Cromer Classic

www.events-north-norfolk.gov.uk 

..In association with NNDC

Executive Summary 


The purpose of Events-North-Norfolk is to create and stage events that represent current 

culture and promote both locations of interest and the businesses of North Norfolk; adding 

social value, increasing economic activity, improving the image and employee capacity at 

NNDC and positively effecting the growth of the area and the lives of residents. 

Events-North-Norfolk whilst conjoined to NNDC will strive to mirror the overarching values in 

line with the corporate plan where relevant; clearly promoting Health and Wellbeing, Coast 

and Countryside, Jobs and Economy, Service Excellence. 

Key Principles 

• NNDC being clear on what they want to achieve, having a clear vision of the future and how 

Events-North-Norfolk will grow 

• Staging events in step with current culture 

• Working with DWP to employ local people, paid or voluntary 

• Making effective engagement with local communities a reality 

• Ensuring the company structure, governance and its operations are established appropriately 

• Creating and maintaining local business relationships 

• Creating a commercial mind-set in the staff transferring or seconded to Events-North- 

Norfolk 

• To be a paragon for running lawful, safe and successful events and facilities 

Cromer Classic - Cycling Sportive 

The mission of the first event is to achieve sustained success in the cycling event calendar, 

support local charities and businesses and promote health and wellbeing in North Norfolk and 

the town of Cromer. 

The event will include: 

• A professionally managed cycling Sportive with courses for riders of all levels 

• Local businesses running food and beverage stalls 

• Children’s entertainment 

• A celebrity appearance 

• A public announcer 

• Live Music

PEST Analysis 


Political Economic Socio-Cultural Tecnological 

Mission statement 

The purpose of EventsNorthNorfolk is to 

create and stage events that represent current 

culture and promote the locations of interest 

and the businesses of North Norfolk; adding 

social value, increasing economic activity, 

improving the image and employee capacity at 

NNDC and positively effecting the growth of 

the area and the lives of residents. 


• NNDC being clear on what they want to achieve, 

having a clear vision of the future and how 

EventsNorthNorfolk will grow 


• Working with DWP to employ local people, paid 

or voluntary 

• Making effective engagement with local 

communities a reality 

• Ensuring the company structure, governance and 

its operations are established appropriately 

• Creating and maintaining local business 

relationships 

• Creating a commercial mind-set in the staff 

transferring or seconded to EventsNorthNorfolk 

• To be a paragon for running lawful, safe and 

successful events and facilities 

Macro 

• Government policies 

• Political parties sway (depending on 

whose in power) 

• Legislation 

• Regulatory organisations 

• Employment Law (DWP – JSA) 

• Grants and other funding initiatives 

Micro 

• Persuade and influence Councillors 

• Communicate the benefits of the event 

locally 

• Commercial 

opportunity / revenue 

source 

• Possible perception 

of double taxation for 

particpants 

Macro 

• Demographic changes 

• National health awareness campaigns 

• Shift in educational requirements and 

changing career attitudes 

• Lifestyle trends 

• Ethics 

• Changes in value and culture 

• Work/leisure attitudes 

Micro 

• Media and advertising 

• Role models/fashion 

• Relating to major Sporting events 

Macro 

• Information and 

communications 

• Use of new technology 

• Rate of technological 

innovation 

• Multi-media/Internet 

• On-going innovation 

Micro 

• Intellectual property issues 

• Global communications 

Working with respect, fairness, honesty delivering value for money services for you

SWOT Analysis www.events-north-norfolk.gov.uk 

Strengths Weaknesses Opportunities Threats 


The purpose of EventsNorthNorfolk is to 

create and stage events that represent current 

culture and promote the locations of interest 

and the businesses of North Norfolk; adding 

social value, increasing economic activity, 

improving the image and employee capacity at 

NNDC and positively effecting the growth of 

the area and the lives of residents. 


• NNDC being clear on what they want to 

achieve, having a clear vision of the future and 

how EventsNorthNorfolk will grow 


• Working with DWP to employ local people, paid 

or voluntary 

• Making effective engagement with local 

communities a reality 

• Ensuring the company structure, governance 

and its operations are established appropriately 

• Creating and maintaining local business 

relationships 

• Creating a commercial mind-set in the staff 

transferring or seconded to EventsNorthNorfolk 

• To be a paragon for running lawful, safe and 

successful events and facilities 

• Services the entire community 

• Uses local businesses for advertising, 

food and drink etc. 

• Greater and positive exposure for NNDC 

• Increased web site traffic thus 

advertising other services 

• In house training for food hygiene 

• In house Health and Safety support 

• In house child safeguarding support 

• In house licencing support 

• In house web design support and 

management 

• In house compliance and legal support 

• In house business rates support 

• In house waste management and refuse 

collection support 

• Possible public or 

competitor resentment 

• Perception of double 

taxation 

• Promoting charitable causes means we can use a 

volunteer workforce for events 

• Targeting specific local projects that benefit from 

events reduces weaknesses (as above) 

• Self-remuneration and growth for existing services 

such as licencing 

• Tag-on to existing events such as Cromer Carnival 

where an infrastructure is already in place 

• Promote existing events through 

www.EventsNorthNorfolk.com and advertise our 

services… food hygiene, licencing etc. 

• Business model can be emulated and rolled out 

across shared services partnerships 

• Greater influence over the regeneration and future 

image of North Norfolk 

• Links to and inclusion of vulnerable persons via 

child services and adult social care 

• Showcase the value of council tax for all reducing 

perception of double taxation 

• Volunteer photographer from NNDC staff 

• Profits or surpluses from events can be used to 

hold down council tax or bolster front line services 

• Sponsorship deals with local big business 

•Future competition 

from existing service 

providers competing in 

different but 

complimentary market 

spaces 



..In association with NNDC 

romer 

Classic 

Cycling 

Sportive

SWOT Analysis 

"Cromer Classic" Cycle Sportive 

Strengths Weaknesses Opportunities Threats 


To achieve sustained success 

in the cycling event calendar, 

support local charities and 

businesses and promote 

health and wellbeing in North 

Norfolk and the town of 

Cromer. 


• A professionally managed 

cycling Sportive with courses 

for riders of all levels 

• Local businesses running 

food and beverage stalls 


• Celebrity 

• Public Announcer 

• Live Music 

• Event of interest for the whole community 

• No other organised bike races in the area 

• Charge local businesses to set up food and beverage 

stalls 

• Employ local entertainment. Bouncy castle, Live Music 

etc. 

• Use tourist info car-park and park as event site (NNDC 

controlled) 

• Bikes can be chained after the race to park-perimeter 

railing or a temporary bike park set up 

• Greater and positive exposure for NNDC 

• Increased web site traffic thus advertising other services 

• Sales of training for food hygiene 

• In house Health and Safety support and Risk Assessment 

• In house child safeguarding support 

• In house licencing support or sell the service 

• In house web design support and management 

• In house compliance and legal support 

• In house waste management and refuse collection 

support 

• Avoid clashing with 

similar events locally 

• Make it easy to enrol 

and pay 

• Promote health and wellbeing 

• Supporting charitable causes means we can use a 

volunteer workforce for the event (Local schools 

students) 

• Latch on to the upward trend in this market giving 

the impression of an organisation in touch with 

current culture 

• Many cycling clubs around the area mean multiple 

bookings and an extensive word of mouth 

advertising network 

• Targeting specific local projects that benefit from 

events reduces weaknesses (as above) 

• Promote existing events on the day and via web 

traffic 

• Volunteer photographer from NNDC staff 

• Use Cromer Halfords for repairs and maintenance 

and reciprocate with free advertising 

• Masseuse services (Erica) 

• Possible objections from 

local residents (corcerns over 

traffic, noise, litter, general 

disruption) 

• Poor weather could cause 

disruption 

• Poor uptake for volunteers 

• Poor uptake from food and 

beverage vendors 


Corporate Plan Comparable "Cromer Classic" Cycle Sportive 

Health and Wellbeing Coast and Countryside Jobs and Economy Service Excellence 


To achieve sustained success 

in the cycling event calendar, 

support local charities and 

businesses and promote 

health and wellbeing in North 

Norfolk and the town of 

Cromer. 


• A professionally managed 

cycling Sportive with 

courses for riders of all 

levels 

• Local businesses running 

food and beverage stalls 


• Celebrity 

• Public Announcer 

• Live Music 

The main purpose of this event is to promote 

health and wellbeing in North Norfolk; in line 

with the wider County Council health and 

wellbeing strategy: 

• Prevention 

Providing help and support at an earlier stage 

before problems become acute 

• Reduction of inequalities in health and 

wellbeing 

Narrowing the gap in life expectancy between 

the most and the least deprived people in 

Norfolk. 

• Integration 

Partners working together to provide 

effective, joined up services 

This will be achieved by ensuring the cycling 

sportive is accessible to riders of all skill 

levels. There will be an easy, intermediate and 

advanced circuit. 

Travelling inland from Cromer town in a 

south westerly direction, there is a 

network of quieter roads and lanes that in 

many places offer splendid panoramic 

views across the North Norfolk 

countryside and AONB’s. Although the 

hub of this event will be operated out of 

Cromer town, the participants will be 

riding through the countryside and thus 

the theme of the event can be naturally 

associated with conservation and wildlife 

groups who will be invited to set up 

information points at the event hub, 

shining a light on the areas historical, 

biodiversity and cultural character. 

Events-NorthNorfolk will recognise and be 

inspired by the objective of the Cycling for 

Growth Initiative (Launched at Eurobike 2015) 

which shows how the cycling industry will 

deliver growth within the European Union and 

create the conditions to unlock funding in 

European public expenditure on cycling and e- 

cycling. 

The Europe 2020 strategy (EU’s growth 

strategy for the coming decade) is about 

delivering growth through more effective 

investments in education, research and 

innovation and sustainable thanks to a decisive 

move towards a low-carbon economy, with a 

strong emphasis on job creation and poverty 

reduction. 

The comprising premise being that cycling is 

linked to a cultural shift in better working 

conditions and employee health. 

The expert knowledge found ‘inhouse’ 

to provide the service and 

training to the client is a marketable 

advantage and a USP. 

Events-NorthNorfolk second 

competitive edge is based on the 

use of strategic relationships. 

Concentrating on the aspects we 

can influence such as organisation 

and due diligence and excelling in 

those areas, the intention is to form 

strategic partnerships with 

companies that excel in the service 

areas that Events-North-Norfolk 

cannot provide 

In addition our locality offers roads 

and lanes which are perfect for 

cycling and many riders have 

mapped and recorded circuits of 

varying lengths on websites such as 

mapmyride.com. 


"Cromer Classic" Cycle Sportive - Event Phasing 

Phase 1 

Research… 

Market Research - Cycle Clubs - Venue - Possible Dates - Advertising / Media Research - Food and Beverage - Entertainment - 

Celebrity / PA - Health and Safety - Licensing - Kit - Charity or Commercial intention - SWOT - PEST - Corporate Plan 

Comparable (output - internal proposal) 

Phase 2 

Proposal… 

Venue Proposal - Date - Advertising / Media strategy - Staffing and Personnel - Commercial Projection and Budget - SWOT & 

PEST Recognition and Resolution - Charity or Commercial intention - Appointment of internal project sponsor - External 

sponsorship targets (output - external proposal) 

Phase 3 

Contact… 

Cycling Club Contact - Sponsorship - Celebrity Guest - Food and Beverage - Entertainment - Police - St Johns Ambulance - 

Advertising / Media - Interested Parties Meeting - Internal departments e.g. Licencing, web design- (output - branding. financial and 

attendance projection) 

Phase 4 

Build… 

Confirm date - Book Service Providers (food/beverage/stalls/PA/bike park) - Secure staff - obtain licenses - carry out risk 

assessments -Signage - Contingency plan / Alternative date / Adverse weather (output - due diligence tracker) 

Phase 5 

Sell… 

Re-contact clubs - Food and beverage vendors - Entertainment - Initiate advertising / media campaign - 1st wave media coverage 

- Enable webpage and online registration / payment - (output - commitment confirmation and payment tracker) 

Phase 6 

Run up… 

Confirmation of Vendors (send projected attendence), Celebrity, Entertainment and Internal Services - Police - St Johns 

Ambulance - Final payments - Staffing specific allocations (buddying) - Administration (badges, timings etc.) - Map event site - 

Trophies - 2nd wave Media coverage - (output - execute "Event run up plan") 

Phase 7 

Antepenultimate 

week… 

Assign staff to positions - Meet with all operational personnel internal & external on site - 

Phase 8 

Penultimate week… 

Kit arrival / erection on site - Mobility access - Print programs, badges etc - Confirm security requirements - Meet with equipment 

providers - (Output - Compile and sign off event schedule) 

Phase 9 

Event Day… 

Initiate event shcedule - Staff role call / Set up HQ - Police / St Johns Briefing - Signage and printed material - 3rd wave media 

coverage - Photographer - Registration set up - Equipment and suppliers - Parking and facilities - Meet and greet - Refreshments 

for staff - Kier extra waste management / recycling 

Phase 10 

Event Monitoring... 

Walkie Talkies (periodical check ins) -Timings (communicate changes) - All riders out / All riders in - Trophy Engraved 

Phase 11 

Clean & Clear… 

Litter pick - Kier extra collection - Staff debrief 

Phase 12 

After Event… 

Event story and photographs - Final wave media coverage - Post event survey - Lessons learnt - Thank you emails with links to 

media coverage 


‘Cromer Classic’ Cycle Sportive – Market Summary and Analysis 

Cycling Sportive, or often simply sportive, is a short to long distance, organised, massparticipation 

cycling event, typically held annually. The Italian term Gran Fondo is commonly 

used for these events in the United States, Australia and some other English-speaking countries. 

Situation Analysis 

Well organised road races or “Sportives” attract large numbers and entire clubs often enrol and 

attend. The basic market need is for a high quality event to fit in with the countywide cycling 

calendar. Marketing and advertising will be critical to develop sufficient interest and to achieve 

abstract profitability. 

Mission 

To achieve sustained success in the cycling event calendar, support local charities and 

businesses and promote health and wellbeing in North Norfolk and the town of Cromer, whilst 

turning abstract profit into material profit. 

Market Summary 

The British cycling market is now thought to be worth upwards of £2bn and in just a 50 mile 

radius from Cromer there are twenty six cycling clubs comprising of approximately… (?)awaiting 

questionnaire results) active members. There are 54 organised events in the Norfolk area per 

annum, out of which 16 are Cycle Sportives. (Please see ‘Existing Event Calendar’ on the inside 

back page) 

Event Name Day Date Site 

Pedal Norfolk Cycling Festival Sat 30/04/2016 Holkham Hall, Norfolk View 

Norwich Cycle Swarm Mon 02/05/2016 Norwich City Football Stadium, Norfolk Enter 

Boudicca Sportive Sun 22/05/2016 World Horse Welfare, Norfolk Enter 

West Suffolk Spin Sun 29/05/2016 Nowton Park, Suffolk View 

Cycle Together Sandringham Sun 12/06/2016 Sandringham, Norfolk Enter 

Suffolk Villages Cycle Ride 2016 Sun 19/06/2016 Blackbourne Centre, Suffolk Enter 

Nine Town Sportive Sun 19/06/2016 Diss Park, Diss Enter 

Burnham Market Mid Summer 50 Sun 26/06/2016 Burnham Market Primary School 

The Cozens-Hardy Cycle Ride Sun 17/07/2016 Blicking Estate, Aylsham Enter 

The Norfolk Sportive 25/50/100 Sun 24/07/2016 Crusader Rugby Club , Hethersett View 

Fakenham 25/50/100 Sun 28/08/2016 Fakenham Community Centre, Norfolk Enter 

Pinewood Climbs Sun 04/09/2016 Holt Rugby Club, Holt View 

Ford Anglia Series Sun 04/09/2016 Old Buckenham Village hall, Norfolk View 

NNUH Tour Sportive Sun 11/09/2016 Norfolk & Norwich University Hospital 

Parsons Peddler Cycle Sportive Sun 18/09/2016 The Parson Woodforde, Norwich Enter 

Wiggle Royal Flyer Sun 30/10/2016 The Racecourse, Fakenham View


Market Trends 

The market trend for the cycling industry has seen a surge within the last four years, largely a 

response to Bradley Wiggins 2012 Tour de France victory but although this industry space has 

seen an increase in demand for cycling equipment, the parallel trend for events has increased 

although not risen in line; the result is that existing events are becoming increasingly 

oversubscribed. 

Market Growth 

Figures from the Association of Cycle Traders show a 15% increase in the number of cycle 

retailers over the past decade and last year there was a 7% rise in the number of journeys 

taken by bike. This rise in sales has been reflected in the rising demand for cycling events and 

this market space is forecasted to experience further growth. 

Marketing Strategy 

The marketplace for cycling events in the UK can be regarded as tame. Cycling events require 

a high level of organisation and due diligence, such as health and safety and licensing. Events- 

North-Norfolk would have a unique insight and swift access to many of the more challenging 

aspects of organising a cycling event. 

Events-North-Norfolk will increase visibility through a weblink from the NNDC main website; 

this will provide a detailed record of local businesses that have successfully taken part in 

events. The website will aid networking and marketing for these businesses and could act as an 

(informal) approved supplier directory for other event organisers. 

Marketing Objectives 

 

 

 

Increase enrolment by 10% annually 

Increase sales for associated businesses 

Generate increased awareness of services offered by NNDC 

Financial Objectives 

 

 

 

Abstract profit identified and targeted for increase 

Abstract profit generated into material profit 

Decrease training and set up costs


Target Markets 

The recent growth of cycling in the UK has made it easy to identify target markets, providing 

data on popularity both geographically and demographically. In short, surveys from 2014/15 

show that 9% of people in Norwich use cycling as their main form of transport which sits the 

city at 20 th place in England for cycling popularity. Surveys also show that men are more likely 

to take up cycling as serious pastime. 

Positioning 

The Cromer Classic will position itself as a “Sportive” event in the cycling calendar, serving the 

wider county of Norfolk and specifically North Norfolk. The attendees and associated 

businesses will recognise the value that Events-North-Norfolk provide with its unique services 

and access to training. Events-North-Norfolk will leverage its competitive edge to achieve the 

desired positioning. This competitive edge will be based on two factors, unique services and 

strategic relationships. 

Unique Services - Events-North-Norfolk is conjoined to NNDC and therefore operates in 

respect of the precepts laid out in the corporate plan. While the corporality of the local 

authority essentially precludes Events-North-Norfolk participating in some other market 

niches, it allows opportunity to excel in serving its chosen markets. Additionally, the expert 

knowledge found ‘in-house’ to provide the service and training to the client is a marketable 

advantage and a USP. 

Strategic Relationships - Events-North-Norfolk’s second competitive edge is based on the use of 

strategic relationships. Concentrating on the aspects we can influence such as organisation and 

due diligence and excelling in those areas, the intention is to form strategic partnerships with 

companies that excel in the service areas that Events-North-Norfolk cannot provide without 

individual LATC start-ups, e.g. food and beverage vending and entertainment.


Strategy Pyramid 

Values 

 

 

 

 

We respect people and treat everyone fairly 

We are open and honest and listen 

We strive to offer the best value for money 

service 

We welcome new challenges and embrace 

change 

 

 

Address issues which lead to illhealth 

and improve the quality of 

life of all residents 

Encourage participation in sports 

and activities 

Vision 

Mission 

To achieve sustained success in the 

countywide cycling event calendar, 

support local charities and businesses and 

promote health and wellbeing in North 

Norfolk and the town of Cromer. 

Forge partnerships through which 

we will positively enhance image 

and brand of NNDC and improve 

take up of our services 

Strategic Objectives 

The single objective is to position the ‘Cromer Classic’ as the premier cycling sportive in the 

countywide calendar. The marketing strategy will seek to create customer awareness regarding 

the services offered, develop the customer base, and work toward building a “must attend” 

event. 

This objective will be communicated using several different methods. This first method will be 

through the use of a bespoke webpage on the NNDC website. The website will be a rich 

source of information detailing the event. The second method of communication will be via 

social media and the third through tradition media (EDP and other local press – North Norfolk 

radio).


Marketing Mix 

Cromer Classic’s marketing mix is comprised of the following approaches to pricing, 

distribution, advertising and promotion, and customer service. 

 

Pricing- The pricing scheme will be calculated on a per-competitor per-event estimate 

based on overarching set-up costs. 

 

Distribution- The event can be heavily marketed locally but through social media and 

cycling websites we can reach an audience nationally. 

 

Advertising and Promotion- Several forms of advertising and promotion will be used 

including a website, social media, partnerships/ networking with cycling groups, local 

 

media. 

Customer Service- Events-North-Norfolk goes about the day-to-day operations with 

the belief that 100% customer satisfaction is required in order to achieve success. 

Marketing Research 

The main source of market research that we can use to validate and improve the marketing 

plan is a comprehensive questionnaire administered via email or surveymonkey.com. By using 

the internet as the method of delivery we will be able to send out far more questionnaires than 

if we were to use the more traditional, labour intensive methods, and also receive more replies 

with a faster response time, all at no cost. 

Two questionnaires will be issued, one for cycling clubs asking them for membership numbers 

and any yearly increases (this will uncover the current trend and aid future projection) and how 

many members sign up for events and also for feedback on the best and worst events they 

have attended etc… and another questionnaire will be put to riders not as yet affiliated to a 

club; they will be asked for feedback on past events and posed questions meant to elicit ideas 

on best and worst practice. These results will be used to test assumptions regarding the 

perspective market and what the rider wants from an event and inform on best practice whilst 

managing expectations.


Market Analysis 

Market Analysis (Growing number of club members) 

2012 2013 2014 2015 2016 

Potential Customers (Number 

of Cyclists) 

Large Clubs (over ? members) 

Small Clubs (under 50 

members) 

Other (Cyclists not in a club) 

Total 

Strategic Alliances 

Events-North-Norfolk will develop a group of strategic alliances to enhance the event. 

 

Deferring to the members of Norfolk’s cycling clubs and empowering them to 

design by way of consultation the best event possible. Also word of mouth 

marketing among riders will be a powerful and free marketing tool. 

 

Local food and beverage retailers who are able to pitch up and offer their goods will 

be key assets in establishing a ‘current’ event and positively affect the intended 

event reputation. 

 

Within the local Schools and colleges there are many young riders and as they fall 

into the uber tech-savvy demographic, their involvement cannot be 

underestimated. 

 

Some of the most passionate North Norfolk citizens are members or sympathisers 

with our Conservation and Wildlife groups. These people are also often very vocal 

in the local press; so to promote a respect for the countryside which is 

concomitantly linked to cycling and go a step further and encourage a presence 

from these groups at the event, can only stimulate their advocacy.


Sales Planning 

Events-North-Norfolk, for the most part, will be using the sale strategy of personal selling to 

cycling clubs. Through the strategic alliances we can leverage these relationships into an initial 

client base. 

The pitch to cycling clubs will be based upon producing a quality event and especially taking 

into account their inputs and desires and also the advantages of spending their money on an 

event that supports the wider community. The cost of the event can be quantified and shown 

to the customer while (along with their input and advice) they can be assured of its quality. 

The website will be utilised as a powerful communications tool, supplying 

introductory information to prospective customers, providing an avenue for questions and 

answers, as well as presenting more specialised information such as the involvement of our 

partners e.g. Conservation and Wildlife groups. 

For further information of sales planning see Event Phasing on page 7 

Expense Budget 

Expense Budget 

2016 2017 2018 

Website 

Networking 

Marketing 

Other 

Total Sales and Expenses 

Percent of Sales


Controls 

The purpose of this marketing plan is to serve as a guide for the organisation. The following 

areas will be monitored to gauge performance: 

 

Due diligence tracker – Licenses, Health and Safety, Risk Assessments, Service 

providers etc… (For more information please see Event Phasing) 

 

 

 

Take up tracker – (For this and interest in future events) 

Payment and Revenue tracker – (Monthly as well as annual tracking) 

Staffing register and assignment / training 

Contingency Planning 

Difficulties and risks: 

 

 

 

 

Problems generating visibility 

The entry into the North Norfolk market by an overly aggressive competitor 

A sudden downturn in trend that results in a sharp decrease of cyclists 

Appalling weather around the event dissuading cyclists from attending 

Worst case risks may include: 

 

Determining that the event cannot support itself on an ongoing basis.

Green indicates existing event. 

Light blue numbers are bank holidays 

January February March April 

Sportives 2016 

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Cromer Classic

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