TOURISM MARKETING FRAMEWORK AND ACTION PLAN FOR
EAST NORFOLK PATHFINDER AREA
FINAL REPORT
JANUARY 2011
BLUE SAIL TOURISM MARKETING PLAN – EAST NORFOLK
JANUARY 2011
CONTENTS
1
CONTEXT .......................................................................................... 3
2
THE VISION....................................................................................... 5
3
THE VISITOR EXPERIENCE ............................................................. 6
4
TARGET MARKETS .......................................................................... 8
5
BRANDING AND POSITIONING ..................................................... 12
6
STRATEGIC APPROACH ............................................................... 15
7
MARKETING ACTION PLAN .......................................................... 18
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1 CONTEXT
This is a tourism marketing framework and action plan for the East Norfolk Pathfinder area.
The Pathfinder area is the eastern coastal strip between Overstrand and Horsey, and stretches inland to include the market towns of North
Walsham and Stalham and their rural hinterland.
Norfolk, The Broads, Norwich and Great Yarmouth are well known
and long established tourism brands. Within these brands North
Norfolk performs well achieving a significant share of the county’s
visitor nights and spend. However, the Pathfinder area has not
benefited from tourism to the same extent as other parts of the North
Norfolk District though it has expansive sandy beaches and a
significant volume of bedspaces.
So, this tourism marketing plan focuses on how we will raise the
profile of the area’s tourism offer within the Norfolk brand and
drive new business by presenting appealing experiences to
specific target markets using consistent messages.
We’ve designed the plan to work for the destination as a whole and
all of the partners involved in developing and delivering tourism have
a role to play in making it happen.
This is a good time to be developing the tourism potential of this area. Last year was the best year ever for leisure tourism with domestic
holiday trips up by 18 per cent in England. England and the UK are still experiencing double digit growth compared to 2008. The staycation is
here to stay, is strong within the family market and in well-established rural and coastal places such as Norfolk. The Pathfinder area needs to
ensure it gets its share of the staycation market and makes the most of its location within North Norfolk.
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Trends show that value for money is increasingly important. This is not about absolute cost but about exceeding visitor expectations on
facilities and service in all price ranges from luxury to economy. We know that visitors today are well-travelled and well-informed, so they
have high expectations. They are searching for experiences that deliver memories and make a statement about who they are and their
priorities. So our marketing plan needs to look at the total visitor experience in the area and ensure that we can deliver on the marketing
promise.
MARKETING STRATEGY IN BRIEF
We are proposing an approach which…
 Focuses single-mindedly on four target markets – Mini-Explorer Families, Budding Explorer Families, Experienced Explorers and
Relaxing Greys
 Consistently uses the positioning developed for East Norfolk through the shared story, positioning statements, key visitor messages,
images and design approach in all destination marketing
 Shifts resources from print to digital and PR and supports businesses in this by setting up PR and Social Media Groups
 Enables businesses to align their marketing to this strategy through dissemination of the Marketing Toolkit and engagement through North
Norfolk District Council and North Norfolk Tourism Round Table
 Influences and provides content for public and private sector partners’ marketing activity so that East Norfolk’s offer and experiences are
appropriately represented
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2 THE VISION
To create a place that is well-known as a great base to explore Norfolk to relive the nostalgia of childhood holidays in a place that
celebrates the best of the traditional beach holiday. It will be known as a safe get-away-from it all destination; a place to relax, take
time out to explore and to rediscover forgotten pleasures.
The opportunity is to attract greater numbers of young families and mature couples to holiday in the area and to extend the season.
Delivering the marketing plan will help create a renewed optimism among tourism businesses, create a buzz and start a conversation
about the opportunities for tourism in the future. That optimism will encourage businesses to think expansively about opportunity and
potential. It will lead to higher aspirations and create a platform for collaboration, sustainable growth and future development.
Our marketing plan is one step on the journey to realising the vision.
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3 THE VISITOR EXPERIENCE
Like much of Norfolk, this area benefits from big skies and wide open landscapes that define what is special about Norfolk.
There is a lot to celebrate in East Norfolk about what makes it distinctive ...
 The beaches and the quality of the coast – long stretches of safe sandy beaches
 The large number of bedspaces, particularly self-catering and caravans - an ideal place to stay and explore, especially for families
 Proximity to the well-established destination of ‘The Broads,’ the city-break destination of Norwich, the resort of Great Yarmouth and to
the-up-and-coming resorts of Cromer and Sheringham and the village of Holt
 Yet at the same time an area that offers a quiet haven to retreat and relax, away from the hustle and bustle of day-to-day life
 Opportunities to focus on the traditional beach holiday - slowing down the pace of life, memories of childhood holidays – beach holidays
as they used to be. This distinctive offer complements that of North Norfolk and of Norfolk as a whole.
 Opportunities to make more of the open countryside as a safe place, offering easy walking and cycling opportunities.
But there are some challenges connected with visitor facilities and sense of place that need to be addressed...
 There are limited opportunities for visitors to spend - few visitor attractions and limited shopping. There are no attractions or facilities
likely to attract significant numbers of day visitors that are on holiday elsewhere in Norfolk
 The eating out offer is limited too, further limiting visitor spend – very few restaurants and cafes celebrate or champion local food – this is
a significant and missed opportunity
 The tourism season is short – extending the season is important to grow capacity and maximise business growth potential
 The area has a very traditional accommodation offer, dominated by static caravan parks - the layout and presentation of some sites is
unattractive and detracts from sense of place
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 Accommodation businesses are over reliant on regular repeat visitors and many of the static vans are owner-occupier
 There are some slow-burn tourism infrastructure issues to address – brown signs, interpretation, visitor information and some longer term
ones too in particular beach infrastructure
 Coastal erosion means this part of Norfolk may appear less appealing as a place to attract inward investment by tourism businesses,
retailers and designer-makers.
The marketing activity will play to the strengths of the area now and deliver on the promise. We recognise that prioritising investment in
sense of place and delivering on visitor infrastructure will significantly help the tourism potential of the area and increase marketing
opportunity in the medium term. So this marketing plan is a starting point which builds a solid framework and new ways of working that
stakeholders can build on as development activity is progressed.
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4 TARGET MARKETS
We have identified four segments which are the best prospects for East Norfolk.
These target segments have been selected to deliver the greatest economic value to the area and because they demonstrate good product
fit. The selection is based on a realistic appraisal of opportunity, market analysis of current visitors to North Norfolk specifically and Norfolk
generally, and our knowledge of how visitor markets behave. Over 30 local tourism businesses that took part in consultation workshops agree
that these are the priority segments for the future.
East Norfolk will stretch its current markets to include a more up-market, active, older segment and more upmarket family segments. This
does not mean that existing markets are not valuable or will not come – simply that promotional effort should be focused on growing those
market segments that will bring most benefit.
Norfolk Tourism’s new marketing plan uses the ArkLeisure system (developed by VisitBritain this value-based approach segments the UK
population into eight groups according to their attitudes to holiday taking). In describing our proposed segments we indicate the most relevant
ArkLeisure segments to help tie in with Norfolk Tourism.
The segments are descriptive rather than based on a commercial segmentation system. These are more useful and practicable for those
promoting the area and the businesses operating within it, than commercial systems which are costly to access.
Our priority target segments are:
 Mini-Explorer Families
 Budding Explorer Families
 Experienced Explorers
 Relaxing Greys
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In addition to these four priorities there are longer term opportunities to develop ‘City Escapes’. This segment is made up of young,
professional urban dwellers (principally London and South East) looking for a relaxing ‘escape’ to the coast and a quieter pace of life. This
opportunity taps into a growing existing market for Norfolk but there is a need for further product and public realm investment before the
Pathfinder area can promote to this segment beyond very specific opportunities.
The table below describes each of the market segments, what they are looking for, the key messages we need to give them and examples of
where they get their information from.
Segment
MiniExplorer
Families
Description
 Children aged under 5
 BC1C2
 Single families or
groups of families
 Sometimes with
grandparents or
extended families
 From East England,
East and West
Midlands
 ArkLeisure segments –
Discoverers and
Functionals
 Some day tripping
from Gt Yarmouth
Looking for
 Safe places to stay where
children can play outside
 Good value – places to
stay and eat
 Sunny weather, beaches,
sand, safe paddling
 Places to go outside school
holidays which still cater for
children
 Special deals and offer
 Self-catering
 Wet weather alternatives –
eg swimming pool, indoor
play
Key Messages
 Play and fun
 Children welcome
 Good value
 How holidays used to
be
 Spending time
together
 Simple pleasures
 Good weather
Potential media
 Women’s magazines - Take a
Break, Chat, What’s on TV,
Closer
 Baby, Child and Parenting
magazines– Baby London,
Baby Surrey etc; Child, Good
Parenting
 Parent & child websites childfriendly.co.uk,
takethefamily.com,
awaywiththekids.co.uk,
babyfriendlyboltholes.co.uk,
mumsnet etc
 Information at Gt Yarmouth
TIC and selected attractions
Budding
Explorer
Families
 Children aged 5-12
 BC1C2
 Single families or
groups of families
 Safe places to stay where
children can roam outside
 Good value – places to
stay and eat
 Healthy, safe and
active
 Freedom
 Children welcome
As above
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 Sometimes with
grandparents or
extended families
 From within 3 hours
travel time
 From East England,
East and West
Midlands
 ArkLeisure segments –
Discoverers and
Functionals
 Some day tripping
from Gt Yarmouth and
Norwich
Experienced  Age 60-75
Explorers
 BC1
 Fit, healthy and active
 Confident and
independent
 Well-travelled
 Interested and curious
 Couples and friends
 From East England,
East and West
Midlands and London
 ArkLeisure segments –
Discoverers,
Functionals and
Traditionals
JANUARY 2011
 Sunny weather, beaches,
sand, paddling and
swimming
 Safe cycling
 Special deals and offer
 Self-catering
 Some nearby wet weather
alternatives for children
 A big attraction as a treat
(eg Bewilderwood, boat
trip)
 Good value
 How holidays used to
be
 Creating memories
 Spending time
together
 Good weather
 Interesting and good
quality places to stay –
serviced & self-catering
accommodation
 Good food
 Good value
 Walks and cycling
 Learning hols – painting,
photography
 Bird & wildlife watching
 Pretty villages
 Interesting shops
 Arts and culture
 Peaceful and tranquil
 Unspoiled and
uncommercialised
 How holidays used to
be
 England at its best
 National and regional press
and magazine titles
 Lifestyle magazines- BBC
good food, gardening etc;
retailer and supermarket
magazines, National Trust,
Saga
 Guide books – good hotel,
pub, food guides; travel
guides
 Destination web sites –
visitnorfolk, enjoyengland
 Travel & lifestyle websites –
guardian and times travel etc;
Alistair Sawday
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 Some day tripping
from Norwich
Relaxing
Greys
 Age 65-85
 BC1C2
 Enjoy breaks and a
change of scene
 Couples and groups
 Healthy but less active
 From East England,
East and West
Midlands
 ArkLeisure segments –
Traditionals and
Functionals
 Information at Norwich TIC
and selected accommodation
 Nice places to stay –
serviced accommodation
 Good value
 Good service
 Shops
 Cafes, tearooms and pubs
 Nice scenery
 Pretty villages
 Traditional values
 Peaceful and tranquil
 A lovely place to get
away
As above but more emphasis on
offline rather than online
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5 BRANDING AND POSITIONING
The Pathfinder area of East Norfolk is a designation created in recognition of the challenges created by coastal erosion. It is not a consumerfacing brand. For example, the area has a strong relationship with Cromer in the north and with the Broads in the south. It also provides a
day visit destination for people living in Norwich or visiting the city on a short-break. The Pathfinder area is also a day trip option for
holidaymakers from Great Yarmouth. We want to make the most of these and other associations. Being part of the wider North Norfolk coast,
The Broads, Norwich and Great Yarmouth tourism offer delivers greater reach of marketing communications.
So it is important we use Norfolk and North Norfolk to locate and describe the area because that is what people know and understand. It also
gives access to a greater mass of visitor attractions and experiences that cannot be delivered by the Pathfinder area alone that reinforces
messages about the area being a good base to explore.
At the same time the Pathfinder area needs to claim distinctive territory, so that visitors come to associate it with particular attributes and
experiences. That means we need to develop a much stronger voice and identity in destination marketing activity.
We will achieve this by developing a clear set of positioning statements and images that will be shared and used by everyone involved in
visitor marketing and promotion. The sustained repetition of key words and phrases and the use of the same or similar images will help to
build a clearer, stronger personality for the area. This is not branding but carries some of the same benefits.
We will aim for a consistent look and feel.
Key words and positioning statements

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How holidays used to be
Easy and stress-free
Safe and peaceful
Rediscovery
Creating memories
Base to explore Norfolk
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Key images

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Big skies
Big sandy beaches with families building sandcastles on the beach
Bustling towns on market days
Active families – on the beach, cycling into a town, walking
Active older couples on a walk that showcases attractive countryside, visiting an attraction, sitting in a pub garden etc.
Events and festivals
Detailed and evocative images e.g. crab pots, sculptures, waves, driftwood, doors etc
Birds and wildlife.
SHARED STORY ™
It will be useful to have a ‘Shared Story ™’ about East Norfolk – a way of describing the Pathfinder area which can be used in its promotion
by all those promoting the area.
We suggest a story along the lines of…
“The north-east coast of Norfolk is a place waiting to be discovered by new generations and to be revisited by
previous ones.
It knows how to make holidays the way they used to be - and what it takes to create new memories. It is
unhurried, safe and peaceful – it gives time to explore and time to be together.
Big skies and big beaches, a myriad of quiet country lanes connecting market towns and easy opportunities to
explore the rest of Norfolk’s attractions all mean it is ripe for rediscovery.”
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A marketing toolkit will provide guidance to businesses on how to use messages and images and to develop customised versions for their
business that work with the destination messages. A library of photos that businesses and stakeholders can use will reinforce key messages.
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6 STRATEGIC APPROACH
The marketing of the Pathfinder area is the responsibility of a number of different organisations operating at different levels from marketing
destinations to marketing individual business.
The main players and their emerging marketing roles for East Norfolk will be:
Norfolk Tourism
North Norfolk District Council
North Norfolk Tourism Round Table
Businesses
• Promote Norfolk as a destination
• Give profile to East Norfolk through print, web, campaigns
• Promote North Norfolk as a destination
• Give profile to East Norfolk through visitor guide and website
• Support tourism sector - including capacity building
• Facilitate business input into marketing activity
• Embryonic 'tourist board for North Norfolk bringing together public and
private sector
• Give profile to East Norfok through marketing activity
• Facilitate business input into marketing activity
• Develop marketing capacity and skills in the tourism sector
• Promote their business
• Use the destination messages about East Norfolk in their promotion
• Feed content to destination campaigns
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The broad strategy for marketing communications activities is to:
 Ensure consistency in messages and targeting across all those marketing East Norfolk, its accommodation and its attractions – so that
the sum of the parts is greater than the whole
 Use partners’ routes to market – Norfolk Tourism, North Norfolk and VisitEngland in particular – but also private sector partners, to
secure greater presence and impact in the marketplace
 Support and enable businesses to undertake more effective marketing
 Shift resources from print to digital and PR which are both more cost effective
 Rationalise and find lower cost but effective print options
Destination Marketing and Visitor Information
Marketing activity needs to give the Pathfinder area a much higher profile in the current promotion of Norfolk to raise awareness and drive
visits from target market segments. This destination marketing activity is a first priority. It is not about developing new campaigns but about
repositioning and fine-tuning existing activity to position the Pathfinder experiences consistently and more prominently. That means early
actions in this plan are about helping businesses do that..
North Norfolk and the Pathfinder areas are currently heavily reliant on print. While we are proposing a shift in resources to digital and PR this
is primarily serving the function of inspiring interest in visiting and helping in pre-visit planning (although it is true that increasingly people are
using mobile sites and apps for information once they are in a destination).
Once visitors arrive in the Pathfinder area we do need to provide them with information about what to do and where to go. Print is one part of
that information mix. The current plethora of print materials lack consistency or customer focus; are variously destination and product-led and
few provide suggested itineraries targeting particular markets. Ideally over time businesses and associations will renew their print using the
core messages and images for the area, which will help reinforce destination messages and give a more cohesive feel to printed materials.
The North Norfolk Tourism Round Table will work with the industry to deliver a cohesive set of print that delivers a family of leaflets for North
Norfolk. The associations, groups and businesses in the Pathfinder area will ensure their itineraries and destinations are featured within
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these and overtime phase out the duplication of current print. The Local Area Partnerships (LAPs) have a role to play here by coordinating
businesses at a local level.
Marketing Toolkit for Businesses
A marketing toolkit provides an opportunity to help businesses become engaged and take ownership of the marketing plan. The toolkit will be
as much about direct engagement as provision of a static resource. It will:
 Engage businesses through a series of workshops on PR and marketing communication – each workshop will cover one theme and will
work through how to use materials and help generate ideas
 Provide each participant with a toolkit workbook on the workshop theme on a branded memory stick.
 Bring together all workbooks and make these available online. The workbooks could be designed such that businesses can fill them in
and add comments to personalise the materials and use them as a resource
 Over time the toolkit can be expanded and updated.
It will profile the marketing plan and new ways of working and fast forward its delivery. This approach provides opportunities for businesses
to network and share best practice and as well as creating a marketing resource.
The toolkit will initially focus on the following four themes which will enable the delivery of the marketing plan:

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Stories and pictures – how to use them to create the ‘look and feel’
Making the most of PR
How to use social media
Know your markets – identifying the facilities and service requirements tourism businesses need to have in place to deliver on the
promise.
There will be a workshop for each of the first three themes where there is particular benefit in businesses sharing ideas and experiences.
Over time the toolkit can be further developed to incorporate additional workbooks according to need and opportunity.
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7 MARKETING ACTION PLAN
The table below indicates for each of the main marketing channels what should be done and by whom. All of these channels are relevant for
all target markets (with the possible exception of social media and the Relaxing Greys). Specific titles and websites will of course vary
according to specific segments.
WHO DOES WHAT
Marketing
Channel
PR
Norfolk Tourism
Advertising
 Press advertising
 Online advertising
 Press releases
 Journalists visits
North Norfolk
District Council
North Norfolk Tourism Round
Table
 Press Releases
 Collecting stories/ideas from
businesses to Norfolk
Tourism
 Compile accommodation /
attractions offers for
journalists
 Feed content and influence
Norfolk Tourism advertising
Businesses
 Feed appropriate stories to
NNTRT
 Provide accommodation and
other hosting for journalists
visits
 Press advertising
 Online advertising
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Print
 Visitor Guide profiling
East Norfolk
positioning and
experiences
 Visitor Guide profiling
East Norfolk
positioning and
experiences
Web
 Destination website
profiling East Norfolk
positioning and
experiences
 Destination website
profiling East Norfolk
positioning and
experiences
E-marketing
 E-shots and enewsletters to existing
and purchased
segments on customer
database with key
messages, offers,
themes, events
 Facebook
 Twitter
 Blogging
 Flickr
 E-shots and enewsletters to existing
and purchased
segments on customer
database with key
messages, offers,
themes, events
 Include Pathfinder
images on Flickr on
North Norfolk site
Social
media
JANUARY 2011
 Feed content to Norfolk
Tourism and NNDC and
influence editorial in their
guides
 Feed content to and
influence editorial in other
printed material
 Help rationalise and improve
quality and targeting of local
visitor information print
 Influence editorial on others’
websites, adding content,
products and experiences

 Targeted print only where
essential
 Own website with key East
Norfolk messages, images
and branding
 E-shots and e-newsletters to
customer database with key
messages and offers
 Feed content to Norfolk
Tourism
 Facebook
 Twitter
 Blogging
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SHORT TERM ACTIONS
Pathfinder funding provides the opportunity to lay the foundations for effective future marketing during the rest of the project (to March 2011).
Here is how this will be done.
ACTIONS
Photography
 Commission new photography for use by all those marketing the area
Identity guidelines
 Commission a designer to develop a ‘ design look and feel’ which can be used by
everyone to brief their designers and inform their marketing collateral to bring a
consistency
 Develop and disseminate through Marketing Toolkit and workshop
Copy development
 Commission a copywriter to develop the ‘Shared Story ™’ and key messages to
produce sample copy for different sectors and different media (destination and
other print, web, e-shots, e-newsletters)
 Develop and disseminate through Marketing Toolkit
Influencing others’ print and websites
 Identify all the promotional print and websites which have (or could have) an East
Norfolk presence
 Identify ways the presentation of East Norfolk could be improved
 Contact each of these and ask them to include these improvements – providing
copy, images etc as required
Establish PR group
 Bring together group of key public sector and businesses interested in PR
 PR expert facilitates the group to generate good PR stories for the area
 PR expert works with the group to develop PR skills and capability
COST £s
2,500
1,500
2,000
1,200
1,500
1,200 (to cover
coordination costs if
out sourced)
1,500 (excludes
ongoing support )
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 Produce PR guidelines for Marketing Toolkit
Establish social media group through initial workshop
 Bring together group of key public sector and businesses interested in social
media
 Social media expert works with the group to develop social media skills and
capability
PR campaign – Spring 2011
 Work with Norfolk Tourism on series of press visits for Spring 2012
 Kick off PR activity with 2 press releases between Jan and Mar 2011 with best
stories
E-campaign - March 2011
 E-shots to existing and purchased databases (through Norfolk Tourism and
NNDC) promoting East Norfolk for Spring/Summer 2011
Know your market
 Develop toolkit workbook on facilities and business planning and service for our
target segments
Partnership marketing activity
 Identify opportunities for Pathfinder area to develop specific marketing and
promotional opportunities with key attraction destinations in Norfolk e.g. National
Trust, Bewilderwood - the strongest opportunity may be around the pre-school
family market, out of peak season
TOTAL
JANUARY 2011
1,500
2,500
3,000
1,000
2,500 to support
specific
marketing/promotional
activity
£21,900
The cost plan assumes three workshops, one each for the three marketing communications elements of the toolkit. If demand was high,
additional workshops could be scheduled subject to budget. It does not include costs to promote and recruit businesses to these events or to
promote the toolkit. This activity could be led by North Norfolk District Council as part of their support to rolling out the marketing plan.
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MEDIUM AND LONG TERM ACTIONS
The implications of cuts in public expenditure on support for tourism are as yet unclear. It is likely however that there will be an impact on
support structures and the resources available. And it is certain that more will be required from tourism businesses for any destination
marketing and collaborative activity.
The table below gives a broad indication of what will be required to maintain the momentum created by the Pathfinder project and to build on
the short term actions recommended above. We envisage destination-wide activity will be delivered by North Norfolk Tourism Round Table
or North Norfolk District Council. Actions delivered by businesses are specifically mentioned.
2011 marks the start of a move towards digital communications from print offering more flexibility, greater responsiveness and greater costefficiency. This approach should be consolidated and extended over the medium and long term.
ACTIONS
MEDIUM TERM
2011-2012
 Make new photographs freely available to businesses
Photography
and other partners promoting their business and the
area
LONGER TERM
2013-2015
 Commission new photographs on a regular basis
Identity
guidelines
 Disseminate and encourage use of identity guidelines
among all tourism-related businesses in the Pathfinder
area
 Refresh guidelines as needed
 Develop identity guidelines for whole of North Norfolk while
retaining identity for Pathfinder area
Copy
development
 Disseminate and encourage use of Shared Story ™
and key messages among all tourism-related
businesses in the Pathfinder area
 Refresh Shared Story ™ and key messages as appropriate
Influencing
others’ print
 Continue and build relationships with other producers
of promotional print and websites to make sure that
 Continue as per medium term with new or refreshed identity
and messages
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and
websites
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East Norfolk is presented appropriately using the
identity and copy guidelines
Establish PR
group
 PR group continues to meet to plan collaborative destination PR and support businesses in their PR
Establish
Social Media
Group
PR
campaigns
 Social media group continues to meet to plan collaborative destination social media and support and advise businesses in
using social media
Customer
Relationship
Management
Ecampaigns
Social media
activity
Know your
market
Partnership
marketing
activity
 Plan and deliver quarterly press releases
 Work with Norfolk Tourism or deliver directly 2 press visits per year
 Build profiled database of enquirers and visitors to the web site(s) (North Norfolk and/or Norfolk) who can be regularly
contacted with relevant information about the destination, special offers and to cross-sell the area
 Support businesses in developing their own CRM system to encourage repeat visits and build loyalty among existing and
new customers
 Send at least quarterly, ideally bi-monthly e-shots or e-newsletters to the database
 Supplement the database with purchased contacts as necessary
 Ensure daily social media activity which promotes the destination through selected channels – this would be delivered
both at destination level and at individual business level
 Research survey of responders to e-campaigns to
establish profile, interests, satisfaction levels etc.
 Engage businesses in undertaking wider visitor research
survey to improve market knowledge
 Consider a destination wide visitor survey if resources allow
 Continue to build and develop and find new marketing partnerships
 Monitor to evidence success and tailor communications, deals and offers
23
BLUE SAIL TOURISM MARKETING PLAN – EAST NORFOLK
JANUARY 2011
Disclaimer: All information and analysis supplied by Blue Sail Consulting Ltd and our sub-contractors is delivered in good faith and represents our professional judgement
based on the information obtained from the client and elsewhere. The achievement of recommendations, forecasts and valuations depend on factors beyond our control. Any
projections, financial or otherwise, in this report are only intended to illustrate particular points of argument and do not constitute forecasts of actual performance
24