Roger Grant Executive Director Geelong Otway Tourism Inc M k i C Marketing Case S Study d
Roger Grant 2010 Cradle Coast Qantaslink Regional Tourism Forum
The Tourism Industry Unconventional Industry – Not defined by supply (i.e. according to types of goods or services they sell‌ petroleum textiles, petroleum, textiles education education, restaurants) Tourism is a demand oriented concept. It is the status of the purchaser that defines a tourism transaction Every conventional industry is, to a varying extent, a beneficiary (directly and indirectly) of spending by visitors. visitors The benefits of the tourism dollar is spread well beyond the hotel lobby
Don’t define and limit the performance/ impact of tourism to guest arrivals Look at: Employment Investment Dispersal- Seasonal, geographic Community Tourism is a system of supply side Industries Tourism to be a success must have many partners
“Partnerships Partnerships are not necessarily easy easy, they require thick skins, forgiveness, clear communications, trust and a shared vision. From a management point of view they seem much messier and difficult ff than the traditional clear cut, boundary driven approach. But when they succeed, the sense of public ownership, inclusion, cost effectiveness and community empowerment are well worth the effort.” Bruce Babbitt – Secretary of the Interior. ‘A vision for the US Parks Service.’
GOT Region g
Working with Local Government
5 local councils within region. Each signs memorandum of understanding. Tourism recognised as vital part of economic development.
GSTR
GORM
DEMAND • Understand market requirements and trends. – Source, analyse and publish tourism data. – Conduct C d specific ifi research h programs – business b i events, sustainable tourism, international tourism, economic impact studies with municipal partners.
• Implement strategic marketing activities in partnership with the tourism industry and relevant bodies. – GSTR, Melbourne and Surrounds, Destination Melbourne, MCVB, Great Ocean Walk. – Niche marketing – food & wine wine, golf golf, nature-based nature-based, business events, VFR.
DEMAND • Implement strategic marketing activities in partnership with the tourism industry and relevant bodies. – Develop collateral including OVGs, Avalon Airport signage and attend consumer shows to promote regional brand, key destinations and product strengths. – Conduct off-peak tactical marketing program, including for business events. – Develop and implement online strategy. – Marketing activities in partnership with major events. – Encourage industry to participate in marketing initiatives with annual marketing program calendar and prospectus.
DEMAND • Implement strategic marketing activities in partnership t hi with ith the th tourism t i industry i d t and d relevant l t bodies. – Public relations agency appointed to encourage media activity and coverage. – Continue to build a high-quality photographic library. – Marketing g contingency g y set aside to capitalise p on opportunities pp that become available during the year.
ESTIMATED BUDGET DEMAND: $739 $739,250 250
SUPPLY • Facilitate access for tourism operators p to programs p g that improve the capacity of the industry. – Professionalism and excellence workshops. – Encourage participation in training training, accreditation and sustainability programs. – Deliver ‘mystery shopper’ program to review local service levels. – Facilitate TXA online bookability to regional website and improve booking capacity at VICs across the region.
SUPPLY • Ensure tourism product in the region meets market demands. – S Support product d d development l strategies i ffocusing i on core and d emerging strengths – food and wine, business events, events, nature based, dive, cycling, health and wellbeing. – Support S t a purpose built b ilt conference f centre t in i Geelong. G l – Develop VIC strategy in response to the Ring Road. – Research Tourism Opportunities Planning in line with Destination Management Planning. – Accommodation supply and demand analysis.
ESTIMATED BUDGET SUPPLY: $93,500 $
PARTNERSHIPS • Lead a united, cooperative and coordinated tourism industry with open and effective communication. communication – Working relationships with LTAs, municipal partners, state and federal governments and their agencies. – Participate P ti i t and dh hold ld committee itt positions iti with ith lleading di ttourism i organisations, business groups and community organisations. – Review relationships and gain feedback from industry. – Strategic communication activity with industry and stakeholders via newsletters, input into external communications and corporate website.
PARTNERSHIPS • Encourage communities to be informed, supportive and active partners with the tourism industry. – PR activity in partnership with Tourism Alliance Victoria and LTAs promoting the benefits of tourism to host communities. – Tourism ambassadors program.
• Secure resources to allow the effective operation of GOT and achieve industry goals. – – – –
Sponsorship and Marketing Packages Council support LTA support – membership Grant submissions
ESTIMATED BUDGET PARTNERSHIPS: $415,700
GOVERNANCE & COORDINATION • Ensure effective allocation of GOT resources in a strategic, t t i accountable t bl and d sustainable t i bl manner. – – – –
Memorandum of Understanding. Partnership and service agreements. Independent auditing to monitor financial performance. Reporting processes to key stakeholders against industry approved pp KPI’s.
ESTIMATED BUDGET GOVERNANCE & COORDINATION: $77,500
TOTAL BUDGET DEMAND $739,250 SUPPLY $93,500 PARTNERSHIPS $145,700 $145 700 GOVERNANCE $77,500 TOTAL $1,325,950 $1 325 950
Sustainable Tourism Framework OUR VISION “Do Do it with passion and because you want to do itit, not because you have to do it! Do it for your children and children’s children.” Great Ocean Road Tourism Business
Vision: “Implement a sustainability program that engages the entire Great Ocean Road community” Goals: • Achieve a critical mass of support for sustainability along the Great Ocean Road; • Develop a competitive advantage for the region in attracting the higher yielding ‘Socially Responsible Traveller’ and increase the value of tourism to the region without threatening th delicate the d li t social i l and d environmental i t lb balance; l • Provide assistance to operators and communities in implementing and promoting triple bottom‐line sustainability initiatives; • To help overcome the identified key challenges of seasonality; appropriate investment and business improvement; attraction and building a strong and unique destination brand; and gp programs g together g as a simple p p pathway y to • Establish a ‘framework’ to link existing sustainability.
G iding Principles: Guiding Principles In order to achieve our goals, sustainability initiatives must: 9
Have ‘grass‐roots’ support;
9
Be inclusive of industries other than tourism;
9 Recognise and build on existing programs and not ‘reinvent the wheel’; practical outcomes and advice,, not just j rhetoric;; and 9 Deliver p 9
Be truly ‘triple bottom‐line’, taking into account economic as well as environmental and social sustainability.
GOR Sustainability Framework
Build on existing initiatives
Make a commitment to a sustainability partnership
Become a recognised leader in sustainability Undertake collaborative action
Step 5
Step 4 Step 3
Step 1
Step 2
Review progress & constantly t tl improve
Summary of Action Items 1
Leading Sustainability through a Green Team
2
Implementing a Sustainability Charter
3
E t bli hi a Sustainability Establishing S t i bilit Portal P t l
4
Developing a Waste Watches Community Recycling Program
5
Assess Feasibility of a Voluntary Conservation Contribution Program
6
Implement a Green-Proof Marketing Program
7
Apply to become a UNESCO Biosphere Reserve
Specific Social Indicators‌ I Impact t 1
INTERESTING: Because of tourism, there are more interesting things to do in the region (e.g. attractions to visit, events to attend)
2
OPPORTUNITY COST: Too much public money is spent on developing facilities for tourists that would be better spent on other public activities.
3
ECONOMIC BENEFITS: Tourism is good for the economy because the money that visitors spend when they come to the region helps to stimulates the economy, stimulates employment opportunities, and is good for local business.
4
DISRUPTION: Tourism DISRUPTION T i di disrupts t th the lilives off llocall residents id t and d creates t inconvenience. Problems like traffic congestion, parking difficulties and excessive noise are worse when there are lots of tourists around.
5
FACILITY MAINTENANCE: Tourism promotes the development and better maintenance of public facilities such as roads, parks, sporting facilities, and/or public transport.
Specific Social Indicators‌ Impact 6
DELINQUENT BEHAVIOUR: Tourism is associated with some people behaving inappropriately, perhaps in a rowdy and delinquent way, or engaging in excessive drinking or drug use or other criminal behaviour.
7
PRIDE: Tourism makes local residents feel more proud of their town and makes them feel g good about themselves and their community. y
8
ENVIRONMENT: Tourism has a negative impact on the environment through excessive litter and/or pollution and/or damage to natural areas.
9
SHOWCASE: Tourism showcases our region in a positive light light. This helps to promote a better opinion of our region and encourages future tourism and/or business investment.
10
PRICES: Tourism leads to increases in the prices of some things such as some goods and services and/or property values and/or rental costs.
Specific Social Indicators‌ Impact 11
JUSTICE: The distribution of the costs and benefits of tourism are distributed unfairly across the community.
12
DENY ACCESS: Tourists deny local residents access to public facilities, that is, roads, parks, sporting facilities, public transport and/or other facilities were less available to local residents because of overcrowding.
13
CHARACTER: The character of the region has changed because of overcrowding.
14
NEW INFRASTRUCTURE: There are better shopping, dining, and/or recreational opportunities in the region region, because of tourism tourism.
Ratings of Specific Impacts Most Positive and Negative Community Impacts Positive
Negative
Economic Benefits
1.38
Disruption
-1.06
New Infrastructure
1 31 1.31
Environment
-0.95 0 95
Interesting
1.17
Delinquent Behaviour
-0.89
Pride
0.83
Justice
-0.68
Deny Access
-0.58
Facility Maintenance 0.80
Future Extend Study: •Resident rate payers vs. Non Resident rate payers •Focus Group Interviews vs. Perception - Real vs •Communication •Benchmarking B h ki •Seasonality - Frequency
FUTURE High Ground • Added – value • Diff Differentiation ti ti • Customer responsiveness • Innovation Low Ground • Quality • Price Reductions • Volume incentives • Commodity – ness • Cost cutting
FROM
TO
Suppliers to facilities
Facilitators of experiences
Measuring success by sheer
Considering your customers’
numbers of people
level of commitment and likelihood to return
Planning only the functional
Providing for the total
requirements of guests
experience of guests, and their emotional ti l wants t
Structures to service guests
Environments available to guests
“Service”
“Style”
Price
Value for Money
Mass market
Specialty market
Let ‘Tim Tim Wok Wok’ continue to be a key platform for your Tourism future