Cheadle Action Plan
Action plan developed as a part of the Better Welcome programme led by the
Action for Market Towns Initiative (AMTi)
Under the Better Welcome, towns in the Advantage West Midlands (AWM) region
have benefited from a programme of activities, designed to deliver knowledge,
understanding and evidence on which to base future action plans.
The Action for Market Towns Initiative (AMTi) has led a team of research and
tourism experts in delivering a comprehensive assessment programme of the towns
in the study. The programme has included:
- Tourism Product Audit
- Tourism Information Provision Survey
- Local Business Survey
- Visioning Workshop with town representatives
- Face-to-face Visitor Survey
- Signage Audit
- SWOT analysis
- Action Planning Workshop
This action plan has been developed using the data sources above. Also, as part of
this programme of activity, we now have the opportunity to bid for £25,000 worth of
funding from AWM to bring a capital project to our town. (This funding needs to
matched by 15% funding from elsewhere.) This action plan includes a section on
projects we can bring to the town using that funding to aid our development over
the coming years.
Using the data sources above, we have ensured that the projects put forward will be
market led, deliverable, achievable, and of benefit to the town in attracting more
visitors. The process leading up to the development of this action plan has been
business led, and we are keen to ensure that businesses are the main beneficiaries
from the Better Welcome project and the future development of our town.
Senior Regeneration Officer
Staffordshire Moorlands District Council
1. Cheadle Vision
Under the Better Welcome programme, a vision has been defined for the town:
“In 10 years time, the town of Cheadle offers a better welcome due its
friendly welcome. The market town offers an historic gateway to
England’s best-kept secret, the Churnet Valley.
Known for its arts, arts festival and other dynamic events.
This home of Pugin’s gem, one of England’s finest churches, the town is a
favourite of Alton Towers visitors.
Cheadle is a welcoming, safe, relaxing place for business visitors, offering
quality, traditional/homely accommodation, with decent quality pubs &
restaurants for business and leisure visitors alike”
Our goal is to achieve this vision through intelligent development of our product
using the data sources available and a market led approach to marketing.
1.1 Cheadle Unique Selling Propositions (USP)
Whilst we recognise many different elements of our town, we have narrowed these
down to ten USPs, drawn together to define our tourism offer:
4. Les Oakes
5. Alton Towers*
6. Industrial History
7. Industrial Heritage
8. Arts Festival
9. JCB link
* USPs recognised as being of particular importance to Cheadle. These themes will
be used to guide product and market development in the future.
A Better Welcome Vision – Cheadle (17th May 2007)
1.2 Cheadle Visitor Markets
There are many different types of tourists and visitors who would be attracted to
different aspects of our town. However, with ever limited budgets to put into
marketing, promotion and product development, we must focus on markets which
we feel we can attract and we would like to attract.
It must be understood that by targeting our resources at a limited number of tourist
markets, we are not aiming to exclude any visitor to the town, and wish to
encourage a welcome for all.
Following extensive discussion over a number of meetings, the target markets we
have defined are:
SKI/Empty Nesters - aged 45+, from socio-economic groups ABC1,
children no longer living at home. They can afford the luxuries of life and this
group is most likely to take 2 or main more holidays a year, many short-
breaks and enjoy the more expensive leisure activities. High cultural
Families - UK families with dependent children aged under 16, taking
family breaks and holidays in the UK. Looking for „child friendly‟ facilities.
If the children are happy, the parents are happy.
Young Couples - Professional Couples; aged 20-45, from across the socio-
economic. As they do not have children they have more disposable leisure
time to spend on themselves.
Pugin Fans – Niche market. This plan will explain the aspiration to attract
groups/specialists / visitors specifically attracted by Pugin.
1.2.1 Pugin and the Pugin Fans Market
In Cheadle, we are privileged to be the home of St Giles RC Church, known as
Pugin‟s Gem. It is referred to as this, because it was designed by AWN Pugin and it
is considered to be one of his best known pieces of work, another is the
magnificent interiors of the Houses of Parliment . Cheadle will be branded as;
Cheadle – Historic Market Town, Home of Pugin‟s Gem.
However, it must be recognised that our current visitor market is neither influenced,
nor aware of Pugin, his importance or legacy and links to the town. By developing
the product around Pugin, we are taking a calculated risk. Based on our knowledge
of the target markets, we are developing a product to appeal to a higher cultural
awareness, interest and higher spending market.
To achieve what is going to be a shift to a more diverse visitor market (not
dominated by local, repeat visitors in lower socio-economic grades as we are now2),
we must ensure the whole town is behind the development of Pugin as the central
element of our tourism promotion and future events e.g. Pugin themed events,
festivals, Pugin always promoted in other events, promotions etc.
In marketing the Pugin brand, we feel that the best approach would be utilising
public relations and niche publications. In order to reach our target markets, it is
essential we use our resources in the most cost effective and effective ways; press
releases, articles in niche journals, journalist familiarisation trips, travel writers and
coverage in Sunday supplements will all reach our intended audience in a far more
interesting way, and will provide material for future marketing as the brand grows.
Also, on a wider town issue, we need to ensure that the local businesses are
attractive to our target markets and the town itself is presented in the best possible
light. This may involve future landscaping; cleaning and some redevelopment of the
town. With regard to future physical development of the townscape, we must make
certain that the town‟s street furniture and future architecture is sympathetic to our
aims and that future development plans make reference to this action plan as part of
their evidence base.
Socio Economic Grades: Industry standard economic classification system based on
occupation. http://www.mrs.org.uk/publications/downloads/occgroups6.pdf. Summary list in
the appendices of this report
1.2.2 Business Visitors
There is no hard information currently available to describe the market and national
level statistics are also quite limited in their scope. In general, this market is one of
the highest spending segments of tourism and although small, is much sought after.
It tends to be seasonally spread with peaks in autumn and spring.
The market is usually split into the following sub-sectors:
- Incentive travel
(MICE) - each of which have their distinct characteristics.
Smaller meetings far outnumber larger meetings and primarily take place in hotels
but attractions and sports facilities also benefit. With JCB, Alton Towers and public
sector organizations, Cheadle has a chance to capture some of this market, if the
facilities are developed in the town and promoted to meet their needs.
The expectation of business visitors on their accommodation is varied, but generally
high. Having looked at the stock available in Cheadle and having gathered opinions
on the accommodation from business in the area, we have to be aware that the
current accommodation offer is not of a suitable standard to confidently attract
business visitors. Also, the standard of accommodation in the town may jeopardise
the goal to attract more ABC1 visitors, as this is also a far more discerning market.3
1.2.3 Overseas Visitors
All of the above are domestic origin visitors; that is, they live in the UK. It is not
seen as the most prudent use of resources to actively market to overseas markets
and it is very difficult for one, small to medium size town, to gain recognition in the
overseas markets, when compared to successful English brands; Worcester, York,
London, Edinburgh etc.
The Manor is currently undergoing a programme of refurbishment and has an aim to attract
a higher spending market and a higher SEG market.
To attract overseas visitors, we need to ensure our town is linked to the regional
marketing strategy4 which will have resources attached to attract wider markets.
Once in the UK and in the area, we then need to ensure visitors know about us.
As with the Pugin marketing, we should work to include reference to Pugin in regional
overseas marketing, overseas guides and within the material distributed through
overseas tourism exhibitions, which Tourism West Midlands will attend to promote
the region. It is less about needing more resource, and more about maximising the
resource, people and opportunities we have.
We are not in any way suggesting that we ignore the overseas market, we wish to
welcome and attract all new visitors to the town. However, we must also be realistic
about what we can achieve and which market is going to produce the best returns on
REVISED WEST MIDLANDS VISITOR ECONOMY STRATEGY – L&R Consulting 2008:
“The visitor markets for culture and heritage in the West Midlands embrace:
• all regional priority international markets - North America, Germany, Spain, Italy”
2. Cheadle SWOT Analysis
The following SWOT analysis was developed specifically for the Better Welcome programme and is solely tourism and leisure focussed.
- Proximity to Churnet Valley and Staffordshire Moorlands - Partnership with other destinations and attractions (e.g. Alton
- Friendliness Towers)
- Links to Pugin (‘Pugin’s Gem’ one of England’s finest churches) - A heritage centre highlighting the historical and continued links with
- Les Oakes – local historical figure industry (with conference/meeting facilities)
- Proximity to Alton Towers (and linked through the Earl of - Garden seating area
Shrewsbury) - Improved variety and quality of accommodation
- Industrial Heritage - Develop a night-time economy and evening culture
- Existing Market - Improved variety of quality eating opportunities
- Arts Festival - Work with employers to encourage events, meetings and use of
- Links with the JCB company accommodation in the town e.g. JCB, public sector etc.
- Touring base
- Location with the wider region and England (good base for touring)
- Cheadle Business Group - Promote local and historically important figures e.g. Pugin, Earl of
Shrewsbury, Les Oakes
- Co-ordinate tourism development & visits
- Potential cycling base and link to Churnet Valley
- Areas of the town seem run down - Other market towns / destinations
- Some loss of character in areas - Perception of cheaper holidays abroad
- Choice and variety of shops - Importance of tourism still undervalued at central government
- Poor market - Importance of tourism still undervalued at a regional and county
- Unawareness of Pugin level
- Low social SEG profile of visitors - Inactivity within the town to maximise opportunities
- Vacant buildings - Leisure time pressures
- Lack of quality accommodation - Weather
- No coach park
- Car parking signage
3. The Visitor Survey
Key to understanding our product is, understanding how our visitors view the town
and what it has to offer. We need to view the product through the eyes of our
visitors and ascertain how close we are to successfully delivering this USPs we listed
The visitor survey covers many aspects of the town and provides visitor information
to help fill in our knowledge gaps. The results will be used to help develop both
product and promotion, giving us indicators of what imagery, language and approach
to take when marketing town to attract our target markets.
Broadly, the visitor survey delivers:
- Visitor Profiles
- Visitor Behaviour Data
- Visitor Spend Patterns
- Satisfaction and Importance Ratings
3.1 Benchmarking the Data
Every town in the Better Welcome Programme has had a visitor survey carried out to
the same criteria, methodology and questionnaire design. This allowed The
Research Solution (TRS) to carry out benchmark comparisons with the data.
The gathering of benchmarking data allows us to measure visitor profile
characteristics and visitor satisfaction on a range of indicators that comprise „the
visitor experience‟. These include the cleanliness of streets and public toilets,
provision and cost of car parking, quality of local restaurants and the friendliness of
local people. Indicator scores for similar types of destination across the country are
then compared to measure relative performance and identify best practice.
The overall benefit of benchmarking is that it provides a customer-focused basis on
which to set priorities for action and improve the destination „product‟, identifying
strengths and weaknesses, since under-performance against key competitors can be
a powerful influence on decision-makers
3.2 The Better Welcome Towns
So, whom are we benchmarking ourselves against? The 28 towns in the programme
are shown in the table below:
Better Welcome Towns 2007
Bishop’s Castle Polesworth
Church Stretton Worcestershire
Market Drayton Evesham
Much Wenlock Pershore
Oswestry Stourport on Severn
Wem Tenbury Wells
Whitchurch Upton Upon Severn
In the report and particularly on the satisfaction scoring of our town, we have
referred to a County average and an All Market Towns average.
The table above shows those towns, which represent our potential partners but also
our competition. In that respect, it is vital that we see how we are performing
compared to our nearest competitors.
3.3 Visitor Survey Key Findings
3.4 Visitor Profiles
- Visitor Type: 98% of our visitors are either Day Visitors from home or Day
Visitors on holiday in the wider area. We are only attracting 2% of Staying
- Party Composition: 48% of our market is Adult Couples. We also have a
large Group Travel market with 36% and a healthy Family market with 16%.
- Age Profile: 68% of visitors to Cheadle are aged over 45
- SEG:5 73% of visitors are in the DE category. This is a significantly higher
proportion than the all market towns average of 18%.
- Visitor Origin: 46% of visitors came from Staffordshire, with the next
highest origin being Lancashire with 7%.
3.5 Visitor Behaviours
- Length of Stay: On average, day visitors spent 4 hours and 49 minutes
here, which is much longer than the all market towns average of 3 hours 22
- Transport: 96% of visitors used private transport to get here. The
remaining visitors used public transport.
- New/Repeat Visitors: 98% are repeat visitors to Cheadle. This is
extremely high. We must try and attract a higher proportion of new visitors.
- Frequency: 31% of our visitors came to the town more than 5 times in the
last year. 49% visited between 2 – 5 times.
- Accommodation: Due to the low levels of staying visitors in the visitor
survey, it is misleading to give any indication of accommodation use in the
- Purpose of Visit: Only 21% of visitors were actually here for
Leisure/Holiday reasons, 26% visit for Shopping and 53% are Visiting Friends
- Main Activities: 47% of visitors were visiting friends or relatives.
- Secondary Activities: Reasonable responses were given for general
sightseeing and shopping. A high proportion 84% were also here for lunch
Socio Economic Grades: Industry standard economic classification system based on
occupation. http://www.mrs.org.uk/publications/downloads/occgroups6.pdf. Summary list in
the appendices of this report
3.6 Visitor Spend Patterns
Table 5.1 Average Expenditure –ALL VISITORS
Sample Average Spend Average Spend Average Spend
Cheadle Staffordshire All Market Towns
All Accommodation - - £2.80 £8.46
Eating & drinking 200 £9.99 £10.68 £9.33
Shopping (per 199 £9.80 £11.80 £10.82
Entertainment (per 107 - £0.32 £1.26
Travel (per person) 194 £3.48 £3.71 £2.59
Other (per person) 138 - - £1.00
* Only 3 respondents were staying overnight in Cheadle and each of these were staying with their friends or
relatives. Therefore, no spend was recorded for accommodation.
3.7 Visitor Satisfaction Ratings - Strengths
Based on our comparative rating6, our strengths according to our visitors are:
- Places to eat and drink - value for money
- Public Toilets - Availability
- Ease of parking
- Cost of parking
It should be noted that across all elements rated, Cheadle scored very well indeed.
(Particularly when compared to the All Market Towns average).
However, the high repeat visits and lower social grade profile may be influencing
these scores. The ABC1 markets which represent our targets for the future, are
more discerning, more critical and have higher expectations.
The full satisfaction ratings table is available in the appendices of this action plan.
3.8 Visitor Satisfaction Ratings - Weaknesses
Based on our comparative rating, our weaknesses according to our visitors are:
- Overall enjoyment
This was the only factor rated lower than the comparator scores. It seems
inconsistent as all the individual factors were scoring very highly. Our conclusion is
that whilst achieving success with our present visitor markets on the specific
elements of the town. The overall feeling when leaving is potentially one of
ambivalence and possibly reflects a bland town.
3.9 Visitor Opinions – Likes & Dislikes
According to our visitors, the following table shows the likes and dislikes of our town:
Good places to eat and drink Too few shops / poor shops
Local food / drink No / None / Nothing
Small / Quiet / Not too busy Toilets (cost / lack of / dirty)
Nice people / Friendly Market (poor / small / expensive)
Architecture / Buildings Stalls (lack of / poor range)
Clean / Tidy
Easy to get around
Shops / Choice
4. USP Comparison
We can use the visitor opinions and ratings to compare how we view the town and how the visitors view it. Based on the ratings and visitor
opinions, we have provided an analysis to show where the visitors are of the same opinion as us on what makes this town special.
Town Defined USP Visitor Perceived Strengths
1. Friendliness X
4. Les Oakes
5. Alton Towers
6. Industrial History
7. Industrial Heritage X
8. Market X
9. Arts Festival
10. JCB link
It is evident that there is some gap between what we consider our strengths to be and how the visitors perceive us. We have chosen specific
places, people and events to build our town‟s reputation on. As stated earlier, to achieve a shift to a more diverse visitor market we must
ensure the whole town is behind the development of Pugin as the central element of our tourism promotion and future events.
We are mindful however that we need to maintain our existing perceived strengths by existing visitors and ensure that our core audience is
enhanced with broader markets, not replaced.
5. Signage Audit Summary
The Research Solution carried out an objective audit from a visitor perspective,
providing an independent assessment of current key visitor signing.
The results for Cheadle are as follows:
5.1 Tourist / Visitor Information Points:
There were several TIP points at the town‟s car parks that contain a small town map
and facilities and also a “you are here” sign. A TIP was also located on the walk
between the main car park and the high street. This TIP contained a map of the
town centre with a “you are here” sign and information on walking trails around the
town. There were also arrows to direct visitors to the four walking trails. The third
type of TIP was located at the Tourist Information Centre and contained a map of
Staffordshire Moorlands. The TIP also contained information on places to visit,
places to eat & drink, activities and also accommodation in Staffordshire Moorlands.
This board was informative, well maintained and clearly accessible to visitors
5.2 Interpretation/interpretative materials in the market town:
The only interpretative material located in Cheadle was for the signed tours or trails
around the town. This interpretative board was part of a TIP board and contained
information on four main walking routes around the town. One of the walking routes
„The Pigeon Markers Trail‟ was located throughout the town centre (see bottom right
picture) although they were not well maintained and some were not clear.
5.3 Pedestrian Signposting:
The pedestrian signposting located in and around the town centre of Cheadle is fairly
comprehensive and clearly indicates the location of the main attraction (market
place, churches, Pugin‟s Gem), the public toilets, the Tourist Information Centre,
library and the car park. These signs are well maintained, clear and in keeping with
the style of the town.
5.4 Visitor Signposting on the main routes into the Market Town:
On the main routes into Cheadle there are clear signs indicating that Cheadle is a
historic market town. The local services / amenities in the area are also signposted
and signage to the main visitor attractions in the town is visually clear, logical and
6. Town Tourism Priorities
Based on the data gathered over 2007 and on our own ideas for the town, we have
drawn together a list of tourism priorities for the next 5 years:
6.1 Strategic Priorities:
The following two objectives are included in the SMDC Economic
Development and Tourism Strategy and will help deliver the priorities
and vision of the Council and its partners
Strengthen and diversify the local economy by establishing Town
Centres as key areas for sustainable economic activity, whilst
supporting the role of rural areas
To effectively promote and enhance the tourism product that exist
within the Market Towns and rural areas through existing and new
activities and opportunities
Additional tourism priorities include:
Develop a market led approach to product development, future
marketing and destination management.
Produce a marketing strategy for the town to maximise all
opportunities. This will also provide a strategic framework for
individual businesses to benefit from and assist in delivering.
Ensure Cheadle makes the most of its assets by having a clean,
uncluttered and welcoming townscape.
Develop Pugin as the central theme of future tourism development;
incorporating product development, marketing, festivals and events.
Ensure effective partnership working and properly resourced
delivery; utilising the expertise of public and private sector.
Achieve a more diverse visitor profile, appealing to a greater
percentage of higher spending visitors.
Encourage the town to enhance and develop its unique character
and shopping centre and support local businesses to develop their
own, distinct identity.
6.2 Specific Projects:
In order to deliver our Strategic Priorities and town vision, we have identified the
following product development and marketing project opportunities.
- Historical/Pugin Interpretation Project
- Gateway Feature / Welcome
- Archway feature over Greyhound Walk
- Heritage Centre (inc.Pugin)
- Garden Seating Area
- Cheadle Town Website
- Promote the town as a touring base
- Partnership with Alton Towers
- Landscaping and enhancing the townscape
- Work with employers to use the town
- Develop a safe and thriving nighttime economy
- Improved variety and quality of eating opportunities
- Improved variety and quality of accommodation
7. Better Welcome Projects – Priority Scoring Matrix
The Better Welcome funding available through AWM will only fund capital build projects. Also, the funds have to be spent by either March
2009 or March 2010. Therefore, we must view the Better Welcome opportunity as a partial delivery mechanism to our overall vision. The
Better Welcome funding gives us the chance to bring a capital project into the town quickly and visibly.
The table below shows how we have prioritised the project ideas to ensure they are market led, achievable and deliver our vision.
Better Welcome Project Scoring Matrix for Cheadle
Project Idea Fit with Visitor need Better welcome Builds on Links to Fit with DMP Achievable Score
statement (from survey) for target markets strengths/USPs opportunities strategies by March 09 - out of 35
Pugin Interpretation Project and sign at church 5 3 5 4 4 4 4 29
Gateway Welcome Signs and sign at church 4 3 4 4 4 3 4 26
Archway Feature at car park and Greyhound Walk 4 3 4 4 3 3 4 25
Landscaping including themed planters/seating/sculpture 4 4 4 2 4 2 4 24
Heritage Centre (inc.Pugin) 4 2 4 5 2 3 1 21
Bespoke Signs at shops 3 2 3 3 3 2 3 19
Pugins Garden (where?) 3 4 3 3 1 2 1 17
Other projects not eligible for Better Welcome
Promote the town as a touring base 4 1 4 4 4 4 4 25
Improved variety and quality of eating opportunities 4 3 4 3 3 4 2 23
Partnership with Alton Towers 3 2 3 3 3 3 4 21
Work with employers to use the town 4 1 3 3 3 3 4 21
Develop a night time economy 3 3 3 3 2 3 3 20
Improved variety and quality of accommodation 4 1 3 2 3 4 2 19
Each project is scored out of 5 for each column and projects are then ranked with the highest score ranking 1
7.1 Better Welcome Projects
The top three projects based on the scoring matrix, which are eligible for Better
Welcome funding are as follows:
1. Historical/Pugin Interpretation Project – Interpretation within the town
telling the story of Pugin, and Pugin‟s Gem with an associated town trail. The
trail will link with other walks, trails and Pugin themed attractions. A logo will
be developed as part of the project to be used across promotions to
strengthen the brand and provide cohesion across marketing channels.
The trail could use gothic influenced panels and signs, in green and gold, so
that there is continuity with existing street furniture. Red should be
incorporated onto the panels design work.
2. Gateway Features / Welcome Signs – installation of either footers to
existing welcome signs stating – “Home of Pugins Gem” or installation of new
welcome signs displaying the brand marque (logo) developed above and
acting as the start of the visitor‟s experience of Pugin‟s Cheadle.
3. Archway Feature Over Greyhound Walk - This archway will provide a
“gateway” feature to the town centre, providing a clear link between the
town centre and the car park.
Note: 2012 will mark the 200th anniversary of the birth of Pugin.7
Following investigation into viability of each of the projects, we will select one, two
or all projects to forward into the application stage. The team taking the Better
Welcome application forward is detailed on the next page.
Notes of the Cheadle Better Welcome Programme Steering Group, Wednesday 27 th
7.2 Better Welcome Cheadle Project Team
Project Lead: Clare Filer Staffordshire Moorlands District Council (SMDC)
Project Team: Helen Anderson SMDC
Andrea Bowers SMDC
Cyril Colgate Cheadle Arts Forum
Clare Filer SMDC
Mark Kerrigan Alton Towers
Kay Mitchell The Summerhouse
Judith Myatt Stoddards
Jane Walker Cheadle One Stop Shop
Ivan Wozniak Cheadle Business Group
Peter Rushton St Giles RC Church
Ray Wood Cheadle Market
Mr Wright The Manor
The project team will be responsible for completing the Better Welcome Project
Summary Plan, which can be found in the appendices of this report, and the
Better Welcome Project Application Form. They will also have ultimate
responsibility for project delivery.
7.3 Better Welcome Project Objectives
We must ensure that our application is as robust as possible. By completing this
action plan we have a document, which can be used as part of the application
process to show how we intend to deliver our vision with the help of the Better
This action plan will be taken into account as part of the application.
The aim of the £25,000 capital available to each town completing an Action Plan is to
enable early progress to be made in the delivery of the plan. It is acknowledged that
many aspects of the Action Plan will require revenue funding from other sources. An
explicit aim of the project is to spur Market Towns to deliver their tourism action plan
and it is not intended that Agency funding will deliver the whole of the action plan.8
A Better Welcome for Market Towns Guidance Notes – Updated December 2007
The grants can be used to move towards the following goals:
Fund social, environmental or economic projects that contribute to
the quality of the tourism offering in small towns
Make improvements to a town’s infrastructure that have a beneficial
outcome for visitors to the town or rural hinterland
Enhance and promote the cultural identities of small towns facing
We must ensure that our projects are seen to be delivering one or more of the above
7.4 Funding Access
Finally, to bring the funds to our town, AWM require a legal, accountable body to be
the conduit for the funding.
For Cheadle, that body will be the:
Staffordshire Moorlands District Council (SMDC)
Senior Regeneration Officer
Staffordshire Moorlands District Council
We would like to acknowledge the input of the following in preparing this action plan
and in leading us through the Better Welcome programme:
- Staffordshire Moorlands District Council (SMDC)
- Cheadle Better Welcome Programme Steering Group
- The businesses and people of Cheadle who attended the Better Welcome
- Advantage West Midlands (AWM) - www.advantagewm.co.uk
- Action for Market Towns Initiative (AMTi) - www.amt-i.co.uk
- The Research Solution (TRS) - www.thers.co.uk
- Alison Caffyn – Tourism Consultant
- Rob Edwards – Blue Republic (Tourism Research and Marketing Consultancy)
- Anne Buchannen – Elite Events Solution Ltd (EES)
- Appendix 1: Satisfaction Ratings Tables
- Appendix 2: Social Grade Definitions
- Appendix 3: Better Welcome Project Summary Plan
Table 6.1 Cheadle Staffordshire All Market Towns
Accommodation - quality of service - - 4.55
Accommodation – quality of accommodation - - 4.43
Accommodation - value for money - - 4.50
Market - range of stalls 4.07 4.40 3.66
Market - presentation of stalls 4.15 4.45 3.91
Market - quality of goods 4.27 4.54 3.92
Market - quality of service 4.51 4.67 4.23
Shops - range of shops 4.26 4.47 3.87
Shops - quality of goods 4.37 4.56 4.02
Shops - quality of service 4.72 4.78 4.26
Places to eat and drink - range 4.61 4.66 4.09
Places to eat and drink - quality of food 4.73 4.76 4.25
Places to eat and drink - quality of service 4.78 4.80 4.31
Places to eat and drink - value for money 4.84 4.83 4.22
Museums - Range - - 4.01
Museums - level of interest - - 4.18
Museums - quality of service - - 4.38
Museums - value for money - - 4.47
Ease of finding way around - road signs 4.75 4.78 4.32
Ease of finding way around - pedestrian signs 4.73 4.75 4.22
Ease of finding way around - display maps and info boards 3.92 4.03 3.91
Public Toilets - Availability 3.93 3.90 3.87
Public Toilets - Cleanliness 3.69 3.65 3.79
TIC - Ease of Finding (in Library) 5.00* 5.00 4.35
TIC - Quality of service (in Library) 5.00* 5.00 4.59
TIC - Usefulness of Information received (in Library) 5.00* 5.00 4.59
Cleanliness of streets 4.77 4.78 4.28
General atmosphere 4.78 4.81 4.42
Feeling of welcome 4.78 4.82 4.43
General appearance 4.77 4.82 4.36
Overall enjoyment 3.98 4.02 4.07
Ease of parking 4.57 4.49 4.36
Cost of parking 4.62 4.57 4.25
Better Welcome Project Plan for _____________________________________________ draft
What? Project 1 Title Project 2 Title Project 3 Title
Location From Action Plan
Details From Action Plan
Score from matrix From Action Plan
Aims and objectives From Action Plan
How will you know if it’s been a
What outputs will you measure?
Lead person and project From Action Plan
Other partners From Action Plan
Roles and responsibilities
Group structure - who will be From Action Plan
legal entity/accountable body to
draw down funding?
Who will report to AWM? From Action Plan
Identify likely match funding
Project plan and key steps
First meeting date
Date by which plans to be
apply for match funding
match funding secured