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CAIRNGORMS NATIONAL PARK AUTHORITY 
Paper 2 Date 04/06/04 

CAIRNGORMS NATIONAL PARK AUTHORITY

Title: CAIRNGORMS MARKETING STRATEGY 

Prepared by: ANDREW HARPER, HEAD OF ECONOMIC & SOCIAL 
DEVELOPMENT 
RUATHY DONALD, BUSINESS & MARKETING 
OFFICER 

Purpose 

The purpose of this paper is to inform the Board of the key elements of the Cairngorms 
Marketing Strategy, as developed and endorsed by the Tourism Development Working 
Group, and to seek the Boards endorsement of the Strategy. The complete Marketing 
Strategy is at Annex 1. 

Recommendations 

• The Board are invited to consider the Marketing Strategy and endorse the document as 
the way forward. 

Executive Summary 

The Marketing Strategy sets out the long-term vision for tourism in the Cairngorms; identifies 
the key marketing aims, and outlines the mechanisms for the delivery of these aims. 
Sustainable tourism is the overarching principle that underpins the Marketing Strategy and its 
subsequent delivery. It is therefore recognised that the Strategy may need to be adapted once 
the Sustainable Tourism Strategy is finalised in early 2005. The Strategy is supported by an 
Action Plan outlining its implementation, and this is in the final stages of preparation. 

CAIRNGORMS MARKETING STRATEGY
 
Background 

1. The development of a Cairngorms Marketing Strategy was identified as a key issue for 
tourism by the Tourism Development Working Group (TDWG) as outlined to the 
Board in Paper 1 of the January 2004 Board meeting. 

2. In January the Strategy was in initial draft form. Since then it has been developed and 
finalised by a Marketing Sub Group of the TDWG, with the Strategy approved by the 
TDWG at their last meeting on the 12th May. 

Introduction 

3. The Strategy outlines the vision and key aims for tourism in the Cairngorms; the 
strategic and policy contexts within which it operates, the key issues in terms of the 
tourism market and explains how these aims can be effectively delivered. 

4. It is recognised that the Strategy is a dynamic document, capable of, and likely to be 
adapted as a result of the planned work on the Sustainable Tourism Strategy, and as 
improved information on consumer needs becomes available. 

Content of the Strategy 

5. The vision for the future is to “establish the Cairngorms as one of the worlds most 
spectacular National Parks with a reputation for superb visitor facilities and services 
and access to a landscape of unrivalled natural beauty in which businesses can 
flourish in harmony with the natural environment.” 

6. There are three key aims of the Strategy, supporting the overall objective, these are 
to:-

• Utilise the opportunities created by the designation of the Cairngorms as a 
National Park to position the area as a quality destination for all to enjoy. 
• Encourage both new and returning visitors to continue returning, either on a more 
frequent, or longer stay basis. 
• Ensure that all marketing activity is delivered in an integrated and co-ordinated 
way, thereby maximising the area’s potential. 

7. These aims have been developed following a SWOT analysis of the Cairngorms as a 
product and as a result of up to date market research on the national and local tourism 
market. 

8. Due to the diversity of the area and the number of stakeholders involved in marketing 
and promoting tourism, the delivery of these aims will only successfully be achieved 
through partnership working to achieve a cohesive approach and avoid duplication. 
This will enable the development and creation of strong and cohesive brand for the 
area and developments and improvements to communication, both to consumers and 
to and with stakeholders. The provision of relevant market research on consumer 
needs, will assist the delivery of these aims for the Park as a whole and provide the 
tourism industry with valuable information to assist the development of individual 
businesses. 

Implementation 

9. An Action Plan is in the process of being finalised. The Plan will identify the key 
priorities for action, the timescale within which these actions will be delivered and by 
whom, and where relevant, the costs associated with this action. The implementation 
of these actions will not be restricted internally within the Park Authority to one 
specific Group or Working Group, reflecting the integrated nature of the organisation, 
the Strategy and the Action Plan 

ANDREW HARPER 
RUATHY DONALD 
25th May 2004 

andrewharper@cairngorms.co.uk 
ruathydonald@cairngorms.co.uk