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The paper “ The Impact of Targeting, Market Research, and Unique Product Presentation in the Effective Marketing of Australia Tourism" is a  breathtaking example of a case study on marketing. As the competition among tourism destinations continues to step up, destination marketing has become a significant focus of tourism marketing/promotion research. While destination marketing would involve communication and articulation of the destination’ s values and competitive attributes to potential tourists, the primary aim is to influence visitors’ destination preferences. Such marketing efforts are organized and coordinated by Destination marketing organizations (DMOs) using various tools like social media and poster campaigns.

Tourism Australia, a significant Australian DMO, likewise rolled out its major campaigns to tap the potential global market existing, notable being the World Travel Award’ s nominee 'There’ s nothing like Australia' launched in 2007 (WTA, 2012) and the controversial ‘ So where the bloody hell are you’ , launched in 2006. With this high contrast, the effectiveness of the marketing campaigns has thus been questioned. This particular paper, therefore, intends to examine the effectiveness of the DMOs in marketing Australia as a tourism destination basing on Cox and Wray’ s success factors. Destination Marketing Organizations are created with the primary role of attracting both local and international visitors to the locale while aiming at contributing to the local economy through various means including the purchase of room nights, organized visitor services, a variety of food and beverage, retail items, as well as transportation.

Not only do they promote development, but they also promote the marketing of a particular destination, focus on conference sales, and target tourism marketing and services. In addition, the Destination Marketing Organizations enhance the destination’ s economic development by creating an increase in the visits from tourists and business tourists.

Tourism Australia, as one of the major DMO’ s in Australia, is therefore highly regarded in Australian tourism (Bornhorst et al. 2009). At over $100 billion worth, the Australian tourism industry is considered one of the most significant industries in Australia generating higher revenues for the country’ s growth. Just as Weaver & Lawton (2010) describe the tourism industry, the tourism industry is characterized by a strong focus on tourism, events, and hospitality. While Weaver & Lawton (2010) indicate the significance of stakeholders in the tourism industry, it is also characterized by low concentration levels whereby the four main players control approximate 20% or less of the total revenue.

A notable operator, Qantas, generates 15% of the total revenue from tourism. The low-level concentration isn’ t unexpected given that this industry is among the largest in the economy of Australia and aspires to be the country’ s greatest export earner by the year 2040. The operators within the industry range from the small operators, such as tour guides, to global corporations like Qantas (Tourism Research Australia, 2011). Despite generating higher foreign returns for the country, creating employment, and developing better future plans, which are all consistent with Weaver & Lawton (2010) arguments, the tourism industry has undergone serious challenges.

The global economic/financial crisis specifically resulted in a significant decline in the visitor population. The visitors resorted to staying back in their country while on the other hand, many Australians canceled the family holidays. Other Australians utilized the opportunity presented by the high dollar to head overseas. In addition to this, the massive airline discounting made the industry to experience a significant decline in profit margins.

The erosion of its lucrative markets in Queensland and some non-urban tourist havens was also witnessed along with declined visitor nights.

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