV or its advisors concerning another Tenderer or Tender; or

(f) Offer, pay, promise to pay, or authorize the giving of any financial or other benefit to any person for the purpose of obtaining an improper advantage, or otherwise conduct themselves in a manner contrary to any anti-bribery or anti-money laundering legislation and/or regulations in the broadest sense (whether issued by the EU, the US, the UN or any other body) or any other such rule or legislation that may apply from time to time.

1.1.11 Tenderers are responsible for ensuring that no conflicts of interest exist between the Tenderer and its advisors, and LV and its advisors and Partners. LV reserves the right to disqualify any Tenderer that is guilty of any misrepresentation in relation to its Tender or the tender process. Any Tenderer who fails to comply with the requirements of this clause may be disqualified from the procurement process at the discretion of LV.

1.1.12 Only information provided as a direct response to this ITT will be evaluated. Information and detail which forms part of general company literature or promotional brochures etc. will not form part of the evaluation process. Marketing material should not be included with your tender response. Supplementary documentation may be attached where you have been directed to do so. Such material must be clearly marked with the name of the organisation and the section to which it relates. All sections must be answered unless advised otherwise.

1.1.13 Please note that LV may require clarification of the answers provided or ask for additional information.

1.1.14 The response should be submitted by an individual of the organisation, company or partnership who has authority to answer on behalf of that organisation, company or partnership.

1.1.15 Should there be any obvious typographical errors or misunderstandings in the ITT documentation then clarification should be sought. However, if the response is found to misrepresent facts, the documents will be deemed void. In the case where the error or misrepresentation is not discovered until after the contract is awarded, we reserve the right to determine the contract and costs incurred by us as a result of the determination shall be recoverable from the Tenderer under the contract.

1.1.16 If applying on behalf of a consortium, please list the names and addresses of all other members of the consortium. Any contract will be entered into with the nominated lead organisation and all members of the consortium, who will in these circumstances each be required to execute said contract together with all ancillary documentation, evidencing their joint and several liability in respect of the obligations and liabilities of the contract. It will be for members of the consortium to resolve their respective duties and liabilities amongst each other. For administrative purposes, any associated documentation will be sent to the nominated lead organisation.


1.1.17 If sub-contractors are proposed to assist in the delivery of the service, please list the business names, registered offices, addresses and specific areas of service which they will deliver.

1.1.18 It is the responsibility of tenderers to ensure that their tender is delivered not later than the appointed time. LV does not undertake to consider tenders received after that time unless clear evidence of posting is available (i.e. a clear post mark and/or certificate of posting). It should be noted that mail is not delivered directly to the recipient but through a central post room. This may delay receipt of post, and allowances should be made.

1.1.19 Whilst LV is committed to selecting a supplier or suppliers, it reserves the right not to accept any proposals or award the contract.

1.1.20 LV does not bind itself to accept the lowest or any tender, and reserves the right to accept a portion of any tender, unless the tenderer expressly stipulates otherwise on his tender. The right is also reserved to award more than one contract.

1.2 In responding to this ITT you specifically agree the following:

1.2.1 Having examined all parts of the ITT that the supply of the Goods and/or Services to LV will be at the rates/prices as provided. All prices must be quoted on the basis indicated in the accompanying documents, except where the tenderer proposes alternative priced procedures, and should exclude VAT. Discounts for prompt payment should be stated. The basis of the price shall be inclusive of all costs and delivery to LV.

1.2.2 That any other terms or conditions or any general reservations which may be printed on any correspondence emanating from the tenderer in connection with this tender or with any contract resulting from this tender, shall not be applicable to the on-going relationship between LV and the selected supplier(s).

1.2.3 That any contract whatsoever that may result from this tender shall be subject to the laws of England and Wales as interpreted in an English Court.

1.2.4 The prices quoted and all other information supplied in this tender are valid and open to acceptance by LV for a period three calendar months from the tender return date specified in the ITT

1.2.5 The essence of competitive tendering is that LV shall receive bona fide competitive tenders from all companies tendering. In recognition of this principle, any response is declared to be a bona fide tender, intended to be competitive and that you have not fixed or adjusted the amount of the tender by or under or in accordance with any agreement or arrangement with any other person.

1.2.6 You declare that you have not done and undertake that you will not do any of the following acts:-

(a) communicate with a person, other than the person calling for this tender, the amount or approximate amount of the proposed tender.

(b) enter into any agreement or arrangement with any other person that he shall refrain from tendering or as to the amount of any tender to be submitted.

(c) offer to pay or give, or agree to pay or give, any sum of money or valuable consideration directly or indirectly to any person for doing or having done or causing or having caused to be done in relation to any other tender or proposed tender for the requirement any act or thing of the sort described above.

LV may, if requested to do so, disclose the name of any successful tenderer.

In this declaration the word "persons" includes any person and anybody or association, corporate or incorporate. The words "agreement or arrangement" include any such transaction, formal or informal, whether legally binding or not.

1.3 Freedom of Information


1.3.1 LV is subject to The Freedom of Information Act 2000 (“Act”) and The Environmental Information Regulations 2004 (“EIR”).

1.3.2 As part its duties under the Act or EIR, it may be required to disclose information concerning the procurement process or the contract to anyone who makes a request.

1.3.3 If the prospective Tenderer considers that any of the information provided in their response is commercially sensitive (meaning it could reasonably cause prejudice to the prospective Tenderer if disclosed to a third party) then it should be clearly marked as "Not for disclosure to third parties” together with valid reasons in support of the information as being exempt from disclosure under the Act and the EIR.

1.3.4 LV will endeavour to consult with the prospective Tenderer and have regard to comments and any objections before it releases any information to a third party under the Act or the EIR. However, LV shall be entitled to determine in its absolute discretion whether any information is exempt from the Act and/or the EIR, or is to be disclosed in response to a request of information. LV will make its decision on disclosure in accordance with the provisions of the Act or the EIR and will only withhold information if it is covered by an exemption from disclosure under the Act or the EIR.


Appendix 2- About Liverpool Vision

The client is Liverpool Vision Limited (company registration number 06580889) working on behalf of the Mayor of Liverpool.

Who Are We?

Working closely with private sector businesses in the city, Liverpool Vision is the Mayor of Liverpool’s economic development company incorporating:

• Marketing Liverpool

• Invest Liverpool

• Special projects, such as 2018 International Business Festival.

What Is Our Purpose?

Liverpool Vision’s purpose is to enhance the brand of Liverpool, attracting investment and creating jobs to ensure a more prosperous future for the city.

How Do We Do This?

Through raising the profile of our offer we will generate interest from investors and visitors that will both help attract new investment and encourage existing businesses to grow. We will, together with private and public sector partners maximise opportunities by participating in major events such as MIPIM, 2018 International Business Festival and Visitor Economy exhibitions. By working in partnership with commercial partners in the private sector we will communicate positive messages about the city to local, national and international audiences.

What Are Our Values?

Liverpool Vision’s is committed to the highest standards of ethical conduct and integrity in its business activities and to providing a high-quality service to all its customers and partners. Liverpool Vision believes that all its workers should be treated with dignity and respect and everyone is encouraged and supported to be the best they can be. We believe in taking responsibility, being creative and innovative and working together as a team for the benefit of the city.


Appendix 3 – Terms & Conditions of Contract

This appendix contains the terms of LV’s standard Terms & Conditions for services.

By submitting a Response, the Tenderer is agreeing to be bound by the terms of this ITT and the agreements

save as in relation to those areas of the agreements specifically highlighted in the response to Appendix 3. As

such, if the terms of the agreements render proposals in the Tenderer’s Response unworkable, the Tenderer

must submit full details of the unworkable/unacceptable provisions within the Agreement by completing the Legal

Comments Table attached at Appendix 4.

Following receipt of this Response, LV will consider whether any amendment to the Agreement is required. Any

amendments will be published through a Clarifications Log and will apply to all Tenderers. Where both the

amendment and the original drafting are acceptable and workable to LV, LV will publish the amendment as an

alternative to the original drafting. In this case, Tenderer’s should indicate if they prefer the amendment;

otherwise the original drafting will apply. Any amendments which are proposed, but not approved by LV through

this process, will not be acceptable and may be construed as a rejection of the terms of the Agreement leading to

the disqualification of the tender.


Appendix 4 – Legal Comments Table

Clause/Paragraph /Schedule

Summary of Issue Suggested Revisions


Appendix 5- Further Background on Cultural Cities of Northern England

1. Background to the ‘Renaissance Collection’ and ‘Urban Collective’

The Northern cities of Liverpool, Manchester, Leeds, Hull and Newcastle have been successful in securing £1m over two years from the ‘Discover England Fund’ to develop two exciting new ‘collections’ which will go on sale to international audiences in 2018.

This is one of a number of successful projects made possible by HM Government’s £40m Discover England Fund, administered by VisitEngland (www.discoverenglandfund.org).

This project will be led by Marketing Liverpool and follows a successful pilot in 2017 led by Visit Hull and East Yorkshire on behalf of the cities of Hull, Leeds, Manchester and Liverpool. The pilot project developed a ‘Transpennine’ cultural experiences offer for near European markets, anchored by the creation of a Cultural Rover Rail ticket, enabling travel between the 4 cities across an 8 day period. The rail ticket is now on sale via ACP (international rail distributor) and the ‘Transpennine’ cultural experience is on sale in Holland via tour operator, ’House of Britain.’

The £1m project will create two brand-new ‘collections’, enabling us to develop, create, curate and present new culturally-led internationally-attractive bookable and commissionable products across Newcastle, Hull, Leeds, Manchester and Liverpool for pre-defined target audiences in near European markets.

Our propositions are 100% insight and market driven and respond to ‘Opportunities of particular interest to the DEF fund’ as identified by VisitBritain, notably the ‘sweetspot’ of Millennials/Young Active Explorers immersing in ‘urban culture’ beyond London & ‘Cultural Adventurers’ exploring the ‘rich culture and heritage of cities outside London’.

Our project is focussed on engaging with business sectors across all 5 cities to create new audience driven bookable commissionable products that fit our defined propositions.

2. Our partnership – its geography

Hull, Leeds, Manchester, Liverpool, and Newcastle - five very dynamic, post-industrial cities in the North of England enjoying a shared northern spirit and a bold cultural renaissance. Nowhere else in England is there a concentration of iconic urban destinations undergoing such a dynamic transformation and regeneration.

2017 sees Hull as the UK City of Culture, Leeds celebrates the 50 th anniversary of its West Indian Carnival, Manchester hosts the 6th Manchester International Festival, Sunderland hosts the Tall Ships and Liverpool remembers the landmark year of 1967 with 50 Summers of Love including Sgt Pepper Redux inspired by The Beatles’ iconic album. All the cities are walk-able with good transport links (both rail and by car or coach) and boast a range of accommodation, boutique to high street shopping, and independent food and drink from a wide variety of cuisines.

2017 is not the end of the cultural story for these iconic cities. In 2018 Hull UK City of Culture 2017 will extend through legacy events; Liverpool’s 10 year anniversary of being European Capital of Culture in 2008 will take place; Leeds will run cultural events as part of their bid for European Capital of Culture 2023 and Newcastle will be hosting the Great Exhibition of the North 2018, as well as the wealth of cultural product in cities and regions across the North of England.

But, it not just the major one-off events, more importantly the established core cultural offer* combined with the on-going wealth of cultural products being developed in these regenerating cities will enable us to build a viable, established long term product, enabling consumers (and trade) to navigate the journey between the cities and book the activities and accommodation in a simpler and more efficient way.

Our cities *24

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http://www.discoverenglandfund.org/

Liverpool – UNESCO World Heritage site; UNESCO City of Music; the largest collection of museums and galleries outside London including Tate Liverpool; fifteen theatres and halls including The Everyman, Playhouse and Philharmonic Hall; vibrant retail, restaurants and bars.

Manchester – Museums and galleries including The Lowry and Museum of Science and Industry; theatres including The Royal Exchange, Opera House and Palace Theatre; street markets and an extensive retail offer; vibrant restaurants and bars.

Leeds – Museums and galleries including Leeds Art Gallery, the Henry Moore Institute and extensive street sculpture; performing arts including Opera North and Northern Ballet; live events such as Light Night; extensive retail offer; restaurants and bars.

Hull – Museums and galleries including The Deep and Maritime Museum; Ale, Larkin and Blue plaque trails; Hull Truck Theatre; award winning fine dining at 1884 Dock Street Kitchen.

Newcastle – Museums and galleries including the Baltic Centre for Contemporary Art and Great North Museum; landmarks including the Angel of the North and Gateshead Millennium Bridge; performing arts venues including the Sage; extensive metrocentre retail offer; EAT! Annual food and drink festival.

3. Our Brand

The Cities of Northern England undertook initial brand development work during the pilot phase to help shape our profile in light of the £1m Bid, and we define ourselves as such.

We enjoy a shared dynamic spirit founded on the forces of traditional industry and now defined by a bold cultural renaissance.

Through art, music, literature, theatre, dance, architecture, festivals and events the cities of Northern England deliver inspiring cultural content housed in richly varied urban & regenerated environments.

4. The Case for intervention

There are 1.6 million jobs across the country in tourism. The UK welcomed record overseas visitors in 2015 bringing £22.1 billion into the economy. For over 15 years, international visitors’ holidays to England have jumped by 83%, but this has been largely driven by London (89%) (outside 52%). According to Visit England only 9% of visitors to London go beyond the capital for one night. Capacity at regional gateways has increased and yet more needs to be done to spread the benefits of tourism across the country.

Whilst marketing intervention is valuable, sustainable cut-through is required. Simply projecting existing product is not going to deliver the long-term traction that the northern English regions require. If the product were appropriate the commercial sector would be selling it already. They are not selling it in the volumes that will shift the imbalance we are witnessing. Until recently, the cities and regions of England have not worked cross-border and subsequently there is now an opportunity to create compelling insight-driven bookable products in the North of England that enable cross-border and inter-city travel.

4.1.1 Culture

VisitBritain & VisitEngland have considerable published information demonstrating how strong ‘Culture’ (and heritage) is as an activity undertaken in the destination and hence as motivator for international travel. (See Appendix 5)

4.1.2 Cities

Visit England’s November 2016 report ‘Summary Insights into overseas visitors to regional England’ highlights strong potential for city-tourism. (See Appendix 5)


VisitBritain’s 2013 ‘London & Beyond Report’ flagged Britain’s fun and vibrant cultural cities as a factor (for 78% of respondents), which might persuade people to venture outside London.

4.1.3 Gateways

According to VisitBritain, visitors who use a London gateway are most likely to stay in London and yet those who use regional gateways are not only likely to stay regionally they stay longer and spend more (See Appendix 5). Our cities, Hull, Leeds, Manchester, Liverpool and Newcastle offer international access via airports and ports. These gateways hence offer the cities opportunity.

4.1.4 A Northern problem

2015-16’s NTGF programme raised the on-going issue of low awareness within international audiences about products across the North of England and how to book and navigate them with a recommendation that:

‘Information about destinations and products will enable prospective visitors to easily plan visits and itineraries. Connecting destinations and product across the North digitally, will make it simple to plan a visit, using new tools, more effective use of existing channels, sites and platforms, enabling the consumer to find information without having to navigate across multiple destination sites or creating new websites.

4.1.5 A Tough Sell

According to VisitBritain trade research, most operators cite the difficulty in selling the North on the lack of knowledge of this area within their market. One operator stated that they offer a northern England programme every couple of years to test the market again, however they find that the market perception of the North is to be industrial with dark cities and social poverty.

4.1.6 DEF Phase 1 Pilot

The DEF Year 1 Pilot scheme (Trans Pennine Cultural Experience – Hull, Leeds, Manchester, Liverpool) recognised that work was not fulfilled to its potential and aimed to drive forward and continue to test the leanings from NTGF by starting to craft content and integrate destinations, creating a more compelling joined-up story and bookable product. The private sector partnered with us and engaged heavily in creating new products, namely P+O Ferries who have created a special fare and Transpennine Express who have created a new Trans Pennine Cultural Rover rail ticket. House of Britain (a major Dutch inbound operator) is about to go on sale with the Transpennine offer. The Transpennine Express ticket is now enabling ease of travel via the on and off-line purchase of a single ticket valid for 8 days enabling 4 days worth of travel between Hull, Leeds, Manchester and Liverpool. This product is supported by the development of 4 cultural itineraries, which stimulate interest in the cities and encourage immersion in all 4 cities. However, the creation of itineraries (albeit helpful) is not sufficient.

We have now drilled further into the market insights and better understand the motivators to travel. It is vital that we now demonstrate at local level how desirable certain types of products (attractions, experiences, events) are in order to stimulate the production of more of them. We need to create a framework for the development of new product across the cities. We need to provide support and guidance on the creation of new products that are the optimum audience fit to ensure long-term sustainability of the visitor economies in each city.

5. What are we developing and why.

Following an extensive 5 stage New Product Development market research process (See Appendix 5) we identified two audience segments and key insight motivators which enabled us to develop two distinct but complimentary project ideas and propositions as detailed below. The process enabled us to further hone our target audience opportunity (from long haul + short haul in our EOI) to short haul in this bid (Appendix 5 details supporting evidence).


The motivators for travel for each target group are listed below and Our USP and vital insight surfaces repeatedly through all of the research we have read, and indeed supported by the very existence of European Capital of Culture and UK City of Culture.

Regeneration is a cradle for cultural development and cultural development is a catalyst for regeneration.

No other cities in England combined can offer this with such intensity and the most recent VB research and highlights the role of city’s industrial past and transformation as a motivator and driver.

“I want to go to Manchester and Liverpool now, I’m Interested in their industrial past (and now it’s cheap to fly!)”

CA, DE.

The immediacy of Hull’s City of Culture 2017 programme prompted the immediate activation of the DEF Y1 project, developing bookable cultural itineraries from Hull to Liverpool. We now have the opportunity to develop, establish and maintain long-term culturally led products strategically, learning from the Year 1 pilot and other DEF Year 1 projects.

Our DEF Year 2-3 project sets out to build on the Hull to Liverpool itinerary concept and expand the cultural product offer to include the wider North of England’s internationally relevant cultural assets and continue to develop them.

6.1 Our Proposed Products and Audiences

Audience 1 Pen Portrait

Young Active Explorers Nordics 25-45 years (& Germany subject to concept testing and further review)

Millennials with the world at their feet, looking for fun & excitement through travel. Commitment free, spontaneous and living for the moment. Prefer short breaks in cities and urban destinations (not rural). Prefer multi-destinations with new cultures, new activities and the chance to meet new people. Attracted to urban city life (not rural places), want to be close to the action & have high-octane

experiences away from the mainstream tourist traps.

Want new experiences that others have not done. Want to be first. (For under 35s‘experiencing things that are new to me’ is the 3rd most important need, compared to the 9th and 10th most important for 51-64 and 65+ year olds.)

Want to soak up the best that cities have to offer in terms of heritage in an engaging way withrelevant cultural activities such as food and drink, entertainment, music, nightlife and fashion.

Are a more ambitious audience in terms of the activities they wish to undertake. Disproportionately motivated by ‘having fun’, ‘experiencing activities/places with a wow factor’,

‘experiencing things that are new to me’ and ‘broadening my mind’. More motivated by some of these less mainstream holiday needs – particularly ‘good

shopping’ and ‘adrenalin adventures’, but also ‘entertainment’ aspects, including parties.

Young German and Nordic short hall travellers potentially stay 4-7 (+) nights, plan 6 months &book 3 months in advance booking directly online with service providers. NB: Nordics can

book last minute.

Don’t want to drive but happy to use public transport, especially rail. London is in their consideration set along with Berlin and New York due to their reputation for


cutting edge culture. However, millennials do have the world at their feet and edgy

destinations especially in Eastern Europe are vying for their attention.

I love taking city breaks around Europe and look for places that have a real buzz about them. It’s even better if it’s somewhere that hasn’t been ‘discovered’ yet – I feel like I’m setting the trend!

Proposed Customer Proposition Concept for Young Active Explorers

England’s Urban Collective is the next big thing in exhilarating travel - an Instagram-ready portfolio of cutting edge modern cultural experiences, set within the regenerating heartbeat of historic English northern cities.

Immerse yourself in the best these cities have to offer, including street and contemporary art, music, fashion, nightlife and food & drink, whilst witnessing the transformation of these bold and historic Northern cities. From Hull’s ‘Museum of

Club Culture’, situated in the heart of the Old Town and former port, to Manchester’s Affleck’s Palace. From Leeds’ Tetley Contemporary Art gallery in a former brewery and Newcastle’s Baltic 39 art scene to Tracey Emin’s neon

installation in Liverpool’s Anglican Cathedral, you can experience multiple cities with one easy-to-buy rail ticket and we’ll give you all the tips to avoid the mainstream ‘tourist traps’. Smartphone mandatory!

The Urban Collective.

Live in the moment. Frame it with history. No filter required.

Does our idea deliver for them?

New destinations – go before anyone else finds them. Offering contemporary, cutting edge, urban experiences taking place against a back drop of

dramatic regeneration.

Enables Gen Y to enjoy culturally relevant experiences (modern street art, contemporary art, music,fashion, nightlife, food and drink) whilst witnessing and being part of each city’s historic

transformation.

Offers multiple linked experiences via multiple cities with one easy to buy and use rail ticket. Not the mainstream ‘tourist traps’. Not a package – flexible for FITs enabling spontaneity. Travel with friends. Could be very hi-octane if the visitor wants to maximise their time. Maximum cultural immersion Maximum cities Maximum Instagram-moments No driving Can be done in 7-8 days

Audience 2 Pen Portrait

Cultural Adventurers - Nordics and Netherlands 25-45 yrs Germany/Nordics (secondary) Successful, independently minded young professionals with high disposable incomes. Looking for ‘history and heritage beyond London’. Seeking to soak up all aspects of local culture and atmosphere of new places. Want to experience something new. Interested in unique experiences with a touch of luxury. This segment are not motivated by rural activities. Happy to take a risk on something a bit different. Travel frequently and creatively.


Dutch and Nordic short hall travellers potentially stay 1-7 nights, like good deals, research

online, plan 3-6 & book 1-6 months in advance, booking directly online with service providers

or online tour operators.

Amongst short haul markets, France, Ireland and Germany are the top alternative choices forDutch and Nordic visitors. USA also vying for their attention.

I love taking city breaks around Europe and look for new places where I can soak up all aspects of local culture and atmosphere. It’s even better if it is somewhere a bit different that I don’t know much about.

Proposed Customer Proposition Concept for Cultural Adventurers

England’s Cultural Renaissance Collection is the cultural adventure you deserve - a collection of rich experiences that enable you to witness & soak up the heritage, history, regeneration and transformation of England’s northern cities.

Set across such historic cities Liverpool, Manchester, Leeds, Hull and Newcastle the Cultural Renaissance Collection is an ‘Instagram-ready’ portfolio of rich cultural experiences, presented against the backdrop of each city’s dynamic,

sophisticated post-industrial regeneration. From Manchester’s Refuge restaurant, situated at the former Palace Hotel to Newcastle’s Ouseburn Biscuit Factory arts centre and Hull’s Museums Quarter. From Liverpool’s Rum and

Tobacco dockside warehouses, now the 4 Star Titanic Hotel, Albert Docks & Tate, to the Victorian shopping arcades in Leeds’ Victoria Quarter, housing Harvey Nichols and high end boutiques, each experience offers unique insights

into the city’s history, heritage and transformation. You can experience multiple cities at your own pace with one easy to buy flexible rail ticket, and we’ll give you all the tips to make your visit as luxurious as possible.

England’s Cultural Renaissance Collection. Enriching Urban Travel

Does our idea deliver for them?

Appeals to young professionals who want to explore new places out of London and soak up the richhistory and heritage in cities.

This offer gives them new destinations, offering sumptuous urban experiences taking place againsta backdrop of dramatic historic regeneration & transformation.

Each experience in each city tells a story “come and witness the transformation and buzz NOWbefore everyone else”.

Offers more than one city.

6.2 Why two markets and two propositions?

We have considered 2 target audiences and 2 propositions.

Research undertaken in market during the phase 1 pilot supports the choice of both theseaudiences – Generation Y / Millennials and Generation X. The products directed at each

audience are distinct.

Young Active Explorers/millennials are consuming products, which are not traditionally seenas part of the tourism industry (the creative sector, street art, independent retail fashion and

music). These products require a different style of development and promotion.

Products that we feel are appropriate to the Cultural Adventurers sector are probably moreestablished (dockland retail offer, curated art, retail within arcades etc.).


Both propositions are however being driven by products that are being created as a result of

regeneration and transformation.

Research shows that the Cultural Rail Rover ticket has particular appeal to both segments asthey prefer to use rail rather than drive.

In addition, VisitEngland data supports our choice to develop both markets: 35-54 year olds consistently make up the highest numbers of visitors to England on a holiday,

and have generated the greatest growth since 2010.

16-34 year olds are the next most well represented and have also grown significantly innumber since 2010.

35-54 year olds spend the highest amount of money cumulatively on their holiday – 16-34year olds the second highest.

VisitBritain research states that 16-34 year olds (millennials) exhibit the lowest levels ofunderstanding of Britain’s offer outside London (equating to an intervention need), those aged

35+ and families the highest (equating to an opportunity).

Despite significantly lower awareness of ‘other major cities outside of London’, 16-34 yearolds are almost as likely as average to be interested in visiting (equating to an opportunity).

This market offers strong potential but must be engaged with.


Appendix 6 – Background Research

PRODUCT AND CUSTOMER PROPOSITION

Market Research

We reviewed the following information in line with the New Product Development (NPD) 5-stage guidelines: -

Discover England Regional Gateways Report November 2016 Discover England – summary insights on overseas visitors to England’s regions. Initial summary report:

volume, value, profile, motivations and barriers. August 2016. Visit Britain Decisions and Influencers. November 2016. Discover England – summary insights on overseas visitors to England’s regions. Understanding

participation in activities. November 2016. Discover England Years 2-3 – Addressing Market opportunities: A Guide for Applicants. Mangrove. VB Market Insights for Germany, Netherlands and Nordics. VisitEngland - Market Report Netherlands for DEF Bids VisitEngland - Market Report Germany for DEF Bids. NTGF Interim Evaluation Framework VisitEngland - DEF Qualitative Research VisitEngland - Optimising the Discover England Fund – Application Through Insight VisitEngland - Understanding Visitors by Life Stage VisitEngland – Multi-destinations Report VisitEngland/VisitBritain – Britain & Competitors

This is used as the source and evidence for our insights and as proof of customer motivation and opportunity.

The Macro Opportunity – Cities & Culture

VisitBritain & VisitEngland have considerable published information demonstrating how strong ‘Culture’ (and heritage) is as an activity undertaken in the destination and hence as motivator for international travel.

Culture

In 2011, VB sponsored specific questions in the International Passenger Survey (IPS), which showed that 43% of all holiday visits involved a visit to a museum or gallery and 14% performing arts. Of the activities mentioned, 4 of the top 6 were either cultural venues (castles/historic houses, museums/galleries and religious buildings) or parks and gardens.

The Anholt Nations Brand Index (NBI) shows the positive perceptions of UK culture and heritage amongst respondents in 20 countries around the world. The NBI consistently ranks the UK’s strengths in history and culture attributes. In 2015 the UK was ranked 3rd for contemporary culture, 5th for historic buildings and 6th for cultural heritage (out of 50 nations).

In 2014 Visit Britain undertook further research into the role of culture and heritage in the UK’s key markets (France, Germany, USA) and found that consumers were looking for a genuinely distinct experience than they can’t have at home. They want to feel moved, inspired, astonished, amazed, awed and intrigued. They want experiences to enrich them, stretch their minds and enable authentic immersive experiences, which allow them to be more than spectators.

Cities

Visit England’s November 2016 report ‘Summary Insights into overseas visitors to regional England’ highlights strong potential for city-tourism, stating ‘Whilst beach holidays are the most likely holidays to be taken by international travellers, it is city-based holidays which are overwhelmingly considered favourite types of holiday – 40% feel that city-based holidays are their favourite compared with 25% mentioning a beach (6% favoured a coastal area holiday)’

‘Cities’ were the favoured type of holiday destination for all life-stages as shown below. (Understanding Visitors to England by life-stage. Feb 2017.)


1. City

2. Beach / seaside resort

3. Touring holiday

4. Coastal area

5. Mountain area

6. Rural area

7. Holiday centre

8. Cruise

9. Theme park

10. Spa resort

40%

25%

10%

6%

5%

4%

4%

2%

2%

1%

According to the NBI, overseas markets are most likely to want to stay in the capital city and historic British cities on a holiday in the UK.

VisitBritain’s 2013 ‘London & Beyond Report’ flagged Britain’s fun and vibrant cultural cities as a factor (for 78% of respondents), which might persuade people to venture outside London. Britain’s contemporary culture (music, art, fashion, food) was also regarded as a key element of interest. The report also reminded destinations outside London to ‘Do the work for visitors by putting together set itineraries, illustrating the ‘packages’ they could put together themselves’.

Information

The report states that to enhance tourism, we need to ‘quench’ a thirst for information. 60-70% of potential visitors stated that they would give more consideration to a visit if provided with historical and cultural:

Itineraries from different regions. Itineraries on different themes. Information about the ease and speed of travel around. Places to see as well as London. Reassuring transport and access information.

Gateways

In addition, recently published Research about England’s Gateways (November 2016) demonstrates that:

80% of holiday visitors using a London gateway ONLY stay in London on their trip. 64% of holiday visitors using England’s regional gateways (so excluding London) spend a night in

Regional England. Yorkshire has a less than 1% share of gateway holiday visitors, the North East 2% and North West

3%. Those using gateways in the North East, North West and South West are most likely to be staying

for longer than 7 nights. As there is capacity on all inbound routes into the North, ferries to Hull and Newcastle in particular, this offers an opportunity.

Multi-Destination Potential


VisitEngland also report that ‘overseas visitors are most likely to stay in the South East. Growth outside of London has largely taken place elsewhere in the South East, in the South West and the North West. Although there have been gradual increases in overseas holiday trips to other England regions, rises are not as marked as in the most visited regions. There has been minimal movement in nights spent in other England regions, some experiencing recent drops.’

The case for intervention is not being questioned, but this evidence clearly makes a case for the promotion of northern regional gateways, of which there are a considerable number.

Encouraging multi-destination trips also offers England the potential to maximise length of stay and hence spend. As VisitEngland report:

‘Whereas 13% of trips to the UK are multi-destination trips of UK destinations, only 10% are multi-destination trips of England destinations.

The difference between UK and England multi-destination trips is particularly apparent within the holiday market. Only 9% of these trips are multi-destination trips of England destinations compared with 15% which are multi-destination trips of UK destinations In terms of nights spent in the UK, multi-destination trips make up a larger proportion of nights (19%) than trips (13%), reflecting the longer length of stay of multi-destination visitor.’

The Macro Northern problem – where, what, how?

2015-16’s NTGF programme raised the on-going issue of low awareness within international audiences about products across the North of England and how to book and navigate them. This left a valuable insight legacy for the North and in particular identified key opportunity markets and cultural activities as travel motivators. Workshops and activities targeted at the trade during the NTGF programme also demonstrated a strong appetite for more products, more content and more interesting options to sell the cultural North.

In particular, is this key insight from the NTGF report:

‘Information about destinations and products will enable prospective visitors to easily plan visits and itineraries. Connecting destinations and product across the North digitally, will make it simple to plan a visit, using new tools,


more effective use of existing channels, sites and platforms, enabling the consumer to find information without having to navigate across multiple destination sites or creating new websites.’

VisitEngland data demonstrates and opportunity to covert interest in cities outside London by raising awareness:

In addition, feedback from operators during phase 1 has continued to confirm this issue. One respondent in Holland claimed to have struggled in promoting the area identified via the Cultural Corridor to customers. This operator recorded difficulty in promoting and selling tourism products in the area of reference due to lack of understanding and awareness. In Germany, some think that the North is a tough sell beyond Liverpool, Manchester and York but thought it looked like an interesting route. They were interested in the individual itinerary information and calendar of events.

Proposition Insights

Our propositions are 100% insight driven. We have ascertained the following key insights to support our business case:


1. Based on VB/VE’s Gateway’s Research (DE – Regional Report November 2016), the 3 markets that deliver

the highest % volume of visits to the North West, Yorkshire and North East are Germany, the Nordics and Netherlands. This reflects the air and sea connectivity into the region.

2. Based on VE’s insights about audience motivators for general travel (not just to the UK) audience needs include:

City Breaks (40%) Visiting more than one city (68% cite as important) Seeing historic monuments (84%), new food and drink (81%).3. England’s product scores well against these, including product within the NW, Yorks and NE regions.4. GfK Anholt Brand index reports that the country ranks highly for contemporary culture, vibrant city life and

historic buildings and monuments. All of these products exist with the NW, NE and Yorks regions.5. The DEF Initial report states that there are 7 themes that act as hooks for England. Out of them, the NW, NE

and Yorks regions contain: Heritage – the most common reason for going beyond London. Cities – fun, vibrant with contemporary culture.6. The report sites an opportunity being to ‘build awareness of the heritage and regeneration of cities outside

London’.7. Moving onto Mangrove’s ‘Addressing Market Opportunities: A Guide for Applicants’:

Based on ‘holiday visit to each region by market’ for NW, NE and Yorks the following come out top: USA, Germany, Australia, Nordics, France, and Netherlands.

We now cross reference back to the ‘gateway opportunity’ across all 3 regions. Assuming that we realistically want people to fly/ferry into and out of all 5 cities, and not via London, we drop the USA, Australia and France. We also take into account the DEF long-haul Gateway project being led by Manchester and wish to work complimentary to that and not to duplicate it.

VisitEngland provide additional insights which support our choice of markets:

‘There has been significant movement in the distribution of markets visiting England for a holiday in the last 13 years. In 2002, the USA accounted for around 600,000 more trips than Germany and France (the second and third most prevalent visitors) but in 2015 most trips to England were made by residents of France (up by 107% since 2002) and Germany (up by 78% since 2002).

Other notable movements have occurred amongst Nordic countries (Sweden, Norway, Denmark, Finland and Iceland); visitors from these markets increasing by 161% since 2002.

Germany accounts for the most number of regional nights; 3.9 million compared to 2.7 million from France and 2.2 million from the USA. Clearly, the German market should be a focus for projects outside of London.’

The Age Profile of visitors to the UK from each of our target markets of Germany, Nordics and Netherlands shows the following as the highest ranking:

Based on AGE (as above) and TERRITORY (as above) + the fact that ‘Lifestyle’ travellers are not motivated by culture, an examination of the 6 optimum visitor types reveals the opportunity markets:

Young Active Explorers 20-35yrs, markets include Germany and Nordics.

Cultural Adventurers 25-45 yrs, markets include Netherlands & Nordics.

The Macro Offer

We know that our city-offer does not present ‘specialist experiences; scenery/rural; outdoor leisure; action adventure or purely Music & Sport’. We hence identify the following opportunities from Mangrove’s options:

a) History & Heritage Highlights – worth £3.6m. This offer delivers for those who want to learn about experiencing some of England’s rich history and heritage – focussed on key cities & historic sites.

b) Experience City life – worth £3.7m. This offer delivers for those who want immersive urban experiences and to soak up everything the city has to offer – entertainment, nightlife, culture, shopping, sightseeing, food and drink.


Target Market & Offer Match

Combining these factors using the ‘Mangrove Product Opportunity Heat Map’ PLUS the estimated opportunity spend heat-map, our optimum audience offer and target markets are:

Young Active German & Nordic Explorers 20-35yrs + Experience City life (Green = Go) Cultural Adventurers from the Netherland & Nordics 25-45yrs + Experience City Life (Green = Go) Mangrove’s Guidance outlines ‘Opportunities of particular interest for the DEF fund’. (below) This gives further insight for product development and supports our optimum markets.

a) For Young Active Explorers = ‘Urban Immersion’, which helps Gen Y Millennials soak up the best that cities have to offer in terms of heritage in an engaging way and cultural highlights such as music, nightlife and fashion. This is a BIG opportunity to drive visits beyond London. It is a good fit with Northern cities. City perceptions can be tailored to the target audience.

b) For Cultural Adventurers = ‘History and heritage beyond London’ which encourages visitors to explore the rich history in cities and focus away from the capital, via day trips, 2 centre breaks, leveraging TV film etc. A strong fit with England’s assets and a natural extension of what England already offers.

A vital insight was delivered from the most recent VB research and highlights the role of city’s industrial past and transformation as a motivator and driver:

“I want to go to Manchester and Liverpool now, I’m interested in their industrial past (and now it’s cheap to fly!)” CA, DE.


Appendix 3 – Asset Audit

ASSETS ANALYSIS

A draft assets analysis was been undertaken as part of the bid submission process. A summary follows and a comprehensive version is available to view. The purpose of this bid-stage process was to understand the opportunity for the 5 cities. The draft product audit does not currently audit bookable and commissionable product in each city. However, as outlined in this bid and action plan, a phase one priority will be to undertake a full product audit if we are successful with this year 2-3 bid.

Connectivity, Infrastructure and Services Audit

Appendix 1 outlines the comprehensive flight and ferry access into the 5-city region from our target markets – Nordics, Germany and Netherlands.

The Audit also outlines the current Transport within and between the cities along with Accommodation, Food and Drink and Shopping.

Product Audit

Appendix 2 contains 2 tabs identifying product in all 5 cities that is appropriate to our target audiences and meets our proposition criteria.

Gap Analysis - Product and Connectivity Development.

The audit is broken down into medium term and long-term actions. This approach will help identify ‘quick wins’ versus longer-term development as we progress into phase 2.

Product Development Opportunities

Young Active Explorers

NewcastleGateshead

Long-term – 3 zones need to develop clearer cultural identities. Mid-term – more contemporary products that are distinctive to NewcastleGateshead; strengthen year

round festivals offer that are distinctive to the city and identify potential timing and geographic clusters, e.g. Northern Print Biennale.

Short-term - Develop digital weekend cultural itineraries for non-traditional cultural offer for the independent traveller.

Hull

Long-term - Lots of relative gaps as a smaller city with a more compact cultural offer. Needs to build on its’ own assets rather than try to compete with other cities.

Mid-term - Importance of establishing a year round cultural offer with highlights that have international potential.

Short-term - Making the most of the rest of UK City of Culture 2017 and its legacy through developing the itineraries approach from the Transpennine pilot project. Post 2017 - need to avoid a drop in profile and interest from visitors, as there will be less cultural product.

Leeds

Long-term - Independent cultural product is not very visible to visitors in comparison to Manchester and Liverpool and is somewhat squashed in between the universities and the finance/commerce sectors - Leeds lacks places like FACT in Liverpool or CFCCA in Manchester.

Mid-term - Showcasing more local and emerging artists in new ways will help to itineraries the cultural offer for this market.

Short-term - Make connections between independent food and drink offer with cultural offer to enhance the city experience.


Manchester

Long-term - Optimise new major new cultural venue The Factory opening in 2020 with large-scale work for visitor markets.

Medium-term - Develop advance weekend offers for Manchester International Festival 2019 so that visitors can access usually sold out events.

Short-term - Strong cultural offer that needs packaging better, easier to find information, e.g. Creative Tourist Live Guides.

Liverpool

Short-term - Strong cultural offer that needs packaging better, easier to find information, e.g. Creative Tourist Live Guides.

Cultural Adventurers:

Newcastle

Short-term - Not seen as a cultural short-break destination internationally, despite strong cultural brand names around music and visual arts (BALTIC Centre for Contemporary Art & SAGE Gateshead). Not easy to find out information and particularly for bookable product.

Hull

Long-term - Make more regular use of the waterfront for cultural activity post 2017. Short-term - Build on UK City of Culture profile through expanding Transpennine cultural itineraries pilot

project.

Leeds

Short-term - Strong dance offer (e.g. Northern Ballet, Phoenix Dance, Yorkshire Dance Centre) but not currently visible for visitor markets so need to look at how to make this bookable product easy to find through digital channels.

Manchester

Short-term - Create bookable cultural product offers for international markets through developing new bookable itineraries with travel partners, including around permanent museum and gallery collections, e.g. Textiles and wallpaper at Whitworth.

Liverpool

Mid-term - More joint working around the cultural cluster at the Docks to create itineraries and guided tours for Tate, Maritime Museum, International Slavery Museum, Museum of Liverpool, Open Eye Gallery, RIBA North gallery, British Music Experience.

Short-term - Develop a stronger more connected year round festivals and outdoor/carnival offer.

Connectivity

Most of the cities now have bike lanes and bike hire, though only Hull and Liverpool have a good package for cyclists (e.g. downloadable maps, secure cycle storage). In the other cities visitors need to look at privately hiring bikes and working out routes/storage.

Newcastle

Long-term - Need ways to connect the waterfront and city (not geographically far, but are disconnected). Mid-term - Feels disconnected to rest of the northern cultural offer currently – more packaging across

northern cities, including transport, bookable product, digital information.


Hull

Long-term - Investment needed across accommodation (lack of hotels), food (very few quality food offers) and retail (lack of independent).

Leeds

Long-term - Lacks independent retail, lack of contemporary markets. Mid-term - The major development south of the river way in Leeds could create more possibilities for use

of public realm for street food, events etc.

Manchester

Long-term - Could make better use of waterways - Quays and canals - from a visitor interpretation perspective as well as transport and water based experiences.

Short-term - Over the last two years Manchester has been going through considerable building work and roadworks as the city invests in its physical and transport infrastructure. So the city is starting to emerge from major physical interruptions and therefore the way finding can be challenging for international visitors and this will need to be addressed.

Liverpool

Mid-term - Retail could have more independent boutiques, shops, and markets to complement the corporate retail offer at Liverpool One.

There is an on-going requirement for the auditing and collection of relevant content that is aligned with our proposed propositions and target markets. Resource is allocated for this in addition to the on going monitoring of gaps and identification of development opportunities. This is covered in more detail in the following two sections.


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