Tourism in Western Australia - Assignment Example

Tourism in Western Australia Contents Objective, Performance and Resource 3 Key Objectives 3 Performance Measures and Resource Implementation 4 Roles and Responsibilities 5 Stakeholders 5 Non-marketing staff 5 Communication Strategy 6 References 8 Objective, Performance and Resource Key Objectives Western Australia tourism is one of the well-known tourism services offered by the country. The company aims to deliver iconic experiences in tourism through delightful tours and other offerings. The objectives and aims indicate short-term and long-term planning and focus of the firm. These objectives of Western Australian Tourism are as follows; 1. To develop, protect and promote tourism experiences in Western Australia. Subsequently, increase viability, profitability and competitiveness of the tourism industry of Western Australia. 2. To plan and manage activities of the tourism industry of Western Australia and meet present and future community requirements by improving overall visitor experiences. 3. To create differentiation between competitors and the state’s product by focusing on development of commercially sustainable and viable tourism experiences and products as well as securing future of regional tourism. 4. To enhance overall quality of tourist experience and create a secure future for regional tourism. Engage in up-selling activities and increase overall visitor expenditure compared to that of visitor numbers (Borgatti & Foster, 2003). 5. Influence the critical infrastructure priorities as well as increase private investment for further development of the Aboriginal tourism sector. To support the government and improve public sector by providing jobs, better services and opportunities for regional and overall economic development (Department of Treasury & Finance, 2009). 6. Enhance overall perception of tourism sector and promote the fact that events associated with tourism will enhance lifestyle as well as foster natural flora and fauna of the region (Tourism Western Australia, 2014a). Performance Measures and Resource Implementation In order to achieve the above strategic objective, it is important to monitor and measure performance at every stage. This requires setting of strategic KPIs (key performance indicators) for each and every objective. For proper implementation of strategic action plans and successful achievement of the objectives, various performance measures and resources have been identified below; Performance Measure Resources 1. The objective of improving visitors experience and satisfying their expectations will be evaluated from the percentage of customers who received expected or exceeded tourism experiences while visiting the region. The performance will also be measured by percentage of customers referring WA to others. Consumer research, Customer feedback and access, visitor servicing innovation, skilled staff and employees. 2. The performance measures for a secured regional tourism’s future will be completion of yearly targeted sites, strategies for local tourism planning and even distribution of visitors for levelling occupancy. Partnership with operators, local community organizations and state government 3. In order to measure performance of visitor expenditure over number of visitors (or visitor nights), average daily spends of visitors will be monitored and total spend of WA tourism will be compared against national average as well as total visitor nights. Consumer research, frequent events in the annual calendar of events and attractive innovation service for visitors and customers. 4. To measure Aboriginal tourism’s development and growth, performance indicators will be increase in export of Aboriginal tourism products and growth in the number of customers experiencing Aboriginal tourism. Innovative and interactive Aboriginal products and partnerships with industries for skill and capacity development. 5. Performance of infrastructure priorities and investments will be determined by value and growth of projects, which are currently under construction. Investor partnerships, market investment and external funding of tourism’s public infrastructure. 6. Overall recognition of the tourism will be judged by assessing the business community and value contributed by the tourism industry. Partnership with relevant state and local government agencies. Roles and Responsibilities For fulfilment of the objectives and utilization of resources, it is important that various stakeholders and non-marketing staff are aware of their specific roles and responsibilities (Howden, 2007). These responsibilities and roles are discussed below; Stakeholders 1. Directors: Directors include the highest management overseeing successful completion of larger aims and objectives. Their roles and responsibilities include corporate governance and setting tourism’s strategic direction. They are also responsible for setting management goals and delegating daily operations to the executive managers and CEO (Chapman, 2004). 2. Marketing Personnel: The major role of the marketing personnel is to provide long-term and high level strategies on marketing mix of Tourism WA. Specifically, the marketing department will concentrate upon considering the specific market needs and priorities such as, market entry. They are also responsible for monitoring and supervising other long-term and strategic marketing projects such as, consumer trends and digital strategies. 3. Business Owners: Business owners include board members and individuals who control the business. Apart from overlooking and monitoring successful accomplishment of strategic long-term goals, they are also responsible for maintaining ethical standards and monitoring their proper implementation by all contractors, members and employees. 4. Supervisors: The supervisors may include the quality committee. Collectively, their role is to monitor and evaluate quality standards of the WA Tourism. The quality committee is responsible for providing important advice and input from the industry to the strategic board of directors. These inputs can be policies and strategies for driving improved services, visitors’ experiences and develop private and public infrastructure. Non-marketing staff Staff from other departments: These include audit and finance staff. Their main roles and responsibilities are to ensure that financial information is reliable and of high quality. These staff needs to review financial performance such as, transparency and integrity of financial statements, risk management and risk assessment policies, performance and qualification of independent auditors, financial policies and strategies, capital expenditure and capital structure (Dowling, 1994). Secondary Business: The secondary businesses in supply chain include events and numerous cornerstone initiatives such as, Aboriginal tourism, camping and caravan strategy, regional strategies and cruise strategy (Tourism Western Australia, 2014b). The roles and responsibilities of staff and heads of these departments are to facilitate growth of tourism sector and reach out to numerous stakeholder groups and government agencies. Communication Strategy The communication strategy of Western Australian Tourism is to support an accountable and open two-way communication process with customers, partners, staff and stakeholders. The communications strategy will include the following stages; Communication objective The objective of the communications strategy is to work efficiently and productively as well as understand the planning process. Also, the objective will include ensuring that all departments and functions of the organization are comprehensible and adhere to the strategic goals and objectives set by management (Dwyer, 2011). Setting key organizational message Conflicting messages can lead to a confused communication and perception among employees and management. Hence, it is essential that a particular message is spread across all departments and is repeated frequently. Some of the key messages that WA tourism can propagate are its long-term strategic goals, revamping of the department’s roles and responsibilities, immediate one year, two year and five year plans and strategic stages in these plans. Prioritizing and defining the key stakeholders Prioritizing the key stakeholders is a critical stage in stakeholders’ management, which leads to better communication and planning. Stakeholders should be segregated according to their involvement and importance in the planning and decision asking processes (Department of Planning and community development, n.d). For instance, customers and visitors should be positioned as top priority as well as involved in the communication process more often. Similarly, employees should be listed as strong priority and every internal decision should be conveyed to every department. In addition, departments such as, marketing, finance, operations and customer service, should be regularly informed (Gardner, 2004). Internal and external communication Internal communication will include oral and written communication as follows; Oral Communication Written communication Communication in person Company intranet Group discussion and team meeting Emails and internal flyers Telephone calls Internal newspaper, notice boards External communication tools can comprise personalized emails, press and television advertisements, public relations, event sponsorships and company newsletters. References Borgatti, S.P. & Foster, P.C., 2003. The network paradigm in organizational research: A review and typology. Journal of Management, 29(6), 991-1013. Chapman, K.J. (2004). Power, participation and communication planning: implications for environmental management. Joondalup, Western Australia: Edith Cowan University. Department of Planning and community development. (n.d). A guide to planning your community and stakeholder engagement strategy. Retrieved from http://www.dpcd.vic.gov.au/__data/assets/pdf_file/0019/43183/Engagement_Guide.pdf Department of Treasury & Finance. (2009). Investment Management Guideline 3 – Benefit and Definition. Melbourne: State Government of Victoria. Dowling, G.R. (1994). Corporate Reputations- Strategies for Developing the Corporate Brand. Melbourne: Longman Professional Dwyer, J. (2011). The business Communication. Pearson: Australia. Gardner, S. (2004). Being Strategically Good: Thoughts on Social Responsibility, Citizenship and Stakeholder Engagement in Australian Companies. Joondalup, Western Australia: Edith Cowan University. Howden, P.F. (2007). A critical stakeholder analysis process. Bendigo, Australia: Department of Primary Industries. Tourism Western Australia. (2014a). Strategic Plan 2008 to 2013. Retrieved from file:///C:/Users/user/Downloads/1086279_tourism_wa_marketing_strategy.pdf Tourism Western Australia. (2014b). State Government Strategy for Tourism in Western Australia 2020. 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