An ageing population. The untapped potential for hospitality and leisure businesses

Transcription

1 An ageing population The untapped potential for hospitality and leisure businesses

2 Contents 3 Section one: Introduction 4 UK consumer behaviour 5 Consumer attitudes 6 Consumer loyalty 7 The customer journey 8 Section two: The sector s perspective 9 Operators attitudes 10 Building relationships with consumers 11 Future plans for the sector 12 Section three: Scotland 13 Operators attitudes: Scotland 14 Building relationships: Scotland 15 Future plans for Scotland 16 Section four: Strategies for success 17 Case study: Premier Inn 18 Key takeaways 19 About the author Critical has taken every reasonable care in the preparation of the content of this research. All information that it contains is provided in good faith. We make no representations or warranties about the information provided through this research. Critical accepts no liability whatsoever for any for errors or omissions nor for any direct, indirect, special or other consequential loss or damage of whatever kind, resulting from whatever cause, through the use of any information obtained either directly or indirectly from this research. 2 of 19

3 Section one: Introduction Across the UK, a large opportunity exists for hospitality and leisure businesses to target consumers aged over 65; however, at present, much of this potential remains untapped. Expectations of businesses and consumers One fifth of UK income in the hospitality and leisure industry is generated from the over 65s; yet, only 5% of businesses operating within the sector consider over 65s to be their most important demographic in terms of revenue, with many focusing on year olds instead. 65+ This age group is spending more than others across a broad range of UK hospitality and leisure services. Despite this contradiction, one quarter of businesses recognise that the proportion of turnover received from over 65s has increased in the last five years and 86% expect their turnover amongst this age group to increase or remain the same. Evidence suggests that with high levels of disposable income and more free time, the older demographic (65+) is spending more than other age groups across a broad range of UK hospitality and leisure services. Understanding the demographics Those aged rated products and services highest, while consumers aged 55 and over provided the lowest ratings. Products and services that are tailored to a specific age group received lower ratings, with the older age groups again marking these services lower. It is encouraging to read that 94% of businesses believe they are engaged or highly engaged with the over 65s; however, in light of the above consumer statistics, it appears there is still some work to be done by hospitality and leisure businesses hoping to fully benefit from the power of the Grey Pound. The digital revolution There is clear evidence that consumers across all age groups are using digital channels more than they were five years ago to search for information about the products and services in the sector. Internet search engines and online customer reviews have seen the highest level of growth, whilst in-shop travel agents and traditional TV and print advertising have experienced the least. Companies are using digital media more than they did five years ago, mainly via social media, their own websites and Search Engine Optimisation; however, with those aged 65 years and over more likely to access traditional channels than other age groups including editorial placements and print advertising the sector s digital revolution may be moving too quickly for its more senior audience. Our research covers a sample of 564 UK hospitality and leisure businesses across leisure, food and drink, travel, hotels and professional sports, as well as 1,100 consumers of varying ages, incomes and geographies across the UK. By exploring the thoughts of customers and businesses alike, we hope to highlight the industry s attitudes towards different audience demographics and demonstrate how hospitality and leisure operators can find opportunities to target their markets more effectively. Mike Saul Head of Hospitality and Leisure 3 of 19

4 UK consumer behaviour The average consumer spends 2,486 on hospitality and leisure services per annum. In 2014, those aged over 65 spent significantly more than any other age group, with an average expenditure of 3,372. Perhaps unsurprisingly, meals from restaurants and bars are the most frequent services purchased in 2014 by all age groups. The oldest consumer group spends the most on all frequently used services, particularly when it comes to international holidays, whilst middle-aged consumers tend to spend more on professional sport, UK holidays, the gym and theme parks the latter perhaps, a result of this age group being most likely to have small children. Average expenditure ( ) on hospitality and leisure services in 2014 by age group 3,372 1,626 Our youngest age group is using a diverse range of services, with particularly high usage of services such as UK holidays (36%), health clubs (36%), theme parks (33%) and golf clubs (12% only 7% for 65+). Interestingly, consumers over 65 years old show significantly less interest in professional sports, with only 17% engaging with this sub-sector in 2014, as opposed to 32% of year olds. Average expenditure ( ) per person on each service in 2014 by age group, of those using each service Bought food from a restaurant/bar Visited cinema or theatre UK hotel Age Age Age Age 65 and over Booked a holiday abroad using a UK travel operator 1,672 3,187 3,438 5,419 Watched professional sport Hospitality and leisure 2,664 UK holiday Health club or gym Gambled (high street or online) * 578* 2,469 Visited a theme park Paid to play golf * 396* Age Age Other activity? Age Age 65 and over *Warning low base size (<30). 4 of 19

5 Consumer attitudes The hospitality and leisure industry is considered much more positively than others in the UK, with 48% of all respondents stating that the sector provides better products than other service industries. In general, our results show that consumers have a positive attitude toward hospitality and leisure operators. Those aged between were particularly reassuring, with 44% rating the sector positively. Less encouraging is the over 65 age group, however, with only 19% providing a positive rating for the sector as a whole. Given that 94% of businesses are confident that their business is engaged or highly engaged with the over 65s, these lower scores could suggest that more needs to be done to ensure proactive businesses are communicating their offering effectively, across multiple audiences. The products and services offered by hospitality and leisure operators in general ranked highly, with 75% of and 71% of year olds rating them as excellent or good. Slightly lower down the scale, the year olds and over 65s score products and services as excellent or good at 64% and 67% respectively. Products for specific age groups Percentage of consumers rating hospitality and leisure products and services aimed at their age group as excellent or good Age Age Age Age 65 and over Interestingly, when consumers were asked to evaluate products and services offered for their particular age groups, positivity levels fell year olds are still most likely to rate services highly, with 67% ranking these as excellent or good; however, the year olds and over 65s yet again show signs of dissatisfaction with only 56% and 59% rating services as excellent or good, in that order. 67% 60% 56% 59% 5 of 19

6 Consumer loyalty Loyalty is significantly higher among the over 65s (41%) and lowest for year olds (19%), suggesting that as can be expected consumers are likely to return to brands over time. According to our research, 30% of all consumers are loyal to certain hospitality and leisure companies, whereas 40% feel they have no loyalty at all. Interestingly, the top four companies that consumers felt most loyal to were hotels perhaps proving that loyalty is encouraged through multiple consumer touch-points across a longer timeframe. One of the least important factors driving loyalty for those aged is the quality of food provided by leisure operators; however, this is the fourth most important factor for the oldest age group with 13% seeing this as a key reason for repeat custom. When looking to attract consumers for the first time, good value for money is the top priority for all age groups significantly for those aged between Interestingly, consumers in the and over 65 age brackets look for the same top three factors when deciding to use a company for the first time: value for money, recommendation and quality of product. With such similar preferences across the age groups, companies may not need to shift their offering radically in order to suit their target audiences. Hospitality and leisure companies may prefer to explore how they are marketing their deals and reviews to ensure their messages reach different age demographics. Top three reasons for consumer loyalty across the age groups The level of service Value for money/price Rewards/incentives/ loyalty scheme Age Age Age Age 65 and over of 19

7 The customer journey The majority of consumers are happy to book hotels, holidays, cinema tickets and restaurants using the internet, with 72% of all consumers using the internet to make hotel reservations. It is a positive sign that all ages are interacting with online services across the sector, bucking some assumptions that older generations are failing to engage with digital channels. Unexpectedly, online bingo which has previously been associated with an older age group has a much higher following among those aged 18-34, showing how online services have the potential to shift traditional audience demographics. Across the age groups, our research shows that consumers are also using the internet to research the sector, with internet search engines topping the list as the most popular way to search for information on hospitality and leisure services. In fact, four of the top five sources of information included digital media: search engines, online customer reviews and forums, direct , and online travel agencies. Percentage of consumers using the internet for different hospitality and leisure services (%) by age profile Made a hotel reservation Booked a holiday abroad Booked a UK holiday Bought cinema tickets Bought theatre tickets Made a restaurant reservation Age Age Age Age 65 and over 62% 78% 80% 69% 60% 68% 70% 62% 48% 61% 68% 51% 57% 56% 48% 32% 41% 52% 50% 49% 43% 53% 44% 42% Perhaps unsurprisingly, social media is the least popular source of information for the over 65s, with only 2% of respondents in this age category engaging with the channel. Interestingly, however, only 8% of over 65s are inclined to visit in-store travel agents. This low figure proves that, despite a lack of social media engagement, the older generation is beginning to become more digitalsavvy and look for more instant and convenient ways to access information on the sector. Bought lottery tickets Bought tickets for professional sport Gambling/gaming Played bingo 30% 43% 32% 25% 33% 35% 31% 19% 29% 23% 13% 6% 15% 13% 3% 2% 7 of 19

8 Section two: The sector s perspective Our research shows that almost three quarters (72%) of businesses in the hospitality and leisure sector expect those aged over 65 to spend the same or more on services over the next five years, with 65% expecting disposable income to plateau or increase. Despite this statistic, year olds are seen as the most important age group in terms of revenue perhaps as a result of this age group usually taking families along with them. With one fifth of all UK hospitality and leisure income generated from the over 65s, however, it seems that this demographic is somewhat overlooked as a key priority for operators in the sector. 23% of businesses say that their income from customers aged over 65 has increased in the last five years, with only 7% saying that it has decreased, and 53% stating that it has remained the same. 17% of operators were unsure how this demographic was affecting their turnover. Challenging perceptions Operators (%) most important age group in terms of revenue 20% 37% 44% of all operators said that our oldest age category tends to spend less on leisure services than younger customers do; an assumption which contradicts our earlier statistic, showing that consumers over 65 spend more on average than any other age group. This perception from operators may be a result of those aged over 65 benefiting from cheaper, off-peak leisure deals during the day or school-terms, whilst younger demographics are, typically, at work. The exception to this is in the hotel and travel sectors where 38% and 44% of operators, respectively, said that over 65s tend to spend more than the average customer. 4% years 13% 9% 5% years years years years 65 years and over 10% All of these 8 of 19

9 Operators attitudes Looking at the sector overall, 83% of businesses surveyed stated that, in their opinion, the hospitality and leisure industry is either highly or slightly engaged with over 65s. When looking at the attitude of their own business, this figure increased to 94%. Markedly, hoteliers had a more positive view of the sector s commitment to our oldest age group, with 93% stating that it was slightly or highly engaged with over 65s. 99% of hoteliers were confident that their own company matched the sector s strong level of engagement. As shown on the next page, however, over three quarters of operators have no plans to introduce new products aimed at those aged over 65, and strikingly only 19% of consumers in this age group rated the sector positively. Some disparity exists, therefore, between operators, their plans for the future and the opinions of their customers. With apparent negativity from the older demographic, it may be worthwhile for ambitious operators to assess the impact, recognition and return on investment that their engagement with this age group is generating. Operators (%) stating their company s level of engagement with over 65s 25% 1% 4% 69% Highly engaged Slightly engaged Don t know Ambivalent 9 of 19

10 Building relationships with consumers 30% of companies have specific products and services aimed at the over 65s, with leisure operators and travel businesses improving on this statistic at 45% and 43% respectively. With older customers more likely to remain loyal to particular brands, alongside only 59% of over 65s rating services tailored for them as excellent or good, the above statistic could highlight a need for operators to adopt a more bespoke approach to their senior audiences. Indeed, with 94% of businesses stating that they are engaged with those aged over 65, it is striking that only 30% have products and services related to this demographic and poses the question: what else are operators doing to engage with this audience? Factors perceived by operators (%) to encourage first time custom from consumers aged 65+ Customer service/ reputation Pricing/rewards/value 51% 58% When encouraging an older customer to use their company for the first time, businesses perceive the most important factors to be strong customer service, reputation and value for money. This is a positive result, as it parallels our survey s consumer results, discussed in section one of this report. Product/ service offered 41% Advertising/ reviews/editorials 15% 10 of 19

11 Future plans for the sector Of the companies we surveyed, 83% are planning investment over the next five years, with one fifth planning major investment. On average, 15% of investment from all companies will be used to meet the needs of those over 65. Over three quarters (76%) of all operators have no plans to introduce any new products or services aimed at this demographic. Delving into the more positive responses, 29% of leisure specific businesses do have plans to introduce further options for our oldest age category. Reasons given by operators (%) for not introducing more products and services for customers aged over 65 in the next five years Not considered before Already have enough products/ services in place 31% 37% Top reasons given for not introducing new products and services to those aged over 65 include having not considered this before, already having enough products in place, experiencing less demand from that particular age group and seeing little financial opportunity. Less/no demand for our products/ services with this age group See little financial opportunity in this age group 28% 28% For those that have tailored their offering, the most popular methods are providing bespoke products (69%), age-related vouchers (68%) and age-specific facilities (65%). Direct marketing to the over 65s is also popular, with 55% of those businesses opting for this approach. Engaging your audience Compromise current positioning Previously tried to target with little success Don't target specific groups 12% 19% 22% With regards to marketing, printed media remains the third most popular channel for hospitality and leisure companies, with 34% using this medium, coming closely behind online advertising (39%) and company websites (47%). In light of earlier discussion around consumer preferences, these marketing preferences should be somewhat effective in capturing the attention of the older audience. Lack of skills/resources/funding to cater to this age group About to sell the business/retire 1% 11% 11 of 19

12 Section three: Scotland 53% of businesses in Scotland state that spend per customer is lower in the 65 and over age bracket, whereas 26% believe that the figure is higher. On average, consumers living in Scotland spend 2,023 on hospitality and leisure services per annum. Similar to UK national statistics, those aged years old are seen as the most important age group in terms of revenue for companies in Scotland, with only 7% of companies surveyed considering the 65 and over age group as the most important. Operators (%) most important age group, in terms of revenue, across the region 38% Around one in ten companies surveyed (12%) stated that turnover amongst the over 65s has increased in the last five years, while 14% say that turnover in the age bracket has in fact fallen. There appears to be a huge opportunity to develop business within our oldest age group. Indeed, 87% of companies expect the proportion of their turnover among the age group will increase or at least stay the same in the next five years; only 13% expect turnover to fall, as a result of spending by those aged 65 and over. 19% 14% 12% 8% 7% 0% years years years years years 65 years and over All of these 12 of 19

13 Operators attitudes: Scotland 77% of businesses believe that the UK hospitality and leisure sector as a whole engages well with the over 65s. When asked about their own company s level of engagement, 87% of respondents thought that they were engaged or highly engaged with the over 65s. Almost three quarters (72%) of companies expect competition for the disposable income of Scotland s over 65s to become greater in the next five years with only 2% predicting that competition will decrease. With almost 80% of companies predicting that the disposable income of the over 65s will increase or stay the same over the next five years, it s not surprising that 75% of operators foresee those aged over 65 spending more, or the same, on the sector s services in the same time period. With such positive expectations, it is encouraging to see that companies across Scotland are engaging with the older age group even if catering for younger age groups remains their key priority. Operators (%) stating their company s level of engagement with over 65s across the region 14% 12% 73% Highly engaged Slightly engaged Ambivalent 13 of 19

14 Building relationships: Scotland Compared to the UK s hospitality and leisure businesses, operators in Scotland are more likely to target products and services specifically at the over 65s, with 42% of companies tailoring their offering in this way. It is hugely encouraging to see that Scotland is ahead of the curve in tailoring products and services to this age group compared to the UK as a whole. When considering this in the context of our earlier statistic that 87% of companies surveyed believe they are engaged or highly engaged with this age group, however, it s evident that there is still a great opportunity for Scottish businesses to tap into this lucrative market. When persuading an older customer to interact with their company for the first time, businesses perceive the most important factors to be strong customer service, reputation and value for money. This mirrors not only our national results showing the same top preferences but also matches closely to our consumer responses, which are highlighted in section one of this report. Factors most perceived by operators (%) to encourage first-time custom from consumers aged over 65, across the region Customer service/ reputation Pricing/rewards/value Product/ service offered 61% 61% 66% Advertising/ reviews/editorials 20% 14 of 19

15 Future plans for Scotland 87% of companies in Scotland are planning some form of investment over the next five years. On average 22% of this investment will be used to meet the needs of over 65s. This planned investment by Scottish operators is higher than the UK national average, which sits at 15%. Scottish companies clearly see great opportunities for growth within the over 65 age group; 41% have plans to introduce products or services aimed at that market, which is significantly higher than the national average of 21%. Reasons given by operators in the region for not introducing more products and services for customers aged over 65 in the next five years Not considered before 33% Compromise current positioning 33% Of those companies with no plans to introduce new products and services aimed ay the older age group, the main reasons include having never considered it before (33%), that it could compromise their current positioning (33%) or that they see little financial opportunity in the age group (27%). These statistics provide positive evidence that companies in Scotland are proactively targeting the older age group, especially when considering our earlier statistic in section one, which highlighted that over 65s spend more on hospitality and leisure services than any other age group. See little financial opportunity in this age group Already have enough products/ services in place Less/no demand for our products/ services with this age group 23% Don't target specific groups 10% Lack of skills/resources/funding to cater to this age group 10% 23% 27% About to sell the business/retire 10% Previously tried to target with little success 3% 15 of 19

16 Section four: Strategies for success Hospitality and leisure operators have adopted a range of strategies and techniques to improve their appeal to different age groups. Below are a few considerations for successful interaction with the over 65s. Personalised conversations with your whole audience This research demonstrates the differences in preference and buying habits of a range of age groups. How confident are you that you really know your customers and understand their specific likes and dislikes? Successful use of big data means you can have specific conversations with each of your demographics that are entirely relevant to them. Review your product or service offering Consumers were less satisfied with the products and services offered for their specific age groups, particularly the over 65s. Is there potential to reposition your offering to target a greater share of the Grey Pound? Small changes can increase your appeal to this audience, look to emphasise these in your product design and marketing going forward. Multi-channel future Consumers are increasingly using the internet for various stages of the purchasing journey; ensuring your business makes this process as easy as possible will be of long-term benefit. But don t overlook the more traditional marketing channels. The over 65s are still inclined to be influenced by print advertising and editorials so be sure to vary your approach across age groups to achieve maximum effect. Don t underestimate the spending potential of the over 65 age group The research suggests that the majority of operators are focusing their attention on the age group, but the over 65s spend more per head. With an increasingly ageing population, there is significant potential for businesses to capitalise on the spending power of this audience. Capitalise on loyalty Brand loyalty in the hospitality and leisure sector is strong, and increases with age. What are you doing to further incentivise your audience to ensure they are loyal to your brand throughout their lives? Now s the time to act Don t wait to act on this information building stronger relationships with the older demographic now will stand you in good stead for the future. 16 of 19

17 Case study: Premier Inn Premier Inn was voted the number one hospitality and leisure brand, across all age groups, by the 1,000-plus consumers surveyed for this report. What do they do that generates this pan-generational brand recognition? Customer first approach Russell Braterman, Premier Inn Brand Marketing Director, says the single most important factor in driving these positive statistics is the company s commitment to customer service. Excellence in guest care is at the heart of Premier Inn s philosophy and this means considering the requirements of all visitors to the group s 650+ hotels be they elderly, business travellers, families or any other demographic. Premier Inn is a budget brand, but the product is designed to offer value aligned with excellent service at all points in the customer journey. The chain has invested heavily in social media and its market-leading Twitter team responds to challenges and issues faced by customers in real time, providing care and support for any online booking challenges. The 24-hour reception means that whatever time guests arrive, there will be personal support to welcome them to the hotel. The provision of tea and coffee facilities in rooms and free Wi-Fi, whilst not unique to Premier Inn, are added touches which help improve the overall guest experience. Appealing to specific demographics Whilst Premier Inn does not deliberately target any particular demographics, there are certain elements of their offering that appeal more to specific audiences. The new higher bed design is easier to get in and out of for example, and has received strong feedback from older guests. The provision of sofabeds in rooms has also been applauded by older guests, for providing an alternative and accessible place to relax. The 24-hour reception appeals to this demographic because, as evidenced elsewhere in the report, they prefer direct human interaction to self-serving. Similarly, for another key demographic, the opportunity to automatically link hotel stays directly to personal expense claims through the Business Account Card appeals to those travelling for work. A motivated workforce Premier Inn s parent company, Whitbread, has a focus on the customer heartbeat and this wider values framework runs through much of the hotel chain s employee agenda. Premier Inn operates a number of key initiatives to ensure its employees, bring their best selves to work, creating a culture of high performance delivered by nice people. Front line staff come from all age groups and backgrounds and are involved in the decision-making process, creating a unified sense of purpose. Colleague reward schemes celebrate excellent customer service and drive a strong aspirational culture. Additionally, Premier Inn aims to recruit 50% of staff for new openings from amongst the local long-term unemployed, giving these individuals training and development opportunities which, in turn, pays off in their commitment to the company and a strong desire to deliver for the customer. Focused marketing As a brand, Premier Inn has a diverse audience, but always ties back to its core customer commitment. This means that specific campaigns can target a certain demographic, as The Lego Movie ad break takeover achieved with families last year, whilst still ensuring brand awareness across all their demographics. 17 of 19

18 Key takeaways One fifth of UK income in the hospitality and leisure industry is generated from the over 65s an estimated 37bn in 2014 Despite this, the sector could be missing out on at least a further 16bn by underestimating the spending power of the older generation The over 65s spend an average of 3,372 per annum on hospitality and leisure, compared to 2,486 across all age groups Brand loyalty increases with age. 41% of those aged 65 and over were loyal to particular brands, compared to 19% of those aged % of hospitality and leisure operators surveyed thought they engaged with the over 65s, but only 5% see them as the most important age group Over 83% of operators expect to invest in their business in the next five years, but only 15% of the planned investment will be used to meet the needs of the over 65s. To find out more about how Barclays can support your business, please call * or visit barclays.com/corporatebanking Figures based on research conducted by Critical, on behalf of Barclays, between January-February hospitality and leisure businesses were interviewed, as well as 1,100 consumers. *To maintain a high quality of service, your call may be monitored or recorded for training and security purposes. Calls to 0800 numbers are free of charge, when calling from a UK landline. Charges may apply when using a mobile phone or when calling from abroad. Lines are open from 8am to 6pm Monday to Friday. 18 of 19

19 About the author For further information and to find out how our sector specialist team can support your business, please contact Mike Saul, Head of Hospitality and Leisure. Mike Saul Head of Hospitality and Leisure Barclays Mike is Head of the UK-based Hospitality and Leisure team at Barclays. With over 30 years of experience, he and his team support a wide-ranging client base with their dedicated specialist approach, industry knowledge and sector-specific products and services. M: * mike.saul@barclays.com *Please note: this is a mobile phone number and calls will be charged in accordance with your mobile tariff. No part of this publication may be reproduced or stored in a retrieval system, in any form or by any means, electrical, mechanical, photocopying or otherwise, without the prior consent of the publishers. The views and forecasts presented in this report represent independent findings and conclusions drawn from a study by Critical. Critical can accept no responsibility for any investment decision made on the basis of this information or for any omissions or inaccuracies that may be contained in this report. This report has been produced in good faith and independently of any operator or supplier to the industry. We trust that it will be of significant value to all readers. The views expressed in this report are the views of third parties, and do not necessarily reflect the views of Barclays Bank PLC nor should they be taken as statements of policy or intent of Barclays Bank PLC. Barclays Bank PLC takes no responsibility for the veracity of information contained in third party narrative and no warranties or undertakings of any kind, whether expressed or implied, regarding the accuracy or completeness of the information given. Barclays Bank PLC takes no liability for the impact of any decisions made based on information contained and views expressed in any third party guides or articles. Barclays is a trading name of Barclays Bank PLC and its subsidiaries. Barclays Bank PLC is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority (Financial Services Register No ). Registered in England. Registered number is with registered office at 1 Churchill Place, London E14 5HP. April of 19