Strategic Plan 2008 to 2013 - Tourism Western Australia

STRATEGIC OBJECTIVE: Grow visitor expenditure faster
than visitor nights (numbers)
Focus:
Leveraging a unique and compelling WA position
to increase visitor expenditure each day and/or
length of stay, as well as attract higher spending
tourists.
Outcome: Improved industry revenue at a rate faster than
the national average.
Where are we now?
Industry sustainability is derived by maintaining an appropriate
balance between tourism numbers and yield. To date, the
Australian tourism industry has tended to be more numbers
focused to the detriment of maximising yield. Effective
marketing targeted at high yield markets should ensure the
industry gains optimal returns on tourism investment.
The quest for individuality and special holiday destinations and
experiences has also resulted in a diversification in the nature
of holidays desired by consumers. These include holidays
where people wish to: simply relax and escape; partake in
“safe adventure” activities; visit new destinations to learn
about different cultures; and special interest holidays that
enable people to pursue their hobbies or interest.
Where do we want to be?
It is critical that opportunities are increased for visitors to
experience our iconic tourism experiences, and that the
quality of our attractions and accommodation is improved.
This will deliver improved dispersal throughout the regions and
ensure that consumers perceive Western Australia as a better
performer/provider (in iconic tourism experiences) compared
to other destinations.
As tourism operators better understand how to maximise
yield from customers – yield and profitability of existing
products will increase.
What must we do to get there?
Strategies to be employed include:
Consumer Research – As markets mature and consumers
become more discriminating, our reliance on research
(as an industry) to make informed decisions will grow.
New and existing events will be leveraged to promote
extended stays and increased visitor expenditure.
Targeted and Partnered Marketing - In order to realise an
increased average spend per day from our markets it is not
simply a matter of increasing prices. We will need to position
WA and its iconic experiences and destinations as highly
desirable and more attractive than our competitors. Strategies
will be employed to ensure that consumers are inspired and
well informed about our experiences/offerings and that WA
product is easy to find/do and buy.
Quality Visitor Information (please also refer to objective -
Improve the quality of visitor experiences) - Visitor information
will be targeted to encourage higher spend by visitors. More
interactive and innovative information services across the
regions will be delivered.
Business Tourism - Business tourism will be expanded so
that visitor numbers and expenditure associated with business
events is maximised. Marketing and bid development activities
for business event tourism will be strongly supported through
additional funding to the Perth Convention Bureau designed to
target large scale business events so that associated delegate
expenditure grows significantly. Major event visitors to the
State, who typically spend more than the regular leisure tourist,
will be targeted through pre event marketing activities to
increase visitation and pre and post touring.
Market improvement – (please also refer to objective -
Improve the quality of visitor experiences) facilitation of both
the enhancement of existing and the development of new
quality tourism products, attractions and accommodation.
How will we measure success against this
objective?
In addition to strategically managing agency activities to ensure
delivery on initiatives outlined in this plan, the following key
performance indicators will be used to assess achievement.
Key Performance Indicators
(to be confirmed through the State Budget Process for 2008-09)
KPI Measure
Target
Brand Positioning – We will continue to market WA as a
unique and compelling proposition, including marketing our
iconic tourism experiences of: Marine; Outback Adventure;
Food and Wine; Forest and Wildflowers; People and Lifestyle,
so they become known and highly desirable amongst key
target markets both nationally and globally.
More events based on our iconic experiences will feature
prominently in the annual events calendars. Success in
this regard will result in more employment and business
opportunities for Western Australians.
WA’s total spend grows
faster that the national
average and faster than
our visitor nights.
Total spend in WA must
be growing faster (or
reducing slower) that the
total visitor spend in
Australia.
Average daily spend must
also be increasing.
TOURISM WESTERN AUSTRALIA | Strategic Plan 2008 to 2013 | Building for the Future 15