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Northern Territory Tourist CommissionMARKETING PLAN2003 - 2005 2 3NT TOURIST COMMISSIONMARKETING PLANCONTENTSThe Plan 5Market Overview 6Challenges and Opportunities 8Destination Marketing 9Sectoral Marketing 9Competitive Environment 10Target Markets 12Domestic Market 12Market Segmentation 13International Markets 14Targets 16Marketing Priorities 18The Campaign 19Cooperative Marketing 20Marketing Strategies 21The Team 21Brand Position 22Destination Development 23Distribution and Conversion 24Partnerships 26Measurements of Success 27 4 5THE PLANThis Marketing Plan is based on the Northern TerritoryTourism Strategic Plan 2003-2007. The Strategic Plan waslaunched in November 2003, following extensiveconsultation with industry. The Strategic Plan provides aframework and clear direction for a sustainable tourismindustry in the Northern Territory for future generations ofvisitors and residents.The Northern Territory Tourist Commission (NTTC)facilitated the process of developing the Strategic Plan. TheNTTC has an ongoing commitment to implement thestrategies in the Strategic Plan over a period of five-years,in partnership with industry and government.Like its industry partners, the NTTC continually reviewsand, if necessary, adapts to the political, economic, socialand technological changes in the marketplace. One of themost recent changes includes the substantial increase inNorthern Territory (NT) Government funding madeavailable to the NTTC. An additional $27.5 million wasallocated, to be expended in 2003/04 to 2005/06. ThisPlan includes details of activity resulting from the additionalfunding, particularly relating to destination and sector-specific marketing.The development of a Marketing Plan reflects the annualreview of market conditions, and enables the local industry,Regional Tourism Associations (RTAs) in the NT and alliedindustry partners to better understand and associate withthe marketing activities of the NTTC. This promotesincreased alignment of their activities with those of theNTTC for maximum benefit and return on investment.The Plan should be read in conjunction with the 2003-04Partnership Marketing Guide, which provides more specificdetail about the full range of cooperative engagementopportunities that exist between tourism operators, theNTTC and other agencies of government.The 2003-04 Marketing Plan will greatly improvecommunication and cooperation between the NTTC andindustry partners. It provides an overview of the market,identifies the challenges and marketing priorities and setsout the marketing direction of the NTTC during the next12 months. 6MARKET OVERVIEWA SNAPSHOTIn 2002/03, the estimated direct expenditure of visitors to and within theNT was $1.07 billion. This expenditure provides 14,200 jobs for people inthe NT. Tourism is the second largest industry in the Territory, directlyaccounting for 4.9% of the NT’s overall Gross State Product andemploying more people than any other industry.Total visitor numbers to the NT have remained relatively static between1995/96 and the present, with 1.699 million in 2002/03. Holiday visitorsaccounted for 61% of all visitors, followed by visiting friends and relatives(VFR) at 16% and business related travel at 14%.Traditionally, destinations have measured success using total visitornumbers. This measurement is unlikely to be sustainable in the long term.This is because it will place increasing pressure on the natural and culturalassets of the NT, and because it fails to address important issues of regionaland seasonal dispersal. These, and other issues, will underpin the long-term sustainability and profitability of the tourist industry in the NT.As indicated in the Northern Territory Tourism Strategic Plan 2003-2007,as the chief NT tourism marketing agency, the NTTC will focus onattracting tourists who stay longer, spend more, travel more widely andhave a propensity to travel outside traditional peak periods.The NTTC’s primary focus will therefore be on attracting holiday andbusiness tourism (convention, meeting, incentives and event) visitors, whotogether represent the largest proportion of visitors to the NT. Thesevisitors are people the NTTC, together with the tourism industry, can mostreadily influence.Purpose of visit to the NTSource: NT Travel Monitor, 2002/03 Not stated1%Other8%Business14%Visit friendsand relatives16%Holiday/pleasure61% 7Intra-territory256,00025%Interstate360,00035%International416,00040%Interstate2,435,00052%International1,481,00032%Intra-territory$39.7M6%Interstate$315.7M48%International$305.8M46%Intra-territory737,00016%The NT Holiday Market 2002/03Visitor Numbers Visitor Nights Visitor ExpenditureSource: NT Travel Monitor, 2002/03In 2002/03 the international market accounted for 40% of holiday visitorsto the NT. This figure declined from 44% in 2001/02. The interstatemarket accounted for 35% of holiday visitors to the NT in 02/03 butaccounted for 52% of nights stayed by visitors and 48% of visitorexpenditure.Prior to and following the events of September 11 2001, there have beenmany other impacts, on consumer confidence and the tourism industry inthe NT, particularly on international visitation. These impacts include theEast Timor crisis in 1999/2000, the demise of Ansett Airlines, the Balibombing in 2002, the outbreak of SARS with the resulting cancellation ofthe 2003 Arafura Games, the Iraq war and the decline in internationalairline access and connectivity.In spite of these events, there have been some positive developments inthe NT to provide cause for a cautiously optimistic outlook. These includethe opening of the Alice Springs Convention Centre in 2002, the entry andexpansion of Virgin Blue services into the NT, the commencement of theextended Ghan passenger rail service to Darwin in February 2004 and theintroduction of an Australian Airlines service from Singapore to Darwin.Additionally, the NT Government has recently announced the $600mdevelopment of the Darwin Waterfront Precinct, featuring a purpose-builtconvention centre, due to open in 2006. There is also pleasing evidence ofthe resilience and growth of the domestic drive-market during the pastyear.Holiday VisitorsVisitors Nights Length of Daily Av. Expenditure(000s) (000s) Stay (Days) Spend ($) ($M)Intra-territory 513 1909 3.7 63 120.0NSW / ACT 105 677 6.4 149 100.6VIC / TAS 117 724 6.2 148 107.4QLD 57 407 7.1 120 48.7SA 45 357 7.9 81 28.9WA 35 271 7.7 111 30.1Total Interstate 360 2435 6.8 130 315.7UK/Ire/Scand 124 563 4.5 187 105.3Europe (excl. Germany) 76 254 3.3 231 58.8Germany 49 197 4.0 176 34.7North America 75 191 2.5 259 49.4New Zealand 21 113 5.4 115 13.0Japan 52 85 1.6 340 28.9Asia (excl. Japan) 4 21 5.3 262 5.5Total International 416 1,481 3.6 206 305.8 8CHALLENGES AND OPPORTUNITESMany of the marketing and communications challenges facing the NTtourism industry in general and the NTTC in particular are not necessarilynew, but have been amplified of late because of external influencesdiscussed on the previous page. These challenges include: overcoming thelimitations of international airline access and connectivity, especially fromEurope and the UK; building shoulder season demand; increasing therange and diversity of distributed NT product; and competing in a highlycompetitive domestic market.In identifying the NT’s building blocks and opportunities for the future, theNTTC has singled out nature-based and cultural tourism experiences.Research has shown these are primary motivators to visit the NT, and havethe greatest long-term potential for growth. It is therefore crucial torecognise the positive influence of tourism in conserving and interpretingthe unique cultural and natural values of the NT.NTTC marketing activity will support the ‘destination’ approach to tourismdevelopment as an alternative to the ‘regional’ approach which, in thepast, has based consumer communications upon artificial regionalboundaries. The destination marketing approach will seek to develop newdestinations in line with consumer demand and travel behaviour, therebyadding depth and diversity to the attraction of established NT iconicregions.This will not be pursued at the exclusion or diminution of the profile of NTicons from NTTC marketing communications.Nature-based TourismNature-based experiences are strongly associated with the NT and are thebackbone of tourism in the region. In order for nature-based tourism toremain viable, marketing strategies of the NTTC, along with plans of otherparties including Traditional Owners, land users and conservation groups,must be compatible and guided by three key principles:• Development must be sustainable.• Experiences must be interpretive.• The integrity of the destination must be maintained.Cultural TourismThe NT is strongly associated with indigenous tourism experiences.Continuing to develop and promote the number and quality of experiencesand interpretation is crucial to the continued growth and long-termsustainability of tourism in the Territory. These experiences and the way inwhich they are marketed must be sensitive to indigenous culture.Participation by indigenous communities is essential to the success of theseproducts.The Marketing Plan also recognises the potential to improve theinterpretation and communication of the heritage and historical values ofthe NT. These range from the indigenous culture to the pioneering historyand incorporate WWII sites and the bombing of Darwin. [...]... unique, regularly-occuring Territory festivals and events in its marketing communications These include the Camel Cup, the Finke Desert Race, Masters Games, Henley-on-Todd Regatta, the Garma Festival, Darwin Cup and the Aboriginal and Torres Strait Islander Art Awards Together with other high-profile sporting fixtures, including V8 Super Car Championship series, test match and one-day international... ATC Visiting Journalists NT Program • Target the North American not-for-profit special interest sector • Support the ATC-led market segmentation studies in key international markets • Emphasise public relations activity as part of marketing communications and brand positioning strategy • Support campaigns and major NT events with in-market public relations activity • Undertake research to ascertain... competitors have also had larger marketing budgets (see media expenditure comparison - opposite page), a greater critical mass of well-established tourism businesses and are closer to the major source markets The NT has a perceived competitive advantage in terms of “big nature”, featuring the iconic national parks of Uluru-Kata Tjuta, Watarrka (Kings Canyon), Kakadu and Nitmiluk (Katherine Gorge), plus... holidays • Public relations activities Italy • exotic luxury • Promote use of online Internet support environment Netherlands • nature / eco-tourism Scandinavia • inland adventures New Zealand • caravan and camping • nature / eco-tourism • soft adventure • medium-distance holiday destination • rail travel links France • warmth • exotic destination Other Europe Potential Markets • Work to reduce barriers... consumer and tailor products and experiences to match their needs 3 Maintain a focus on seasonal and regional diversity, length of stay, regional dispersal, and year-round visitation NTTC marketing activity will consistently focus on whole-of-territory communication This draws attention to the NT’s cultural, regional, climatic and seasonal diversity, thereby presenting the broadest range of holiday options... Domestic-market Campaign Advertising Period Travel Period Advertising budget % Target Segments Destination NT (brand, shoulder seasons) Nov 03 Feb/Mar – May 04 3 0-3 5% Affluent Adventure Active Explorers Destination NT (brand, tactical) Late Jan – Apr 04 Apr – Sep 03 50% Affluent Adventure Packaged Culture Comfort Seekers Outback Escape Destination NT (tactical) Jun – Aug 04 Jul – Nov 04 1 5-2 0% Packaged... Aboriginal and Torres Strait Islander Art Awards Together with other high-profile sporting fixtures, including V8 Super Car Championship series, test match and one-day international cricket, AFL pre-season and home-and-away matches and NBL basketball contests, events will be used in direct and relationship marketing activity to give people more reasons to visit the NT SEGMENT MARKETING In addition to specific... forecast and targeted growth figure and percentage change of holiday visitors from all markets to and within the NT over a two-year period, including the 2003/04 financial year addressed by this Marketing Plan Market 2003/04 growth targets Holiday visitors (000s) Actual 2001/02 Intra-territory Interstate International Total Actual 2002/03 Forecast 2003/04 Target 2003/04 232 327 443 1,002 256 360 416 1,032... and international markets Another marketing initiative is designed to draw attention to some of the more up-market, unique, remote, distinctively NT and indigenous tourism experiences that uphold the brand promise of “it’ll never never leave you”, is also planned It is anticipated that this “five-star experiences” concept will appeal to the Affluent Adventure domestic target market segment (see page... establish, maintain and strengthen partnerships with agencies and organisations that impact on NT tourism We will develop cooperative partnerships with interstate motoring associations and commercial and not-for-profit organisations involved in activities allied with and/or complementary to NT tourism marketing objectives These could include oil and car companies, conservation foundations, major event organisers . high-profile sporting fixtures, includingV8 Super Car Championship series, test match and one-day internationalcricket, AFL pre-season and home-and-away. regularly-occuring Territory festivalsand events in its marketing communications. These include the Camel Cup,the Finke Desert Race, Masters Games, Henley-on-Todd