A Five Year (2019-2023) Niche Tourism Strategy for

Oldham

Member list 1. Minh Hang Tran – U1869087

2. Farid Uddin – U1875541
3. Arslan Sajid – U1954790
4. TingYang Wu – U1767218
 Introduction
Niche tourism is a tourism which generally focused
some specific product and service that create motivation
among people to make tourism.
The notion of niche tourism has been emerged since last
couple of years ago. It is one of the fastest growing
tourism in world due to its popularity.
Oldham is a town in Greater Manchester, England, the
administrative centre of the Metropolitan Borough of
Oldham, oversees local services, including bin
collections, street lighting, libraries and leisure centres
2
 The Place
✘ Oldham
• A large town in Greater Manchester
• Population of 230,800 in 2015.
✘ Greater Manchester's tourism industry 
• The most valuable to the Greater Manchester economy.
• Worth £7.9bn, attracting 119 million visitors per year
• The growth of  Manchester Airport
✗ Hotels & Restaurant
• Diverse food culture
✗ Demography
• Oldham had a total resident population of 103,544 in 2001
• Population grows first and then decreases
Year 1801 1811 1821 1831 1841 1851 1861 1871 1881 1891 1901 1911 1921 1931 1939 1951 1961 1971 1981 1991 2001 2011

Popul 12,02 16,69 21,66 32,38 42,59 52,82 72,33 82,62 111,3 131,4 137,2 147,4 144,9 140,3 120,5 121,2 115,3 105,9 107,8 103,9 103,5 98,55
ation 4 0 2 1 5 0 3 9 49 63 46 83 83 14 11 66 46 22 30 31 44 5

Sources:
A Vision of Britain through Time

The following is a table outlining the population change of the town since 1801, which demonstrates a trend of rapid
population growth in the 19th century and, after peaking at 147,483 people in 1911, a trend of general decline in
population size during the 20th century.
 THE PRODUCT BASE
     1. sports and leisures:
Pools and football pitches
Fishing
Cycling
Youth sport

2. Music:
•       Fat girl singging
•       Dobcross band
•     
•     3.Environmental:
•        Nature and world life
•         Ecotourism
•     4.Food: And drink:
•         Restaurents 
•        Coffee shops
•         Tea shops
•         pubs
 EVENTS AND FESTIVAL
Events
• "Sacrifice Stories" gallery
• History: First World War
• The dilapidated town hall develops into a cinema

FESTIVAL
• The Carnival Parade 
• Saddleworth Festival
Before Now
 The Vision for Niche Tourism
✘ Cultural tourism industry sharing authentic
products that exceed visitor expectations.
✘ A tourism industry focused on its strengths –
natural heritage, cultural heritage and recreational
opportunities
✘ Quality, themed-based products targeted at
appropriate niche markets
✘ Adopting sustainable practices that protect the
natural and cultural heritage
 SWOT analysis
 Strengths  Weaknesses
 The presence of a large diversity of  Poor integration of the destinations
cultural, religious and natural heritage in tourism products. Poor
destinations like Oldham Coliseum
infrastructure for some of the
theater and Oldham Ghost Walks.
 The presence of folk traditions which destinations.
create a real life cultural lesson.  Lack of investment in the cultural
 Unique architecture like the Plain monuments, thus putting them in a
Brick built Mill on Silver Street and continuous state of degradation
Hilton Arcade.  Low level of promotion through
 Beautiful natural environment
 marketing.
The presence of culture in the religious
destinations in the churches and  Lack of information on potential
monasteries like St Mary’s Parish destinations.
Church.  The lack of funding for the
 The availability of guides that speak at rehabilitation of the cultural
least one language of international destinations.
usage.
 SWOT analysis
 Opportunities  Threats
 Increase in the awareness of the  The working schedule of such
institutions over the potential of the destinations differ from one to
cultural tourism is now offering more another so it makes it hard to get
qualified staff for this industry from one destination to the other.
 Beautiful environment suitable for more  Continuous degradation through
than one type of tourism. human interaction and natural
 Possibility to create integrated tourism elements.
products, due to the presence of a large  Private interest for the cultural
pool of destinations. assets which could hinder their
 No interrelation with other kinds of integration in a route.
tourism.  Increase in transportation costs.
 Increasing number of tourists in
Manchester, which brought £670m in
2017 in tourism industry.
 Market trends
✘ Oldham's tourism sector is worth £0.7bn and supports around thousand jobs,
while attracting 1.19 million visitors per year; 0.11 million that stay and 1.08
million day visitors.
✘ Thanks to Manchester Airport’s growth and continued success over the past five
years, international visitors reached 1.4 million in 2016 which already exceeds
the target set in the 2020 Tourism Strategy And at a wider regional level there
has also been a 7% increase in the number of international visitors across the
North West in the last year.
✘ Business tourism, specifically the conference and events sub-sector, is now
worth £81m and supports 21,900 job. So far this year Marketing Manchester and
its partners have won 20 conferences which will bring 11,635 delegates and
£21.7m to the region over the coming years.
✘ By 2020 Greater Manchester aims to; increase the number of staying visits to
13.7m, increase the number of day visits to 127m, increase the value of tourism
to £8.8bn and increase the number of FTEs supported to 112,447. 
 The strategy
✘ Engagement & Partnerships ✘ Marketing & Related Communications
✗ Focussed communication ✗ Undertake appropriate communications efforts to
about critical elements of the explain the importance of the image of Oldham
✗ Formally assess the image of the Oldham in the
Strategy, compilation and domestic source markets
communication of further ✗ Use this research to create the desired image
relevant information to key ✗ Provide market research and data for main source
stakeholders markets to industry regularly to increase, maintain
✗ Reporting to the community their high level of awareness and understanding of
about progress and successes tourism trends related to these markets assist them
on the Annual Operating Plan with decisionmaking.
✗ Prepare and deliver ✗ Undertake a detailed assessment of current target
markets and identify other target markets that align
information, specific with the target market selection criteria
communications, respond to ✗ Develop a destination application aimed at visitor
requests and assistance in trip planning and in-destination information
relation to the tourism market. provision
 The strategy
✘ Product development and ✘ Research & Knowledge
management ✗ Engage an appropriate tourism data
✗ Identify the 2 – 3 key events specialist to monitor visitors to
each year that contribute to Oldham on a rolling 12 month basis,
destination image and develop a to be updated quarterly.
marketing plan to leverage ✗ Compare outcomes on the same
destination marketing around timescale against a benchmark group
those core events in the Annual of other area
Operating Plan. ✗ Produce an annual visitor profile,
✗ Identify a range of logical focus on source market changes
potential partnerships that irrespective to keep stakeholders
‘match’ with particular source informed of how the markets are
markets and trip types. changing.
✗ Develop support material to ✗ Seek data to support the target market
assist those seeking to invest in selection process. Utilise this
information to determine product,
tourism in Oldham with detail
market fit and positioning decisions
of market and visitor trends.
for target markets.
 The strategy
✘ Funding tourism
✗ Develop an annual submission for Council funds based on the Annual
Tourism Action Plan, demonstrate effective management of funds and
return on investment for the community.
✗ Foster and develop relationships with local state and federal members
and government agencies.
✗ Identify and explore new funding sources as they emerge.
✗ Maintain a commission based booking system that can be accessed by
those operators willing to participate.
Potential returns from the strategy
✘ Engagement & Partnerships
✗ Deeper awareness and understanding of the Strategy
✗ Grow support for tourism across the community
✗ Increased engagement and involvement of tourism-dependent industry
organisations and individuals
✗ Contribute to increased community involvement in providing tourism
product and experiences
✗ Increased utilisation of locally produced and provided products and
services
✗ Build the appreciation of local residents of their role as “tourism
ambassadors”
Potential returns from the strategy
✘ Marketing & Related ✘ Product development and
Communications management
✗ Building destination image for ✗ Create an environment that
all marketing activity, encourages investment in
selecting target market tourism assets
✗ An annual marketing plan ✗ Ensure that existing tourism
outlines focus and resource assets are effectively
allocation for the upcoming packaged to create new
period product offerings
✗ Forming Marketing ✗ Appreciate the value of
partnerships with a target intangible assets in attracting
market alignment visitors to the area
✗ Encourage partnerships
among products to align offers
with target markets
Potential returns from the strategy
✘ Research & Knowledge ✘ Funding tourism
✗ Develop the understanding of ✗ Increase the resources
tourism, provide quality available for tourism
information to support the marketing
assessment process ✗ seeking grants from other
✗ Ensure tourism operators have levels of government, seeking
access to current market and industry investment in
visitor trends to inform destination marketing projects
decision making. ✗ Build on the fee for service
offer to tourism operators and
organisations with a place
interest – grow the number of
organisations and businesses
that are investing in tourism