NSW National Parks and Wildlife Service Marketing and ...

NSW National Parks and Wildlife Service 

Marketing and Communications Plan 

2010 - 2014 

Date: February 2010 

Written by: 

Marketing and Promotions Unit, Tourism & Partnerships Branch 

NSW National Parks and Wildlife Service 

in consultation with internal stakeholders and with special acknowledgement to 

Richard Davies, Manager Visitor Experiences and Education Unit

NSW National Parks and Wildlife Service Marketing and Communications Plan 2010 - 2014 

Contents 

Executive Summary........................................................................................................................... 3 

1 Introduction ............................................................................................................................. 3 

1.1 A short history ................................................................................................................... 3 

1.2 Destination Marketing – Creating Memorable Experiences ................................................ 4 

1.3 Planning a way forward...................................................................................................... 6 

1.4 A framework for the future................................................................................................ 7 

1.5 Factors for success and key vulnerabilities ......................................................................... 8 

1.6 Rolling it out ...................................................................................................................... 9 

2 Marketing Vision .....................................................................................................................10 

3 Marketing Objectives...............................................................................................................10 

4 Situation Analysis ....................................................................................................................11 

4.1 Market Overview and Trends ............................................................................................11 

4.1a Market influences on consumer behaviour ..............................................................11 

4.1b Present Trends ........................................................................................................13 

4.1c Future Domestic Tourism Market Trends .................................................................15 

4.1d Making Parks Relevant for Current and Future Generations.....................................16 

4.2 Competitors.......................................................................................................................19 

4.3 Market Segments and Target Markets ...............................................................................19 

4.3a Tourism NSW Traveller Types ..................................................................................20 

4.3b NPWS Experience Segments ....................................................................................20 

4.3c Target markets for NPWS.........................................................................................21 

4.4 SWOT Analysis...................................................................................................................21 

5 Brand and positioning..............................................................................................................23 

5.1 The Brand Philosophy .......................................................................................................23 

5.2 The Brand Intent...............................................................................................................23 

5.3 The Positioning / Philosophy of the Intent.........................................................................23 

5.4 The Brand Proposition ......................................................................................................24 

5.5 The Brand Pillars...............................................................................................................24 

6 Marketing Strategies ...............................................................................................................25 

6.1 Our mission.......................................................................................................................25 

6.2 Products – Creating powerful experiences ........................................................................25 

6.3 Pricing – Building capacity to optimise revenue.................................................................29 

6.4 Promotions – Presenting the offer and inspiring action.....................................................29 

6.5 Distribution – Converting interest into action....................................................................33 

6.6 People – Making it all happen ...........................................................................................34 

7 Implementation of the Plan.....................................................................................................35 

8 Evaluation of the Marketing and Communications Plan ...........................................................35 

APPENDICES.....................................................................................................................................36 

Appendix A: Nature Tourism Research Statistics ..............................................................................36 

Appendix B: Visitation to NSW National Parks..................................................................................37 

Appendix C: Market Segments .........................................................................................................38 

Appendix D: Glossary of Marketing Terms........................................................................................42 

Appendix E: Characteristics and Criteria of Outstanding Products and Experiences ..........................44 

2/45

Executive Summary 

The Marketing and Communications Plan 2010 – 2014 is the result of a comprehensive strategic and 

analytical process undertaken by the NSW National Parks and Wildlife Service (NPWS) Marketing and 

Promotions Unit, in consultation with internal and external stakeholders, and including the 

contribution of specialist consultants. 

The plan provides background information on NPWS conservation role and explains its enhanced 

responsibility to increase sustainable visitation to NSW national parks, in line with the 2006 NSW 

State Plan (as revised in 2009). Key factors for the success of the plan, as well as issues that may 

impact on the implementation are identified and discussed. The plan puts visitors at its centre and 

provides strategies that motivate and inspire local communities and tourists alike to visit parks, while 

also building a greater constituency of support for the conservation of nature and culture. 

An overall vision for promoting NPWS is proposed, which is further distilled into more specific 

marketing objectives to achieve it. A marketing vision is essential to guide long term decision-making 

and guarantee that a strategic approach is undertaken. 

The plan then presents a detailed analysis of the current environment in which NPWS operates, 

including market overview and trends (social, technological and demographic), tourism environment 

and trends, competitors, target market segments and SWOT analysis. This section sets the scene for 

the development of specific strategies and activities. 

The Brand and Positioning section summarises the new brand strategy that has recently been 

developed for NPWS, including a refreshed consumer brand and rationale, brand philosophy, brand 

proposition and values. The brand strategy will guide: 

• the way NPWS communicates with the community and visitors to parks; 

• the experiences provided and positioning of destinations; and 

• the quality of services delivered 

The marketing strategies address each of the elements of the marketing mix, i.e. product, price, 

promotion, distribution and people. A brief analysis of the importance and current status of these 

elements is incorporated to provide a background to the specific strategies and actions that are 

presented in the plan. 

1 Introduction 

1.1 A short history 

New South Wales national parks are enjoyed by millions of local, domestic and international visitors 

each year, placing them among the State’s most significant nature-based tourism and recreation 

destinations. 

The NSW National Parks and Wildlife Service (NPWS) was established in 1967 to administer a 

fledgling system of national parks and has since expanded to manage and conserve almost 800 parks 

and reserves – more than 6.6 million hectares – including rainforests, beaches, alpine areas, vast 

wilderness areas, marine parks and places of cultural and historic significance. 


3/45

NPWS also administers more than 2,000 leases, subleases, licences, easements and contracts with 

local government bodies and the private sector, including some 200 licensed commercial tour 

operators who help NPWS to provide visitors with a wide range of unique on park experiences. 

In May 2008, the NSW Taskforce on Tourism and National Parks was established by the NSW 

Government to investigate opportunities for an enhanced level of sustainable nature-based tourism 

in NSW and provide practical recommendations for achieving the 2006 NSW State Plan objective of a 

20 per cent increase in visitation to NSW national parks by 2016. The subsequent report and 

recommendations, which were accepted by the NSW Government, put NSW national parks at the 

centre of a campaign to make the State one of the world's best nature and cultural destinations. 

In early 2008, the NPWS Tourism and Partnerships Branch was established to drive a new approach 

for sustainable nature-based tourism and recreation, in collaboration with staff and external 

stakeholders, to ensure our national parks and reserves remain relevant to the contemporary needs 

of our visitors. The focus of the Branch is on three key areas: 

• Refreshing and broadening our offer to facilitate meaningful and memorable experiences 

that capture people’s hearts and minds and engage their long-term support for conservation; 

• Increasing the promotion of national parks and park experiences to encourage people to 

make parks a priority for their attention and leisure time; and 

• Strengthening and building partnerships with business, government and community to 

facilitate a broader range of experiences and raise awareness of the conservation and 

recreational value of parks. 

In addressing these objectives, the Branch has developed a long-term framework for the planning, 

development, implementation and promotion of sustainable nature and cultural tourism in NSW 

national parks, including the Sustainable Tourism and Recreation Strategy and this Marketing and 

Communications Plan. 

The Sustainable Tourism and Recreation Strategy responds to recommendations in the Taskforce 

report and builds on the agency's implementation of the 2006 Living Parks: A Sustainable Visitation 

Strategy. It prioritises resource allocation for sustainable nature and cultural tourism and visitor 

experiences, and identifies those experiences – consistent with park values – that have the capacity 

to support the required level of visits and greatest demand. 

1.2 Destination Marketing - Creating Memorable Experiences 

Destination Marketing 

In today's highly competitive market, destination marketing and destination branding are key 

activities that tourism destinations and attractions need to use in an effort to differentiate their 

identities and emphasise the uniqueness of their experiences and the destinations on offer. 

Destination marketing is about creating a story that differentiates a destination from another, with 

the aim to capture the attention of the potential visitors. 

The destination will need to be presented in such a way that clearly represents it and contributes to 

building a set of perceptions and images in consumers’ minds. The destination needs to be marketed 

through identifying its essence or promise of what will be delivered or experienced. 

Building destination awareness can be a difficult, complex and long-term challenge that requires 

objectivity and an excellent understanding of visitors. It takes many years to establish a perception or 

image, as well as build awareness and name recognition for a destination. Successful destinations are 


4/45

often the result of long-term marketing activity and investment based on detailed marketing 

research, planning and consistent positioning. 

To be successful, a destination needs to be: 

• Focused: you can’t be all things to all people 

• Relevant to the consumer 

• Distinctive 

• Easy to communicate 

Successful destination marketing requires a long term commitment and must be presented 

consistently across the organisation. 

Creating Memorable Experiences 

(Reference: Developing and Positioning the Visitor experience at Mungo National Park, John King, Global 

Tourism and Leisure Pty Ltd, February 2010) 

Experiences are playing an increasingly important role in attracting visitors, enriching the value of 

their visit and enhancing the role of ‘word of mouth’ endorsement. 

Trends indicate that travel will increasingly be motivated and defined by a widening array of personal 

interests, needs and endeavours. Rather than selecting one destination over another to spend two or 

three weeks, increasingly travel decisions will be driven by an aspiration to undertake a particular or 

unique experience, to participate in a particular activity or quest, to personally learn or benefit from 

a new opportunity, to travel for reasons of health and well being, or to satisfy a physical, 

psychological or even spiritual yearning. Travel will increasingly be valued in terms of ‘how did I feel’, 

rather than ‘what did I do’. 

The following provides some additional insights into the characteristics of experiences in a tourism 

context. 

The Experience Economy 

(Pine and Gilmore 1999) 

Evolution of the Economy from: 

Commodities 

↓ 

Goods 

↓ 

Services 

↓ 

Experiences 

As economic activity has evolved from one based on commodities to one based on experiences the 

outcomes are more differentiated, provide a stronger and higher value return and are more relevant 

to the needs and values of the customer. In the case of NPWS, national parks will only remain top of 

mind as a destination if they remain relevant by providing meaningful and memorable experiences 

that resonate with visitors. 


5/45

Experiences are all about creating a greater engagement with the customer. It is through the level 

and effectiveness of the engagement established that the personal value placed on that experience is 

enriched. 

An experience should be staged so that it engages an individual - leaves a memory 

“It’s not about entertaining them, it’s about engaging them.” 

Experiences range across four realms based on the two intersecting axes – ranging from passive to 

active participation and the type of engagement from immersion to absorption. The outcome realms 

may be educational, aesthetic, escapist or entertaining. For example: 

1. A visit to the Powerhouse Museum provides an active, hands-on experience which is 

absorbing in nature and the outcomes are educational 

2. On the other hand a visit to the National Art Gallery to take in an exhibition of the great 

impressionist art works is a passive and immersing experience, with aesthetic outcomes and 

appreciation 

3. A rock climbing experience in the Blue Mountains involves active participation, is totally 

immersing and escapist in nature 

4. Whilst a visit to the movies to watch a great movie involves passive participation, is 

(hopefully) absorbing for the participant and the outcome sought is entertainment 

Experience Hierarchy 

The difference between an experience and an activity. 

An activity is generally physical in nature. There is little engagement with or understanding of the 

surrounding area, its values or significance. Activities include swimming, sightseeing, etc. An 

experience is more than a physical activity. It includes mental or spiritual aspects. There is generally a 

higher level of engagement with or understanding of the surrounding area and its relative 

significance. 

A Shared Vision for Kakadu National Park: Morse, King and Bartlett, August 2004 

1.3 Planning a way forward 

The Marketing and Promotions Unit in the Tourism and Partnerships Branch is responsible for statewide, 

priority and collaborative marketing and communication activities for existing, signature and 

emerging experiences, products and destinations within NSW national parks, as well as for the statewide 

marketing of NPWS programs such as Discovery Walks, Talks and Tours. The Unit also supports 

field-based, local and regional park promotions, and works closely with regional, State and federal 

tourism agencies to align priorities for nature-based tourism and leverage promotional opportunities. 

The main focus of the Marketing and Communications Plan is to develop a platform for the next 

three to five years that drives promotion of NSW national parks using the tourism category and its 

channels to build awareness and support of the conservation values of the park system, and inspire 

increased visitation and take-up of the NSW national parks offer. 

Special consideration will be given to the online and interactive component of the Plan, given the 

emergence and importance of user generated content 1 : 

1 Source: Consumer-Generated Web-Based Tourism Marketing, Sustainable Tourism CRC, 2008 


6/45

“Tourism operators and destination marketing organisations can not ignore the rising 

popularity of sites containing user-generated content (UGC) or the role that they may play in 

the travel planning behaviour of consumers. These sites can provide information that 

influences the final booking plans associated with travel; moreover, information on UGC sites 

can cause travellers to alter their existing travel plans. 

Although these sites are rising in popularity, they are not yet considered to be as credible or 

trustworthy as existing sources of travel information such as state tourism websites. UGC 

sites appear to be acting as an ‘additional source of information’ which travellers can 

consider as part of their information search process, rather than as the only source of 

information. 

Most consumers are considering the information provided on UGC sites along with a wide 

range of other existing sources of information. Many travellers consider that it would be 

useful for existing travel sites, including state tourism websites, to incorporate UGC features 

into their own sites.” 

The plan has identified that domestic tourism in Australia is currently experiencing significant 

challenges with the recent global financial crisis, fluctuating petrol prices and longer working hours 

all impacting significantly on discretionary spend available for travel. The plan also acknowledges 

that it is a highly competitive marketplace in which to operate, though the opportunities to 

differentiate in a marketing environment in which NSW national parks dominate the State's outdoor 

leisure tourism category are good. 

It is also acknowledged that a key element for the successful delivery of the plan will be the 

establishment of, and ongoing relationships with partners such as Tourism NSW, the Foundation for 

National Parks and Wildlife and Events NSW among others. 

Using secondary and primary research available through a range of sources including significant 

studies undertaken by Tourism Australia, Tourism New South Wales and NPWS, the plan has 

identified a number of target audiences. The target markets are seeking new experiences and 

destinations that allow them to experience a different pace and a different way of life. These needs 

align well with the experiences and opportunities provided within our national parks. 

1.4 A framework for the future 

The Sustainable Tourism and Recreation Strategy has recommended the use of the Tourism NSW 

Campaign Zones, aligning NPWS and Tourism NSW marketing activities. These are: 

• Sydney 

• Sydney Surrounds 

• North Coast 

• Country NSW 

• Outback NSW 

• Snowy Mountains 

• South Coast 

Details on Tourism NSW Campaign Zones are provided at 

http://corporate.tourism.nsw.gov.au/Marketing_NSW_within_Australia_p1161.aspx . 


7/45

The Plan centres on the following key areas – 

• Product/Experience – Offer existing, and develop new experiences and products in line with 

market needs; 

• Price – Provide a variety of price points aimed at different market segments, with the 

opportunity to build commission structures; 

• Promotion - Create advocates and increase visitation through public relations, events, online 

marketing and advertising; 

• Distribution - Create new channels to distribute products and experiences; and 

• People - Build marketing capacity and engage brand champions. 

As can be seen in the following graph, all five areas are integral to the overall visitor experience. 

A 12 month Implementation Plan that provides detailed activities and timing in relation to each 

strategy has also been developed. More information is provided in section 7. 

Close monitoring and evaluation of the strategies in this Plan is required to ensure its success. The 

Marketing and Communications Plan will be reviewed bi-annually; with learnings and outcomes 

incorporated, and new 18 month Implementation Plans developed for each subsequent 12 month 

period. 

1.5 Factors for success and key vulnerabilities 

Developing a plan is one thing. However there are potential barriers that have the capacity to 

undermine the success of the Plan’s implementation. Some of those barriers include: 

• The Plan provides a strategic approach to the marketing of NSW national parks, which will in 

turn benefit the State's national parks and reserves, commercial tour operators and other 

on-park businesses, and local communities. Branch, regional and commercial tour operator 

engagement is essential to ensuring its success. Implementation requires a collective 

commitment to the recommended activities, to ensure a strategic approach with a clear 


8/45

direction and a vision of what needs to be achieved in the context of the broader 

Department. 

• The website has been a source of ongoing discussion and dissatisfaction within the 

organisation. The primary purpose of the NPWS website is to inspire potential visitors and 

provide high quality content that motivates visitors to make the decision to have a NSW 

national parks experience. In order to maximise the use of the tourism and travel category 

channels to market and to allow NPWS to communicate its values and offer, then the 

website becomes the most important call to action that must be able to stand up against 

other destination websites. 

• Critical to the success of the online system, especially in destination marketing, is the 

capacity for online bookings, an online mapping function and high quality Customer 

Relationship Management (CRM) system. The CRM would allow for the organisation to 

develop a comprehensive database of interested visitors to continue building a relationship 

and in turn, raise revenue and decrease marketing costs. This is due to the fact that it costs 

five times as much to attract a new customer than it does to maintain one who has already 

demonstrated interest in the products. 

• The poor quality and/or lack of variety of visitor experiences can equally undermine any 

marketing strategy or activity; therefore NPWS needs to be able to offer a wide variety of 

experiences aimed at a number of different markets at different price points. These 

experiences need to be engaging, fun and aligned with the contemporary interests and 

needs of the target markets. 

• Ongoing funding and adequate resources will be required to successfully implement the plan 

and guarantee its viability. A long term commitment of resources is required to fully deliver 

the strategies and activities included in the plan. 

• Lobby groups and politics could become a threat to the success of the plan if no clear 

communication channels and messages are developed to create engagement. 

• Finally, there will be some constraints beyond the control of NPWS, such as inadequate 

transport and infrastructure. 

1.6 Rolling it out 

The Plan has been developed in consultation with internal staff and through an understanding of the 

marketplace and the context and challenges under which NPWS is operating. 

The Marketing and Promotions Unit will work closely with a number of units and areas across the 

organisation in the delivery of the strategies in the Plan, including the Visitor Experience and 

Education Unit, National Parks Call Centre, business and commercial programs units, the field 

branches, and DECCW’s Publishing Section, Public Affairs Branch and Sustainability Programs 

Division. 


9/45

2 Marketing Vision 

Our marketing vision is to make NPWS 

an inspired and inspirational leader in the delivery and promotion 

of national park experiences and attractions, 

and to make conservation of nature and cultural heritage 

a part of everyday life. 

3 Marketing Objectives 

Inspiring connection and engagement with NSW national parks will help NPWS to sustainably grow 

visitor numbers – in line with the NSW State Plan Priority – while also building a support base for 

conservation, which is ultimately one of the organisation's primary goals. 

Research has determined that to be able to achieve cut through in a cluttered marketplace, 

marketing and communications activities need to have the following characteristics: 

• Be personally relevant to the consumer; 

• Be clean and concise; 

• Tell a story; 

• Deliver new news; 

• Come from a credible source, eg. consumer driven content; 

• Be rational yet emotionally engaging; and 

• Invite, motivate and facilitate action.* 2 

Following are the agreed objectives for the NPWS Marketing and Communication Plan that underpin 

these overarching organisational goals. 

Marketing Objectives 

1. Establish the NPWS brand as fresh, energising and engaging; 

2. Raise awareness and support for NSW national parks, experiences and values; 

3. Increase membership of the NSW national parks community; 

4. Motivate target markets to visit and engage with appropriate parks and experiences; 

and 

5. Influence pricing, positioning and experience development to optimise revenue for the 

organisation. 

2 Instinct and Reason 2009. 


10/45

4 Situation Analysis 

4.1 Market overview and trends 

4.1a Market influences on consumer behaviour 

• Technology 

Rapid changes in online technology have significantly impacted the way in which consumers 

research and purchase travel and experiences. Consumers have taken control of the 

information available on travel products through online word of mouth platforms and social 

networking sites. They now share their experiences, photos and videos online and provide 

recommendations to other travellers, meaning that travel products and destinations must 

deliver on their marketing promises or face erosion of their brand online through negative 

word of mouth. This also means that a comprehensive, modern and powerful online and 

digital marketing strategy (including Social Media marketing) is crucial to ensure that NPWS 

engages with consumers and remains relevant. 

Complex rate and yield structures have also been flattened due to a surge in last minute 

booking engines and there is more transparency in commission structures driving increased 

focus on value for money offers. Consumers expect to be able to research and easily book 

online in real time. 

Online technology advances have been proven to have significant impacts on the tourism 

industry and should be closely monitored. 

• Economy 

Tourism activities such as a holiday or short break are traditionally funded from a person’s 

discretionary income. This is the income that remains after purchasing life’s essentials such 

as food, clothing, housing and transport. Issues such as the GFC, inflation and personal debt 

create uncertainty in the market and therefore an unfavourable environment for tourism, as 

consumer confidence and discretionary incomes decrease. 

The weekly Roy Morgan Consumer Confidence Rating asks consumers questions relating to 

their current financial situation and views of the future. This rating decreased significantly in 

2008 but has been growing steadily over the last several months driven by increasing 

confidence about the short and long term for Australia. 


11/45

Source: www.roymorgan.com 

• Environment 

There has been an increased focus by the media and consumers on the impact of travel on 

the environment particularly air travel, which has been proven to be a major contributor to 

carbon emissions. This has driven the emergence of carbon calculators and offset programs, 

and an increased interest from consumers in purchasing travel products and experiences 

that consider and mitigate their environmental impact. 

There has also been an increased interest in partaking in holidays in a natural setting and 

eco-tourism activities that aim to educate and inform. These environmental trends could 

provide unique marketing opportunities for NPWS and should be closely monitored. 

• Society 

Australia has experienced substantial social changes over the past decade due to various 

factors including an ageing population, longer working hours, an increase in single 

households, having children later, globalisation of products and services, increased financial 

pressures and multiculturalism. These factors have an impact on attitudes and behaviour; 

for example some social commentators have related these changes to an increased 

selfishness amongst the Australian people, as a fast paced capitalist society has developed. 

Others believe that due to this noticeable change in attitudes, there is a slowly growing 

movement back to community, health and spirituality. Whichever way societal attitudes are 

moving, they are important to monitor as it provides insight to consumers’ behaviour. 


12/45

4.1b Present trends 

• Australian consumers’ perceptions and preferences 3 

Australian consumers perceive Australian tourism marketing to be tired, stereotyped and 

not addressing their needs. Research has shown that consumers feel that the current 

product offering is poor value for money, particularly accommodation; which is viewed as 

lacking quality and character in comparison to overseas destinations. 

Increasingly, as expressed by around 70% of respondents in a recent Roy Morgan study, the 

ideal holiday seems to be in a natural setting, away from crowds and where an authentic 

experience of the local culture can be gained. However, the same study revealed that 

although this is the ‘ideal’ holiday, the reality is that compromises are made due to money, 

time and family constraints. For example, the increase of low cost air carriers has had a 

strong impact on consumers’ choice of destination. Tourism Research Australia has also 

found that another major influence is the accessibility of good quality information to make 

an informed decision about destination choices. 

Finally, another interesting trend that Tourism Australia has identified is the fact that 

consumers are stockpiling their annual leave, with one in four full-time Australian 

employees having 25 or more days of annual leave accrued. Despite society’s increased 

understanding of the benefits of achieving a healthy work/life balance, many barriers often 

prevent this occurring in the workplace, by either employees or employers. Most leave 

stockpilers acknowledge the downside of accruing leave but cite reasons including 

increasing pressures in the workplace and changing economic conditions as major 

contributors to accrual. 

• Australian domestic tourism trends 

According to Tourism Research Australia (TRA), Australia’s domestic tourism - the major 

market for NSW national parks - has been declining in the 2000s (TRA, 2007 & 2008a) due to: 

o cheaper overseas airfares which have attracted more Australians to take overseas 

holidays in preference to staying in Australia; 

o perceptions and experiences that overseas destinations and products offer higher 

money and experiential value; 

o increases in some domestic travel costs (such as fluctuations in petrol prices); 

o high levels of consumer debt and a shift in preferences (especially among young 

adults and families with children) to spend discretionary income on savings, servicing 

debt or purchasing consumer items; 

o labour market changes and lessening employment security leading to a tendency to 

postpone holidays or take shorter breaks. 

A continuing decline or slight growth in domestic tourism has been forecast for the longer 

term. In the light of the October 2008 global economic crisis, the Federal Government’s 

Tourism Forecasting Committee (TFC, 2008) considers there may be some modest short term 

increases in domestic holiday travel. However, a continuing decline or very slight growth in 

domestic travel is forecast in the longer term to 2017. 

3 Sources: Consumers Changing Behaviour: Impact on Domestic Tourism in Australia TRA 2007, Understanding and Communicating 

with Australia Holiday Makers, Roy Morgan 2007 


13/45

• International (inbound) tourism trends 

The international market represents a small proportion of NSW national parks visitation; 

international tourists are an actual or potential high yield market in some destinations. 

Although international tourism to Australia increased dramatically in the 1990s, Australia 

receives only a small proportion (less than 1%) of world tourism and has not been 

experiencing the level of growth of Asian, African and European destinations (WTO, 2007). 

• Nature and park tourism 

Nature and national park tourism is regarded as a growth area in global tourism. In Australia, 

despite overall declines in tourism growth, participation in park visitation and related nature, 

and cultural and heritage tourism appears to have remained strong (though some parks have 

experienced declines or static visitation levels). Nature and cultural visitation trends in 

Australia as collected by the National and International Visitor Surveys are presented in 

Appendix A. 

• Visitation to NSW national parks 

The Tourism and Partnerships Branch has recently completed a survey of domestic visitation 

to NSW national parks and the results are shown in Appendix B. Importantly, in 2008 it is 

estimated that NSW parks received 38 million domestic visits. 

• Nature experience expectations 

There is a growing trend of travel segments looking for ‘authentic nature and park 

experiences’ that are immersive, interactive, a contrast with everyday life, of high quality and 

deliver on expectations, including: 

o interpretative nature and cultural tours/activities; 

o wildlife viewing and nature observation; 

o iconic short and long distance walks; 

o accommodation or camping in unique natural settings; and 

o adventure activities 

Many Australian protected areas are being identified as iconic destinations, which increases 

the desirability of those areas amongst visitors. There is an opportunity therefore to leverage 

off the strength and recognition of NSW World Heritage Areas and the Commonwealth’s 

National Landscape Program. This will underpin all relevant marketing strategies. There is 

also an increase in participation in volunteer tourism such as wildlife monitoring, 

conservation program support and other activities which offer an immersive and engaging 

experience that contributes to the conservation of the environment. 

New markets are also seeking more packaged park experiences with ‘soft adventure’ options 

(catering for a range of fitness levels and costs) for visitors who are less experienced in 

outdoor pursuits and/or with limited time. Options being provided both overseas and in 

Australia include guided experiences; self guided accommodation, activity and transport 

packages; higher comfort accommodation (eg. roofed accommodation, safari tents, food 

catering); multi-experience packages incorporating several activities and/or other local 

experiences such as gourmet food and health spas. 

• Park activity expectations 

Demand for the traditional park activities of walking, scenic driving and camping remain high, 

although there is a demand for a range of associated infrastructure and services such as well 

designed trails and trail information; increasing use of ‘soft adventure’ and higher comfort 

options such as campervans and motor homes. 


14/45

Cycle tourism, including cycling or multi-use trails, has become a significant feature of 

tourism globally and is increasingly seen as a way to experience parks and natural and 

cultural attractions. The development of short and long distance cycle trails has been 

increasing in urban, rural and protected areas in Australia. These include packaged cycle 

experiences with links to local tourism attractions and camping or roofed accommodation. 

Demand exists for adventure activities from both independent people and groups and for 

guided activities. These include canoeing, kayaking, white water rafting, climbing, abseiling, 

canyoning, caving and ‘adventure’ sports. A niche market has developed for iconic overnight 

walking trails in North America, the United Kingdom, Europe, New Zealand and (increasingly) 

Australia. Such walks tend to be between 3 and 6 days in length, provide for both 

independent walkers and those seeking softer options, are well marketed and managed and 

include a high level of pre-trip information, accessible trailheads, established camp sites or 

semi-permanent tented accommodation. Commercial partners (and in some cases 

Government) provide services such as serviced huts, guided walks requiring day packs only, 

transport and off-trail accommodation. 

• What is happening in other states 

Several other park management agencies around Australia are developing experiences and 

activities to meet visitors’ needs and at the same time maintain their conservation values. 

Following are just some examples of what is happening in other States: 

Queensland 

The Government is seeking EOI from the private sector to develop ecotourism holiday 

accommodation at seven protected area destinations throughout the state, including Fraser 

Island, Whitsundays and Mission Beach. 

Western Australia 

The Western Australia Government is working on the Naturebank initiative, which involves 

the assessment and release of ‘investor ready’ land for low-impact visitor accommodation, 

predominantly within Western Australia protected areas. 

Victoria 

The Victorian Government has released its four-year Nature-Based Tourism Strategy which 

provides a fully integrated approach between key organisations including Parks Victoria and 

Tourism Victoria. It has invested in a range of facilities, including safari-style tent 

accommodation at Wilson’s Promontory and low impact infrastructure on the Great Ocean 

Walk. 

South Australia 

The South Australian Government is investing in the development of multi-day, shared use 

walking and cycling trails in locations such as the iconic Heysen Trail. 

4.1c Future domestic tourism market trends 

The Tourism Research Australia Forecasting Committee, predict that due to a 27% increase in 

domestic airline seat capacity, domestic trips will increase by 3.8% in 2008 and 4.7% in 2009. 

However domestic visitor nights are forecast to decrease by 2% in 2008 to 283.5 million and 

3% in 2009 to 275 million impacting yield from these trips. 


15/45

4.1d Making parks relevant for current and future generations 

• Social and demographic influences 

Australia’s population is aging, in common with that of many nations (including many of its 

major inbound tourism sources). By 2021, the proportion of Australians over 65 years is 

expected to reach 18% of the population (compared with 13% in 2006) and by 2050 about 

one quarter of the population is expected to be over 65 years (ABS, 2006). 

Bernard Salt, demographer and Partner at KPMG has observed that society is moving away 

from a period of high consumerism and towards more meaningful, spiritual and immersive 

experiences. This will have over time a profound effect not only on travel plans and 

motivations but also on how people will choose to spend their leisure time, including 

spending time in more natural settings (January 2010). 

As the large Baby Boomer generation (born between 1946 and 1961), which is fitter and has 

had more discretionary income than previous generations, reaches later middle age and 

enters retirement, their travel is expected to increase and their choices and preferences are 

expected to affect tourism. For visitation to national parks and other reserves, this may have 

an impact on demand for facilities and accommodation (including caravan and motor home 

facilities for the Grey Nomad market) and demand for products such as guided tours and 

coach tours. In 2008, mature age tourists (aged 55 years and over) were more likely than 

younger tourists to stay in caravan and camping accommodation (18% of visitor nights 

compared with 13%, TRA, 2008b). Baby Boomer travel patterns may also be affected by the 

impact of the 2008 global economic crisis on savings and retirement incomes. 

As people enter later retirement, travel and expenditure on travel tends to decline or focus 

on visits to friends and relatives (TRA, 2008a). This may affect the park visitation of older 

people – for instance, choice of more accessible or cheaper destinations near population 

centres. 

National Visitor Survey data shows that Baby Boomers and Generation X (born 1961 to 1976) 

have the highest propensity to travel and are the highest yielding markets, tending to stay 

more in hotel and rented accommodation compared with younger generations and Seniors 

(born before 1946) (TRA, 2008a). Research undertaken by Tourism Australia shows that older 

people are less likely to take domestic holidays; however, Roy Morgan’s research also shows 

they will tend to spend more per trip when they do have a domestic holiday, and that they 

have a propensity to stay longer. 

• Generation Y 

Australia is experiencing a large generation shift as Generation Y (variously defined as people 

born from the late 1970s to mid 1990s and comprising 22% of the population in 2006) enters 

adulthood and the workforce (NATSEM, 2007). 

Social commentators emphasise the different influences, values and aspirations that 

distinguish Generation Y from previous generations (QTIC, 2007; McCrindle). They have 

grown up with the internet, cable television, instant communications, globalisation, 

international terrorism, increasing housing costs and changeable family structures. They tend 

to place high importance on friendships and influences from their peers, and are 

disillusioned with materialism - expressing a concern with fulfilling social activities (such as 

volunteering) and spiritual meaning. They also have a preference for informal, spontaneous 

and interactive communication styles, often technology based. 


16/45

Engaging younger generations in parks as visitors, as advocates, and as decision makers is 

increasingly important to build an ongoing constituency and trend of support for parks. This 

will require a focus on the experiences that are relevant to Generation Y, as well as the use of 

contemporary and effective communication and marketing methods to target this segment. 

• Family structures 

Changes in traditional family structures are occurring with a decrease in the number of 

children per household and the increasing incidence of households comprised of sole 

parents, single persons and couples without children. This trend may affect the demand for 

particular types of tourism and park experiences in various ways. 

• Multiculturalism 

New South Wales is one of the most culturally diverse communities in Australia. According to 

the 2006 census, about 23.8% of the NSW population was born overseas and about 16.8% 

was born in a non-main English speaking country (Dept of Immigration and Citizenship, 

2008). About 20% of NSW residents speak a language other than English at home. 

Anecdotal evidence suggests that some ethnic groups are less likely to visit national parks 

and/or undertake nature-based activities; therefore engagement of different cultural and 

language groups as part of the park constituency will require consideration of their 

preferences and language needs and specific marketing strategies. 

• Urbanisation 

Australia will continue to be a highly urbanized population and high levels of visitation are 

expected to continue in parks and other reserves close to major urban areas and areas of 

high population growth. With continued growth in urban and surrounding areas expected, 

planning to meet broader needs in parks will be necessary. 

• The Information Age 

Australians are increasingly using the internet to make purchases and gain information, 

including on holidays and travel. By 2005, the internet had overtaken travel agents as 

sources of holiday information and was rapidly approaching travel agents as the preferred 

booking method (Levine & Laniello, 2005). According to the International Visitor Survey, 62% 

of international visitors to Australia used the internet for information before coming on their 

trip – a significant increase on the 22% who did so in 2003 (TRA, 2008c). It is estimated that 

by 2013 more than 30% of travellers will be using online booking systems. This is predicted to 

grow at a faster rate as the Commonwealth’s high speed broadband plans are implemented. 

The future for the internet and websites is to provide a platform to inspire, plan and book 

travel and leisure activities, including for local visitors. 

Improved information on parks and travel destinations and user-generated content (such as 

blogs) have the potential to lead to park visitors who are more informed and discerning 

about the features and tourism opportunities in parks. 

The use of mobile phones has affected visitors’ expectations in regard to safety with the 

capacity to phone for assistance when injury or other emergency affects them. This has led 

to some reduction in the security of visitors going into remote areas, and some ‘fear’ of 

places where no mobile phone coverage exists. There is a higher expectation of support. 


17/45

The rise of instant communication technologies made possible through use of the internet, 

such as email, texting, and instant messaging; as well as new media used through websites 

like YouTube and social networking sites like Facebook and Twitter, are said to explain 

Generation Y's reputation for being peer oriented and for seeking instant gratification. They 

also support the way this generation makes decisions about leisure activities and need to be 

taken into account in marketing. 

• Tourism and visitor context 

As mentioned, NSW national parks receive about 38 million domestic visits a year. In 

providing for its large number of domestic visitors, NPWS faces a predicted slowing in 

domestic tourism and associated rise in competition between domestic destinations and 

between tourism and other uses of disposable income. 

Maintenance and development of park visitor constituencies and the types of experiences, 

facilities and services offered will also be influenced by tourism and park activity trends and 

expectations. In contrast to mass tourism, many tourists are seeking engaging and authentic 

experiences which involve them in learning and immersion in nature and culture. 

Park activity expectations are changing from the traditional walking, picnicking and 

sightseeing towards expectations for well planned trails, provision for a range of activities 

(including cycling and adventure activities), ‘soft adventure’ options for inexperienced or 

time-poor visitors to experience in a move away from mass tourism, iconic experiences, 

innovative interpretation and well-packaged products (eg. incorporating transport and 

accommodation). 

NSW national park visitors exhibit a range of preferences and motivation in their park 

experiences, including socialisation, relaxation and rejuvenation, and adventure. 

Nevertheless, there is a general expectation that parks away from populated areas will have 

higher degrees of naturalness. With the high number of visitors in some parks, visitors are 

also concerned about crowding, access (including parking), costs and the adequacy of 

facilities (especially for children and older people). 

• Relevance for current and future generations 

The Strategy applies to a period of anticipated social and environmental challenges. NPWS 

will need to cater for an increasing constituency of older visitors and visitors from non- 

English speaking backgrounds, as well as attract and remain relevant to younger generations 

who have a higher environmental awareness, but different communication and leisure 

preferences to older generations. In the information age, NPWS will need to increase its use 

of the internet and other new technologies for communication, marketing, park information 

and booking. 

Climate change and natural resource scarcities (such as fossil fuels, water) have the potential 

to change the types of experiences available in some parks, modes of tourism travel and 

management issues. Already, there is a need, and demand for, sustainable infrastructure, 

accommodation and other visitor options. 


18/45

4.2 Competitors 

Competitors of NSW national parks can be analysed at three different levels: 

• Broadly speaking, national parks experiences compete against any other product or service 

vying for the discretionary dollar; such as household renovations, electronic goods, internet, 

etc. Research shows that Australians are still taking holidays, however they are also 

spending more on other goods and services, increasing the pressure on the income they 

have available for holidays. 

• At a second level, in terms of competing for consumers’ discretionary dollar and available 

leisure time, national parks compete against activities such as shopping, going to the 

movies, attending an event, etc. 

• A paper by Pergams and Zaradic (2008) looked at visits to national parks in various countries, 

as well as time spent camping, backpacking and hiking, to examine trends in nature and 

outdoor recreation. The study found a steady decline in nature recreation since the late 

1980s, correlated strongly with a rise in playing video games, surfing the internet and 

watching movies -- a trend they called "videophilia". 

Further research has found that only people who engage in vigorous outdoor sports, like 

hiking and backpacking, tend later to become supporters of mainline conservation groups, 

while those who only go sightseeing or fishing do not 4 . 

• Finally, looking at direct competition; such as natural settings that provide opportunities for 

relaxation, adventure, learning, etc; national parks compete against places that are 

perceived to provide similar experiences, such as state forests, beaches, local parks and the 

like. This includes International and interstate nature destinations that attract outbound 

tourism from NSW. 

The challenge for NPWS is to offer compelling, unique experiences that can not be easily replicated 

by competitors nor experienced elsewhere, and that provide value for money. The new brand 

strategy will contribute to differentiate NPWS from its competitors and position it clearly in 

consumers’ minds (see section 5: Brand and Positioning). 

4.3 Market segments and target markets 

Targeting the right market segments is crucial to optimise limited marketing resources and enhance 

the effectiveness of communication strategies and tactics. To be considered a target market of NSW 

national parks, visitors need to fulfil the following criteria: 

• Be attracted to NSW national parks key experiences 

• Be likely to return to the destination 

• Have a propensity to talk about their NSW park experience to others in their social and peer 

groups 

4 The Impact of Nature Experience on Willingness to Support Conservation, Oct 2009, Patricia A. Zaradic, Oliver R. W. Pergams, Peter 

Kareiva (chief scientist at the Nature Conservancy. 


19/45

• Be easy to reach/accessible 

• Have the capacity to become supporters of the values of national parks, and 

• Are interested in engaging with national parks through a number of avenues, 

There are a number of different research studies that can be useful in identifying the appropriate 

target market for NSW national parks. Given that the key focus of the NPWS marketing plan is based 

on the Tourism category, it makes sense to utilise visitor research that identifies the different travel 

segments and their motivations. To that end the ’Traveller Types’ researched and developed by 

Tourism New South Wales offers some key insights into motivations, media consumption and value 

sets of the NSW holiday market. 

Other research available is the Young & Rubicam experience segmentation study, which was part of 

the marketing and communications study commissioned in 2007 by NPWS. 

Both studies can be applied to local residents as well as to visitors beyond local areas. A summary of 

these studies follows; with more detailed explanation available in Appendix C. 

4.3a Tourism NSW Traveller Types 

Tourism NSW uses a series of Traveller Types (otherwise known as 'target markets') in its marketing 

strategies. These are based on two research projects. In 2000, See Australia conducted a study into 

'holiday mindsets' ie Traveller Types, based on a 'state of mind' (or psychographic segmentation) 

rather than specific demographics alone. From this research, five holiday mindsets were derived: 

• Pampadours 

• Compatriots 

• Wanderers 

• True Travellers, and 

• Groupies. 

In 2004 Roy Morgan produced a segmentation that was designed to match the See Australia 

segments. The Roy Morgan holiday mindsets were called the Australian Travel Segments. Different 

names were given to each mindset in order to distinguish them from the See Australia mindsets. 

From this research, the segment names were: 

• Luxury Travellers 

• Family Travellers 

• Touring Travellers 

• Adventure Travellers, and 

• Peer Group Travellers. 

Based on the description and mindset of each of these groups, the most appropriate segments to 

target would be the True Travellers/Adventure Travellers, the Wanderers/Touring Travellers and the 

Compatriots/Family Travellers (in this order of priority); although there will be some niche products 

and experiences in national parks that may appeal to the other two segments. 

4.3b NPWS Experience Segments 

Based on recommendations in a 2007 marketing and communications report prepared for NPWS by 

Young & Rubicam Brands, park experiences are grouped into seven segments based on their inherent 

characteristics and appeal to varied needs and preferences among visitors. 


20/45

• Family, Friends & Community 

• Outdoor Pursuits 

• Nature Lovers 

• Health & Wellbeing 

• Natural Wonders 

• Aboriginal Cultural Experiences 

• History and Heritage 

These segments take account of the complex nature of potential for park experiences, recognise that 

visitor motivation can vary, and acknowledge that visitors can engage across more than one 

Experience Segments. A site within a park can often have diverse potential for experiences. When 

developing and presenting an experience to visitors NPWS aims to ensure a clear positioning within 

one or more segments to ensure experiences are coherent and consistent. Sometimes this involves a 

choice to present only some of the visitor values at a site, to do justice to the selected experiences 

rather than several mediocre experiences. 

4.3c Target markets for NPWS 

The Marketing and Communications Plan will take into account both studies and will refer to the 

Tourism NSW segments when analysing travellers’ motivations; while specific offerings will be 

determined based on the NPWS Experience Segments. 

4.4 SWOT Analysis 

In achieving successful outcomes for the Marketing and Communications Plan, an investigation of 

internal and external strengths, weaknesses, opportunities and threats has been carried out, using 

as a basis the feedback gathered from a series of workshop sessions conducted with field staff. 

Strengths Opportunities 

• Dedicated and knowledgeable staff • Measurement and evaluation of marketing 

activity 

• Brand heritage • Partnerships – Internal and external 

• Simplicity, integrity and authenticity • Identification and development of emerging 

of products and experiences 

markets 

• Value for money • Engagement of current visitors to be more 

proactive around parks conservation and 

visit more often 

• Core values and achievements in 

conservation of natural and cultural heritage 

• Develop online tools and expertise – 

Website, social media, CRM, online booking 

system, build an online tribe, etc 

• Unique and special offer • Improvements to internal communication 

flows 

• Positive image in the community, especially • Leveraging state-wide products and 

Rangers 

experiences 

• Current visitors and supporters • Building consistency in state-wide marketing 

and communications 

• Triple bottom line benefits for community • Become a leader in the promotion of 

conservation 

• Outstanding World Heritage Areas • Developing a range of products and 

experiences at different price points to meet 

market needs 


21/45

Strengths Opportunities 

• Enhancing approach to interpretation to be 

innovative, engaging and employ state-ofthe-art 

technology for the purposes of 

education and promotion 

• Embracing social responsibility as a 

competitive advantage 

• Clustering and packaging product on and offpark 

• Call centre as a sales, information and visitor 

engagement tool 

Weaknesses Threats 

• Irregular and inconsistent measurement, 

tracking and evaluation of marketing 

activities 

• Natural events such as fire, flood and rain 

• Few communication channels and limited 

visitor information content 

• Political imperatives 

• Inadequate transport access and 

infrastructure in some places 

• Lobbyists 

• Highly decentralised structure that leads to 

an inconsistent approach 

• Competition for program funding 

• Limited marketing and tourism business • Ad hoc, unplanned, inconsistent marketing 

development capacity 

activity 

• Perceptions of tourism as detrimental to • Attractiveness to target markets of 

conservation efforts 

overseas/interstate destinations 

• Flow of internal communication up and • Strong competition in marketplace – tourism 

down 

as a competitive market 

• Limited internal collaboration and 

consistency in marketing 

• Duplication of effort and resources 

• Limited shared vision in favour of areaspecific 

focus 

• Low resources and funding 

• Inconsistent pricing structures and limited 

analysis of competitive pricing 

• Funding cycle for planning 

• Try to do too much rather than taking a 

strategic approach 

• Reactive rather than proactive 

• Limited amount of high-quality, value for 

money, market-ready products/experiences 

• Limited distribution of product 

• Barriers to purchasing and booking 

• Product/experience development and 

marketing not always developed with visitor 

in mind 

• Lack of tourism business development skills 


22/45

5 Brand and Positioning 

5.1 The Brand Philosophy 

NPWS is first and foremost a conservation organisation. Tourism and recreation provides the 

organisation with an opportunity to tell the conservation story and encourage behavioural change in 

consumers’ everyday lives. Using tourism and lifestyle media e.g. magazines, newspapers, blog sites 

and TV shows such as ‘Getaway’ will help NPWS build awareness and support for its conservation 

values, and inspire increased visitation and take-up of the NSW national parks offer. 

However, market places are continually evolving and becoming increasingly cluttered; in particular 

the tourism and leisure category. Consumers face thousands of messages and offers every day and 

brands need to be proactive and creative to stay relevant whilst remaining faithful to their history 

and values. Corporate examples include Student Travel Association – shortening their name to STA to 

refresh and simplify their brand; Commonwealth Bank – changing their logo to a more contemporary 

look to project modernity. Finally, National Australia Bank uses NAB to communicate to consumers. 

These are just some examples of how corporate organisations maintain their relevance in the market 

place and NPWS needs to ensure that their new brand direction achieves the same relevance. 

A brand is basically a set of perceptions and images that represent a company, product or service. A 

brand is not just a logo, tag line or audio jingle; it is the essence or promise of what will be delivered 

or experienced. The NPWS brand will help to make appropriate decisions, from the design of 

brochures and maps, to the type of experiences offered in parks, right up to how to greet a visitor. 

Every contact a visitor has with a park, staff member or a CTO will go some way to helping a visitor 

decide to become an advocate of national parks. A detailed explanation of the NPWS brand, its 

meaning and application will be included in the Brand Style Guide and Marketing Toolkit, as 

mentioned in Strategy 15. 

5.2 The Brand Intent 

NPWS’ very reason for being is based on the commitment to its core values and to the conservation 

of the magnificent collection of natural assets and cultural heritage that are found in national parks 

across NSW. 

It is of great importance that this endowment is cared for and passed on to the next generation in a 

better or at least as good a condition as it was handed on to us. This positioning statement calls the 

community to an understanding that every national park should be treated with respect right now, 

by us all, so that the next generation and the generation after that may experience and truly 

appreciate what we see before us today. 

This is a statement of committed intent. It is also an invitation to all who engage with any of NPWS 

assets to be equally responsible for its care. 

5.3 The Positioning / Philosophy of the Intent 

The NPWS brand has a heritage that is demonstrated by the connection that visitors have with the 

rangers and what they represent. The brand positioning has taken into account this brand heritage 

and refined it to make it relevant through identifying the parks product, the point of difference and 

the organisation’s responsibility. These three elements can be visualised in the following graph. 


23/45

Brand Engagement… 

Is to find the tribe that is most 

interested in this diverse, 

adaptable and precious offering 

5.4 The Brand Proposition 

The Brand Strategy’s key proposition (or promise) to visitors is: Forever Ours. This proposition is 

based on the brand positioning of ‘our journey is unique so we invite you to walk gently with us’. It 

encourages the visitor to take ownership of their national parks, while creating a strong call to action. 

Forever Ours is a collective reminder that national parks belong to everyone but that they require our 

care and protection to remain so for future generations. Forever Ours creates an opportunity to 

speak to a range of different user and age groups in a language that engages their specific interests. 

The brand promise of Forever Ours is: 

• Inclusive; 

• Intergenerational; and 

• Inspirational. 

It is not intended to attach a 'tag line' to our communication materials or promotions at this stage. 

However, the brand positioning and brand promise of Forever Ours will inform the way we develop 

our communication messages. It will guide visitor-related copy and content for our online and offline 

promotional campaigns and the development of a visitor-focused website. 

5.5 The Brand Pillars 

The brand pillars underpin the NPWS brand philosophy and provide the rationale behind all of its 

marketing and communications activities. These are the following: 

• Sustainability 

• Natural 

• Unique 

• Beauty 

• Authentic 

• Energising 

NSW national parks 

and reserves 

Our journey is unique. 

Walk gently with us. 


The product: 

What we have 

is unique and valued, 

enjoyable and engaging 

Point of difference 

Caretakers… Responsibility 

We are all custodians charged 

with maintaining this precious 

resource 

24/45

6 Marketing Strategies 

6.1 Our mission 

Our mission is to inspire people’s passion and interest in our national parks, natural environments 

and our cultural heritage. Through innovative and relevant marketing and communications, and the 

provision of meaningful and memorable experiences, we aim to: 

• position NSW national parks as remarkable, diverse and unique, with destinations offering 

life-enriching experiences; 

• establish a sense of connection for visitors – with friends, family and nature and culture; 

• encourage healthy lifestyles; 

• help grow a robust advocacy base for conservation; and 

• contribute to a sustainable increase in visitation to NSW national parks. 

Marketing Vision 

Marketing Objectives 

Our marketing vision is to make NPWS 

an inspired and inspirational leader in the delivery and promotion 

of national park experiences and attractions, 

and to make conservation of nature and cultural heritage 

a part of everyday life. 

1. Establish the NPWS brand as fresh, energising and engaging 

2. Raise awareness of NSW national parks, experiences and values 

3. Build community support for NSW national parks 

4. Motivate target markets to visit and engage with appropriate parks and experiences 

5. Influence pricing, positioning and experience development to optimise revenue for 

conservation 

The following strategies cover the core elements of the marketing mix – Product, Price, Promotion, 

Distribution and People. A glossary of marketing terms is provided in Appendix D. 

6.2 Products – Creating powerful experiences 

The products and experiences on offer in the NSW national park system are a vital component of the 

Marketing and Communications Plan. Whether delivered by NPWS or a commercial operator, these 

experiences reinforce the values of parks for the consumer, and provide visitors with another reason 

to return or try a different park. It is the quality of the products, interpretation and experiences that 

determine if a visitor returns and goes on to tell their friends about their extraordinary NSW national 

park experience. It is recognised that there are a wide range of products and experiences that 

already match visitors’ needs in terms of simplicity, authenticity and integrity. However, there is 

scope for further development in line with market demand and changing needs. 


25/45

The products, interpretation and experiences offered by NSW national parks must connect visitors to 

the natural environment and provide, at some level, recognition of the importance of caring for and 

protecting the NSW national park system. 

A key challenge is to deliver experiences that are perceived as excellent value, no matter what the 

price. If the visitor experience does not meet visitor expectations, this will result in low satisfaction 

levels and decrease repeat visitation. Therefore it is important that visitors go away satisfied and 

with great memories of their time in the park. The main characteristics of great products and 

experiences are shown in Appendix E. 

The NPWS product and experience offering has some challenges and constraints that need to be 

considered in developing the Marketing and Communications Plan. These include: 

• Limited variety of products and experiences that meet the preferences of the target market ; 

• Varying standards in the quality and delivery of products and experiences; 

• Limited ability to book online in real time; 

• Limited packaged or clustered products and experiences and distribution channels; 

• Limited number of NPWS-delivered products and experiences offered on a regular, 

consistent, year-round basis; 

• Little use of technology and contemporary approaches in delivery of interpretation, 

information and experiences. 

The Sustainable Tourism and Recreation Strategy (STRS) that was commissioned in 2009 has 

identified a number of tourism and recreational opportunities and addressed many of the above 

issues across the state. The basis of the recommendations have been in the context of parks values, 

market demand and a state-wide approach, to ensure that appropriate resources, planning and 

implementation have the support of the entire organisation. 

Strategy 1 

Identify appealing signature, emerging, recreational and special interest experiences and develop 

these for the appropriate target markets. 

Actions 

• Use and/or conduct research into nature-based leisure and tourism products and 

experiences. 

• Develop and support the Discovery Walks, Talks and Tours program to create innovative 

state-wide programs, eg. linking in to broader themes such as International Year of 

Biodiversity. 

• Develop interpretation programs that utilise new technologies to enhance visitor 

experiences in identified destinations. 

• Further develop the NPWS Volunteer Program to include opportunities to engage corporate 

partnerships and commercial tour operations for volunteering, eg. Volunteer Australia, etc. 

• Work with industry to investigate and develop special interest products and experiences. 

• Increase visitor length of stay through packaging park experiences and activities with 

accommodation, both on and off park. 

• Work with accredited licensed commercial tour operators to bundle experiences on park that 

extend length of stay and increase return on investment. 

• Develop new products and experiences, as identified in the Sustainable Tourism and 

Recreation Strategy, for example adaptive reuse of infrastructure, iconic walks, appropriate 


26/45

small scale and environmentally sensitive accommodation, etc, to create revenue 

opportunities. 

• Enhance existing products and experiences, as identified in the Sustainable Tourism and 

Recreation Plan. 

• Develop programs and partnerships that encourage the community to support wildlife and 

conservation programs, such as volunteering and online membership programs. 

Key Performance Indicators 

• One major signature experience identified for development and promotion each year that is 

linked in to the business projects as identified in the STRS. 

• At least two outstanding products/experiences identified for marketing focus in each 

campaign zone in each 12 month period. 

• At least one appropriate special interest package created in collaboration with partners (ie. 

birding experiences) in each 12 month period. 

• One fantastic emerging experience identified for development and promotion each year. 

Strategy 2 

Build shoulder and off-peak visitation for identified experiences and destinations. 

Campaign zones have to manage seasonality challenges which create issues around delivering 

consistent year round experiences. Seasonality also inhibits the possibility of year round work for 

some of the Discovery staff, and CTOs; therefore impacting on quality and quantity of the offer. 

Actions 

• Audit shoulder and low periods across campaign zones and identify which experiences within 

each zone have the ability to build capacity during shoulder and off peak periods. 

• Create new or develop existing CTO and NPWS experiences that may increase length of stay 

and encourage travel during shoulder or off peak periods. 


• At least one experience established across each campaign zone that has the capacity to 

extend the shoulder period and/or address the shoulder period in each 12 month period 

• At least 10 experiences developed and/or enhanced across the state for delivery through the 

Discovery program over the next 3 years. 

Strategy 3 

Identify and develop commissionable product 

Actions 

• Work with branches to identify park experiences that would be suitable as a value add for 

commercial operators to package for the international market, e.g. the Sydney Harbour 

Walk. 

• Work with third party intermediaries to package park experiences as part of their own export 

ready product e.g. Captain Cook. 

• Identify parks and CTO products and experiences that could be developed as commissionable 

product for ATE and work with CTOs to assist those already attending ATE. 


• At least two third party partners packaging parks products in a 12 month period. 

• Staged attendance and delivery of commissionable product at ATE over the next 3 years. 


27/45

• A full prospectus for commissionable on-park products experiences, including CTOs, joint 

managed products and strategic partners by 2013. 

Strategy 4 

Develop a retail product enterprise for NPWS 

A retail product enterprise offers an opportunity to create a revenue stream for NPWS. The retail 

product range will also underpin the core values of NPWS, extend the brand and give the consumer 

the opportunity to buy-in to the brand, both emotionally and literally. 

Actions 

• Conduct an audit of retail product range sold via Visitor Centres to identify gaps and 

opportunities for a consistent, on brand range that meets the needs of the various target 

markets. 

• Work with the Visitor Centre network to establish a retail strategy and ongoing management 

system. 

• Expand distribution network to include appropriate third party intermediaries, e.g. Captain 

Cook, Kathmandu, etc. 

• Sell retail products on the parks website. 


• At least one product range identified for trial within the next 12 months. 

• Range of retail products developed and sold in Visitor Centres within the next 2 years. 

Strategy 5 5 

Reposition Annual Pass program to become a membership base for conservation through NPWS 

By repositioning the Annual Pass program to build a membership base, NPWS will strengthen loyalty 

of its visitors, create efficiencies through marketing to its existing community and reduce the focus 

on park entry fees by value adding to the complete customer experience. 

Actions 

• Build and implement a customer database as part of the implementation of the online 

booking system. 

• Utilise the Visitor Centre Network and establish a state-wide NPWS Call Centre to promote 

and sell the annual pass products. 


• Increase by 20% the number of Annual Pass members. 

• Increase conversion rate from inquiry to sale of annual pass products (actual percentage to 

be benchmarked against industry best practice). 

• Customer database system in place in 12 months. 

5 Actions to be refined in line with 6.4 Strategy 8 regarding development of online communities and online marketing strategies 


28/45

6.3 Pricing – Building capacity to optimise revenue 

Pricing is an important strategic consideration as it directly impacts the position of the brand in the 

consumers’ mind, as well as being the only component of the marketing mix that generates revenue. 

Although NPWS provides a range of product and experiences that are perceived as value for money, 

there is an opportunity to expand choices by offering different price points that still represent value 

for money. 

Additionally, the pricing structure has some challenges that need to be considered in developing 

pricing strategies. These include: 

• Some products and experiences will always remain free of charge, as part of parks policy of 

providing education and access to all sectors of the community, 

• Certain products, such as park entry fees, have been determined through government 

imperatives and will remain so, 

• Other products and experiences will be offered at a cost to the visitor, taking into account 

market demand and supply, competitors’ price points, costs and consumer preferences. 

These are the products that offer the greatest opportunities to drive and grow revenue. 

Strategy 6 

Establish a pricing structure for NSW national parks products and experiences 

Actions 

• Identify the tiered objectives for NPWS products and experiences 

• Determine which experiences are FOC, cost recovery and commercially focused. 

Strategy 7 

Build capacity to apply commercial principles to product/experience pricing 

Actions 

• Develop a pricing methodology for new and established products and experiences across the 

state to be benchmarked against industry standards, eg Discovery program and 

accommodation. 

• Develop and implement a pricing methodology for on-park accommodation that takes into 

account seasonality, bed capacity, location, target markets, etc. 

• Create price-led offers for tactical marketing activities to encourage people to value add or 

upgrade their experience and increase revenue. 


• Pricing methodology (including a consistent approach across the state) developed and 

implemented by 2012. 

• At least 10 price-led promotions by the end of 2010. 

6.4 Promotions – Presenting the offer and inspiring action 

Promotional strategies are based on the behaviour and media consumptions of the target markets 

for NSW national parks. Each strategy recommended must be viewed in the context of an integrated 

approach, where strategies overlap each other, motivating the consumer to seek further 


29/45

information, visit and become an advocate of NSW national parks. The central call to action will 

always be the NPWS website. 

Recent research shows that there are two categories of visitors to our parks – The Planners and The 

Spontaneous. The Planners are people who use the web to be inspired and to carefully plan their 

trip, while The Spontaneous will seek out information at the destination. The research showed a 

growing trend towards people being planners as opposed to spontaneous travellers 6 . This 

understanding of how visitors make decisions is crucial in the development of inspirational, 

informational and experiential materials that provide the right information at the right time in the 

decision making process of ‘Dream, Plan, GO…and Conserve’. 

Strategy 8 

Use the online environment to optimise reach and engagement with target markets 

The online environment is the most important tool for NPWS to engage, inspire, motivate and 

develop meaningful relationships with NSW national parks visitors. The NPWS website will be the 

main call to action in all marketing and communication activities. 

Actions 

• Develop a new look and feel and associated functionality for the NPWS visitor website using 

current and emerging online technologies, eg. Web 2.0 

• Develop a benchmark for measurement of online activity. 

• Investigate and implement marketing activities in the online domain using new and emerging 

online platforms, such as social media, e-marketing, pay per click advertising, viral 

campaigns, e-Newsletters, podcasting interpretation, search engine optimisation; and 

information syndication though ATDW, Yahoo, etc. 

• Identify platforms and drive consumer content and engagement around NSW national parks 

experiences, eg. Wiki, Blogging, YouTube (Lyrebird TV), TripAdvisor, etc. 

• Develop an organic online tribe to build advocacy and leverage other user groups, eg. FNPW 

• Build an online CRM system to provide a two-way communication and dissemination of 

information with the NSW national parks tribe. 


• Agency contracted to deliver on online plan, including new website and online marketing 

activity. 

• A new look and feel and associated functionality for the NPWS website delivered in 2010. 

• Benchmarking for online measurement implemented by May 2010 and bi-annual tracking of 

visitation to the NPWS website. 

• 20% growth in tribe membership (based on Naturescapes membership base of 

approximately 4000) by 2011. 

• Viral campaign in market by end of 2010. 

• CRM system developed and in place by end of 2010/2011. 

6 Instinct and Reason 2009. 


30/45

Strategy 9 

Develop and implement an online campaign that delivers to the family market, profiling the 

discovery programs 

Actions 

• Develop and implement a program around the year of biodiversity call Wild Wild World 

• Create and implement plan for WWW for 2011, utilising the year of the forest, and the kids 

in nature positioning 

• Brief in digital agency to redevelop WWW website and marketing campaign for 2011 

• Ongoing revision and updating of content 


• Brainstorming session on Kids in Nature and future ranger program 

• Reskin and relaunch WWW 

• Relevant and regular content 

Strategy 10 

Develop and implement an online campaign that raises awareness and support for whales, marine 

creatures and marine parks 

Actions 

• Create an implement a plan to build on the Wild About Whales Brochure developed by Geoff 

Ross, into the online environment 

• Develop plan for the relaunch of WAW for 2011 including a major launch concept (cleaning 

marine parks) 

• Ongoing revision and updating of content 


• Relevant and regular content, at least once a week 

• New launch concepts signed off 

Strategy 11 

Develop and implement a consistent, state-wide approach to production of print promotion and 

information materials, including both on and off line. 

Actions 

• Produce annual state-wide NSW National Parks Visitor Guide covering the top 10 

(approximately) parks for each campaign zone. 

• Deliver guidelines for production of print materials, including logo and graphic design, 

messaging tone and photography, as part of a marketing toolkit 

• Produce an approach for development by the field of an information guide for each 

campaign zone, creating efficiencies in cost and print, and cross-promoting a range of 

destinations and opportunities in a zone. 

• Coordinate an approach for including paid and or free listings for CTOs in the guides, and 

selling advertising and sponsorship space to appropriate partners for the purpose of cost 

recovery. 



31/45

• Redesigned Visitor Guide delivered by December 2010. 

• Publication guidelines delivered with Marketing Toolkit by end of 2010. 

• Full suite of campaign zone brochures delivered by end of 2011. 

• Campaign zone brochures to have achieved 50% cost recovery by 2012. 

Strategy 12 

Develop and implement public relations activities that raise awareness of the NPWS brand offer 

Public relations (PR) play a major role in any above-the-line marketing. The role of PR is to create 

interest not only in NSW national parks products and experiences but to also to raise awareness of 

NPWS core conservation values. 

The PR effort will be media diverse, encompassing traditional media (such as newspapers, magazines 

and broadcast) and new media (especially web 2.0 applications such as blogging) – and combinations 

of the two. The dual objective of this activity will be to create awareness and drive visitation. 

Actions 

• Develop concurrent 12 month calendar of activity with NPWS PR agency that identify 

appropriate opportunities to promote on-park experiences and attractions. 

• Work closely with contracted PR agency to proactively create cross-media editorial 

opportunities that deliver on the brand and support on-park events, experiences and 

attractions. 

• Handle media opportunities to promote park experiences and attractions. 

• Work with agency to identify various niche interests based on in-park experiences, which can 

be promoted through the PR effort. 

• Launch the new NPWS brand. 

• Brief the Environment Line and the NPWS call centres and Visitor Centres to establish 

tracking opportunities. 

• Establish clear online and offline calls to action that are consistently carried through all 

media communications. 


• Measurable increase in coverage of NPWS in relation to marketing activity, across all target 

mediums. 

• Measurable calls to the National Parks call centre in relation to marketing activity. 

• Measurable visits to specific pages on the consumer NPWS website (once developed). 

Strategy 13 

Develop and implement advertising activities that raise awareness of the brand and offer. 

In the short term there is no available funding for any above-the-line advertising activities. However 

over the next five years other activities will be undertaken to raise the profile and the importance of 

the tourism offer in terms of contributing to visits to Parks, online engagement and ongoing support 

for conservation. 

Actions 

• Develop print advertising templates for advertising in local and regional advertising or for 

opportunities such as distress advertising space offers 


32/45

• Work closely with contracted advertising agency to develop and deliver an advertising plan 

which will include the online advertising mentioned in Strategy 8. 

• Work with partners such as Tourism NSW, regional tourism organisations and FORTO, to 

identify and participate in tactical call to action advertising campaigns. 

• Develop an advertising plan to include raising awareness of the NPWS brand and driving call 

to action, to include cinema, billboard, print and online advertising, lifestyle TV, paid and non 

paid television. 


• Measured increase in awareness of the NPWS brand. 

Strategy 14 

Seek and develop marketing partnerships to extend the reach of marketing messages 

By identifying and working with strategic partners, NPWS has the opportunity to deliver its key 

messages to a broader audience. This means that to achieve the best outcome, NPWS will need to be 

strategic in its approach to partnerships and joint marketing activity. 

Actions 

• Work in partnership with Tourism NSW to deliver specific nature-based tourism campaigns. 

• Work with Tourism Australia and Parks Australia through the National Landscapes program. 

• Work with Botanic Gardens Trust, Jenolan Caves Trust, Sydney Catchment Authority, Lord 

Howe Island Board and Taronga Conservation Society to develop a partnership to participate 

in ATE 2010. 

• Engage with appropriate private sector partners to create opportunities to develop special 

products and offerings to expand our channels to market, e.g. Wotif, Subaru, Kathmandu, 

etc. 

• Identify opportunities to value add and promote the parks offer through privilege and/or 

loyalty programs. 

• Develop a plan to engage with user groups to establish opportunities to raise funds for 

conservation. 

• Work with commercial tour operators to engage them to supply content for all relevant 

NPWS marketing activities 

• Develop a brief to identify appropriate media partnerships 


• At least five marketing partnerships developed over the next 2 years e.g Foundation for 

National Parks and Wildlife. 

Strategy 15 

Develop and attract events that are relevant and deliver on the NPWS brand 

Events are a key element of the marketing mix and deliver on the NPWS brand and core values. 

However, events require careful planning and extensive lead time. Events are delivered at different 

levels: 

• Signature events; i.e. those that contribute to broader Government objectives or are of 

state-wide significance. They are run by the Tourism and Partnership Branch, in collaboration 

with a third party or with the field; 


33/45

• State-wide events to be delivered by the field, with promotional support by Tourism and 

Partnership Branch; 

• NPWS sponsored events; eg to support and raise awareness of conservation; 

• Third party events located in parks and park venues; 

• Trade and consumer shows. 

Actions 

• Develop an annual calendar of events and promote them through the NPWS website 

• Identify and market signature events that elevate and profile the NPWS brand, build brand 

awareness and showcase parks and the experiences on offer. For example, taking ownership 

of “World Parks Day” to promote the organisations’ core values. 

• Work with the field over longer lead times to identify, deliver and promote signature regional 

events. 

• Work with Events NSW to identify and deliver new and relevant events and to support 

established events such as Sydney Harbour Island Hopping 

• Develop an online guide to running an event on park to provide improved information for 

event managers and promoters and to link to where appropriate to themed events e.g. 

History Week, The Heart Foundation and World Parks Day. 


• At least one regional signature event identified that delivers on the NPWS brand and creates 

positive news for NSW national parks. 

• Annual events calendar delivered. 

• Successfully deliver Sydney Harbour Island Hopping (SHIH) as part of Crave Sydney, with a 

10% increase in revenue by the end of SHIH 2010 

6.5 Distribution – Converting interest into action 

Once awareness and preference for NPWS experiences is created, the target market needs to be 

easily converted to a sale by ensuring the product/experience is available where and when they want 

to purchase. Distribution can also have an impact on the perception of the brand and this should be 

considered when making distribution channel choices. 

Strategy 14 

Expand the range of distribution channels for accessing information and purchasing parks 

experiences and products 

Actions 

• Develop an e-commerce platform on the parks website to allow for bookings and purchase of 

product in real-time. 

• Build capacity within the parks call centre to service over the phone bookings for CTO and 

parks experiences and accommodation, as well as Annual Passes. 

• Make all Visitor Information Centres (parks and tourism) points of sale for on-park 

experiences, products and retail range 

• Research and develop distribution channels through intermediary websites, such as travel 

and lifestyle portals, and other outlets such as retail stores, hotel concierge desks, etc. 



34/45

• E-commerce platform delivered on the NPWS website by year 2011 

• Five distribution channels established through intermediary online platforms by 2013 

6.6 People – Making it all happen 

People are an important strategic consideration in any marketing plan as ultimately they are the ones 

that deliver the product and brand to the visitor. NPWS has dedicated and knowledgeable staff that 

need to be recognised and can contribute significantly to the success of this plan. A planned 

approach to training and implementation of activities is the key to ensuring the brand’s integrity is 

maintained by all people involved in product/experience delivery. 

Strategy 15 

Build the capacity of the staff to live the NPWS Brand and understand the tourism industry. 

Actions 

• Establish across organisation a Marketing Network which will build staff capacity on 

marketing principles, identify champions and encourage communication flow. 

• Establish an online internal channel to communicate with the field to include updates on 

marketing activities and campaigns, research, product and experience development, and 

buy-in opportunities for branches. 

• Undertake field based workshops to profile, disseminate and assist in building the capacity of 

staff. 

• Develop and implement, in collaboration with learning and development, a customer service 

training program. 

• Organise familiarisation for relevant staff, e.g. call centre. 


• Brand style guide and marketing toolkit developed and available on line for staff by the end 

of 2010. 

• Brand awareness and engagement survey amongst staff conducted by 2011. 

• Marketing Network operating by early 2010. 

• DECCW intranet site for visitor, tourism and commercial programs established by June 2010. 

Strategy 16 

Build the capacity of the MPU to provide leadership to the organisation 

Actions 

• Design and implement relevant activities on a quarterly basis that challenge and offer self 

development opportunities 

• To develop a quarterly activity for the MPU that challenge staff paradigms 


• Quarterly activity undertaken and staff feedback is positive 

7 Implementation of the Plan 


35/45

A detailed Implementation Plan outlining each activity and timing in relation to strategies for delivery 

in the next 12 months is provided in Appendix F. 

8 Evaluation of the Marketing and Communications Plan 

The Key Performance Indicators in this Plan will be reported against on a bi-annual basis and the Plan 

will also be reviewed every six months. 

Activities in the annual Action Plan will be constantly measured using the following techniques and 

tools: 

• Online data capture - point of sale activation website and online surveys with incentives. 

• Tracking online statistics using Google analytics 

• Analysis of dedicated phone line statistics 

• Sales of product through newly created distribution channels 

• Sample surveys and possibly focus groups with target market 

• Level of revenue created for ongoing activities of program 

• Mystery shopping program 

• Bi-annual NSW national parks member surveys 


36/45

APPENDICES 

Appendix A: Nature Tourism Research Statistics 

Nature tourism 7 (TRA, 2008d): 

• An increase in the overnight domestic market share from 18% to 20% from 2005 to 2007 

(14.8 million nature visitors in 2007). 

• A stable number of international nature visitors at around 3.4 million from 2005 to 2007. 

National and state park visitation (TRA, 2008e): 

• Domestic overnight visitors to parks increased at an average annual rate of 7% between 2001 

and 2007. The estimated 6.8 million park visitors in 2007 accounted for 9% of total overnight 

domestic trips, 16% of visitor nights and 15% of expenditure. 

• An average annual growth of 3% in park visitation by international visitors between 2001 and 

2007, though there was a 4% decrease from 2006 to 2007. The estimated 2.3 million 

international park visitors accounted for 44% of all overseas visitors, 57% of visitor nights and 

54% of expenditure. 

Cultural and heritage tourism 8 (TRA, 2008f): 

• There were an estimated 10.9 million domestic overnight cultural and heritage visitors in 

2007, an 11% increase over 2006. 

• There were about 2.7 million international cultural and heritage visitors in 2007, a 3% 

increase over 2006. 

7 

Defined as visiting national or state parks; visiting wildlife parks, zoos or aquariums; visiting botanical or other public gardens; bushwalks 

or rainforest walks; whale or dolphin watching; snorkeling; scuba diving. 

8 

Broadly defined as visits to theatres, concerts or performing arts; museums or art galleries; art or craft workshops or studios; festivals, 

fairs or cultural events; Aboriginal art, craft and cultural displays; Aboriginal sites or communities; historic/heritage buildings, sites or 

monuments. 


37/45

Appendix B: Domestic Visitation to NSW National Parks 

The Tourism and Partnerships Branch has recently completed a survey of visitation to NSW national 

parks and the results show that: 

• The total annual domestic visits to NSW national parks is 38 million; 

• More than 90% of visits come from residents of NSW, with 58% from Sydney and 32% from 

the rest of NSW. 

• Most interstate visits come from residents of Victoria and Queensland, followed by the ACT. 

• Just over half the annual visitation is to Central Branch parks (mainly Sydney and Sydney 

Surrounds Tourism Campaign Zones), about a quarter to Northern Branch parks (North 

Coast), one in five visits to Southern Branch (South Coast and Snowy Mountains) and less 

than 4% to Western Branch (mainly Heart of Country and Outback Tourism Campaign Zones); 

• International visitors comprise a very small proportion of NSW park visitors; 

• The top five activities are walking (55%), water-based activities (15%), picnicking and dining 

(11%), touring and sightseeing (11%); and camping and accommodation (5%). 

The incidence of walking activities tends to increase with age, while that of water-based activities, 

camping and accommodation tends to decrease with age. Tourism and sightseeing activities were 

almost twice as popular in the 50 years and older age group (17%) than in any other age group. 

The vast majority of respondents (90%) were at least satisfied with the experience of their last visit – 

over half (57%) indicating they were ‘very satisfied’ and one third (33%) that they were ‘satisfied’. 

Respondents aged 35 – 49 (68%) and 50 years and older (62%) were more likely to be ‘very satisfied’ 

than younger age groups. 

The Discovery Walks, Talks and Tours program popularity is growing. In 2008/09, 184,093 adults and 

children participated in more than 4,000 Discovery or Aboriginal Discovery activities, an increase of 

32% on the previous year (2007/08, 139,144). This includes 74,421 Discovery for Schools participants. 


38/45

Appendix C: Market Segments 

Tourism NSW Traveller Types 

Pampadours - Luxury 

Travellers 

2000 See Australia description of the Pampadour/Luxury Traveller 

Up-market, DFY (do-it-for-you), indulgent, female skew, white collar and 

professional skew, using an overseas travel frame of reference, fashionconscious, 

travelling in adult couples, 5-star product preference, avoid young 

children/family destinations. 

Holiday Mindset of the Pampadour/Luxury Traveller 

(Roy Morgan, 2004): 

"I like luxury and a bit of pampering on holiday. I’m not interested in slumming 

it when I’m on holidays, or being less comfortable than I am at home. Good 

quality is so much nicer. 

I like to veg-out, de-stress, relax and recharge. 

I prefer overseas holidays to travelling within Australia. 

I’m not into family-holiday-type places – I prefer to go places where there are no 

children around." 

2000 See Australia description of the Compatriots/Family 

Travellers 

Quintessentially middle market, female skew, wanting DFY 

(do-it-for you) but forced to compromise, family-focused, 

role-driven, good shoulder market, activities focused, budget 

conscious, like resorts and don’t like camping, favour 3-star, 

but aspire to 5-star, self-contained an advantage. 

Holiday Mindset of the Compatriots/Family Travellers 

(Roy Morgan, 2004) 

"I holiday with my children. Holidays are the time when we 

can be a family again without work, school and other 

commitments getting in the way. Holidays are about going to 

a place to relax without hassles - if the children have a good 

time on holiday, then I can too. I believe you should see your 

own country first before exploring others. Overseas travel 

seems too much hassle. 

Although I’d appreciate a bit of luxury, self-contained 

accommodation offers the best value for us." 

True Travellers - 

Adventure 

Travellers 

Compatriots - Family Travellers 

2000 See Australia description of the True Travellers Adventure Travellers: 

Experimental, adventurous, trail-blazing, immersion travellers who want to 

experience a single destination in depth, active, physical, overseas orientation, 

seeking difference and challenge, opinion-leaders, white collar skew, male skew, 

take longer holidays, will spend more getting there than being there, definitely 

DIY. 

Holiday Mindset of the True Travellers/Adventure Travellers 


39/45


"When I travel I like to truly experience the place. Holiday and adventure go 

hand in hand for me 

I’m comfortable about taking some risks when I travel – I want some depth to 

my travel experience. It’s important for me to have plenty of physical activity 

when I’m on holidays. 

I’m definitely not interested in packaged holidays – I prefer to find my own 

accommodation and make my own arrangements. 

I’m OK with travelling on my own. 

I don’t mind a bit of discomfort. Staying in luxury hotels can obscure the real 

experience of the place. I prefer to mix with the locals, immerse myself in the 

local flavour." 

2000 See Australia description of the Wanderers/Touring 

Travellers 

Marked older skew, adult couples, empty nesters, frequent 

tourists, DIY, great off-peak market, keen observers, widest 

range of preferences in transport mode, favour difference, 

continue their ‘Darby & Joan’ lifestyle when travelling, like to 

potter. 

Holiday Mindset of the Wanderers/Touring Travellers 

(Roy Morgan, 2004) 

"Holidays are a time to explore and discover new things. 

I’m not interested in vegging out on my holidays – I’d rather 

have interesting things to see and do. 

I enjoy looking at things at my own pace. 

I don’t mind being active on holidays, but I’m not looking for 

excessive physical activity or extreme adventure. 

I enjoy staying in a small B&B or a self-catered cottage in a 

scenic place, where we can explore the region at our own 

pace." 

Groupies - 

Peer Group 

Travellers 

Wanderers - Touring Travellers 

2000 See Australia description of the Groupies/ 

Peer Group Travellers: 

Younger male skew, student skew, DIY except for cooking, 

travel in peer groups, travel in peak periods, strong repeat visitation, fairly 

physical, want party time, strong on shared activities and reunions, limited 

budgets, share accommodation, share transport, want bright lights, clubs, pubs 

etc. 

Holiday Mindset of the Groupies/Peer Group Travellers 


"I like to have fun with other people when I’m on holidays – I enjoy the social 

atmosphere. 

It’s great to holiday with friends, enjoying things together, sharing experiences. 


40/45

I’m not interested in holidaying by myself. 

I like to be physically active. 

I enjoy excitement and adventure on my holidays. 

I don’t like to be bored or go places where there is not enough to do. I rarely stay 

in luxury hotels, especially as they are so expensive. Budget is an important factor. 

As and when I have the money, I prefer to travel overseas - it seems more 

interesting than holidaying in Australia." 

Experience Segments Young and Rubicam 2007 

Experience groups Activities/Experiences Who 

Family, Friends & 

Social Outings 

Target 1 

Community 

Picnics 

Males and Females 

BBQs 

Middle age (av. 38) 

Family Fun 

Young and middle families 

Family events (e.g. reunions) 

Higher income levels 

An extension of the backyard 

Target 2 

Aboriginal gatherings 

Female bias 

Informal sports & games 

25 -24 years 

Special occasions (weddings) 

Regular ownership of your park 

Discovery for Kids 

Historic and cultural heritage 

Seniors clubs 

School outings 

Young and middle families 

Outdoor Pursuits 

4W Driving 

Target 1 

Cycling 


Horse riding 

Younger profile (av.34) 

Active & extreme sports (e.g. canoeing, Young single & family groups 

rock climbing, caving) 

Not likely to be older couples 

Hiking 

or mature singles 

Camping 

Mix of education levels 

Kayaking 

Target 2 

Diving 

Male bias 

Skiing 

Younger (av. 28) 

Snowboarding 

Young singles and young 

Swimming 

couples without children 

Bushwalking 

Higher education levels 

Nature Lovers 

Those interested in learning, self Target 1 

education, nature & conservation Males and Females 

Camping 


Bird watching 

Middle families 

Artist 

Mature families 

Photographers 

And older 

People seeking tranquillity 

Couples with no kids at home 

School groups – Discovery 


Bushwalking 

Target 2 

Strollers & wanders 

Female bias 

Cultural sites 

Middle age (av.45) 

Discovery 

Mix of family groups some 


41/45

Natural Wonders 

Aboriginal Cultural 

Experiences 

Health & Wellbeing 

History and Heritage 

Known landmarks 

Historic and famous sites 

International tours 

Aboriginal heritage 

Historic heritage 

Scenic drives 

Aboriginal heritage 

Intrinsic values 

Aboriginal Discovery 

Wanting a break from routine 

Seeking Peace and quiet 

Seeking time out 

Yoga 

Meditation 

Relaxation 

Exercise 

Waterfalls 

Me Time 

Rejuvenation 

Get away 

Escape 

Historic heritage 

Cultural heritage 

Intrinsic values 

Discovery 


older couples 

Lower education levels 

Males and females 

Older (av.55) 

Mature families, older couples 

with no children at home and 

mature singles 

Average education levels 

International tourist 



Higher income 

Young to middle age 

Families 

And older 

Couples with no children at 

home 

Interested in the arts 




Mature families and older 

couples with no children at 

home 

Higher incomes 





Mature families and older 

couples with no children at 

home 

Higher incomes 


42/45

Appendix D: Glossary of marketing terms 

Above-the-line marketing – Refers to any marketing activity that raises awareness of a brand or 

product. 

Below-the-line marketing – Refers to any marketing activity that is a call to action and requires a 

response. 

Brand Awareness – A gauge of marketing effectiveness measured by the ability of a customer to 

recognize and/or recall a name, image or other mark associated with a particular brand 

Brand Image – Mental picture formed by people about an organisation or its products. Refers to the 

picture, feeling or association that the name of a brand calls up in a person’s mind. 

Branding – The practice of creating a unique name for a product or service and giving it marketing 

support. Selecting and blending tangible and intangible attributes to differentiate the product, 

service or corporation in an attractive, meaningful and compelling way. 

Emerging experience – An opportunity with the potential to become a signature experience with 

appropriate planning and product/experience development. May currently be suited to the domestic 

market, however has the potential to offer high quality sustainable tourism experience suited to the 

export market over time. 

Experience – Refers to the activity offered in parks by NSW national parks and/or CTOs, and 

undertaken by a visitor that provides physical, emotional and spiritual engagement. 

Export ready product – Refers to a product that can be a part of the standard tourism distribution 

channel; ie has a commission structure that allows it to be sold through wholesale and retail travel 

agents. 

Key messages – agreed words or statements that an organisation wants to convey to third parties, 

such as media, consumers, stakeholders, etc. 

KPI (Key Performance Indicators) - KPIs are quantitative measurements that help an organisation 

measure progress towards goals and identify areas for improvement. 

Mindset – State of mind affecting an individual's attitude to events and ability to make decisions. 

Motivation – Psychological stimulus behind the acts or courses of action adopted by individuals or 

groups of individuals. 

Needs – Object, service or resource which is necessary for a person’s survival, wellbeing or comfort. 

Niche experience – A unique experience highly suited to small and specific sectors within the market. 

Like their audiences, niche experiences are easy to identify and provide NPWS with the opportunity 

to develop and deliver focused marketing activities with a high ‘pick up’ rate by the visitor. The niche 

market is a great sector in which to build advocacy. 

NSW national parks - Unless otherwise stated, NSW national parks means ‘park system’. 


43/45

Positioning – consumer’s perception of a product/service value and benefit compared to other 

competing products. 

Product – Refers to an offering from parks and/or a CTO that the visitor pays for. The product may be 

experiential in its nature as well as an actual tangible object. 

Recreational experience – Activities and/or products provided across the parks estate; opportunities 

primarily suited to the local and domestic markets, offering people high quality experiences that 

reflect the values of the brand. 

Segmentation – breakdown of a market into discrete and identifiable elements, each of which may 

have its own special requirements and require a different marketing approach. 

Signature experiences - are high quality, actively experiential opportunities that are both 

international and domestic market ready, able to attract visitors on their own merits, easily 

accessible and with a critical mass of support services. 

Emerging experiences - are opportunities with the potential to become signature experiences with 

the appropriate planning and product development. They may currently be suited to domestic 

market but have the potential to offer high quality, sustainable tourism experiences suited to 

international market within a two year period. 

Recreational experiences - are provided by the majority of the PWG estate and are opportunities, 

primarily suited to the domestic market, to which people will travel for a high quality experience that 

reflects the national park values. Recreational parks generally require a reasonable level of 

infrastructure for particular activities. 

Target Segment (also called target market) – A homogenous group of consumers or customers to 

whom a company wishes to appeal and therefore aims its marketing activities. 


44/45

Appendix E: Characteristics and Criteria of Outstanding Products 

and Experiences 

Emotional Functional 

• Engagement and active involvement • Interactive, with innovative interpretation 

• Stimulates emotions 

• Makes the visitor feel privileged to visit 

• Surprise 

• Uniqueness 

• Self Discovery/Interpretation 

• Challenging 

• Personalised 

• Freedom of choice and sense of escape that 

nature provides 

• Opportunity to connect with friends, family, 

nature 

• Memorable 

• Entertaining 

• Learning through fun 

• Evocative 

• Open ended – visitor leaves wanting more 

• Has the X Factor 

• Seamless – the tour flows and all the 

elements work together well 

• Accessible infrastructure, eg. signage, 

facilities, interpretation, transport, etc 

• Accessible information, eg. web content, 

maps, etc 

• Easy to book, multiple distribution points for 

booking 

• Simple and consistent pricing structures 

• Eco-friendly and sustainable 

• Authentic experience 

• Regular/consistent experience offerings, eg. 

tours run at regular intervals 


45/45

NSW National Parks and Wildlife Service Marketing and ...

Create successful ePaper yourself

Delete template?

Save as template?