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
 The presence of a large diversity of
cultural, religious and natural heritage
destinations like Oldham Coliseum
theater and Oldham Ghost Walks.
 The presence of folk traditions which
create a real life cultural lesson.
 Unique architecture like the Plain
Brick built Mill on Silver Street and
Hilton Arcade.
 Beautiful natural environment
 marketing.
The presence of culture in the religious
destinations in the churches and
monasteries like St Mary’s Parish
Church.
 The availability of guides that speak at
least one language of international
usage.
 Weaknesses
 Poor integration of the destinations
in tourism products. Poor
infrastructure for some of the
destinations.
 Lack of investment in the cultural
monuments, thus putting them in a
continuous state of degradation
 Low level of promotion through
 Lack of information on potential
destinations.
 The lack of funding for the
rehabilitation of the cultural
destinations.
 SWOT analysis
 Opportunities
 Increase in the awareness of the
institutions over the potential of the
cultural tourism is now offering more
qualified staff for this industry
 Beautiful environment suitable for more
than one type of tourism.
 Possibility to create integrated tourism
products, due to the presence of a large
pool of destinations.
 No interrelation with other kinds of
tourism.
 Increasing number of tourists in
Manchester, which brought £670m in
2017 in tourism industry.
 Threats
 The working schedule of such
destinations differ from one to
another so it makes it hard to get
from one destination to the other.
 Continuous degradation through
human interaction and natural
elements.
 Private interest for the cultural
assets which could hinder their
integration in a route.
 Increase in transportation costs.
 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
✗ Focussed communication
about critical elements of the
Strategy, compilation and
communication of further
relevant information to key
stakeholders
✗ Reporting to the community
about progress and successes
on the Annual Operating Plan
✗ Prepare and deliver
information, specific
communications, respond to
requests and assistance in
relation to the tourism market.
✘ Marketing & Related Communications
✗ Undertake appropriate communications efforts to
explain the importance of the image of Oldham
✗ Formally assess the image of the Oldham in the
domestic source markets
✗ Use this research to create the desired image
✗ Provide market research and data for main source
markets to industry regularly to increase, maintain
their high level of awareness and understanding of
tourism trends related to these markets assist them
with decisionmaking.
✗ Undertake a detailed assessment of current target
markets and identify other target markets that align
with the target market selection criteria
✗ Develop a destination application aimed at visitor
trip planning and in-destination information
provision
 The strategy
✘ Product development and
management
✗ Identify the 2 – 3 key events
each year that contribute to
destination image and develop a
marketing plan to leverage
destination marketing around
those core events in the Annual
Operating Plan.
✗ Identify a range of logical
potential partnerships that
‘match’ with particular source
markets and trip types.
✗ Develop support material to
assist those seeking to invest in
tourism in Oldham with detail
of market and visitor trends.
✘ Research & Knowledge
✗ Engage an appropriate tourism data
specialist to monitor visitors to
Oldham on a rolling 12 month basis,
to be updated quarterly.
✗ Compare outcomes on the same
timescale against a benchmark group
of other area
✗ Produce an annual visitor profile,
focus on source market changes
irrespective to keep stakeholders
informed of how the markets are
changing.
✗ Seek data to support the target market
selection process. Utilise this
information to determine product,
market fit and positioning decisions
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
Communications
✗ Building destination image for
all marketing activity,
selecting target market
✗ An annual marketing plan
outlines focus and resource
allocation for the upcoming
period
✗ Forming Marketing
partnerships with a target
market alignment
✘ Product development and
management
✗ Create an environment that
encourages investment in
tourism assets
✗ Ensure that existing tourism
assets are effectively
packaged to create new
product offerings
✗ Appreciate the value of
intangible assets in attracting
visitors to the area
✗ Encourage partnerships
among products to align offers
with target markets
Potential returns from the strategy
✘ Research & Knowledge
✗ Develop the understanding of
tourism, provide quality
information to support the
assessment process
✗ Ensure tourism operators have
access to current market and
visitor trends to inform
decision making.
✘ Funding tourism
✗ Increase the resources
available for tourism
marketing
✗ seeking grants from other
levels of government, seeking
industry investment in
destination marketing projects
✗ 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