The Tourism Tropical North Queensland - Promotional Campaign - Case Study Example

Address ................. Date ......... To ......... As requested, the following report portrays and exemplifies possible ways through which Tourism Tropical North Queensland can employ promotional campaigns to market the region. The report specifically addresses the use of film and social media in enacting public relations activities. The report’s budget shows that this is one of the cheapest but effective ways that the destination can allow the public to relate with the destination and create credibility. In making the report, a number of marketing theories and literature were utilized. For any queries and clarifications, feel free to contact me using the above address. Yours sincerely Introduction The Tourism Tropical North Queensland (TTNQ) is the top DMO charged with marketing the Tropical North Queensland (TNQ) region. This region plays host to many tourist attractions among them the Great Barrier Reef System (GBR), Wet Tropics Rainforest and Torres Strait Islands which continues to attract thousands of tourists from all corners of the world. The region includes Cape York Peninsula and Torres Strait in the north, Cairns, Cairns Beaches, and Palm Cove, Port Douglas, Daintree and Cape Tribulation, Cooktown, Gulf Savannah, Kuranada, Atherton Tablelands and Mission Beach and south to Cardwell. TTNQ is involved in formulating policies such as the environmental impact assessment for various facilities in the area. This is very important for the region which positions itself in the market as the top nature-based destination in the Asia Pacific region. To further achieve this core objective, the firm needs to carry out a promotional campaign buoyed by the recent growth in popularity of nature based tourism. This paper presents a promotional campaign report addressing various aspects of destination branding and promotion how they can be applied in marketing TNQ drawing support from relevant current literature on destination marketing. Background TTNQ has helped the region to increase visitor numbers tremendously. The impact on the regions economy has been overwhelming with more and more jobs being created both directly and indirectly. As a DMO, the firm is a not for profit organization that runs on donations from members and the grants from the government. Its core aim is to market the region, grow visitor numbers, increase global market share, promote sustainable funding, and also commit members to sustainable tourism. TTNQ’s mission is “To grow sustainable tourism in Tropical North Queensland” and the vision is to “To be the world's best tropical visitor destination.” The organization aims to increase the international tourism market share from 13% to 15% by 2015 while the domestic market will grow from 3.6% to 4.2% by 2015. The current numbers stand at 2,245,000 overnight visitors to TNQ, both international and domestic, in the year ended June 2012 marking an increase of 14% over the period in 2011. Other than numbers the firm also aims to increase visitor expenditure from $605 million to $1.1B by 2015 for foreign visitors and from $1.44B to $1.85B by 2015 for domestic visitors by offering premium services and increasing product range. Air travellers are also targeted by the DMO which seeks to grow international seats (incoming) from 479,000 to 800,000 and domestic seats (incoming) from 2,000,000 to 2,700,000 by 2015 (TTNQ 2012). Over the years the firm has managed to grow the industry positively. Between 2006 and 2010, the tourism industry contributed over $12.4 billion to the economy. By increasing membership, the DMO has increased revenues to the local council and increased its activities. It is estimated that TTNQ members contribute about $29M to Cairns Regional Council finances annually employing over 11,700 local people directly and another 32,000 indirectly. The DMO donates an average of $5M in donations to the community (TTNQ 2012). Such strides have been made through intensive marketing of the region through initiation and facilitation of tactical trade campaign opportunities, engagement with media opportunities, initiation of trade familiarization, representing the region at consumer show opportunities, participation in trade fairs, road shows, and sales tours, and holding of marketing forums and workshops (TTNQ 2011). Promotional campaign strategy The TNQ region positions itself in the market as the leading natured based destination in the Asia pacific region. This is based on the fact it holds numerous natural attractions and has managed to set a model example of sustainable tourism. Driven by the growing popularity of green living and minimizing carbon footprints, the TNQ region can capitalise on this by competing on the global level as the world’s ultimate natured based destination in the tropics. Mckrecher indicates natured based tourism is best suited by tourism by public relations marketing as “..lends itself particularly well to publicity and pubic relations programs because so much of the subject matter ... the environment creates an ideal opportunity to develop productive, cost-effective public relations campaigns” (1998 p. 157). Godfrey and Clarke (2000, p. 151) also assert that public relations (PR) is increasing in popularity for destinations partly because of the intrinsic nature of tourism lending itself newsworthy stories and partly due to the rising cost of advertising in the media. As a marketing strategy, PR creates awareness, interest, and understanding and disseminates vital information at very low costs. The promotional campaign chosen will have to reflect awareness of the marketing mix and marketing theory. For the travel and hospitality market, Kotler has redressed the “Ps” (Product, Price, Promotion and Place) of marketing as “Cs” to echo the consumer orientation in modern destination and services marketing thinking in this era of increased globalisation and competition (Kotler & Armstrong 2010). Product for tourists translates to Customer value. The type sceneries and experiences that the region offers must be unmatched and worth it in customers eyes. Price translates to Cost to the consumer. The entry fees charged into parks and recreational facilities in the TNQ region must match the quality of services rendered. Promotion translates to an integrated Communication approach. What TTNQ seeks to make known about the destination must be consistent in all marketing communication channels. The centre of attention for all communication strategies will be on exposing each iconic experience available so as to add depth and diversity to attract visitors to the destination. Currently, TTNQ seeks to uses the “adventurous by nature” hence all messages must be consistent with that. Place translates to effective Convenience or distribution. The recreational activities that players in the TNQ have included the product range must reflect conservation and protection of the environment. Apart from the four P’s, other variables included are people, process and physical evidence. This means that the people interacting with visitors, be it drivers, flight crew and tour guides must also embellish the core product of TNQ and the process of delivery be uninterrupted and meets consumers needs. The actual strategy The current public relations strategy that shall be adopted by TTNQ will focus on using films to gain free publicity by shooting documentaries in site. A study by Hudson and Ritchie (2009) developed a model based on exploiting film tourism marketing opportunities. The model identifies optimum marketing factors that would encourage the general public or specific target segments to visit the destinations and sites depicted in the films. The same model will be applied in creating a public relations campaign for TNQ. The current strategy will focus on four key marketing activities that can be utilized to promote film tourism. Hudson and Ritchie (2009) identify them as hands-on efforts to encourage producers and studios to film at the location, generate media publicity around the film and shooting location, engaging in activities that promote the film location after production, and tangential marketing actions that influence film tourism potential. Apart from relying on independent film makers to use the place as film location, TTNQ can commission its own promotional films for distribution. These films will be distributed through travel agents and major airlines across the world and also via the internet. Travellers, in domestic, regional and international flights will be exposed to short films on the nature conservation efforts and also seek to educate the target audience on the variety of fauna and flora to be found at TNQ. Distribution via internet will rely on vodcasts and Youtube. TNNQ will shoot short films and upload them for distribution. To entice the involvement of members, the vodcasts will have TTNQ members adverts towards the end at an additional fee. Youtube videos on the other hand will seek to highlight weird facts about the fauna and flora in the TNQ and informing the audience where such can be located. Target market The promotional campaign adopted by TTNQ must target segments of the target market to increase efficiency. Data from TTNQ indicates that the core international market segments by nationality are China, India, Middle East and Indonesia. The domestic market has further been segmented into various categories based on emotional drivers. The key segments identified through a research involving some 6000 Australians are social fun seekers (25%) and connectors (32%) and also the active explorers (11%) (TNQ 2010). The social fun seekers segment comprise of people whose essence of a holiday is fun time shared with friends and other holiday makers. This group also engages in different activities and likes trying out new activities. The connectors segment comprises of people who view holidays as an opportunity to connect with people close to them. The active explorer is still growing and holds the greatest promise in future (TNQ 2010). Communication objectives As a not for profit organization, TTNQ’s public relations strategy must be aligned to communication objectives of non-profit organisations. For TTNQ, its communication objectives are to be met through the public relations campaign conveying TTNQ’s mission clearly, building awareness of its role in society, leveraging fundraising efforts and preparing for unexpected changes in the market. Most importantly, the communications must seek to build the brand as the world’s nature-based tropical destination of choice (Kotler, Bowen, & Makens 2010). As a partner in the society, the firm should seek to show its collaboration with local communities in conserving the environment and protecting fragile ecosystems and protecting endangered species. This will combine visual, spoken and written communication surrounding the film in the distribution, marketing and screening around the world. The idea will be to make people meld the brand of the films with promises of the destination in their minds. All communication must be consistent TTNQ slogan “adventurous by nature.” The message thus developed should aim at developing credibility for this slogan and all that the destination promises to deliver. Customer experiences and satisfaction should thus be the hallmark of the public relations. Customers narrating their experiences or showing them in action is what will develop credibility as a true nature based tropical destination. Furthermore, in creating awareness on the need to conserve the environment and explore it in a sustainable manner, TTNQ must seek to educate visitors on conservation to increase their knowledge on environment and the destination in a bid to cultivate a sense of belonging and community (Buckley, Pickering & Weaver 187). The TTNQ website will do this precisely by creating a membership portal and blog where visitors can share experiences and even upload photos and videos. This is in line with what Dodds says that the internet enables DMOS to “take on new roles as educational and marketing providers” (2010, p. 3449). Competition TNQ is not the only destination that targets eco-tourism and natured based tourism. Other destinations in the domestic market that compete with TNQ are Western Australia headed by its DMO Tourism Western Australia and Tourism Queensland. All these destinations promise a combination of nature-based tourism and waters sports oriented product. They also target the same markets as TTNQ hence pose a great threat. On the international market, other regions that offer the same product range according to a study on UK travellers are California (USA), Cornwall (Jamaica), Costa del Sol (Spain), Lycian Coast (Turkey) and Provence (France) (Huybers & Bennett 2003). Other regions that offer the same branded “tropical destinations” are Saba, (Netherlands Antilles), Jeju (South Korea), Dunk Island (Australia), Tonga, Jumby Bay Islands (West Indies), Peter Island (British Virgin Islands), St. Vincent (St. Vincent and the Grenadines), Fiji, Huahine Island, French Polynesia, Maldives, Comoros and Mauritius (Askmen 2012). For this reason, TTNQ must seek to differentiate its product from such destinations. Types of communication channels The campaign will rely on making films, videos and vodcasts as visible as possible. For this reason, TTNQ will place this vodcasts on its websites, member’s websites and affiliated websites. The firm will also liaise with travel agents that offer online booking to provide links to these vodcasts and videos. TTNQ’s website should also offer a membership portal where members are free to share their videos and still photographs pertaining to their activities in the region. This will encourage a connection and sense of community which results in return customers. The organisations shall carry adverts on local FM radio stations and flyers on their websites encouraging viewers to participate by uploading evidence of their experiences in the destination. The firm will also run and operate a fan page on Facebook that will encourage individuals to share their videos, stories and still photographs about their adventure in the region. Other social sites to be used include Instagram, Twitter, Flickr and Google plus among others. The radio adverts will run for the holiday season only. However, the Facebook fan page and other social sites will be continuous and indefinite. TTNQ will also ensure that the websites are available in other languages such as Chinese, because China is a key market. For Facebook, fan pages in Chinese and other languages shall also be created and monitored in the same manner. Key Performance Indicators (KPIs) TTNQ will track the number of web hits on its videos on Youtube and reviews. Furthermore, the firm will track web traffic and identify the most active affiliate websites. On the social media front, the firm will tract the activity on its fan page. The number of likes the fan page attracts and the number of videos and photos uploaded will highlight the attractiveness of the destination and the willingness of customers to be associated with the destination. The performance of the campaign will also be indicated by percentage changes in of revenue of members, number of arrivals, changes in visitor expenditure influenced by marketing. For TTNQ to understand how much of the growth in revenues or visitor numbers has been influenced by the pubic relations campaign, the organization shall carry multivariate regression analysis comparing the change in revenue and visitors numbers attributed to the current campaign. This will inform the firm precisely on the effectively of the campaign and future strategies. Budget for promotional campaign. The budget for the public relations campaign is as follows. Activity Approximate price in Aus $ Creating Facebook Fan page 0 Creating Twitter handle 0 Creating other social media accounts 0 Online advertising via affiliate websites 500 per month Radio adverts Radio FM 88 Tourist Network . Australian Radio Network 185 (30 secs x 100 times per week for 1 month) 125 (15 seconds x 100 times per week for a month) Short promotional films 2000 per film Destination placement on documentaries 1000 per film Total: for one month (Holiday season = 1 short film, 1 filming on location) 3305 References Askmen 2012. Top ten secret destinations. Retrieved online from, http://www.askmen.com/top_10/travel_top_ten_150/169c_travel_top_ten.html Buckley, R., Pickering., C. & Weaver, D. 2003. Nature-based tourism: environment and land management. London: CABI Dodds, R. 2010. Destination Marketing Organizations and Climate Change—The Need for Leadership and Education. Sustainability, 2, pp. 3449-3464; doi:10.3390/su2113449 Godfrey, K. Clarke, J. 2000. Tourism development handbook: A practical approach to planning and marketing. Sydney: Cengage Learning EMEA. Huybers, T. & Bennett, J. 2003. Environmental management and the competitiveness of nature-based tourism destinations. Environmental and Resource Economics 24, pp. 213–233. Kotler, Bowen, & Makens 2010. Chapter 13, ‘Promoting Products: Communication and Promotion Policy and Advertising’, in Marketing for Hospitality and Tourism 5th edition. New Jersey: Pearson Prentice Hall. pp. 357–77 Kotler, P. & Armstrong, G. 2010. Principles of Marketing. Sydney: Prentice hall. Mckrecher, D. R. 1998. The business of nature-based tourism. London: Hospitality Press. Tourism Tropical North Queensland. 2012. Retrieved online from, http://www.ttnq.org.au/ Tourism Tropical North Queensland. (2011). Strategic marketing plan 2011 – 2015: A 5 year vision for the region. Retrieved online from, http://www.ttnq.org.au/ Read More