Destination Branding: The Tropical North Queensland Region - Term Paper Example

Destination Branding The Tropical North Queensland Region (Name) (Institution) (Course) (Instructor) (Date of submission) Executive summary Currently, the GBR is the greatest destination in the Tropical North Queensland. Tourism in the region employs many people and is one of the largest economic activities. It is projected that with an increase in the number of visitors and the number of activities in the region, total visitor expenditure will increase creating additional jobs for the local people and giving the region a larger global tourism market share. Currently, the number of domestic visitors exceeds the number of foreign or international visitors. While this might seem to suggest that the brand is not as popular in the global market as in the domestic market, the destination performs considerably well owing to a strategic branding initiative. However, there is need to increase and grow the number of visitors and their average expenditure in the tropical north Queensland. This report thus suggests that the branding strategy should give exposure to all tourist activities in the region instead of concentrating too much on the Great Barrier Reef. Introduction Players in the tourism industry including hotel and accommodation service providers, travel companies and destination marketing organizations (DMOs) seek to catch the attention of tourists from far and wide by differentiating their product offering in diverse ways. The conventional marketing and branding strategies used in product and services marketing can be adapted to work in destination branding. Branding has emerged as one of the favourite marketing and sales method in the industry of late. Given that tourism and travel is one of the largest industries in the world, accounting for 12% of total global GDP (UNWTO 2006) and $2 trillion visitor expenditure annually (wk 1), it implies that there is heavy investment in the industry and many things are at stake. One of the world’s major tourist destinations is the Tropical North Queensland (TNQ) which hosts many attractions among them the Great Barrier Reef System (GBR), Wet Tropics Rainforest and Torres Strait Islands continues to attract thousands of tourists from all corners of the world. This paper will use a case study approach to discuss how various aspects of destination branding have been applied in marketing TNQ drawing support from relevant current literature on destination marketing. Total quality management The ability of the TNQ region to attract and retain a healthy brand in the market depends on the creation of a favourable destination image. With the rise of globalisation and intense competition in the tourism market, there is need for DMOs to focus more on ensuring quality in all levels (Buckley 2003). This is best extolled by the total quality management theory. Under the contest of destination management, TQM emphasizes on sustaining ongoing improvements on the standard facilities, products and services provided (Kozak 2009). In response to this, the Tourism Tropical North Queensland (TTNQ) is the top DMO charged with the role of employing TQM in order to aid the region in achieving their goals. The organisation is involved in formulating policies such as the environmental impact assessment for various facilities on the area. This is very important for the region which positions itself in the market as the top natured based destination in the Asia Pacific region. There are three major reasons why DMO need to apply TQM. First is that tourism products are highly competitive and substitutable. This means that tourists can be easily taken over by competing destinations. Secondly, there are very many uncoordinated players involved in creating the tourism product (Kozak 2009). DMOs should apply TQM to manage all levels of product creation which ranges from check in and check out services from airlines and hotels to the friendliness of the local people. Morgan, Pritchard and Pride (2012) talk of a destination brand comprising of positioning, rational and emotional benefits, associations and brand personality. This means that tourist motivation is multi-dimensional and thus the approach used in marketing by DMOs should also employ a multi-dimensional approach (Kozak 2009). TQM just does this by suggesting continuous improvement on quality in all areas. TTNQ for instance plays an integral role is facilitating development of low cost carriers to serve tourists in the region. The TTNQ has also worked on the improvement of service s at Cairns Airport. With the demise of Australian Airlines and the cancellation of Cairns-Tokyo route by Qantas, TTNQ has gone ahead and acquired new airlines services with Jetstar opening up a Cairns-Tokyo route and Pacific Blue increasing its service from New Zealand (TTNQ 2011). Relationship management As a natured based tourist destination, the TNQ has embarked on relationship management which entails engaging consumers at a personal level. In tourism, CRM entails involving tourist in major activities not only as consumers but as actors. Sigala (2005) says that CRM in marketing heavily depends on collection and analysis of customer information to develop highly personalised services. In TNQ, a number of players have managed to successfully employ intensive CRM in branding the destination. This is most obvious in daily tourist activities in the GBR where tourists are enabled to take part coral reef preservation activities and community involvement. For all tour operators, it is required that divers must first educate tourist on the ecological system and its sensitivity. Tourists are trained on simple activities such as keeping distance to certain coral reefs which are very fragile. Where whale watching is snorkelling and diving is involved, divers handle a limited number of tourists in order to give personalised attention (Pabel, & Coghlan 2011). Some premium hotels in the Cairns region prefer collecting their clients from the airport in chauffeur driven cars and staffs are required to address clients by their names. Morgan, Pritchard and Pride (2012) note that how various marketers use to apply relationship marketing is highly determined by cultural background of tourist. Therefore, marketers must be responsive to cultural variations if they are to remain relevant. The TNQ region is a recognised marine related and oceanographic research destination. As a research destination therefore, marketers are bound to provide even better relationship marketing services to tourists (Morgan, Pritchard and Pride 2012). For this reason, the destination offers personalised research support to learning institutions and individuals (TNQ 2011). There are a number of players such as the Great Barrier Reef Research Expeditions who provide the coveted eye-to-eye approach in scientific research in the area. As a result, the destination is popular with nature documentary researchers. To assist in this, there are remotely operated vehicles and even cameras to aid researchers obtain a more personalised experience and also enhance satisfaction. Customer satisfaction There is a wide range of tourism activities in the TNQ to cater for a wider market and also to enhance the tourist experience. The growth in tourist numbers in the current destination and in the world shows that there an increased interest in tourism as a product in the global market (Morgan, Pritchard and Pride 2012). Tourist numbers have increased gradually and reported customer satisfaction is on the rise which is largely attributed to increased tourism activities in destinations and enhanced utility realised from touring. As aforementioned, customer experience in tourism involves many players which make it very hard to control and manage products and services offered. A number of models have been developed to assist DMOs to enhance customer satisfaction through assessing a number of key indicators. The multiple-tem scale for measuring consumer perceptions of Service Quality (SERVQUAL) developed by Parasuraman et al. (1988) seeks to measure the perceived quality of service using five principle dimensions, including Reliability, Responsiveness, Assurance and Empathy. Another model, Retailing Service Quality Scale (RSQS) developed by Dabholkar et al. (1996) identifies five dimensions namely physical aspect, reliability, personal interaction, problem solving, and policy (Yungkun, Chen & Hsieh 2007). Attractions Marine tourism in the GBR is centred on interest in fauna and flora. The wide range of other recreational activities involved make it a wholesome package. Notable activities of marine tourism according to Collins (p. 112) include “four-wheel driving, beach camping, sea-kayaking, marine wildlife observation, sport fishing, and sightseeing trips.” Marine wildlife observation attracts both curious sight seers and marine scientists. Other popular activities in the region include snorkelling and diving. Most divers are keen on experiencing and interacting with the fauna and flora found underneath the water surface. The local players in the region have taken the branding of the destination to another level. The coastal zone in this state is popularly referred to as the Marlin Coast (Buckley 2003). The marina giving access to the GBR, which happens to the greatest attraction in the area, is named Cairns Marlin Marina and the local football team is also named Marlin Coast Club (Harriot 2005). Such extensive branding which shows explicitly the natural source of comparative advantage for the region compared to others. Pike (2005) says that in some instances, slogans to go a long with the brand names is vital. TNQ has adapted the slogan “adventurous by nature” to differentiate it from other Queensland destinations (TTNQ 2011). Serious leisure The serious leisure perspective (SLP) is fully implemented in the TNQ. The SLP perspective calls for classification of tourism activities in three broad categories namely; serious leisure, casual leisure and project-based leisure (Stebbins 2012). Majority of destination marketers follow the SLP framework in developing value addition activities. While the TNQ region is highly related to adventure tourism around the marine ecosystem, there are numerous value addition services introduced by different players. Serious leisure is defined a form of leisure activity that is interesting fulfilling and requires a combination of skills, knowledge and experience to enjoy it. The category is further divided into three groups, amateurs, hobbyists and volunteers. There are six core characteristic that differentiates serious leisure from other forms- 1) need to persist at the activity, 2) availability of a leisure career, 3) necessity for skill and/or knowledge acquisition, 4) recognition of various unique benefits, 5) distinctive ethos and social world, and 6) a striking personal and social identity (Stebbins 2012). For this reason, the destination offers bike rides in nature trails, alongside the obvious marine leisure activities. Other activities that target volunteer tourists involve beach cleaning activities and other conservation oriented activities. Casual leisure activities are well catered for in the TNQ. Stebbins 2012) defines this category as one that is intrinsically rewarding instantaneously. Such activities include watching TV or playing games. In the TNQ, there are numerous casual leisure activities that continue to attract huge numbers of tourist and which also encourage them to spend more than just the conventional marine related activities. Some of these activities include beach football and volleyball, theme nights, movies and other hotel-specific activities. The third category, project based leisure, according to Stebbins (2012) involves occasional activities organised by individuals or tour service providers. Such activities in the TNQ include whale watching which is best appropriate during whale migration. For this reason, the DMO has been very specific in identifying the time when tourists can enjoy whale watching. Other leisure activities that can be identified along these lines in other destinations include the Brazilian Carnival and the Wildebeest Migration in the Maasai Mara Kenya. Involvement TNQ has followed global trends in incorporating tourist involvement in tourism activities to enable them play an active role. Stebbins (2012) notes that sports tourism has been the most active in involving indigenous people in various ways. For instance, the marathons around the world have involved the participation of locals and tourists not as professionals but for leisure purposes (Hall 2001). The level of involvement has a direct impact on the perceived level of utility and overall consumer satisfaction (Morgan, Pritchard & Pride 2012). The currents state of tourist involvement in the TNQ lays emphasis on the indigenous people with attempts to increase their participating in tourism enterprises. In the past, indigenous people involvement in tourism in the area has mainly been limited to culture and the environment. Place attachment Place attachment is viewed as a precursor of customer loyalty in tourism. In the case of TNQ, the TTNQ is charged with the role of enhancing various dimensions of place specific tourist activities. The ability of a destination to enhance place attachment to a large number of tourists ensures constant supply of visitors (Pike 2012). The Queensland bay is branded in the market as the world’s best whale watching spot from June to October every year. Documentary films on such activities have been used to educate and inform the market especially nature lovers. In so doing, TTNQ, terms whale watching as a life event with Queensland Bay providing the best spot in the world. Place attachment according to Stebbins (2012) allows destinations to gain competitive advantage in the sense that the utility experienced by tourists cannot be substituted by any other destination. Conclusion and recommendations The destination branding strategies employed by the TTNQ have elevated the region as one of the key global tourist destinations. The environmental conservation activities supported by tourist, local people and the government have preserved the destination for future generations. The economic benefits arising from the destination cannot be ignored. The flow of visitors in the region, as discussed above lies in the application of destination marketing branding as indicated in current literature. Nonetheless, the TNQ has not achieved its full potential. In line with TQM, there is need to sustain improvements and product diversification to reach a wider audience and even enjoy a larger share of the global tourism market. This will mean a balanced marketing approach as the current approach relies heavily on the GBR alone leaving other attractions poorly publicised. References Buckley, R. 2003, Case Studies in Ecotourism, Sydney, CABI Collins, J 2008, Marine Tourism in the Kimberley Region of Western Australia, Geographical Research 46(1): 111–123. Hall, C 2001, Trends in ocean and coastal tourism: the end of the last frontier? Ocean & Coastal Management, 44 (1) 601–618 Harriot, V 2005, Marine tourism impacts and their management on the Great Barrier Reef. CRC reef research centre technical report NO 46, viewed 22nd Oct 2012, http://www.reef.crc.org.au/publications/techreport/pdf/Harriott46.pdf Morgan, N, Pritchard, A & Pride, R. 2012, Advertising destination brands: the branding of destinations, Sydney, Routledge Pabel, A & Coghlan, A 2011, Dive market segments and destination competitiveness: a case study of the Great Barrier Reef in view of changing reef ecosystem health, Tourism in Marine Environments, 7, (2), 55–66. Kozak, M, 2009, Managing and Marketing Tourist Destinations: Strategies to Gain a Competitive Edge, Taylor & Francis Pike, S 2005, Tourism destination branding complexity, Journal of Product & Brand Management. 14(4): 258-9. Sigala, M 2005, Integrating customer relationship management in hotel operations: managerial and operational implications, journal of hospitality management. Stebbins, R A 2012, The idea of leisure: First principles. New Brunswick, Transaction. Yungkun, C, Chen, C & Hsieh, T 2007, Correlation of Service Quality, Customer Satisfaction, Customer Loyalty and Life Style at Hot Springs Hotels, Journal of International Management Studies August, 24 (3), 391–413 Read More