The TEQ plan for strategic marketing helps in increasing the tourism industry within the Australian context. It helps in delivering a vision to the tourists who are coming to visit Australia for leisure as well as for business purpose. It also helps in making the country one of the most desirable places on earth for tourist destinations. The strategic marketing plan along with the strategic plan of TEQ has taken up the vision of the tourism for the country and has aligned it with their personal visions.
The statutory body has undertaken extensive research in New Zealand and Australia by pairing up with Tourism Australia, which showed that Queensland is one of the primary destinations for the tourists. To make the tourists experience the place in a better manner, the state has taken up three objectives that will help them in reaching the potentials that has been planned for 2025 (Australian Regional Tourism Network, 2017).
The primary approach that will be taken up by the statutory body will be to position itself and communicate the assets that are present in the destination so that it can help in driving the growth for tourists by 2025. The corporate objectives that will has been taken up for the tourism industry in Queensland are as follows:
The 2017-21 strategic plans that will be taken up are as follows:
In order to achieve these things, it has to be delivered through the following:
The 2017-21 strategic plan aims to achieve the vision by implementing the following:
To achieve these unique values, the events along with the state tourism industry have formulated four values that will help. They are as follows:
The statutory body will implement the strategies by partnering with the government, industry and the other tourism organizations so that the objectives can be delivered. The proper areas such as the economic and the social benefits have to be capitalized so that it can help in the growth of the events and the tourism industry.
A proper calendar needs to be maintained where the plan of the events will be stated so that it can help in attracting jobs, which will directly result in the growth of the economy of Queensland. The regional events will be supported with the help of Queensland Destination Events Program along with the business events, which will be supported through Business Events Program (Baker, 2014).
The target market that is present globally needs to be maintained so that it can help Queensland to grow its share of expenditure. The competitive advantage can be gained by showcasing the heroes of Queensland so that it can help in inspiring the audience on a global level.
The statutory body needs to increase the interstate and the international visits to Queensland during the Commonwealth Games 2018 that will be held in Gold Coast. The stay of the tourists needs to be increased so that it helps in increasing the OVE (Rose, 2017).
The performance indicators will help TEQ in measuring the extent that will help in achieving the objectives. The performance indicators need to be arranged in two groups so that the influential degree can be analyzed, which will help in affecting the outcome. It can be classified as follows:
The main theme that will help in attracting the tourists is based on eco-tourism, which the statutory body is mainly focusing on for 2025 strategy. It will help in urging frequent visits and the expenditure of the tourists by providing them with the best experiences within the natural areas of Queensland. This experience can be done with the unique wildlife and environment that the state offers to the tourists.
The concept of ecotourism will help in fostering the cultural and the environmental understanding for conserving the nature so that it can help in the growth of the tourism sector in Queensland. The awareness of the tourist with respect to ecology has helped them in seeking the accommodations that are based on nature (McIntosh & Howe, 2014).
Culture is another strategy that needs to be focused on so that it can help in attracting the tourists within the state.
These pillars have been identified through extensive consumer research so that it can help in creating a difference with the other state. It is one of the major foundations for the creative strategy that will be adopted for delivering the message to the tourists regarding the tourism industry that is present in Queensland. These pillars will offer various competitive advantages to the tourism industry that is present within the state by identifying proper tourism operators, locations and events (Moscardo & Murphy, 2014).
The tourism industry needs to overcome various challenges, which is inclusive of the international and the domestic destinations that are present in Australia. The statutory body has to guide the marketing that is present in tourism so that it can help in the development. The highly competitive market that is present on a national and an international level has to be identified so that the risks can be mitigated. These risks can be classified as operational and strategic, which are inclusive of the following:
The statutory board will help in developing and implementing the best practices so that it can help in attracting the tourists, which will promote the tourism industry in a sustainable manner. The needs of the stakeholders will help in building the unique features so that the tourists can be attracted to the destination. The plans have to be developed in such a manner so that it can provide the tourists an unique experience by identifying the opportunities and developing the key infrastructures that will help in grabbing the attention of the tourist (Prideaux & Thompson, 2017).
The strategy of the state will be focused on promoting and developing the Regional Tourism Organization (RTO) by linking it with the region plan of Sunshine Coast. The tourism plan will help in directing and prioritizing the platforms that will help in the development of effective and efficient use of the resources so that by 2020 it can help in attracting maximum number of tourists (Tourism fears a big hit, 2017).
The plan for the sunshine coast will help in identifying the positive directions that will help in the development of the tourism industry in a sustainable manner. The plan will aim to discuss the following matters:
The sunshine coast hinterland nature plan helps in providing assets that are based on nature so that the visitors can experience it in a better way the internal and the external areas. The plan will help in providing a better approach for the development of the tourism that is based on nature, which is inclusive of better infrastructure and the natural attractions, which will offer better experience to the tourists.
The response of the RTO with respect to the planning action of the Sunshine Coast is one of the main features of the DTP that will help in linking it directly with the targets that have been set by the state so that the value of tourism can be doubled. It will also help in recognizing the challenges and the opportunities that are present on a local level so that the assets can be developed according to the needs of the marketing. These assets such as the development of the infrastructure along with proper transport facilities will help the destination in becoming a famous attraction among the tourists.
|
Before |
Now |
Future |
|
2025 plans (State) |
– By 2025: Total Queensland OVE: $33.8bn (supporting over 100,00 additional jobs) – Queenslands share of total Australia OVE: 23.4% – 26.0% – Queensland Brand Equity Index: 3.3 |
|
|
2020 goal (nation) |
– Achieve more than $115 billion in overnight spend |
These plans will help in building strong partnership that will help in working together with the government so that the planning and the policies can be effective in nature. The community needs to be engaged so that they can also be responsible for making the place better for tourism.
The culture and nature of the opportunities that are present in tourism needs to be maximized with respect to the arts, culture, heritage and the indigenous experiences with respect to tourism. Access to the national parks need to be encouraged by developing better infrastructure so that it can grab the attention of the visitors (cdn-teq.queensland.com, 2017).
|
Regional |
State |
National |
|
Growth of the important events |
Will help in attracting more number of visitors |
Major events can be focussed in one particular region |
|
Digital marketing needs to be improved |
Information can be dispersed in a better manner |
Will help in advertising the destination |
|
Development of experience based on nature |
Conservation of the natural parks |
Rise in the flora and fauna of |
The RTO has responded in a positive manner towards the development of the Sunshine Coast tourism plan by accepting the development of the infrastructures so that it can help in supporting the visitors. Apart from that, the conservation of the natural parks will help in protecting the wildlife, which will help in attracting the visitors as well.
|
Regional |
State |
National |
|
Rise in the defaults of home mortgages |
Rise in defaulters among the population |
Heavy debts |
|
Decrease in international tourists |
Loss of brand image and financial loss |
|
|
Decrease in employment |
Loss of jobs |
High rate of unemployment |
The scale of uncertainty within the country has increased due to the change in the climate, which has hampered the process of communication between the national and the regional bodies. The small and the medium enterprises that are part of the tourism industries have to adapt themselves so that they can relate it to the government of the states. The change in the landscapes has reduced the demand of tourism, which created an impact on the economies and the spirit of the community on a regional basis Why we can ignore Rio, Copenhagen and Kyoto, 2017).
Reference List
Australian Regional Tourism Network > Home. (2017). Regionaltourism.com.au. Retrieved 23 October 2017, from https://www.regionaltourism.com.au/
Baker, M. J. (2014). Marketing strategy and management. Palgrave Macmillan.
cdn-teq.queensland.com. (2017). Cdn-teq.queensland.com. Retrieved 23 October 2017, from https://cdn-teq.queensland.com/~/media/4a485818787c492599513012bc0d4927.ashx?vs=1&d=20170627T132041
DON’T RISK IT!. (2017). icrtourism.com.au. Retrieved 23 October 2017, from https://icrtourism.com.au/wp-content/uploads/2013/11/2_Dont-Risk-It-for-RTOs.pdf
Dwyer, L., Pham, T., Forsyth, P., & Spurr, R. (2014). Destination marketing of Australia: Return on investment. Journal of Travel Research, 53(3), 281-295.
McIntosh, J. L., & Howe, C. L. (2014, November). Road Safety Management in Australia: Building capacity through coordinated action. In Australasian Road Safety Research Policing Education Conference, 2014, Melbourne, Victoria, Australia.
Mistilis, N., Buhalis, D., & Gretzel, U. (2014). Future eDestination marketing: perspective of an Australian tourism stakeholder network. Journal of Travel Research, 53(6), 778-790.
Mohsin, A. (2015). Tourist attitudes and destination marketing—the case of Australia’s Northern Territory and Malaysia. Tourism Management, 26(5), 723-732.
Moscardo, G., & Murphy, L. (2014). There is no such thing as sustainable tourism: Re-conceptualizing tourism as a tool for sustainability. Sustainability, 6(5), 2538-2561.
Muskat, B., & Muskat, M. (2016). Tourism Development in Australia.
Prideaux, B., & Thompson, M. (2017). 8 Impact of Climate Change on Tourism in World Heritage Sites. Nature Tourism, 82.
Pulendran, S., Speed, R., & Widing, R. E. (2013). The antecedents and consequences of market orientation in Australia. Australian journal of management, 25(2), 119-143.
Rose, N. (2017). Community food hubs: an economic and social justice model for regional Australia?. Rural Society, 26(3), 225-237.
Tourism fears a big hit. (2017). Theaustralian.com.au. Retrieved 23 October 2017, from https://www.theaustralian.com.au/archive/travel-2015-pre-life/tourism-fears-a-big-hit/news-story/586d73a125713680dc880039926d61eb
Van De Vijver, E., Derudder, B., O’Connor, K., & Witlox, F. (2016). Shifting patterns and determinants of Asia-Pacific tourism to Australia, 1990–2010. Asia Pacific Journal of Tourism Research, 21(12), 1357-1372.
Why we can ignore Rio, Copenhagen and Kyoto. (2017). Theaustralian.com.au. Retrieved 23 October 2017, from https://www.theaustralian.com.au/business/business-spectator/why-we-can-ignore-rio-copenhagen-and-kyoto/news-story/102444463e88abde2169ce4aa4313cfd
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