Transcript JAMAICA TOURIST BOARD
JAMAICA TOURIST BOARD
CORPORATE PLAN & MARKET STRATEGY 2003/04 – 2004/05
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TOURISM PERFORMANCE IN 2003 OVERVIEW
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PERFORMANCE 2003
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Since September 11 of 2001, activities in the tourism industry have been more related to strategies for generating recovery in arrivals and earnings
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Following a path of steady recovery throughout the year 2002, the process was further retarded by the build up to USA/Iraqi led war, and the actual war itself that took place earlier in 2003.
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PERFORMANCE 2003
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The industry performed relatively well during 2003. The main contributing factors to this performance are:
Increased airlift from the main market areas
The sustained level of advertising and promotional activities
The perception of the Caribbean as a “safe” area.
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PERFORMANCE 2003
2,000 1,500 1,000 500 0 1,323 2000 1,277 2001 1,266 2002 1,357
P R O J E C I T O N S
2003 % Change +6.0% -3.5% -0.8% +7.1%
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PERFORMANCE 2003
1,104 1,000 908 840 865 500 0 2000 2001 2002
P R O J E I C T O N S
2003 % Change +18.7% -7.4% +3.0% +28.0%
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PERFORMANCE 2003
1,500 1,333 1,232 1,319 1,209 1,000 500 0 2000 2001 2002 P R O J E C T I O N S 2003 % Change +4.2% -7.5% -1.9% +9.1%
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PERFORMANCE 2003
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Cont’d
The average hotel room occupancy rate should be about 60%
Total capacity in the accommodation stands at 24,239 rooms, of which
16,723 are in hotels and
7,516 in villas, guesthouses and apartments.
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MISSION STATEMENT
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To develop and market the tourism industry so that
JAMAICA
remains the premier Caribbean tourism destination.
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VISION STATEMENT
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To be the most efficient and respected public sector agency, dedicated to the marketing of the destination and to enabling the tourism industry to achieve sustainable growth and development.
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CORPORATE OBJECTIVES
2003/04 TO 2005/06
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Over the next three years, the JTB will seek to achieve the following objectives:
Increase stopover arrivals by 7.0% per annum.
Increase cruise passenger arrivals by 10.3% per annum.
Increase gross foreign exchange earnings by 8.0% per annum.
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PROJECTED VISITOR ARRIVALS & EXPENDITURE FISCAL YEAR Fiscal Years: 2003/04 - 2005/06 (in Thousands) US$million Total Cruise Total Stopovers Passengers Visitors Total Earnings 2002/03 2003/04 2004/05 2005/06 1,288 1,388 1,479 1,554 982 1,145 1,328 1,394 2,270 2,533 2,807 2,948 1,232 1,363 1,504 1,586
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CORPORATE OBJECTIVES
2003/04 TO 2005/06
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Over the next three years, the JTB will seek to achieve the following objectives:
Increase stopover arrivals by 7.0% per annum.
Increase cruise passenger arrivals by 10.3% per annum.
Increase gross foreign exchange earnings by 8.0% per annum.
Achieve an overall annual average hotel room occupancy rate of 63 percent by 2005/06.
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CORPORATE OBJECTIVES
2003/04 TO 2005/06
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Work with other agencies in the public and private sectors to:
Reduce the level of visitor harassment.
Increase the level of visitor satisfaction.
Increase the contribution of tourism to the national economy.
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VISITOR ARRIVAL TARGETS
The targets for 2004 are as follow: A.
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Fiscal Year 2004/05 Stopovers………………………….1,479,364 (+ 6.6%) Cruise Passengers……………….1,328,055 (+16.0%) Gross Visitor Expenditure……US$1,504M (+10.3%) B.
Calendar Year 2004
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Stopovers………………………….1,456,045 (+ 7.3%) Cruise Passengers……………….1,296,998 (+17.5%) Gross Visitor Expenditure……US$1,465M (+11.0%)
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STOPOVER ARRIVALS TARGETS
Northeast South Mid_west West
U.S.A.
C anada Europe C ALENDAR YEAR
2003 426,086 270,973 202,965 70,010 970,034 95,512 2004 446,632 286,758 212,752 74,439 1,020,581 107,165 %Change 2004/03 4.8% 5.8% 4.8% 6.3% 5.2% 12.2% Primary Mkts Secondary Mkts 206,554 9,601 2,623 234,992 11,650 2,784 13.8% 21.3% 6.1% T ertiary Mkts Other Europe 4,890 5,330
C aribbe an
44,128 48,541 10.0%
Secondary Mkts - Includes France, Austria, Belgium, Switzerland
Latin Ame rica
11,503 12,883 12.0%
Tertiary Mkts - Denmark, Finland, Norway, Sweden, Spain
Japan
4,075 4,059 -0.4%
O the r C ountrie s Grand total
7,750
1,356,670
8,060
1,456,045
4.0%
7.3%
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STOPOVER ARRIVALS TARGETS
Northeast South Mid_west West
U.S.A.
C anada Europe
Primary Mkts Secondary Mkts T ertiary Mkts Other Europe
C aribbe an Latin Ame rica Japan O the r C ountrie s Grand total C ALENDAR YEAR
2003 426,086 270,973 202,965 70,010 970,034 95,512 2004 446,632 286,758 212,752 74,439 1,020,581 107,165 206,554 9,601 2,623 4,890 44,128 11,503 4,075 7,750
1,356,670
234,992 11,650 2,784 5,330 48,541 12,883 4,059 8,060
1,456,045
%Change 2004/03 4.8% 5.8% 4.8% 6.3% 5.2% 12.2% 13.8% 21.3% 6.1% 9.0% 10.0% 12.0% -0.4% 4.0%
7.3%
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STOPOVER ARRIVALS TARGETS FISC AL YEARS
%Change Northeast South Mid_west West U.S.A.
Canada
Europe
Primary Mkts 2003/04 433,091 276,172 206,302 71,449 987,014 99,011 2004/05 2004/05/ 2003/04 452,868 292,650 4.6% 6.0% 219,650 76,764 1,041,932 109,877 6.5% 7.4% 5.6% 11.0% Secondary Mkts T ertiary Mkts Other Europe Caribbean Latin America Japan Other Countries
Grand total
211,578 12,184 4,580 4,557 45,479 11,919 4,084 7,858
1,388,264
230,930 12,712 4,732 4,997 48,668 13,491 4,060 7,965
1,479,364
0 9.1% 4.3% 3.3% 9.7% 7.0% 13.2% -0.6% 1.4%
6.6%
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ASSUMPTIONS
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The targeted growth in visitor arrivals is based on certain assumptions:
Promotional budget will be adequate and available on a timely basis to keep Jamaica prominent in the marketplace.
Rooms scheduled to come on stream will largely generate additional business.
The obstacles that tend to constrain growth: crime, visitor harassment, and poor infrastructure, can be minimized or eliminated.
An adequate number of airseats will be available from each targetted region.
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STRATEGIC OBJECTIVES
Over the next three years, the JTB will employ a
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range of strategies in its programme of operation. The strategies may be categorized according to functional areas:
Marketing Strategies
Citizen Service Strategies
Human Resources Strategies
Financial Strategies
Sustainable Development Strategies
Information Technology Strategies
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Marketing Strategies
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Target those market segments that hold good potential for business to Jamaica.
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Promote Jamaica as a distinctive and preferred destination through public relations programmes and through advertising in the electronic and print media.
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Marketing Strategies
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Establish and maintain close links with trade partners, travel agents, tour operators and airline personnel.
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Collaborate with the private sector: hoteliers, attractions and transportation operators etc., to effectively market Jamaica and to ensure that the product is in tandem with recognized consumer needs.
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Marketing Strategies
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Promote special events that can attract visitors throughout the year and enhance the image of the destination overseas.
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Achieve greater integration with JamVac and JRS so that the combined efforts of these agencies will have full impact in the marketplace.
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Marketing Strategies
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Secure adequate scheduled and chartered airseats to Jamaica from targeted airlines and tour operators in the international markets.
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Exploit the advantages of Internet technology to market Jamaica.
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Citizen Service Strategies
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Promote a greater awareness, locally, of the importance of tourism in the Jamaican economy through the local communication programmes.
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Market Jamaica to Jamaicans.
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Human Resources Strategies
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Complete restructuring of the JTB to create a lean and cost-effective organization.
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Undertake staff development and training to ensure that the JTB maintains a cadre of qualified and motivated staff who will carry out the functions of the organization in the most effective way.
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Financial Strategies
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Manage the finances and assets of the JTB so that accountability and transparency are observed, and that maximum benefit accrues to the country from the budgetary allocation.
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Achieve maximum impact for the promotional dollar spent in the marketplace.
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Sustainable Development Strategies
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Play a key role in encouraging greater care of the environment and the maintenance of a desirable ecological balance in resort areas.
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Work in conjunction with other agencies to develop and market cultural/heritage tourism in a manner compatible with the recognition of, and the respect for our rich national heritage and history.
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Information Technology Strategies
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Track industry performance and gather market intelligence so that new and emerging consumer trends are determined and strategies are modified
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accordingly. Maintain a comprehensive tourism database to aid decision-making and policy formulation at both
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government and private sector levels.
Enhance the organization’s capabilities to exploit the Internet and related technologies as a marketing channel .
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Information Technology Strategies
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Act as facilitator for industry operators, especially those of small enterprises, to understand and effectively market their products through electronic
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commerce. Continue the development of a Management Information System that will enhance the effectiveness
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of the organization. Build a database of a sample of visitors with email addresses.
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S.W.O.T
(Strengths, Weaknesses, Opportunities, Threats) Analysis
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The fundamental strategy is to accentuate the positives, reduce the negatives as far as possible, exploit the opportunities, and at the same time, recognize the threats.
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S.W.O.T
STRENGTHS
Diversity of natural attractions, topography, flora, fauna, and accommodation.
Warmth/hospitality of people
Climate
Proximity to the USA/Canada
English-speaking
Easily trained staff
Cultural/historical heritage i.e. exotic cuisine, music, art, etc.
Airlift, including the National Airline – Air Jamaica
JTB’s Website
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S.W.O.T
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WEAKNESSES
Image in the marketplace
C
unsafe destination, all inclusive/ couples destination .
Insufficient scheduled air service from some markets e.g. Europe
Lack of man-made attractions/ development of natural attractions
Lack of enough large facilities to adequately host large meetings and conventions over 300 people.
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S.W.O.T
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OPPORTUNITIES
Growing number of two-income families – more income
Earlier retirement - more healthy/active retirees travelling
>
Yuppie Market
=
/more spending power
Reduced air travel time (more direct flights, charters)
Improved standards of living in main markets
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S.W.O.T
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OPPORTUNITIES
Growing special interest, cruise, conference and incentive markets
VFR market
Domestic tourism
Cruise passengers as potential stopovers.
Europe
New infrastructure development/privatization
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THREATS
S.W.O.T
High Crime Rate
Growth of competition
Pollution of Environment
Visitor Harassment
Cuba
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THE MARKETS
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The marketing and sales programmes and activities are developed and planned so as to focus on: 1.
The Geographic regions:
The Americas – USA, Canada, Latin America and the Caribbean
Europe – primary & secondary markets
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THE MARKETS
2.
Selected Market Segments: a) Honeymoon e) The Family Market b) Nature Tourism f) Sports (golf, cricket, football) c) African American d) Groups/Convention g) Overseas Jamaicans
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MAJOR PROGRAMMES/ACTIVITIES
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Priority areas: Completion of the reorganization of the JTB Review and appointment of global advertising agency
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Implementation of marketing programmes
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MARKETING
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The marketing progammes and activities are informed by research and are designed to support the strategies that were mentioned earlier. There are three main components:
Sales
Advertising
Public Relations
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Sales Activities
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The objective is to generate and maintain interest in Jamaica by the travel distribution network, including:
tour operators,
retail travel agents,
airline representatives and others who sell Jamaica.
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Sales Activities
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Activities, which have in the past delivered good return on investment, will be pursued and increased. These include:
Blitzes
Seminars
Fly-ins and familiarization tours
Trade and consumer shows
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Advertising
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The advertising programme is designed to create attention, interest, desire and action among core constituencies, resulting in increased visitor arrivals to Jamaica.
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Advertising
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An appropriate mix of media channels will be used to communicate messages to the various targeted audiences. These include…
Electronic media (network and cable TV, radio, cinema screens)
Print (magazines and newspapers) The website
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Television advertising frequencies will be strategically structured so as to give the impression that Jamaica enjoys an extended presence on TV.
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Public Relations
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The JTB has just appointed two public relations agencies:
Ruder and Finn – for the Americas
Financial Dynamics – Europe
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Public Relations
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Programme for the Americas – “The Genius of Jamaica” The framework from which we will generate positive media coverage through uniquely Jamaican themes that have substance, news and entertainment value
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“The Genius of Jamaica”
• • • • This programme…
Identifies key niches Includes each of Jamaica’s six distinctive resort area products Helps day manage Jamaica’s reputation , shaping and re-shaping opinions every Sets Jamaica apart etc.
– more than a beach…a country rich in art, music, literature, beauty, unforgettable cuisine,
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“The Genius of Jamaica”
This programme… •
Imparts an aspirational aura that says “come, let us inspire you”
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Enables us to showcase the very best Jamaica has to offer
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Gives consumers new reasons to consider/return to Jamaica
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Speaks to resilient and influential affluent market
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“The Genius of Jamaica”
• • • • • • Themes…
Jamaican Design Jamaican Fine Arts Jamaican Music Jamaican Literature Jamaica’s Beauty
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Jamaican Cuisine Jamaican Performing Arts Jamaican Sports Jamaican Hospitality Industry
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Programme for Europe
“Jamaica – Look Again”
An Integrated Communications Strategy
Four main components coordinated
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through a “Press Office” Consumer programme Trade programme Affinity programme Opinion Former Programme
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“Jamaica – Look Again”
Programme Objectives:
Raise visibility of JTB
Enhance consumer understanding
Drive holiday bookings
Change perceptions among opinion formers
Boost innovation and yield from tourism
Raise the profile of Jamaica among trade professional .
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A detailed programme structure by department will be included in the Corporate Plan 2004/05
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