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1 JAMAICA TOURIST BOARD CORPORATE PLAN & MARKET STRATEGY 2003/04 – 2004/05.

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Presentation on theme: "1 JAMAICA TOURIST BOARD CORPORATE PLAN & MARKET STRATEGY 2003/04 – 2004/05."— Presentation transcript:

1 1 JAMAICA TOURIST BOARD CORPORATE PLAN & MARKET STRATEGY 2003/04 – 2004/05

2 2 TOURISM PERFORMANCE IN 2003 OVERVIEW

3 3 PERFORMANCE 2003 Since September 11 of 2001, activities in the tourism industry have been more related to strategies for generating recovery in arrivals and earnings Following a path of steady recovery throughout the year 2002, the process was further retarded by the build up to USA/Iraqi- led war, and the actual war itself that took place earlier in 2003.

4 4 PERFORMANCE 2003 The industry performed relatively well during The main contributing factors to this performance are: Increased airlift from the main market areas The sustained level of advertising and promotional activities The perception of the Caribbean as a safe area.

5 5 PERFORMANCE 2003

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8 8 Contd The average hotel room occupancy rate should be about 60% Total capacity in the accommodation stands at 24,239 rooms, of which 16,723 are in hotels and 7,516 in villas, guesthouses and apartments.

9 9 MISSION STATEMENT To develop and market the tourism industry so that JAMAICA remains the premier Caribbean tourism destination.

10 10 VISION STATEMENT To be the most efficient and respected public sector agency, dedicated to the marketing of the destination and to enabling the tourism industry to achieve sustainable growth and development.

11 11 CORPORATE OBJECTIVES 2003/04 TO 2005/06 Over the next three years, the JTB will seek to achieve the following objectives: Increase stopover arrivals by 7.0% per annum. Increase stopover arrivals by 7.0% per annum. Increase cruise passenger arrivals by 10.3% per annum. Increase cruise passenger arrivals by 10.3% per annum. Increase gross foreign exchange earnings by 8.0% per annum. Increase gross foreign exchange earnings by 8.0% per annum.

12 12 PROJECTED VISITOR ARRIVALS & EXPENDITURE FISCAL YEAR

13 13 CORPORATE OBJECTIVES 2003/04 TO 2005/06 Over the next three years, the JTB will seek to achieve the following objectives: Increase stopover arrivals by 7.0% per annum. Increase stopover arrivals by 7.0% per annum. Increase cruise passenger arrivals by 10.3% per annum. Increase cruise passenger arrivals by 10.3% per annum. Increase gross foreign exchange earnings by 8.0% per annum. Increase gross foreign exchange earnings by 8.0% per annum. Achieve an overall annual average hotel room occupancy rate of 63 percent by 2005/06. Achieve an overall annual average hotel room occupancy rate of 63 percent by 2005/06.

14 14 CORPORATE OBJECTIVES 2003/04 TO 2005/06 Work with other agencies in the public and private sectors to: Work with other agencies in the public and private sectors to: Reduce the level of visitor harassment. Reduce the level of visitor harassment. Increase the level of visitor satisfaction. Increase the level of visitor satisfaction. Increase the contribution of tourism to the national economy. Increase the contribution of tourism to the national economy.

15 15 VISITOR ARRIVAL TARGETS The targets for 2004 are as follow: A. Fiscal Year 2004/05 Stopovers………………………….1,479,364 (+ 6.6%)Stopovers………………………….1,479,364 (+ 6.6%) Cruise Passengers……………….1,328,055 (+16.0%)Cruise Passengers……………….1,328,055 (+16.0%) Gross Visitor Expenditure……US$1,504M (+10.3%)Gross Visitor Expenditure……US$1,504M (+10.3%) B.Calendar Year 2004 Stopovers………………………….1,456,045 (+ 7.3%)Stopovers………………………….1,456,045 (+ 7.3%) Cruise Passengers……………….1,296,998 (+17.5%)Cruise Passengers……………….1,296,998 (+17.5%) Gross Visitor Expenditure……US$1,465M (+11.0%)Gross Visitor Expenditure……US$1,465M (+11.0%)

16 16 STOPOVER ARRIVALS TARGETS Primary Mkts - Includes UK, Germany, Italy, Holland & Spain Secondary Mkts - Includes France, Austria, Belgium, Switzerland Tertiary Mkts - Denmark, Finland, Norway, Sweden, Spain

17 17 STOPOVER ARRIVALS TARGETS

18 18 STOPOVER ARRIVALS TARGETS

19 19 ASSUMPTIONS The targeted growth in visitor arrivals is based on certain assumptions: The targeted growth in visitor arrivals is based on certain assumptions: Promotional budget will be adequate and available on a timely basis to keep Jamaica prominent in the marketplace. Promotional budget will be adequate and available on a timely basis to keep Jamaica prominent in the marketplace. Rooms scheduled to come on stream will largely generate additional business. Rooms scheduled to come on stream will largely generate additional business. The obstacles that tend to constrain growth: crime, visitor harassment, and poor infrastructure, can be minimized or eliminated. The obstacles that tend to constrain growth: crime, visitor harassment, and poor infrastructure, can be minimized or eliminated. An adequate number of airseats will be available from each targetted region. An adequate number of airseats will be available from each targetted region.

20 20 STRATEGIC OBJECTIVES Over the next three years, the JTB will employ a range of strategies in its programme of operation. Over the next three years, the JTB will employ a range of strategies in its programme of operation. The strategies may be categorized according to functional areas: The strategies may be categorized according to functional areas: Marketing Strategies Marketing Strategies Citizen Service Strategies Citizen Service Strategies Human Resources Strategies Human Resources Strategies Financial Strategies Financial Strategies Sustainable Development Strategies Sustainable Development Strategies Information Technology Strategies Information Technology Strategies

21 21 Marketing Strategies Target those market segments that hold good potential for business to Jamaica. Target those market segments that hold good potential for business to Jamaica. Promote Jamaica as a distinctive and preferred destination through public relations programmes and through advertising in the electronic and print media. Promote Jamaica as a distinctive and preferred destination through public relations programmes and through advertising in the electronic and print media.

22 22 Marketing Strategies Establish and maintain close links with trade partners, travel agents, tour operators and airline personnel. Establish and maintain close links with trade partners, travel agents, tour operators and airline personnel. Collaborate with the private sector: hoteliers, attractions and transportation operators etc., to effectively market Jamaica and to ensure that the product is in tandem with recognized consumer needs. Collaborate with the private sector: hoteliers, attractions and transportation operators etc., to effectively market Jamaica and to ensure that the product is in tandem with recognized consumer needs.

23 23 Marketing Strategies Promote special events that can attract visitors throughout the year and enhance the image of the destination overseas. Promote special events that can attract visitors throughout the year and enhance the image of the destination overseas. Achieve greater integration with JamVac and JRS so that the combined efforts of these agencies will have full impact in the marketplace. Achieve greater integration with JamVac and JRS so that the combined efforts of these agencies will have full impact in the marketplace.

24 24 Marketing Strategies Secure adequate scheduled and chartered airseats to Jamaica from targeted airlines and tour operators in the international markets. Secure adequate scheduled and chartered airseats to Jamaica from targeted airlines and tour operators in the international markets. Exploit the advantages of Internet technology to market Jamaica. Exploit the advantages of Internet technology to market Jamaica.

25 25 Citizen Service Strategies Promote a greater awareness, locally, of the importance of tourism in the Jamaican economy through the local communication programmes. Promote a greater awareness, locally, of the importance of tourism in the Jamaican economy through the local communication programmes. Market Jamaica to Jamaicans. Market Jamaica to Jamaicans.

26 26 Human Resources Strategies Complete restructuring of the JTB to create a lean and cost-effective organization. Complete restructuring of the JTB to create a lean and cost-effective organization. Undertake staff development and training to ensure that the JTB maintains a cadre of qualified and motivated staff who will carry out the functions of the organization in the most effective way. Undertake staff development and training to ensure that the JTB maintains a cadre of qualified and motivated staff who will carry out the functions of the organization in the most effective way.

27 27 Financial Strategies Manage the finances and assets of the JTB so that accountability and transparency are observed, and that maximum benefit accrues to the country from the budgetary allocation. Manage the finances and assets of the JTB so that accountability and transparency are observed, and that maximum benefit accrues to the country from the budgetary allocation. Achieve maximum impact for the promotional dollar spent in the marketplace. Achieve maximum impact for the promotional dollar spent in the marketplace.

28 28 Sustainable Development Strategies Play a key role in encouraging greater care of the environment and the maintenance of a desirable ecological balance in resort areas. Play a key role in encouraging greater care of the environment and the maintenance of a desirable ecological balance in resort areas. Work in conjunction with other agencies to develop and market cultural/heritage tourism in a manner compatible with the recognition of, and the respect for our rich national heritage and history. Work in conjunction with other agencies to develop and market cultural/heritage tourism in a manner compatible with the recognition of, and the respect for our rich national heritage and history.

29 29 Information Technology Strategies Track industry performance and gather market intelligence so that new and emerging consumer trends are determined and strategies are modified accordingly. Track industry performance and gather market intelligence so that new and emerging consumer trends are determined and strategies are modified accordingly. Maintain a comprehensive tourism database to aid decision-making and policy formulation at both government and private sector levels. Maintain a comprehensive tourism database to aid decision-making and policy formulation at both government and private sector levels. Enhance the organizations capabilities to exploit the Internet and related technologies as a marketing channel. Enhance the organizations capabilities to exploit the Internet and related technologies as a marketing channel.

30 30 Information Technology Strategies Act as facilitator for industry operators, especially those of small enterprises, to understand and effectively market their products through electronic commerce. Act as facilitator for industry operators, especially those of small enterprises, to understand and effectively market their products through electronic commerce. Continue the development of a Management Information System that will enhance the effectiveness of the organization. Continue the development of a Management Information System that will enhance the effectiveness of the organization. Build a database of a sample of visitors with addresses. Build a database of a sample of visitors with addresses.

31 31 S.W.O.T (SWOT S.W.O.T (Strengths, Weaknesses, Opportunities, Threats) Analysis The fundamental strategy is to accentuate the positives, reduce the negatives as far as possible, exploit the opportunities, and at the same time, recognize the threats. The fundamental strategy is to accentuate the positives, reduce the negatives as far as possible, exploit the opportunities, and at the same time, recognize the threats.

32 32 S.W.O.T STRENGTHS STRENGTHS Diversity of natural attractions, topography, flora, fauna, and accommodation. Diversity of natural attractions, topography, flora, fauna, and accommodation. Warmth/hospitality of people Warmth/hospitality of people Climate Climate Proximity to the USA/Canada Proximity to the USA/Canada English-speaking English-speaking Easily trained staff Easily trained staff Cultural/historical heritage i.e. exotic cuisine, music, art, etc. Cultural/historical heritage i.e. exotic cuisine, music, art, etc. Airlift, including the National Airline – Air Jamaica Airlift, including the National Airline – Air Jamaica JTBs Website JTBs Website

33 33 S.W.O.T WEAKNESSES WEAKNESSES Image in the marketplace C unsafe destination, all-inclusive/ couples destination. Image in the marketplace C unsafe destination, all-inclusive/ couples destination. Insufficient scheduled air service from some markets e.g. Europe Insufficient scheduled air service from some markets e.g. Europe Lack of man-made attractions/ development of natural attractions Lack of man-made attractions/ development of natural attractions Lack of enough large facilities to adequately host large meetings and conventions over 300 people. Lack of enough large facilities to adequately host large meetings and conventions over 300 people.

34 34 S.W.O.T OPPORTUNITIES OPPORTUNITIES Growing number of two-income families – more income Growing number of two-income families – more income Earlier retirement - more healthy/active retirees travelling Earlier retirement - more healthy/active retirees travelling >Yuppie Market=/more spending power >Yuppie Market=/more spending power Reduced air travel time (more direct flights, charters) Reduced air travel time (more direct flights, charters) Improved standards of living in main markets Improved standards of living in main markets

35 35 S.W.O.T OPPORTUNITIES OPPORTUNITIES Growing special interest, cruise, conference and incentive markets Growing special interest, cruise, conference and incentive markets VFR market VFR market Domestic tourism Domestic tourism Cruise passengers as potential stopovers. Cruise passengers as potential stopovers. Europe Europe New infrastructure development/privatization New infrastructure development/privatization

36 36 S.W.O.T THREATS THREATS High Crime Rate High Crime Rate Growth of competition Growth of competition Pollution of Environment Pollution of Environment Visitor Harassment Visitor Harassment Cuba Cuba

37 37 THE MARKETS The marketing and sales programmes and activities are developed and planned so as to focus on: The marketing and sales programmes and activities are developed and planned so as to focus on: 1. The Geographic regions: The Americas – USA, Canada, Latin America and the Caribbean The Americas – USA, Canada, Latin America and the Caribbean Europe – primary & secondary markets Europe – primary & secondary markets

38 38 THE MARKETS a) Honeymoon b)Nature Tourism c)African American d)Groups/Convention e) The Family Market f)Sports (golf, cricket, football) g)Overseas Jamaicans 2. Selected Market Segments:

39 39 MAJOR PROGRAMMES/ACTIVITIES Completion of the reorganization of the JTB Completion of the reorganization of the JTB Review and appointment of global advertising agency Review and appointment of global advertising agency Implementation of marketing programmes Implementation of marketing programmes Priority areas:

40 40 MARKETING The marketing progammes and activities are informed by research and are designed to support the strategies that were mentioned earlier. The marketing progammes and activities are informed by research and are designed to support the strategies that were mentioned earlier. There are three main components: There are three main components: Sales Sales Advertising Advertising Public Relations Public Relations

41 41 Sales Activities The objective is to generate and maintain interest in Jamaica by the travel distribution network, including: The objective is to generate and maintain interest in Jamaica by the travel distribution network, including: tour operators, tour operators, retail travel agents, retail travel agents, airline representatives and others who sell Jamaica. airline representatives and others who sell Jamaica.

42 42 Sales Activities Activities, which have in the past delivered good return on investment, will be pursued and increased. These include: Activities, which have in the past delivered good return on investment, will be pursued and increased. These include: Blitzes Blitzes Seminars Seminars Fly-ins and familiarization tours Fly-ins and familiarization tours Trade and consumer shows Trade and consumer shows

43 43 Advertising The advertising programme is designed to create attention, interest, desire and action among core constituencies, resulting in increased visitor arrivals to Jamaica. The advertising programme is designed to create attention, interest, desire and action among core constituencies, resulting in increased visitor arrivals to Jamaica.

44 44 Advertising An appropriate mix of media channels will be used to communicate messages to the various targeted audiences. These include… An appropriate mix of media channels will be used to communicate messages to the various targeted audiences. These include… Electronic media (network and cable TV, radio, cinema screens) Electronic media (network and cable TV, radio, cinema screens) Print (magazines and newspapers) Print (magazines and newspapers) The website The website Television advertising frequencies will be strategically structured so as to give the impression that Jamaica enjoys an extended presence on TV. Television advertising frequencies will be strategically structured so as to give the impression that Jamaica enjoys an extended presence on TV.

45 45 Public Relations The JTB has just appointed two public relations agencies: The JTB has just appointed two public relations agencies: Ruder and Finn – for the Americas Ruder and Finn – for the Americas Financial Dynamics – Europe Financial Dynamics – Europe

46 46 Public Relations Programme for the Americas – Programme for the Americas – The Genius of Jamaica The framework from which we will generate positive media coverage through uniquely Jamaican themes that have substance, news and entertainment value The framework from which we will generate positive media coverage through uniquely Jamaican themes that have substance, news and entertainment value

47 47 The Genius of Jamaica This programme… This programme… Identifies key niches Identifies key niches Includes each of Jamaicas six distinctive resort area products Includes each of Jamaicas six distinctive resort area products Helps manage Jamaicas reputation, shaping and re-shaping opinions every day Helps manage Jamaicas reputation, shaping and re-shaping opinions every day Sets Jamaica apart – more than a beach…a country rich in art, music, literature, beauty, unforgettable cuisine, etc. Sets Jamaica apart – more than a beach…a country rich in art, music, literature, beauty, unforgettable cuisine, etc.

48 48 The Genius of Jamaica This programme… This programme… Imparts an aspirational aura that says come, let us inspire you Imparts an aspirational aura that says come, let us inspire you Enables us to showcase the very best Jamaica has to offer Enables us to showcase the very best Jamaica has to offer Gives consumers new reasons to consider/return to Jamaica Gives consumers new reasons to consider/return to Jamaica Speaks to resilient and influential affluent market Speaks to resilient and influential affluent market

49 49 The Genius of Jamaica Themes… Themes… Jamaican Design Jamaican Design Jamaican Fine Arts Jamaican Fine Arts Jamaican Music Jamaican Music Jamaican Literature Jamaican Literature Jamaicas Beauty Jamaicas Beauty Jamaican Cuisine Jamaican Cuisine Jamaican Performing Arts Jamaican Performing Arts Jamaican Sports Jamaican Sports Jamaican Hospitality Industry Jamaican Hospitality Industry

50 50 Programme for Europe Jamaica – Look Again Jamaica – Look Again An Integrated Communications Strategy An Integrated Communications Strategy Four main components coordinated through a Press Office Four main components coordinated through a Press Office Consumer programme Consumer programme Trade programme Trade programme Affinity programme Affinity programme Opinion Former Programme Opinion Former Programme

51 51 Jamaica – Look Again Programme Objectives: Raise visibility of JTB Raise visibility of JTB Enhance consumer understanding Enhance consumer understanding Drive holiday bookings Drive holiday bookings Change perceptions among opinion formers Change perceptions among opinion formers Boost innovation and yield from tourism Boost innovation and yield from tourism Raise the profile of Jamaica among trade professional. Raise the profile of Jamaica among trade professional.

52 52 A detailed programme structure by department will be included in the Corporate Plan 2004/05


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