The Marketing Campaigns of Outback Queensland Tourism Authority - Term Paper Example

Outback Queensland Tourism ity: Case Analysis BY YOU YOUR ACADEMIC ORGANISATION HERE HERE Executive Summary The Outback Queensland TourismAuthority is the entity responsible for establishing marketing and promotional activities regarding Outback tourism. Recent visitation statistics indicate a five percent drop in tourism over a period from 1999 to 2003, prompting a rather radical shift in marketing efforts to segment their current tourism markets. By creating a more focused series of marketing campaigns, the Outback Queensland Tourism Authority has managed to draw in a much higher volume of diverse demographics than ever before. This project will identify the efforts of the Authority whilst proposing activities to help further increase tourist revenues. Queensland Outback Tourism Authority: Case Analysis Situation analysis Whenever an entity which delivers a product or service begins to notice measurable decreases in revenues, new and potentially innovative marketing efforts need to be considered so as to draw in a larger volume of customers or clients. The Outback Queensland Tourism Authority recognized such a dilemma in the tourism industry, prompting a radical shift in how various potential markets are segmented to provide consistent, targeted marketing and promotional messages. For instance, the Authority developed their Check Out Queensland Backyard campaign so as to give potential visitors a better snapshot of the excitement stemming from the Outback in terms of camping and recreational activities. Whereas the Authority historically relied on television advertisement to draw in tourism markets, this new focused and segmented strategy was designed to bring in a much broader demographic to the Outback. Historical Authority efforts have been focused around brand-building, which likely played a significant role simply in allowing consumers to understand the Outback as a viable vacation destination. Without these efforts, there would likely be no markets with any form of brand loyalty or preference in relation to choosing Queensland as their most appropriate holiday locale, which Boone & Kurtz (2006) suggests is one of the primary foundations of creating a solid brand identity and gaining consumer trust. Hence, it might be said that the Authority followed the most appropriate methodology for gaining new customer revenues as they initially relied on television for their initial brand-building exercises but made the shift to a more diverse and aggressive campaign at a time when this consumer brand awareness had already been developed. In only a matter of a few years, the Outback Queensland Tourism Authority has managed to increase total consumer patronage by 21 percent, a significant increase especially considering the Authority had lost 5 percent of its total visitor volumes. This would tend to suggest that the Authority has chosen the most appropriate blend of marketing campaigns and promotional efforts, somewhat diversifying its tourist portfolio and securing its successes in the tourism marketplace. From virtually any perspective, the Authority has accomplished a significant undertaking and has even developed their own relationship marketing campaign, in relation to establishing various alliances with other inter-connected divisions of Queensland tourism. By establishing the consumer perception that Queensland maintains a wide variety of different activities from the modern to the Outback archaic they have created a consistent message which sheds a positive light on the region as a viable tourist destination which appeals to a diverse consumer market. Evaluation of alternative managerial decisions The most effective element of the Authority’s change in marketing orientation involved brand-building exercises for the entire Queensland region, rather than focusing merely on the Outback itself. Through the development of strategic alliances with the Queensland Rail, the company managed to take a somewhat antiquated tourist option and transform it into a regional marketing and promotional campaign, which will likely only have positive economic benefits for the surrounding community when tourist revenues are put back into the local economy. In addition, the strategic insertion of the Authority logo on the majority of print advertisements was a very positive step forward in gaining true consumer loyalty. Research evidence tends to suggest that brand recognition is one of the primary elements of establishing consumer loyalty, thus connecting the logo with excitement and recreation creates a more positive image as a progressive tourist brand (Jackson, 2004). In essence, the management decision to utilise the Authority logo is likely the effort which has made Queensland and the Outback as viable vacation destinations synonymous with diversity. The pros of this scenario are fairly obvious as these efforts have already brought a measurable increase in consumer visitation volumes. The Authority’s subsequent push for drawing in a wider consumer demographic through the utilisation of younger talents in advertising also created a lifestyle connection with the potential tourist markets. Boone & Kurtz (2007) again suggest that appealing to the psychographic profiles of desired market segments creates a connection between a brand and a desired lifestyle so long as the marketing entity fully understands how to target their desired demographics. In this case, young adults befitting the category of “Achievers” or “Strivers” on the VALS2 psychographic model would likely consider the Queensland Outback as a hip and contemporary destination worthy of higher expenditures during vacation due to the perception created by Authority marketing that the region caters to a wide variety of consumer demands for recreation and relaxation. However, creating such a lifestyle connection with a specific target demographic may, over time, erode their competitive position as they may be limiting their potential markets by neglecting the consumer preferences of other target demographics. It would be highly difficult to propose that the Outback Queensland Tourism Authority implemented an ineffective marketing strategy, which is supported by a much higher volume of tourist patronisation in this region as an outcome of changing marketing direction. In essence, one might offer that the Authority had so radically altered its marketing position through the development of a more inter-connected series of marketing communications and messages, creating greater consumer interest in the region simply through a change in how these marketing messages are communicated and distributed. Had the Authority witnessed no measurable increases in consumer patronage, it would be appropriate to change marketing tactics again in order to reach their desired demographics. Recommendations It might be proposed that the Authority should consider looking toward the international markets in order to build higher tourist revenues by implementing a more aggressive international marketing campaign. The Authority’s initial goal is to improve international tourist visitation from 13 to 20 percent, a measurable increase. However, in order to fully understand the international market, the company may wish to perform an extended marketing research study programme designed to fully understand international tourist expectations. This could be accomplished through the establishment of alliances with marketing research agencies or through generic internationally-focused consumer surveys or questionnaires to build the quantitative data needed to create a viable international consumer profile. Additionally, the Authority might consider a more aggressive relationship marketing campaign, in which the Authority establishes a consumer database and begins a frequent direct mailing programme to its current tourist markets. This would provide the consumer perception that Queensland truly values its relationships with consumers and play upon consumer beliefs in self-value by appealing to their desire for V.I.P. discounts or other exclusive Outback offerings. Siegel (2006) suggests that incentives are significant motivators to make consumers act against a product offering, thus the Authority might consider this as an alternative should their current consumer visitation ratios plummet. The aforementioned action plans will provide the Outback Queensland Tourism Authority with a more diverse marketing campaign designed to build brand recognition and, ultimately, brand loyalty. The Authority may also, in similar respect, consider the development of a more interactive website in which potential visitors can download streaming videos or other consumer testimonials about their unique Queensland experiences, drawing on the elements of consumer behaviour related to socialisation. This type of word-of-mouth advertising would likely be good for the Authority who must develop a viable tourist package in a highly competitive tourism industry that is international in nature. When competition exists globally, it is crucial that the Authority’s marketing efforts make the Outback region a sustainable tourist destination that is designed to please all consumer demographics. Though there are a wide variety of additional marketing efforts which could ultimately benefit the Authority and the local community economy, the aforementioned proposed activities could further increase consumer patronisation levels by higher margins. Their current strategy is designed to maintain their existing consumer markets, but also lure in a higher-yield, younger demographic at the same time. This represents flexibility on behalf of the Authority, giving them the opportunity to create the consumer perception of lifestyle connectiveness with the brand as one that is progressive, diverse, and willing to adapt to the needs of fluctuating consumer preferences. The next few years of the Authority’s activities, should they remain consistent with current strategy, will determine whether the marketing entity should reconsider its marketing and promotional campaigns. Bibliography Boone, L. & Kurtz, D. (2006). Contemporary Marketing. 12th ed. United Kingdom, Thomson South-Western. Boone, L. & Kurtz, D. (2007). Contemporary Marketing. 13th ed. United Kingdom, Thomson South-Western. Jackson, Anwar. (2004). Competitive Marketing Strategies. London, Hamish Hamilton Publishers. Siegel, Carolyn F. (2006). Internet Marketing, Foundations and Applications. 2nd ed. Houghton Mifflin Company. Read More