Three Year Strategic Marketing Plan For A Tourism Destination
Three Year Strategic Marketing Plan For A Tourism Destination
Marketing Overview
Positive perceptions of Victoria and its incredibly diverse range of attractions have grown substantially since 1993? through well targeted marketing strategies promoting the State. However? in a dynamic and rapidly growing industry? marketing strategies must also be flexible. Competition for the tourist dollar is intense. (Buzzell? 1968? 102-113)
The economic potential of tourism is impressive and this integrated marketing plan aims to maximise the benefits tourism can generate. Tourism Victoria works alongside a dedicated and professional industry sector to ensure Victoria maintains and grows its share of the lucrative tourism market. Indeed? the State is being aggressively marketed to ensure that in targeted world markets Melbourne is positioned as a first-class holiday destination and is Australia's accessible and diverse southern hub.
Key challenges in achieving this include:
Responding strategically and creatively to the growing levels of competition;
Responding to changing economic and social trends in Victoria's primary and secondary international markets;
Increasing domestic and international tourism dispersal throughout Victoria; and
Maximising visitation? yield and visitor satisfaction. (Buzzell? 1968? 102-113)
Objectives
The objectives for the Goldfields region are to :
General
Demonstrate a greater engagement of the wider community in tourism activities.
Industry Development
Encourage local government to build upon its proactive tourism
industry development and management policies.
Strengthen local tourism association structures and the relationship between regional tourism associations and local government.
Excellence In Service Delivery
Encourage greater industry performance through increased participation in business development programs? for example increase the number of accredited businesses in the Goldfields region. (Buzzell? 1968? 102-113)
Benchmark and improve visitor satisfaction with product and service delivery.
Increase the number of Goldfields operators entering the annual Victorian Tourism Awards.
Increase the number of Goldfields product listings on visitvictoria.com.
Product Development
Develop and improve the key product attributes in the Goldfields.
Infrastructure
Facilitate development of quality tourism infrastructure that will:
- match market needs
- enhance tourism product strengths
- maximise tourism product strengths
- offer a triple bottom line competitive advantage
- address regional development priorities
Encourage new investment? development and upgrades to existing product linked to the region's character and theme (for example Sovereign Hill and a Bendigo night experience).
Increase appropriate accommodation in and near wineries.
Ensure Ballarat and Bendigo civic infrastructure is visitor experience
friendly.
Marketing
Increase visitor yield.
Increase brand equity of Victoria's Goldfields region and strengthen its positioning as regional Australia's premier region to experience 'history and heritage' (measure through the Regional Awareness &
Perception Survey)
Improve visitor dispersal (geographical and seasonal) throughout
the region.
Increase participation in cooperative marketing campaigns.
Increase intrastate visitor night numbers from 2.67 million in 2003
up to 3 million by 2007.
Increase interstate visitor night numbers from 1.06 million in 2003
up to 1.2 million by 2007.
Increase international visitor numbers from 44?411 in 2003 up to
58?000 by 2007.
Increase market share of all domestic visitor nights in the Goldfields region from 1.3% in 2003 up to 1.5% by 2007. (Golder? 2000? 326-340)
Increase market share of all international visitor nights in the
Goldfields region from 1.0% in 2003 up to 1.1% by 2007. (Calantone? 2004? 185-198)
Competitor Analysis
Region
Nature of
Competition
Degree of
Threat
Melbourne
Melbourne Aquarium? Melbourne Zoo? Special Events? Scienceworks