Full Report - Port Douglas Chamber of Commerce

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Table of Contents © MBS MBA 2012 Student Project – Revitalising Port Douglas Executive summary Context 1 2 3 4 Growth and Development Key Challenges Key Strategic Initiatives Alignment & Leadership Appendices A1 A2 A3 Citizen Contributions Terms of Reference Workstream Analysis 23
II Community leaders and citizens must confront several major challenges to restore Port to its former glory • Port Douglas does not have a co-ordinated response to the decline and stakeholder groups have different agendas • Port Douglas is in a downward spiral on the road to “Tourist massification” (dilution or loss of premium destination status) – Tourism underperformance driven by lack of cohesion and planning on the back of opportunistic property developments – Premium price positioning has eroded as occupancy and room rates decline – Low season occupancy decline is exacerbating seasonality impact on profit – When occupancy rates drive pricing decisions the cycle to “tourist massification” will continue • Marketing is underfunded, constrained by Tourism Queensland and alignment with tourist expectations can be improved – Port marketing and branding is constrained by Tourism Queensland and messages are diluted with no unique identity – The limited marketing budget ($0.5M) generates exposure of $22M, focuses on reach not target markets or return on investment – Port’s value proposition and perception is not fully aligned with domestic or international visitor motivations for visiting the region – Port’s segmentation strategy (from TQ) appears too complex to be executed © MBS MBA 2012 Student Project – Revitalising Port Douglas 24
Page 1 and 2: © MBS MBA 2012 Student Project - R
Page 3 and 4: Many citizens, businesses, students
Page 5 and 6: Port Douglas citizens must understa
Page 7 and 8: Table of Contents © MBS MBA 2012 S
Page 9 and 10: In Nov 2011, the MBS proposed to un
Page 11 and 12: Table of Contents © MBS MBA 2012 S
Page 13 and 14: Port Douglas has outstanding natura
Page 15 and 16: Port Douglas has a relatively small
Page 17 and 18: 2006 marked a material (20%) drop i
Page 19 and 20: As a result Port Douglas has underp
Page 21 and 22: Inherent weaknesses in Port Douglas
Page 23: Port is becoming more reliant on do
Page 27 and 28: Port Douglas appears to be in a dow
Page 29 and 30: Premium price positioning has been
Page 31 and 32: Occupancy rates will drive pricing
Page 33 and 34: The limited marketing budget of $0.
Page 35 and 36: Port’s segmentation strategy (fro
Page 37 and 38: PDDT website lags behind private si
Page 39 and 40: III Long term goals must be establi
Page 41 and 42: S1 Drive Tourism Growth: Focus the
Page 43 and 44: The Value Proposition most aligned
Page 45 and 46: 2 Understanding key segments and ta
Page 47 and 48: 2 Top domestic segments are affluen
Page 49 and 50: 3 Port Douglas is missing out on th
Page 51 and 52: 3 % of Total Int. Tourist Nights Th
Page 53 and 54: 4 Infrastructure development is req
Page 55 and 56: 5 Continued deterioration in low se
Page 57 and 58: S2 Focus Marketing: Target key mark
Page 59 and 60: Port Douglas must strongly differen
Page 61 and 62: Chinese tourists are the fastest gr
Page 63 and 64: “Rest & Relax” is a common moti
Page 65 and 66: “Family Returners” account for
Page 67 and 68: Family holidays are popular with In
Page 69 and 70: Media strategy must reflect buying
Page 71 and 72: Develop a creative and fun events c
Page 73 and 74: Secure CRC investment in key revita
Page 75 and 76:
Provide incentives for private inve
Page 77 and 78:
Changing demographics show importan
Page 79 and 80:
S4 Call to Immediate Action: Agree
Page 81 and 82:
Offer a world class hospitality and
Page 83 and 84:
Social and Community Clubs in Port
Page 85 and 86:
Ensure PD is a safe and secure dest
Page 87 and 88:
Improvements in online presence and
Page 89 and 90:
... at an initial investment of $10
Page 91 and 92:
IV Delivering revitalisation will r
Page 93 and 94:
A Board structure is recommended, s
Page 95 and 96:
Collectively, Board members will id
Page 97 and 98:
A Babinda has demonstrated the effe
Page 99 and 100:
C Community’s expectation of idea
Page 101 and 102:
A change in behaviour requires a ch
Page 103 and 104:
Four key levers to create sustainab
Page 105 and 106:
Agree actions plans, systems and pr
Page 107 and 108:
Table of Contents © MBS MBA 2012 S
Page 109 and 110:
Table of Contents © MBS MBA 2012 S
Page 111 and 112:
1. Issues and Challenges • Stakeh
Page 113 and 114:
Port Douglas faces challenges in th
Page 115 and 116:
3. Workstreams A B C D E F Five Yea
Page 117 and 118:
4. Project Governance Greg McClean
Page 119 and 120:
Port Douglas Visit Time 1 2 3 4 5 0
Page 121 and 122:
7. Deliverables 1. Revitalisation P
Page 123 and 124:
Elements of Tourism massification c
Page 125 and 126:
Poor planning contributes to quicke
Page 127 and 128:
Tourism Focus Group Interviews …
Page 129 and 130:
Major Project: Port Douglas Master
Page 131 and 132:
CRC budget allocated to Port Dougla
Page 133 and 134:
Technology and innovation are major
Page 135 and 136:
Port Douglas can drive an additiona
Page 137 and 138:
With a number of modifications to w
Page 139 and 140:
... at an initial investment of $10
Page 141 and 142:
Traffic data (from Alexa) for the t
Page 143 and 144:
Additional revenues from increase c
Page 145 and 146:
Free WiFi could provide non financi
Page 147 and 148:
Port Douglas should not pursue the
Page 149 and 150:
Transmission fault risks are reduce
Page 151 and 152:
Port Douglas should not pursue the
Page 153 and 154:
Access to finance difficult given t
Page 155 and 156:
Economic Development • Situation
Page 157 and 158:
Size of the sectors in the PDOB eco
Page 159 and 160:
Change in the PDOB economy 2011 Est
Page 161 and 162:
Most productive industries Highest
Page 163 and 164:
Model Methodology and Assumptions 1
Page 165 and 166:
Currency fluctuations impacting the
Page 167 and 168:
Focus group outcomes Agriculture Fi
Page 169 and 170:
Contents • Situation • Complica
Page 171 and 172:
45% of Value Added in Douglas Shire
Page 173 and 174:
Regional non-tourism related indust
Page 175 and 176:
MICE is value adding 750 600 450 30
Page 177 and 178:
Key success factors to maintaining
Page 179 and 180:
Population shifts in the next 20 ye
Page 181 and 182:
Retirees’ contribution to the eco
Page 183 and 184:
Emergence of FIFO in the economy Es
Page 185 and 186:
Commercial Fishing Industry Quota U
Page 187 and 188:
Commercial Fishing Industry (Value
Page 189 and 190:
Other sectors: Filming • Most of
Page 191 and 192:
Public funding There are 3 channels
Page 193:
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Full Report - Port Douglas Chamber of Commerce

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