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“MARKETING TOURISM IN VICTOR HARBOR IN 2000 AND
BEYOND”
COUNCIL ADOPTED TOURISM MARKETING PLAN
VICTOR HARBOR
SOUTH AUSTRALIA
TOURISM VICTOR HARBOR COMMITTEE
OCTOBER 1999
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VICTOR HARBOR
TOURISM MARKETING PLAN 1999-2001
TABLE OF CONTENTS
1. Executive Summary 3
2. The Vision for Victor Harbor in the Fleurieu Peninsula 8
3. Tourism Industry Structure 8
3.1. South Australian Tourism Commission 8
3.2. Fleurieu Tourism 8
3.3. Tourism Victor Harbor 9
4. Current Tourism Trends in South Australia and Regional Tourism
9
4.1. Visitors to South Australia 10
4.2. Visitors to the Fleurieu Peninsula 11
4.3. Visitors to Victor Harbor 11
5. Victor Harbor’s Competitive Position 14
5.1. Competitive Advantages 14
5.2. Competitive Strengths 19
6. Target Markets 20
6.1. Geographic Segments 22
6.2. Lifestyle Segments 23
6.3. Niche Markets 24
7. Marketing Strategy 25
8. Marketing Activity Budget 30
9. Evaluation and Review Strategy 31
10. List of Participants in Tourism Marketing Planning Workshop 31
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VICTOR HARBOR TOURISM COMMITTEE
MARKETING PLAN 1999 — 2001
1.0 EXECUTIVE SUMMARY
The Victor Harbor Tourism Marketing Campaign 1999 -2000 builds on the
strengths of previous marketing accomplishments and expands the scope of
activities. The development of the marketing plan follows a Victor Harbor Tourism
review, in which Visitor Information Services were improved with the appointment
of a centre co-ordinator, the introduction of accreditation systems and the
appointment of a marketing professional. A “Marketing tourism in Victor Harbor in
2000 and beyond” planning workshop was hosted in mid September 1999 and
attended by 70 tourism industry representatives.
Fundamentally, the plan supports the notion of developing an e-commerce
presence for Victor Harbor, developing a stronger brand position in a regional
context, develops new and existing markets and provides an increased level of
service and professional development to its members. The plan also considers
the development of income generation and a framework for co-operative
marketing partnerships to support the Council’s marketing funds.
The tourism environment that exists today is summarised by a growing
confidence and tourism buoyancy;
Interstate travel confidence is strong - Recent research (TCA) suggests - 31% anticipating travelling interstate in next year - 18% possible chance
More than $130m being spent on promoting Australia around the world in Olympic year anticipating 400,000 new visitors
Investment confidence emerging, Local Government planning reviews encouraging more tourism investment
Increasing number of international visitors to Australia are being experienced Locally particularly from - Singapore, Germany, Netherlands, UK, Canada
Highly trained tourism workforce available - graduates from numerous tourism training institutions
SA Government commitment to tourism and events, increasing budget
Regional tourism structures in place for the state Active Fleurieu Tourism industry
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Increasing demand for particular products, themed parks/experiences, food and wine, eco-based experiences and events
Demand shifts - patterns of “holidays” are altering, short and extended stays common, annual holidays shift
However With Buoyancy comes...
Increasing competition from within Australia, the State and the region for the leisure/ tourist dollar
Demand for quality attractions and services, that are packaged and presented well, visitor friendly, have year round accessibility, extended servicing is expected
Greater demand for one stop electronic servicing, through advance information on internet, on site interpretive and booking systems
Demand for destinations that are visitor ready, particularly international visitor ready
Skilled, trained, work and volunteer forces
Victor Harbor today has 150 years experience at dealing with visitors from its early Port years to today’s thriving sea-side coastal destination.
Victor Harbor’s tourism achievements are;
A growing Portfolio of Attractions, Nature / Eco Products and Accommodation
A Growing Quality, Local Food and Wine presence Tourism Information Services with Accreditation Systems A Local Tourism Committee and active Participant in Fleurieu
Tourism Experience as a Tourism Destination A Framework Special Events Program, Including Classic Adelaide,
SA Folk Festival, Sailing Regatta’s, New Years Eve Celebration’s, Schoolies Week, Tour Down Under, Rotary Art Show
Following an analysis of the regional competition, the following major competitive
advantages are apparent;
Location, 60 min from Adelaide, 30 min from McLaren Vale and Langhorne Creek Wine Regions and The Coorong, En-Route to Kangaroo Island
Landscapes / Vistas of Township and Bays Featured Penguins, Whales and eco-marine environment Portfolio of Attractions Horsedrawn Tram / Cockletrain service - unique, charm and history Granite Island - accessible island, landscape and vista The Causeway - heritage jetty The Bluff Lookout /Petrel Cove / Kings Head- landscape,
prominence, exposure, history Hinterland Areas- Inman Valley, Hindmarsh Falls, Glacier Rock Area
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The Marketing Plan presents an economic case for the integration of penguins,
whales and eco based tourism into all marketing activities and identifies the
opportunity for increased product packaging.
The regional competitive advantages are supported by a diversity of competitive
strengths such as;
Strong accommodation sector, variety and volume Coastal Town Heritage Buildings and Monuments Foreshore Parks and Reserves Arts Industry, Galleries Eco-Tourism options List of attractions- Greenhills Adventure Park, Wild Rose Cottages
and Miniature Village, SA Whale Centre, Urimbirra Wildlife Park, Victor Harbor and McCraken Golf Clubs
Interpretive and Discovery Centres Hotels Beaches and Rivers Special Events Program Family Recreation - cinema, beach, cycle, fishing, surfing, shopping,
These strengths not only add to regional positioning but also contribute to the
State’s tourism competitiveness.
The Marketing Plan aims to market these competitive advantages to identified
key markets in;
Metropolitan Adelaide
Western Victoria
Melbourne
Southern New South Wales ( ex-Sydney in 2000)
Canberra
This marketing plan will continue the previous strategies of the Tourism
Committee by focussing on these growing number of interstate visitors, focusing
on the Socially Aware, Visible Achievement, Traditional and Conventional Family
Life market segments. Several international markets, were also supported
particularly Southern Asian and Central European markets.
The Marketing Plan identifies several key goals in the area of marketing,
partnerships and industry enhancement for 1999-2000 and reflects the
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commitment of the Committee, to work with the Fleurieu Tourism Board, to
maximise the benefits of tourism to the region.
The Marketing Plan key actions are:
Marketing Initiatives
To develop an immediate internet presence and e-commerce strategy
To develop the branding of Victor Harbor through a positioning statement,
logo and signage strategy
To build on existing and new visitor markets yield, by developing with agency
partners, a two year television and cinema marketing campaign for Adelaide,
Western Victoria, Melbourne and Sydney particularly during shoulder
seasons
To develop a new generic Victor Harbor brochure linked to the Web Site and
e commerce strategy
To further support Fleurieu Tourism regional promotions and activities
Partnership Initiatives
To develop a strategy for Co-operative Marketing Ventures with the private
sector and other partners
To improve communications to members through network functions and
communications
To develop an industry visitor database and a strategy for data collection,
research, storage and use
To build product development in the nature and eco based tourism area and
assist the development of industry packaging and marketing
To continue to improve signage in the region
Industry Quality Initiatives
To identify existing service quality benchmarks and build tourist operators
service performance
To offer training opportunities in conjunction with the Victor Harbor Business
Association particularly developing Victor Harbor as an international visitor
friendly destination
A comprehensive activities and evaluation program has been developed to
enable the Committee to achieve these goals. A key element of the program is
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the appointment of a web site consultant who can assist with the development of
an Internet presence and an e-commerce strategy. One of the key tasks will be
to maximise the penetration into the Adelaide, Western Victoria, Melbourne and
New South Wales markets, while ensuring the development of the region's profile
within other markets, the media and the travel industry.
The Marketing Plan highlights the Committee's recognition of the importance of
developing professionalism in the region, by providing a program of activities,
networking opportunities and support for training and accreditation.
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2.0 THE VISION FOR VICTOR HARBOR IN THE FLEURIEU
PENINSULA
Victor Harbor is the coastal jewel of the Fleurieu Peninsula, a place where
visitors can enjoy quality accommodation, world class attractions and nature
based tourism opportunities… In Victor Harbor visitors will find a visitor friendly
community….
By working co-operatively, all stakeholders, including tourism operators, general
business, local government and the community, will benefit from the tourism
investment in the form of employment opportunities particularly for youth and
increased wealth creation.
3.0 TOURISM INDUSTRY STRUCTURE
The following Marketing Campaign contributes to the regional tourism structure
established by the South Australian Tourism Commission.
3.1 South Australian Tourism Commission
The South Australian Tourism Commission have established nine product
regions around the state to administer its tourism campaigns. Although a review
is currently underway it is foreseen that the Fleurieu region is strong and not
likely to change in the near future. The success of the “Secrets” campaign by the
SATC is to some extent reliant on successful regional partnerships.
3.2 Fleurieu Tourism
The Fleurieu Regional Development Corporation and Local Government
supported the establishment of Fleurieu Tourism. The Fleurieu tourism region is
strong with some 250 members from McLaren Vale, Noarlunga, Aldinga,
Yankalilla, Normanville, Victor Harbor, Goolwa, Milang, Strathalbyn and
Langhorne Creek. Victor Harbor membership is less than 30% of the members
and this fact alone is partly the reason why Victor Harbor is not a leader in
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Fleurieu Tourism although an active participant. The 1997/98 Marketing Plan
outlines that Fleurieu Tourism’s core business is marketing and
“as such it will remain clearly focussed on maximising the level of resources spent on marketing activities that increase the number of visitors, their length of stay, the financial yield of such visitation and that increases the quality of the tourism experience, while ensuring that administrative expenditure is kept to a minimum”.
3.3 Tourism Victor Harbor Committee
The Tourism Victor Harbor Committee is established under the Local
Government Act through the District Council of Victor Harbor to facilitate local
tourism development. The committee representatives are outlined below.
PORTFOLIO REPRESENTATIVE
Business Association (Chairman) Grahame Sinclair
Community Representative Pip Burfield
Arts and Heritage Rae Parker
Retail/Commerce (Deputy Chairman) Phil Mahony
Accommodation Gary Tainton
Volunteers John Guy
Fleurieu Tourism Rod Anderson
Hotels Anthony Watson
Attractions Vacant
Co-opted Member (6 months)– Service Quality
Jodie White
Treasurer Jane Bohnsack
Marketing Paul Victory
Visitor Services Terri Soppit
Council Liz Cooper
Council Mayor John Crompton
Council Graeme Maxwell
4.0 CURRENT TRENDS IN SOUTH AUSTRALIAN AND REGIONAL
TOURISM
The following summarises the current situation and future projections for domestic and international tourism.
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4.1 Visitors to South Australia
The South Australian Government continue to show strong commitment to
building South Australia as a tourism destination. The recent South Australia
“Come to your Senses”, “Secrets” and “Sensational Adelaide” campaigns have
shown considerable result in attracting visitors to the state. These campaigns
have been sustained in the Melbourne and Sydney markets with cinema based
audience targeting.
Recent initiatives of increased spending around the world to promote South
Australia as a visitor destination, also appears to be showing success. An
increase in the number of airline flights into Adelaide, both from interstate and
international markets, is sure evidence that the intention to travel to SA is
increasing. This growth in intention to travel is supported by growth in visitor
numbers.
International visitor numbers are up 10% on recent trends with
international visitor nights up 14%
The SATC have recently re-inforced their commitment to branding the state with
a richness in
Good Living – wine, food, entertainment and quality of life
Unspoilt Nature
Heritage and Culture
Accessibility
The key consumer benefits emphasised in marketing campaigns being, relax,
indulge, discover, enjoy.
The key international markets for the SATC are UK, Germany, New Zealand,
Singapore, Malaysia, Japan. Domestic markets include Melbourne, Sydney,
Brisbane. The pyschographic markets include Visible Achievers, Socially Aware
and Traditional Family Life Segments.
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4.2 Visitors to the Fleurieu Peninsula
The 1997/98 Marketing Plan indicates that the statistics of the main research
tools, the Domestic Tourism Monitor and the International Visitor Survey although
somewhat inconsistent, show growth in numbers to the Fleurieu Region. An
estimated 504,000 visits to the region in 1996 with 92% of the visitors from intra-
state, 7% from interstate and 7% international. These numbers do not appear to
capture the large number of visits to holiday rentals and shacks along the
Peninsula.
The Visitor Information Centre statistics across the region at Strathalbyn,
Yankallila, Goolwa and Victor Harbor, show a spread of international, interstate
and intra-state visitors with by far the greatest majority, intrastate visitors.
Regional road counts also indicate growth in the use of the main Yankallila Road,
Deep Creek Road and the Wistow to Strathalbyn Road.
The typical regional visitor is said to be;
A resident of Adelaide (76%) or regional South Australia (13%)
Aged between 25 and 54 years of age (69%)
Have an annual income of between $20,000 and $50,000 (45%)
Be visiting with family friends not residing in the region(64%)
Be travelling by private vehicle (90%)
Be visiting for the day only
4.3 Visitors to Victor Harbor
The Victor Harbor tourism industry remains as one of the main economic drivers
of the town of Victor Harbor. Many of the business operators are established for
tourism or are affected by tourism to the region.
The 1998 Victor Harbor Regional profile, compiled by the Australian Bureau of
Statistics reveals;
Of the 232 rooms and 719 beds available (hotels and motels only) in
Victor Harbor, the 1997 average quarterly room occupancy rate is 43.1%,
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higher than the regional average, however down from the previous three
years by 3%, employing 132 persons in this sector
The highest occupancy being in the March quarter of 59.8%, the lowest
in the September quarter of 31.4%. All quarters except the March quarter
show a decreasing trend in the period between 1994 and 1997.
Interestingly the takings over this same period have increased from
$2.4m to $2.8m.
The $2.8m in takings, for the accommodation sector, represents 58% of
the regional takings, and 1.7% of the states total accommodation
takings.
In 1997 more than 38,300 room nights were recorded in Victor Harbor
around 58% of the regional total
$53.7m in retail takings, with the employment of 625 persons, and a
turnover per head of population of $6791, easily the highest in the region
and higher than the Adelaide region.
Between 1991 and 1996 employment in the culture and tourism sector
has increased from 200 to 292 employees representing the second
largest employment based industry in Victor Harbor behind the retail
sector which is also heavily directed to tourist and regional visitors
The Victor Harbor Horse Tram and Greenhills Adventure Park are
amongst the top visitor experiences in South Australia with more than
100,000 visitors annually.
The tourism industry is in the top 5 economic contributors to the local
Victor Harbor economy
4.3.1 Road Transport to Victor Harbor
The most reliable data that has been collected over a number of years is the
Transport SA Data that counts traffic 5 kilometres from Victor Harbor on the
Adelaide - Victor Harbor Road. The following summary is drawn from the road
statistics from 1992-1998.
Since 1992 there has been an upward trend in the use of the main Victor
Harbor / Adelaide Road from a two way count of 1.426m in 1992 to
1.676m in 1998, with the annual daily averages increasing from 3907 in
1992 to 4593 in 1998. South bound traffic generally accounts for 55% of
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the traffic volume.
January generally has the highest traffic volumes with a seven year
average daily traffic volume of 5305 cars everyday in the month, with
1998 having the highest average of 6023 cars daily and 1997 having the
lowest with 4375 cars. Sundays are the days with the highest traffic
volumes reaching a high average in 1998 of 8686 cars and a low
average of 5532 in 1997.
The average July daily two way travel counts have fluctuated in the
period between a low of 3452 and a high of 4431 vehicles per day with
the seven year trend showing a general increasing trend.
The 1998 months of July, August and September appear to be of
considerable increase on previous years, consistent with whale watching
records that indicate an excellent whale-watching season.
In July, August and September 1998 the Victor Harbor Road carried on
average five hundred more cars a day than is the usual trend. The 1998
whale season average was 4354 cars with the next closest average in
1995 with 3817.
The clear peaks for the road are school holidays and public holidays,
with Sunday the 25th of January carrying a high 10,251 vehicles, followed
by 29 December with 9220 vehicles. Sundays in January are also
consistently above 8000 vehicles, as is the October long week end and
Easter period.
4.3.2 Victor Harbor Visitor Information Centre Statistical Summary
The total number of visitors to Victor Harbor is widely disputed and no firm
reliable data is available. It would be appropriate to say the visitor numbers are
substantial and in excess of 300,000 annually. In 1998 the Victor Harbor Visitor
Information Centre statistics report an almost 50% increase in usage of the
centre, to record more than 43,000 visits. This is probably due in part to the
improved location of the site and improved services available from the centre.
The visitor numbers include 47% South Australian visitors, 17% Victorian, 13%
New South Wales and ACT visitors, 8% other Australia visitors, 4% UK (1931)
and 5% European visitors (2312), 2% Japan and Asian visitors (990), and the
remaining 4% other international visitors.
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The trend of visitor origin is consistent with the tourism operator statistics and that
which is evident everyday of the year in Victor Harbor. The emerging markets that
show growth in the period of 1997/1998 are the Victorian and New South Wales
markets, Europe, the UK and Southern Asia.
5.0 VICTOR HARBOR’S COMPETITIVE POSITION
5.1 Competitive Advantage
The unique competitive advantages of Victor Harbor are;
Location from Adelaide, proximity to wine regions, en-route to Kangaroo
Island
Landscape and Vistas of Township and Bays are Featured
Penguins, whales and eco-marine environment
Portfolio of Attractions
Horsedrawn tram / Cockle-train Service – unique, history, charm
Granite Island – Accessibility, landscape, fauna, vista
The Bluff Lookout, landscape, exposure, prominence, history
The Causeway, heritage jetty
Hinterland Areas – Inman Valley, Hindmarsh Falls, Glacier Rock Area –
undiscovered, uniqueness
An investment return analysis reveals the following.
Most of the competitive advantages reveal an inability to attract economic returns in
there own right, for example landscapes, lookouts, vista’s, jetties, waterfalls. While
the protection of these assets is critical to sustaining the competitive advantage, the
attraction is not likely to attract significant greater economic return for the region and
local area.
The key opportunities for attracting greater economic return from the tourism
potential is in the area of
Whales, penguins and eco-based nature tourism
Packaging of Attractions into holiday products
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5.1.1 Whale, Penguin and Nature Based Tourism
The eco-based/nature tourism experience is in world-wide demand as a holiday
destination. Successful eco-tourism destinations offer a varied and well-interpreted
holiday experience where visitors are treated by nature and welcomed by local
culture. The southern Fleurieu Peninsula has all the key components of a nature
based eco-tourism experience. Granite Island is home to a colony of some 1800
fairy penguins, and with neighbouring islands is home to 7000 penguins, who
provide a world class tourism experience every night of the week. Mixed with quality
interpretation and facilities, local food and wine over dinner and a sunset ride on the
horse tram, this experience is truly a fabulous marketing opportunity. There is no
doubt the penguin colony is a significant drawcard for visitors to stay and enjoy the
regional benefits of the Coorong and Kangaroo Island.
The nurturing and development of a sustainable habitat for the penguins must be
the first priority…even for a tourism marketing strategy. The integration of penguins
into all tourism marketing activities must be a priority. The economic benefit of the
penguin colony to Victor Harbor has not been assessed however to make an
assessment of the impact of the fairy penguin colony you will only need to consider
the investment in Penguin tourism on Phillip Island in Victoria.
Linkages to other sectors of the nature and eco-tourism experience are also critical
to the region and the state.
It is opportune that the Southern Right and Humpback Whales are returning to the
South Australian shores, as Victor Harbor is able to tell a most interesting and
unique story of a town who once hunted the whale, to one who nurtures the whale.
This fact only, if the story is interpreted, puts Victor Harbor at an advantage to most
of its competitor whale watching destinations. This fascinating and interesting story
which dates back to the 1830’s where whale products from Victor Harbor were in
deed, South Australia’s first export products, is of international interest.
The 1999 whale season with some 35 sightings does compare favourably with
official whale season records over the last decade, that indicate that 20 to 40
sightings in the season is consistent. The local whale sittings in 1999 unfortunately
have not been dramatic or lengthy or perhaps interpreted well enough. The SA
Whale Centre reports that the centre has experienced a reduced visitor flow through
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the door in 1999 though still anticipating 20,000 to 30,000 visits with numbers
varying with whale sittings.
Traders of the region commonly consider that trading when whales are sited along
the coast increases proportionally with sittings. Evidence of this has been gleamed
from anecdotal research with the following businesses;
It is reported that during the height of the 1998 season the Middleton Tavern was serving
1000 lunches a day
Heritage Pies and Pasties of Middleton had a stronger winter season trade in 1998 than
summer trade
The Hotel Victor in the early nineties when it was hosting the whale centre turned poor
performance in the winter months around utilizing the whale watch centre
The Photo Cellar of Victor Harbor in June, July and August when whales are sited
increase business proportionally with whale sittings and when they were hosting the WIN
phoneline and were taking calls from international media daily
These anecdotal stories help us understand that the appeal of whale based tourism
and the fact that there is certainly, a tourism industry to be marketed. However we
also understand that the whales visitation is not guaranteed, though records kept
from the mid 1980’s do show an increasing pattern.
The whale visitation, facilitated by the SA Whale Centre (in various forms since its
inception) has been responsible for attracting many thousand visitors to Victor
Harbor. In economic benefit, it is commonly stated that the average day-tripper
spends around $45.00 while touring. (E.g. the $45.00 may be made up of petrol
$20, SA Whale Centre $6, Heritage Pies and Pasties $10, Drinks and other
consumables $9) The average overnight traveller will spend $135.00. (Add value of
accom, film and evening meal) The table below indicates the range of potential
economic impacts whale based tourism is having on Victor Harbor .
Table 1: Potential economic impact of whale tourism visitors on region
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No. of
Visitors
$ Impact @
5,000
$ Impact
@ 20,000
$ Impact @
30,000
$ Impact @
50,000
$ Impact @
75,000
$ Impact @
125,000
Day trippers
@ $45.00
spend
$225,000 $900,000 $1.35m $2.25m $3.375m $5.625m
Over nighters
@ $135 spend
$675,000 $2.7m $4.05m $6.75m $10.125m $16.875m
Traffic Counts provided by the Department of Transport have been outlined in
section four of this report. The 1998 whale season was a strong one with whales
staying in the district for an estimated 16 weeks.
The Department of Transport statistics can be interpreted to indicate that the whale
season attracted an additional 500 vehicles a day into the region in 1998, an
estimated 30,000 vehicles over three months and an estimated 50,000 visitors.
Therefore, the (cash) economic benefit to the region could be estimated between
$2.25m and $6.75m for the1998 season.
There is no doubt that the existing visitor capacity in Victor Harbor and the Fleurieu,
can be increased in the winter season. Nature and eco based tourism in particular
focussing on whales, penguins and marine eco-tourism linked with Kangaroo Island
and the Coorong provides the potential. However product development is required
with improved interpretation of ;
The port of Victor as a historical whaling centre, now a nurturer of whales
The migration, behaviours and habitat of whales, penguins and marine animals
along the Fleurieu Coast
The fairy penguin, whales, fish and leafy sea dragon in local waters
The two key opportunities for enhancing this sector are;
Packaging of whale and penguin season holidays, utilizing the Coorong National
Park and Kangaroo Island as partners
The development of improved local quality interpretive programs and activities,
including special events, festival periods, school holiday activities, cultural
tourism and living history programs
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The interpretation of eco attractions is critical. The story of eco-tourism adventures
must be communicated. Communication of the story may take the form of signage
and presentation, guide, audio and print, theatre, film, artefacts or art. Interpretation
primarily should be recreational and educational and most of all be sustainable
activities that tourists can participate in.
The development of the cultural tourism sector in particular theatre, the arts and
volunteers have played a vital role in developing historical tourism destinations such
as Echuca on the River Murray and Sovereign Hill in Ballarat.
Victor Harbor has the ideal location for developing and clustering of this cultural
tourism activity, in a potentially world class precinct, the Railway Station Precinct.
The development of this precinct as a cultural tourism precinct is critical to the
expansion and long-term development of Victor Harbor tourism.
5.1.2 Packaging of Attractions
The other major opportunity of significant economic benefit is to encourage and
facilitate the “packaging” of tourism opportunities into holiday products of three, four
and seven day holiday products.
As is shown by the excellent packaging of product by the Hotel Victor, packaging
and marketing fully inclusive holiday experiences dominate the holiday industry
today.
It is very clear that winter season nature based tourism experiences that include
whale watching, seals, penguins and wildlife parks has fabulous potential,
particularly when linked with Kangaroo Island and the Coorong National Park.
At other times of the year packages that include McLaren Vale Wineries, Greenhills
Adventure Park, Wild Rose Cottages or adventure packs that include diving,
walking, para sailing all have potential to grow the economic benefits to the region.
Packaging of attractions potentially will impact across all the industry sectors and
will encourage isolated tourism operators into a co-operative network.
5.2 Competitive Strengths
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Along with the competitive advantages, Victor Harbor’s has the following competitive
strengths that are worthy of a continued marketing focus;
A depth of boutique, through to family accommodation, etc, (needs higher
profile and quality and to win awards)
A coastal town in a postcard rural type setting offering welcomed proximity
to metropolitan Adelaide
Significant areas of foreshore reserve to mass or to escape for
/couple/family/group recreation, relaxation
A growing number of galleries, craft and locally produced craft outlets
Growing number of quality attractions – Greenhills Adventure Park,
Urimbirra Wildlife Park, Wild Rose Cottages, SA Whale Centre
Growing number of interpretative elements, Discovery Centre, Whale
Centre, Penguin Centre
Large landmark Hotels in prominent locations. Hotel Victor, Crown,
Anchorage, Southern Right Resort, Grosvenor
Quality recreation opportunities along waterways and beaches of Victor
Harbor
Significant annual Special Events program headed by icon events, New
Years Eve, SA Folk Festival, Schoolies Week, Rotary Art Show and
sporting festivals
Residential and non residential conference facilities within close proximity
to corporate Adelaide
A varied range of historic buildings, alleyways and precincts for walking,
shopping, fossicking, exploring
The District Council of Victor Harbor has for some time been considering the
introduction of boating facilities in Encounter Bay. It would seem appropriate that
a town with a significant competitive strength in coastal position should provide
high quality recreational boating and harbouring facilities. However in providing
these facilities it must also consider the protection of aquatic and marine life
particularly whales, dolphins and penguins, that are also of significant economic
return to the district. Effective long term strategic planning will ensure that both
these two activities can occur.
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6.0 TARGET MARKETS
Traditionally Victor Harbor has enjoyed the position as being the South Australian
premier family coastal resort with easy access including train, plenty of free things to
see and do along the coast and Granite Island, lots of accommodation and plenty of
touring opportunities. Annual holidays to Victor Harbor are an iconic type memory
particularly for large numbers of South Australians.
Other sea side towns such as Port Lincoln, Port Vincent, Robe, Beachport and
Goolwa envied the position of Victor Harbor. Victorian and New South Wales
seaside holidays traditionally were not as easily accessible and were not considered
by South Australian holiday makers. Overseas seaside holidays have traditionally
been too expensive and largely for the wealthy only.
More recently however, and in the years beyond 2000, with increasing globalisation
and greater access to interstate and international destinations the competition for
the leisure and holiday dollar is intense.
Australia’s own, world class Great Ocean Road, with coastal towns such as Apollo
Bay and Lorne, is becoming a much bigger tourism product with new resorts and
developments emerging along the coastline of Victoria. Island destinations such as
Bali, Noumea, Vanuatu and Fiji, now offer seven day accommodation and flight
deals for less than $1000 per head, bringing a choice of international holidays to
middle Australia. Not only international destinations but also islands such as
Daydream Island have accommodation, meals and activities package in the market
in winter 1998 for $595 all-inclusive for five nights, children free.
Perhaps even more a significant cultural change has occurred. The concept of
annual summer holidays. For many people this concept has been lost with more
people earning incomes from home businesses, part time, temporary and casual
employment. An opportunity for a holiday arises when there is least work, or when
there is cash in the pocket hence the traditional seasonal tourism patterns are
changing.
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In the year 2000 and beyond, destinations such as Victor Harbor with traditional
holiday markets unless they are able to read the industry changes will see an
erosion of their market share of the tourism dollar due to the above.
Tourism industries and associations increasingly will need to identify new markets
while supporting existing markets.
6.1 Geographic Segments
6.1.1 Adelaide Metropolitan
Metropolitan Adelaide continues to be a significant market for many of the tourism
industries in Victor Harbor. This market alone cannot sustain the tourism industry in
Victor Harbor however it should not be lost from any new marketing directions. The
continued servicing of the Adelaide market is vital to the growth in Victor Harbor’s
ability to service and seek viability from new markets. Generally Adelaide markets
see Victor Harbor as a seaside destination, as a venue for whale watching and as a
venue for family holidays. The extension of the branding of Victor Harbor would be
an important priority in Adelaide marketing campaigns.
6.1.2 Riverland Districts
Large numbers of Riverland residents continue to see Victor Harbor as a sea side
location for holidays and the nurturing of this segment and extending the reasons
for visiting is also a priority.
6.1.3 Western Victoria
The major inland towns of Horsham, Stawell, Ballarat, and Bendigo continue to
provide visitors in school holiday periods to Victor Harbor. The locational
advantages, the coast and the proximity to South Australian wine districts continue
to attract visitors to the region.
6.1.4 Melbourne
Melbourne metropolitan particularly western Melbourne is an emerging market for
Victor Harbor and the Fleurieu. Their knowledge of Victor Harbor is limited and they
will need re-assurance through an extended campaign. The large numbers of
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people in this segment (around 2m in western Melbourne) make marketing
opportunity appealing, with particular emphasis on regional wine, eco-tourism and
family based products appealing. Western Melbourne residents are largely self-
drive, families, interested in short to weeklong stays escaping the Melbourne
pressure and weather.
6.1.5 Sydney and Southern New South Wales
Hinterland towns such as Broken Hill who tour via Adelaide are again seeking family
and coastal experiences. Their knowledge of Victor Harbor is strong over many
years however the extension of the reasons to visit would be important in this
market.
Sydney is an emerging market for Victor Harbor as a relaxed seaside escape and
particularly in 2000 to entice travel out of Sydney for the Olympic period or post
Olympic touring.
6.1.6 Canberra
The city of Canberra is an emerging market. This market is affluent and seeks a
regional product with linkages to cultural tourism, food and wine, special events.
They are attracted to the seaside town in school holidays and their knowledge of
Victor Harbor is limited.
6.1.7 International Markets
International markets are now featuring much more prominently in visitor statistics.
Singapore, Japan and Thailand in Southern Asia, Germany the Netherlands and the
UK in Europe. These are emerging new markets. The Singapore market is confident
and travelling more freely than seen previously with self-drive and coaches
prevalent. The international markets seek world class visitor experiences in
particular eco based tourism product and themed attractions. The European
markets travel independently and are also seen increasingly in touring vehicles.
6.2 Lifestyle Segments
Defining the primary target markets for the Fleurieu Peninsula and Victor Harbor is
an important part of the marketing strategy. Roy Morgan Research has developed a
set of indices to segment the population market that include, values, interests,
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education, income, reading/viewing and listening patterns of people and has
established a set of psychographic market segments. These commonly accepted
segments are largely accepted by tourism industries around Australia and also may
be applied overseas and assist our definition of target markets. The Fleurieu
Peninsula Tourism Marketing Board identified the following market segments in their
marketing plan of 1997/98 :
These segments represent the markets to which a marketing campaign is pitched.
Socially Aware (approximately 11% of the population) This segment enjoy
fly/drive and touring holidays, new and different experiences, natural and
eco-tourism experiences, food and wine, boutique retreats, history, art and
culture seek flexibility in their holidays. This segment is particularly high yield.
Visible Achievement (approximately 16% of the population) This segment are
a success and career driven market, that seeks quality and value for money,
seeking weekend getaways offering quality family time. They are interested
in boutique accommodation, unique food and wine experiences, parks and
gardens, rest and relaxation.
Traditional Family Life (approximately 19% of the population) This segment
represent middle Australia, they are seeking comfort, and an opportunity to
increase their knowledge and experience enjoying activities they never had
time for, but now do. Touring routes, History, gardens and parks, galleries
and museums, nature, fishing, restaurants and wineries.
Given the very large numbers of families that use the Victor Harbor district as an
escape it would seem appropriate that the conventional family life sector should
be a consideration in all marketing activities.
Conventional Family Life (approximately 10% of the market) This segment
value home, family and friends with a large percentage of the segment
middle income families.
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6.3 Niche Segments
The specific niche segments identified are:
Conference/MICE — Small meetings and exhibitions market. Small up-market
meetings for staff seeking pleasant surrounds, fine food and wine as part of
the meeting experience. Experiential meetings (including activities, sports,
breaks etc.)
Golf — Golfing weekends, mid week packages or holidays which combine
relaxing rounds of golf with indulgent accommodation and fine food and
wine.
Soft adventure / Aquatics base — Soft adventure experiences including
diving, surfing, para-sailing, fishing, walking, boating
Boating and Fishing — Specialist sports enthusiasts combining fishing with
comfortable, quality accommodation, food and wine.
Arts community — Practising artists (and those interested in the arts) seeking
locations for painting and photography as well as inspiration in nature and
the changing seasons. Galleries, natural scenery, combined with
comfortable quality accommodation wine and good food.
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7.0 MARKETING STRATEGY
Marketing Initiatives
The following marketing initiatives will support the Fleurieu Peninsula brand and be linked with a common marketplace identity and presence.
Strategy 7.1
To develop an immediate internet presence and e-commerce strategy
Key actions
7.1.1 Develop an operational internet site by December 1999.
7.1.2 Develop an e-commerce strategy by December 1999.
Strategy 7.2
To develop a brand image for Victor Harbor, utilizing the region
competitive advantages and competitive strengths, a positioning
statement, logo and signage implementation plan
Key actions
7.2.1 Prepare brief for a consultant to assist in the development of a brand
image, positioning statement and signage implementation strategy.
7.2.2 Submit to TVH Committee for consideration and launch TVH identity,
using TVH brand for initiatives of the Committee
Strategy 7.3
To continue to build upon visitor numbers, length of stay and
yield through television and cinema marketing campaigns to
primary local, regional and interstate markets
Key actions
7.3.1 Develop a television and cinema campaign strategy for Adelaide
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metro, Western Victoria, Melbourne, and Sydney for approval as
soon as is possible
7.3.2 Implement a two-year television and cinema marketing strategy over
2000 and 2001
7.3.3 Develop a quality local/regional tourism map, which highlights
regional
attractions, activities special events and services
7.3.4 Undertake consumer advertising as required, positioning Victor
Harbor effectively.
7.3.5 Develop a new Victor Harbor generic brochure to support e
commerce activity and strategy
Strategy 7.4
To further support Fleurieu Tourism regional promotions and
activities
Key actions
7.4.1 Develop an up-to-date resource and photographic library
7.4.2 Develop appropriate display materials
7.4.3 Participate in relevant trade and consumer shows in partnership
with Fleurieu Tourism
7.4.4 Develop a leadership role in supporting the “Encounter 2002” project
and encourage the District Council to consider additional funding
allocations for 2000/2001 budget for specific Victor Harbor marketing
campaigns within the event
7.4.5 Develop a leadership role in the proposed “Fleurieu in Flower”
marketing activity encouraging the District Council to participate with
organisational support in the Parks and Recreation division of Council
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Partnership Initiatives
Tourism industry marketing partnerships are critical to building the
marketing profile and sustainability of Victor Harbor.
Strategy 7.5
To develop a strategy for co-operative marketing ventures with private
sector and other partners
Key actions
7.5.1 Prepare a draft strategy for co-operative television and cinema
advertising with private sector partners for consideration by
Committee at its November1999 meeting and implementation
thereafter.
7.5.2 Develop strong linkages with the major local tourism operators, the
SATC and the Fleurieu Tourism Board, and Partnership.
Strategy 7.6
To improve communications to members through network functions and
communications
Key actions
7.6.1 Prepare a quarterly newsletter
7.6.2 Faxstream members monthly
7.6.3 Develop value-added components through co-operative marketing
partnerships
7.6.4 Organise an annual forum and networking functions
7.6.5 Conduct training on international visitor servicing
7.6.6 Undertake strategy for retail industry development and promotion
7.6.7 Encourage professional development of members through entry into
Fleurieu Tourism Awards programs
Strategy 7.7
To develop an industry visitor data base and strategy for data collection,
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research, storage and use
Key actions
7.7.1 Develop a database format for member’s data, particularly source of
visitors, visitor profiles etc.
7.7.2 Investigate opportunities to combine private sector database for
research and marketing purposes
7.7.3 Develop appropriate research methods to begin data collection
process
Strategy 7.8
To build product development in the nature and eco based
tourism sector and assist the development of industry
packaging and marketing
7.8.1 Work with respective agencies (including SA Whale Centre, Granite
Island, Accommodation providers, SATC, NPWS) to develop a set of
winter season marketing activities that can be packaged during
shoulder and winter season as a co-operative venture.
7.8.2 Bring together industry sectors to develop packages - for example
niche marketing activities for B& B operators and golf, food and wine,
adventure packaging or mainstream holiday packages for major
operators
7.8.3 Work with key agencies such as the National Trust, the Whale
Centre, the Arts community to build cultural tourism activities
7.8.4 Develop strong linkages for tourism development in planning the
Railway Station Precinct
7.8.5 Undertake an active PCO, Travel agents, tour operators information
and networking campaign
Strategy 7.9
To continue to develop an integrated signage strategy for the region
Key actions
7.9.1 Work with Council, Fleurieu Tourism, Transport SA and operators on
improved signage programs
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Industry Quality Initiatives
Industry quality enhancement is critical to furthering Victor Harbor as
a quality tourism destination and one that is international visitor
ready.
Strategy 7.10
To identify existing service quality benchmarks and build tourist operators
service performance
Key actions
7.10.1 Undertake an initial service quality assessment of the local tourism
industry by March 2000
7.10.2 Develop in conjunction with major industry operators a training
program for the local tourism industry to lift operators’ service quality
performance
7.10.3 Offer some initial training in international visitor readiness by March
2000
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8.0 MARKETING ACTIVITY BUDGET
Strategy Action
Activity Budget1999
Indicative Budget2000
Timeline
CORESalaries and on cost 48,100 48,100Contribution McLaren Vale Fleurieu Centre
5,000 5,000
Contribution Fleurieu Tourism 8,700 8,700Training 1,000 1,000Travelling Expenses 7,500 7,500FBT 2,000 2,000
SUB 72,300 72,300MKTING ACTIVITY
Develop an Internet Site 2,000 1,000 Dec 99Develop an e-commerce Strategy 5,000 Dec99 Brand development, logo & id 1,000 2,000 Dec 99Television and Cinema Campaigns, Adelaide, Western Victoria, Melbourne, New South Wales, Canberra
30,000 20,000 Feb 00 – Sep00
Familiarizations and Partnerships OngoingLocal/Regional Map 2,000 1,000 Nov 99 – Apr 00Trade and Consumer Shows 500 500 OngoingBrochure and distribution strategy 8,000 OngoingEnhance Photo Library 1,000 1,000 Feb 00 – May
00Develop appropriate display materials 2,000 Feb 00 – May
00Consumer Advertising 3,000 3,000 To be assignedFleurieu Tourism Co-operative Marketing Activities
10,700
Encounter 2002 Separate Allocation from Council Requested
Mar 2002
Fleurieu in Flower 2000 SeparateAllocation from Council Requested
Oct 2000
Prepare a quarterly newsletter 200 300 OngoingFax stream members monthly As requiredAnnual forum and networking events 200 300 Sep 99 – March
00 Product Development Initiatives 2,000 Refer to
unallocated Special Events fund
International Visitor training seminars 500 500 Nov 99 – Mar 00Ocean Street Retail Training & Promotion
400 500 Dec99 – July 00
Encourage entry into tourism awards 100 100 Jan 00 – April 00Tourism Awards 200 500 Feb 00Data Base Management and development.
400 500 Ongoing
Tourism research 500 2000 Ongoing
INDUSTRY PARTNERS 40,000 50,000 (targeted)
* TOTAL * (indicative budget only) 173,000 164,500
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9.0 EVALUATION AND REVIEW STRATEGY
Stakeholder Purpose Evaluation – Proposed monitor
TVH Committee Responsible Committee TVH to establish a marketing plan Review Committee to assess implementation phase on six monthly intervals the implementation phase and report back to Committee.
Industry Plan is prepared for industry development
Establish an industry Committee to review implementation of the plan to report back to Tourism Victor Harbor Committee
Council Leader in local and regional tourism
Recommend Marketing Plan to Council for adoption and monitoring program. Reports to be given to Council on bi-monthly basis by TVH delegates.
Fleurieu Tourism Regional Partner in tourism development
Submit Plan to Fleurieu Tourism for feedback upon adoption of final draft by TVH Committee. Regional Manager and Fleurieu Partnership to be partners in implementation.
10.0 LIST OF PATICIPANTS IN PLANNING PROCESS WORKSHOP 15/9/99
1. Keith Herron Fleurieu Booking Office/RAA2. Peter Toop Fleurieu Booking Office/Toop Motors3. Steve Edwards Granite Island Leasehold4. Diane Edwards Granite Island Leasehold5. Neil Baron Granite Island Lease Consultant6. Colin Adamson South Coast Realty/VH Bus Association7. Peter Wallace FRDC, Chief Executive8. Chris Mortimer The Anchorage Guesthouse/Villas9. Jens Freytag The Anchorage Guesthouse10. Pat Chigwidden The Grosvenor Hotel11. John Slater All Occasion Video12. Sean Slater Digital Vision13. Gary Radford McDonalds Restaurant14. David Virgin Builder15. Richard Foggo Bank SA16. Caroline Morgan Ocean Crest Motel17. Ian Sherrah Whalers Inn Resort18. Faye Anderson Weston, Raine & Horne19. Dr Ben Brookman Encounter Coast Discovery Centre
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20. Helen Wheaton Volunteer Committee21. Jan Shirmer Volunteer Committee22. Jodie White Armour Service Development23. Scott McKenzie Greenhills Adventure Park24. Gary Tainton Yelki By The Sea/Committee25. Joan Tainton Yelki By The Sea26. Cr Rae Parker Tourism Committee27. Julie Morrison Colonial Motor Inn28. John Garland Causeway Kiosk29. Jenny Garland Causeway Kiosk30. Paul Nicholls Wild Rose Cottages Miniature Village31. Bruce Hooper Wisteria Cottage32. Dick Windsor Annie’s House33. Annie Windsor Annie’s House34. Barbara Ellis Bartel’s B & B35. Beryl Waters Avoca B & B36. Malcolm Thompson Steam Ranger37. Peter Charlesworth Steam Ranger38. Shirley Bell Genesis Tours39. Val Doughton Watermark Restaurant40. Harry Duerdon Horticulturalist41. Pat Rogers Villa Victor42. Colleen Code Pandora’s Hand Made Craft43. Wendy Roper Pandora’s Hand Made Craft44. Barry Dowse Kerjancia Motor Lodge45. Graham Hehir Wintersun Motel46. Jeff Martin Hotel Crown47. Bill McKenzie Greenhills Adventure Park/The Pines B & B48. Paul Gee Printed Matters49. Neville Scott Victor Harbor Winery50. Graham Potter Country Gates Cottage51. Kay Potter Country Gates Cottage52. Kevin Dunn Beachside Caravan Park53. Gary Juleff Fleurieu Multimedia54. Leane Sando Encounter House55. Annette Vandenberg Telegraph Station Art Centre56. Jean Freytag Telegraph Station Art Centre57. Peter Lewis Hotel Victor58. Phil Mahony Tourism Committee59. John Guy Tourism Committee60. Cr Liz Cooper Tourism Committee61. Mayor John Crompton DCVH/Tourism Committee62. Terri Soppitt VIC Co-ordinator63. Graham Sinclair Avalon B&B, Chairman, Tourism Committee64. Rod Anderson Chairman Fleurieu Tourism65. Chris Burchett Marketing Manager, Fleurieu Tourism66. Paul Victory TVH, Tourism Marketing Manager67. Betty Facey Tourism Volunteer68. Colin Adams Tourism Volunteer69. Brian Liddy VH Rotary /Tourism Volunteer70. Phil Stevens Family Inn Motel71. Graham Maxwell DCVH, District Manager72. Peter Hall DCVH, Director73. Peter Bond DCVH, Director
Apologies were also noted.
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