Full Report - Port Douglas Chamber of Commerce

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Port Douglas does not have a co-ordinated response to the decline and stakeholder groups have different agendas Lack of coordinated response • The residential and commercial developments in Port Douglas follow the strict environmental regulations “No one knows who is in charge!” • Sensitive environments and natural features in Port Douglas, in particular Four Mile Beach, Dickson's Inlet and Flagstaff Hill are well maintained “We need an Obama to give the hope back!” • Scale and nature of industrial development is limited to service sector and hence has no adverse affect on the environment “We cannot even get our act together on the “Lagoon Development” • The level of amenities (health, education, security and social services) is adequate for the local community of Port Douglas “Cairns and Port Douglas are in fact competitors. So we have 1 in 10 representatives in council that is competing with us.” Source: Protocols of focus groups and interviews © MBS MBA 2012 Student Project – Revitalising Port Douglas Fragmentation (Illustrated by a list of community groups and clubs in PD) Community Service • National Landscapes committee, Douglas Shire Seniors, Port Douglas Combined Clubs, Rotary Club of Port Douglas, Douglas Shire Historical Society, Port Douglas Neighbourhood Centre, Volunteer Fire Service, Ambulance Service, Health Service in Mossman, Coast Guard Volunteers Tourism and Business Groups • Chamber of Commerce, Tourism Port Douglas Daintree, Port Douglas Marine Parks, Daintree Gateway panel, the Wet Tropics Tourism Liaison panel and the Eclipse Task Force, (TPDD Panels -Business Incentives TAG, Wedding TAG, SPA & Health TAG, Food TAG, Marketing TAG), Great Barrier Reef Marine Park Authority Sports Clubs • Douglas Tennis Association, Mossman Amateur Fishing Club,Mossman Amateur Boxing, Douglas Sailing Club, Mossman & Port Douglas Rugby League Club, Douglas United Soccer Club, Mossman & District Junior Cricket Association, Port Douglas Cricket Club, Port Douglas Outrigger Canoe Club, Port Douglas Surf Lifesaving Club, Port Douglas Rugby Union, Mossman Amateur Basketball Association, Douglas Netball Association, Port Douglas AFL Club, Douglas Shire Motorsports Association, Mossman Memorial Bowls Club, Mossman Golf Club, Coral Coast Judo, Tai Chi Club, Mossman Boating & Fishing Club, Mossman Junior Rugby League Club, Port Douglas Junior Football Club, Mossman Little Athletics Club, Mossman Pony Club Source: http://www.cairns.qld.gov.au/communityinformation/community-services/community-services-directory, 25
Port Douglas appears to be in a downward spiral on the road to “Tourist massification” Overinvestment in below-5star accommodation and lacking refurbishments Investment in high-end declines High-end segment declines ‘Tourist Massification Cycle’ Low-end tourists increases Low-end tourists enter © MBS MBA 2012 Student Project – Revitalising Port Douglas Low-end services provided Tourist ‘massification’ is a loss of destination status, particularly affecting high-income segments, resulting from a decline in service standards and infrastructure investment Process of Tourist Massification • Dated properties losing their luster - the Sheraton Mirage losing their 5-star rating, while others lack in refurbishments • Overinvestment in accommodation lead to sub-optimal occupancy rate • Top resorts discounting rates to attract customers, followed by the low to middle price-range resorts • Lower room rates make investment in top quality resorts less attractive • Fewer high-end tourists, particularly international, come to Port as competition increases There are indications that Port Douglas has begun the Tourist massification path, which in the long term will lead to loss of its traditional high-end destination status and significantly lessens its ability to sustain price premium 26
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 and 24: Port is becoming more reliant on do
Page 25: II Community leaders and citizens m
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
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Changing demographics show importan
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S4 Call to Immediate Action: Agree
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Offer a world class hospitality and
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Social and Community Clubs in Port
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Ensure PD is a safe and secure dest
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Improvements in online presence and
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... at an initial investment of $10
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IV Delivering revitalisation will r
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A Board structure is recommended, s
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Collectively, Board members will id
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A Babinda has demonstrated the effe
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C Community’s expectation of idea
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A change in behaviour requires a ch
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Four key levers to create sustainab
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Agree actions plans, systems and pr
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Table of Contents © MBS MBA 2012 S
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Table of Contents © MBS MBA 2012 S
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1. Issues and Challenges • Stakeh
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Port Douglas faces challenges in th
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3. Workstreams A B C D E F Five Yea
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4. Project Governance Greg McClean
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Port Douglas Visit Time 1 2 3 4 5 0
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7. Deliverables 1. Revitalisation P
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Elements of Tourism massification c
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Poor planning contributes to quicke
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Tourism Focus Group Interviews …
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Major Project: Port Douglas Master
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CRC budget allocated to Port Dougla
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Technology and innovation are major
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Port Douglas can drive an additiona
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With a number of modifications to w
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... at an initial investment of $10
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Traffic data (from Alexa) for the t
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Additional revenues from increase c
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Free WiFi could provide non financi
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Port Douglas should not pursue the
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Transmission fault risks are reduce
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Port Douglas should not pursue the
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Access to finance difficult given t
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Economic Development • Situation
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Size of the sectors in the PDOB eco
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Change in the PDOB economy 2011 Est
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Most productive industries Highest
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Model Methodology and Assumptions 1
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Currency fluctuations impacting the
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Focus group outcomes Agriculture Fi
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Contents • Situation • Complica
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45% of Value Added in Douglas Shire
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Regional non-tourism related indust
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MICE is value adding 750 600 450 30
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Key success factors to maintaining
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Population shifts in the next 20 ye
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Retirees’ contribution to the eco
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Emergence of FIFO in the economy Es
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Commercial Fishing Industry Quota U
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Commercial Fishing Industry (Value
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Other sectors: Filming • Most of
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Public funding There are 3 channels
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Full Report - Port Douglas Chamber of Commerce

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