The South African Tourism Planning Toolkit - Department of Tourism

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iii) Public RelationsPublic relations is not completely under your control. Press and news agencies can publish anynews item and this can have positive or negative effects on people attitudes towards yourproducts.Standard tools for tourism public relations include press releases, press conferences andbriefings, interviews, media and industry co-operations and press trips. More recent tools areonline PR, blogs and podcastsiv) New Marketing ChannelsNew market channels should be explored to reach new markets and niche markets. Wherenone exists, the department can move to create such channels. An example of this isexhibitions. For example, the department can host an art exhibition showing the natural beautyand community in the area specifically relating to tourism products.5.11.10 MonitoringMarketing efforts should be monitored to ensure that the organisation is getting full benefit formthem. Research and internal consultations should be used to find out if branding efforts areworking. Below are some questions that could be asked: Could you consider the organisation to be consumer-oriented towards its variousmarkets (visitors, local residents, business, communities, environment, etc)? Are thereopen communication or information channels between these markets and yourorganisation? Are you taking up sufficient levels of market research? Are significant managementdecisions informed by such research? Is the budget set aside for research sufficient,and if not, how can this be increased? Do you know enough about the visitor, theirexpectations, their needs and wants, and their current impressions of the brand? Do youknow enough about competitor offerings and what visitors think about them? Does the current brand position reflect the correct values, goals and objectives of thedepartment? Are appropriate feedback mechanisms in place to evaluate this? Has itbeen properly disseminated throughout the target markets (visitors, local residents,business, communities, environment, etc)? Is new product development focused on the required consumer experience? Do newproducts fall within the strategic objectives of the department? Are marketing channels getting through to appropriate existing and potential visitortarget markets? What messages are they receiving? How can this message beenhanced? How can the channel be enhanced? Do we need to look at new channels?Case Studies – You can find the following files in the attached References Folder: Case Study – London Tourist BoardUsing market research to reposition London and develop a new marketing campaign Case Study – IslingtonMarketing on a shoestring budget: the power of PR and the importance of niche marketsFor further information you can refer to the following documents either on the web or in theattached References Folder NDT Annual National Tourism Conference;http://www.deat.gov.za/HotIssues/2008/ntc/new%20files/uploaded_13%20Nov/WEB/index.html City of Johannesburg Tourism Strategy;http://www.joburg.org.za/content/view/1116/114/ Hawaii’s Strategic Tourism Plan 2005 – 2015 KZN Draft Action Plan 2004/2005 Australian Experiences Industry Toolkit76
2008; Tourism NT; Marketing campaign and activity;http://www.tourismnt.com.au/nt/nttc/marketing/campaigns.html 1998; Jones, c; The Applications of Database Marketing in Tourism;http://www.hotel-online.com/Trends/ERA/ERADataBaseTourism.html Marketing Victoria; Strategic Plan 2002 – 2006;http://www.tourism.vic.gov.au/strategicplan/plan2002_2006/4_marketing_victoria/marketing_overview.htm5.12 Toolbox 10: Specific infrastructure planninga) Current Status of Tourism InfrastructureThe status of infrastructure should be gauged first. Such analysis can be gathered from sitevisits to tourism destinations and infrastructure, surveys (businesses, residents, visitors, etc),and trend analysis from past tourist visitor figures. Please see Section 4.1 Public SectorInfrastructure Toolbox for more on this.b) Private Sector Investment into the EconomyInfrastructure development, along with fulfilling tourist needs, attracts foreign and localinvestment. This investment would certainly add to the profile of the area, and encouraginginvestment would have a positive spin-off in the form of increased or better tourist attractionsand infrastructure. A lack of investment into tourism is a major issue for the growth of thetourism industry.It is unlikely that private sector investment would occur without having at least basicinfrastructure in place. Tourism Western Australia undertook an investor survey to determinewhich criteria were most important in the decision to invest or not. Established infrastructurecame second behind the expected return on the investment.Local government should try to make investment into the area as easy as possible. To attractsuch investment has great long-term benefits. When investment conditions are met, the privatesector responds with significant contributions to tourism. Tourism authorities and the privatesector should have open communication regarding this.c) Overall Infrastructure GoalsStrategically, departments should have overall strategic goals for tourism infrastructure. Thesegoals must aid the development of tourism, transport and infrastructure needs to benefit bothlocal bodies and visitors. Examples of Tourism Infrastructure Strategic Goals: Must provide safe secure and cost effective modes of transport from arrival odes toattractions, business centres and tourism infrastructure such as accommodation.Intermodalism must be employed to this effect. Must be able to accommodate for the increase in visitors resulting from natural tourismand economic growth as well as from the 2010 event. Excess infrastructure needs fromthe 2010 event needs to be planned for. Must be within environmental constraints.Must aid local community transport needsCreate an increased consultation within the tourism industry between service providers,travel agents, government bodies and private sector entities to upgrade and maintaininfrastructure needs.Must aid economic growth within the regionMust increase competitiveness of the region on local and international tourism fronts77
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The South AfricanTourism PlanningTo
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6. CAPACITY BUILDING TOOLKIT ......
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The tourism toolkit for local gover
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A New Way of Planning for TourismIn
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Social/Cultural EnvironmentProtects
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1.6 Purpose of the Tourism Planning
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development plans for water service
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Assist in training - in building lo
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The model can be used to check the
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This toolbox answers the following
Page 26 and 27: Toolbox ResourcesThe table below he
Page 28 and 29: Furthermore, a number of South Afri
Page 30 and 31: Local government also controls the
Page 32 and 33: Two 7-day studies should be done du
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Page 36 and 37: A. Portfolio ModelWork from ground
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Page 40 and 41: 60% to 80%.........................
Page 42 and 43: oversupply in the product range and
Page 44 and 45: For further information you can ref
Page 46 and 47: 4.8.2 Benefits of This ToolboxCommu
Page 48 and 49: Individuals - people interested in
Page 50 and 51: There should be an establishment of
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Page 54 and 55: 5.4.1 Delivery orientationA major c
Page 56 and 57: 5.5 Toolbox 3: Why Is There A Need
Page 58 and 59: involved in the planning process. Y
Page 60 and 61: environment, communities, etc) in t
Page 62 and 63: Questions you may ask when furnishi
Page 64 and 65: 5.8 Toolbox 6: What model should be
Page 66 and 67: This is just an example. You should
Page 68 and 69: Visitors: At least 80% of all visit
Page 70 and 71: 5.10 Toolbox 8: Communication and c
Page 72 and 73: Visitor purpose (reason for travel)
Page 74 and 75: As a final note for product develop
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Page 80 and 81: f) Prioritisation of Infrastructure
Page 82 and 83: opportunities for business tourism.
Page 84 and 85: 2. Fragmentation and incoherence in
Page 86 and 87: support of this overall vision. The
Page 88 and 89: the sector as a whole if they are n
Page 90 and 91: Figure 12: Recommended Project Impl
Page 92 and 93: work in collaboration with both the
Page 94 and 95: Figure 14: Power/Interest Grid for
Page 96 and 97: Time BoundAligned3: Set Goals in Wr
Page 98 and 99: Is Mentoring Right for You? Even if
Page 100 and 101: The benefits of effective conflict
Page 102 and 103: Conflict in the workplace can be in
Page 104 and 105: Beckley, T.M., P.C. Boxall, L.K. Ju
Page 106 and 107: 5. Technology: Advancements in tech
Page 108 and 109: An EIA report for a tourism project
Page 110 and 111: http://www.researchandmarkets.com/r
Page 112 and 113: It helps to build commitment and su
Page 114 and 115: 9. Should priorities be changed to
Page 116 and 117: Things that spoilt the visitRange a
Page 118 and 119: EnvironmentImpact of events on the
Page 120 and 121: A Note About CelebrationBe sure to
Page 122 and 123: Project Analysis TemplateT.001Purpo
Page 124 and 125: Market Analysis TemplateT.002Purpos
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Project RisksNo Tasks CompletionDat
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2. Required DocumentationAll applic
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completed and accepted by the local
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6) MeetingsThe Partnership will mee
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3) In which suburb or area do you l
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Con3Con4b) Have you ever been conce
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. Have you ever changed your local
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Municipal Integrated Development Pl
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YesNo9. If so, in your opinion what
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FUTURE CONSULTATIONThe Council is i
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For the following table we want to
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If No what is the reason for your v
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Newspaper advertising -5Newspaper/m
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-1 -2 -3 -4 -5Availability of Uniqu
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13. Did you pre purchase your …
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4. Where are you staying ………
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If YES: How many others is the expe
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-1 -2 -3 -4 -5 -6Comment………
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Crime Prevention Dept. Internationa
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12. Is the water supply adequate an
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The South African Tourism Planning Toolkit - Department of Tourism

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