The Whitsundays Tourism Opportunity Plan - Tourism Queensland

4 Gap Analysis
4 Gap Analysis
4.1 Destination Opportunities and
Challenges
The following gap analysis is based on a combination of
stakeholder consultation and feedback, background research
and an analysis of secondary data and information. This analysis
was used to identify key infrastructure and investment gaps
for the Region and was used to underpin the development of
recommendations contained within the TOP.
Destination Opportunities
To create a built environment that complements the natural
environment, particularly marine environment around the
Whitsunday Islands and Airlie Beach.
Ensure community and service infrastructure requirements
keep pace with a growing population so as to support
sustainable tourism growth.
To create a mix of visitor attractions and activities to extend
lengths of stay and to improve visitor yields, including mainland
product.
To spread the economic benefits of tourism more widely across
the region and improve visitation during shoulder periods.
To position the Whitsundays region as a destination for key
inbound markets.
To increase domestic air capacity including ongoing route
development for the Great Barrier Reef (Hamilton Island) and
Whitsunday Coast (Proserpine) Airports.
To capitalise on demand generated by population growth
through a growing resources sector for leisure experiences.
To reposition the region through product development and
targeting the domestic market.
Increase appeal of visitation to Airlie Beach through the
development of Airlie Beach main street and adjacent precincts,
including the integration of the town’s key tourism nodes to
increase visitor usability and regional dispersal.
To increase the demand for dive based experiences through the
creation of a dive trail.
Protection and managed access of natural icons such as
Whitehaven Beach, and the World Heritage status of the Great
Barrier Reef.
High quality local produce (meat, fruit and vegetables) and
potential to develop a local produce centre.
To stimulate new investment in the regions, including from
major brand operators (major hotel brands, retailers etc).
Diversify markets to appeal to different consumer groups e.g.
incentives and romance.
To improve occupancy rates and yield on a seven day basis and
smooth out seasonality peaks to increase economic impact,
and stimulate reinvestment of exisitng product and creation of
new product.
To identify, protect and develop the unique elements of the
region and to avoid copycat development.
Address the limited supply of both skilled and unskilled staff.
Development of further infrastructure to support growth in
conventions and events.
Compete on the value proposition of the destination’s
distinctive experiences, high standard operators and
spectacular landscapes rather than on price, and grow a quality
service delivery culture across all sectors of the tourism industry
to meet the brand promise.
Gain wider community appreciation of the true value of tourism
to the local economy, social development and environmental
sustainability.
Presence of three marinas in the region present opportunities
for increased tourism product development & retail.
Destination Challenges
High operating costs for island resorts and mainland operators.
The effect of the Global Financial Crisis (GFC) and the impact of
consumer and trade perceptions from tropical weather patterns.
The closure of multiple tourism businesses including island
resorts and marine based tours/charters.
Fragmentation in the region through pricing wars and
discounting rather than working together to provide a quality
experience.
A lack of leisure oriented attractions and activities that are
mainland based.
Perceived as an expensive destination compared to
neighbouring Asian pacific island destinations e.g. Thailand, Fiji
and Bali
10