EAST KIMBERLEY

TOURISM PLAN

Planning Context

• Aligns to SWEK Strategic Community Plan 2012 -2022 Goal:

“Greater returns from regional investment to ensure sustainable provision of

appropriate physical and social infrastructure”

And objectives:

• Maintenance of economic diversity and greater community returns from investment in the region

• Enhance and expand tourism opportunities in the East Kimberley and improve access to significant tourism destinations

• Support local initiatives that promote entrepreneurial activities and a greater diversity of industries in the East Kimberley

Planning Context

• A key aim of SWEK is for ‘Industry’ to take ownership of the Plan

• The Plan focuses on what the Local Industry can control and influence

• The Plan focuses on Strategic Priorities (at a local level) that will complement and support existing plans/ initiatives / projects

Project Phases

Document: Tourism Development Plan & Operational Marketing Plan

Additional consultation based on gap analysis

Analysis: gaps, SWOT, 6As, existing marketing.

Consultation – industry stakeholders, operators

Conduct Visitor Surveys

Desktop review: previous plans and documents, baseline info.

Development of a Tourism Goal

• The goal for tourism has been based on growth.

• Value of Tourism: East Kimberley tourism estimated to generate $100 million per annum:

• Accommodation- $33.7m

• Plus $1.98 multiplier.

The goal for 2022 is:

To increase the value of tourism to the East Kimberley from $100m in 2013 to $130m by 2022

How do we get there?

Focus on 4 Strategic Priorities:

1. Target the growth market segments

2. Improve access to the region

3. Build the value of tourism (in the eyes of Industry & residents)

4. Develop tourism products and services to meet target market needs and expectations

These have been ‘tested’ with industry and broadly endorsed on the basis that they can be influenced at a local level

How do we get there?

There are some fundamental actions needed to help achieve the 4 strategic priorities:

• Customer Service levels & value of tourism message

• Industry Advocacy - Council portfolio, KCCI

• Alliances / Relationships – airlines, KCCI, Industry bodies

• Facilities & amenities – business and leisure

• Kununurra Town Centre – aesthetics, look & feel

• Increasing Industry marketing capacity

• Development and implementation of an annual market research program

Developing Strategic Actions

• Recommended actions have been based on a gap analysis

informed by:

• Review of 26 existing tourism initiatives, inventories and plans

• Visitors (521 visitor surveys completed)

• Consultation with 40 industry stakeholders and regional operators

• The detailed report from each of the above appears in

Appendices of the Tourism Plan.

Visitor Survey Snapshot

Place of

Residence

Number %

WA 136 26.82%

NT 5 0.99%

SA 29 5.72%

QLD 58 11.44%

NSW/ACT 114 22.49%

VIC 99 19.53%

TAS 10 1.97%

Americas 1 0.20%

UK/Europe 41 8.09%

Asia 10 1.97%

NZ 4 0.79%

Respondent Profile

1% 5% 9%

10%

13%

30%

29%

3%

Under 18

18 - 24

25 - 34

35 - 44

45 -54

55 -64

65 - 74

75+

Age Profile

Visitor Survey Snapshot

85%

15%

Holidays

Business

0% 10% 20% 30% 40% 50% 60%

West Kimberley

Central Kimberley

Northern Territory

Perth

WestKimberley

CentralKimberley

NorthernTerritory

Perth

Business 27.78% 6.94% 23.61% 41.67%

Holidays 16.31% 20.80% 56.26% 6.62%

Overall 17.93% 19.12% 51.39% 11.55%

Here on Business or Holidays?

Last overnight stay before here?

Visitor Survey Snapshot

27%

73% Yes

No

Did you book any tours before

you arrived here?

1-2 days 3-5 days 5-7 days1-2

weeks

25-54 33.87% 34.75% 31.63% 18.61%

55+ 61.29% 64.64% 68% 80.23%

0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%

Planned length of stay by age

Visitor Survey Snapshot

0% 10% 20% 30% 40% 50% 60% 70%

Landscape

Remoteness

Weather

Cultural and historic sites

Aboriginal experiences

Landscape Remoteness WeatherCultural andhistoric sites

Aboriginalexperiences

East Coast 58.40% 57.68% 50.77% 61.82% 64.71%

NT/SA 7.37% 10.58% 8.29% 7.27% 5.88%

WA 23.60% 22.75% 27.46% 20.91% 17.65%

Motivators for the trip

Visitor Survey Snapshot

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

Intention to visit whilst here

0% 20% 40% 60% 80%

VerySatisfied

Satisfied

Unsatisfied

VerySatisfied

SatisfiedUnsatisfi

ed

Business 32.88% 58.90% 8.22%

Holidays 69.93% 28.64% 1.43%

How satisfied are you with the visit?

Visitor Survey Snapshot

Visitor comments (pages 88-89 of Plan) highlight key areas

where expectations are not being met:

e.g. Service

• “People in Kununurra really don't like tourists and it's

obvious”

• “Better service - KNX isn't a very inviting town for visitors”

• “Needs to be more visitor focused. It's as if we're an

interruption to their lives.”

Gap Analysis

Gap Analysis

Existing Plans

Industry Operator Consul-tation

Visitor Surveys

Detailed Gap Analysis

• Gap analysis of tourism infrastructure, products and services conducted against the “6A’s” for each target market segment:

• Target 1: Grey Explorers

• Target 2: Dedicated Discoverer Sub-segment: Adventure Tourism

• Target 3: Dedicated Discoverers Sub-segment: Eco-tourism

• Target 4: Dedicated Discoverers Sub-segment: Cultural Tourism

• Target 4: Aspirational Achiever Sub-segment: Fly-Drive

• Target 5: Family Connectors

Other target market segments include:

• Target 1: Business Visitors

• Target 2: Corporate Market

• Priorities and Actions have then determined based on this information to develop the Tourism Plan.

Gap Analysis (against 6A’s) Example of approach:

Target

Segment

6As Competitive

Advantage

Development Issue Lead

Agency

When Priority

High (1)

Medium(2)

Low (3)

Est. Cost

Ded

icat

ed D

isco

vere

r (C

ult

ura

l To

uri

sm) Access

Accommodation

Attractions

Activities

Awareness

Amenities

EAST KIMBERLEY

TOURISM PLAN 1. Target Growth Markets

TWA Market Segments Segment Sub-segment Yield Geographic Priority Aspirational

Achievers (AA)

Fly/Drive

High Not a key target as they are

time poor and enjoy holidays

around resorts, wine, food etc

Dedicated

Discoverers (DD)

Adventure

Tourism

Eco Tourism

Cultural Tourism

High

High

High

Regional, intrastate,

int’state, Int’national

Intrastate, interstate,

international

Interstate, international

High – attractions, activities &

amenities largely in place

High – attractions, activities &

amenities largely in place

Low - Product scarce and

inadequate

Grey Explorers

(GE)

Low Intrastate, interstate Medium - will remain

cornerstone of tourism over the

next decade. High impact, low

yield.

Family

Connectors (FC)

Low Trend to short, more

frequent breaks. Most

likely inter-region,

intrastate and west NT.

Medium – distances are a key

barrier.

Additional segments

Segment Yield Key Issues

Business Medium - High Represents 20% - 24% of visitor

market and potentially high yield but

don’t have places to spend their

money

Corporate High Low priority currently as dedicated

facilities have some limitations

Target Growth Markets

Identified as:

• Dedicated Discoverers (DD)

• Grey Explorers

• Corporate & Business

Within these key markets are sub-segments:

• DD - Adventure tourism

• DD- Eco-tourism

• DD- Cultural tourism

Target Growth Markets

Currently:

• External focus on caravan and campers which is low

yield/high impact

• Caravaners and campers are the cornerstone of the East

Kimberley visitor market

• Will remain so in the foreseeable future.

• This is a (slowly) declining market segment – although

conflicting views exist

Target Growth Markets

Gaps:

• Currently missing opportunity to target the growth markets

• business market (estimated at around 20% of all KNX visitors);

• the fly/drive market (growth segment);

• the east coast markets (higher yield).

• The East Kimberley currently lacks marketing capacity to

penetrate target growth markets

Target Growth Markets Strategic Actions

1. Categorise and prioritise target market segments based on growth trends and yield.

2. Implement an on ongoing research program to track market trends and

performance to help guide and improve current and new product development

3. Develop a mechanism (marketing levy) to raise monies to market the region to key

target markets (SWEK/Operator Marketing Gp/KCCI)

4. Use web analytics to manage website and inquiry tracking to assess marketing

efforts and share results (KVC, Industry, Trade Partners)

5. Support and develop major festivals and events that are or have the ability to

extend visitation to the shoulder seasons. Scope event possibilities (e.g.

commission a study) (Local Industry, Private sector, KCCI, Eventscorp)

6. Ensure the region’s marketing efforts are strategic, aligned & communicated with

growth target segments (Operator Marketing Gp, ANW)

EAST KIMBERLEY

TOURISM PLAN 2. Improve Access

Improve Access

Current situation

• Estimated 115,000 visitors per annum.

• Around 45% are caravaners and campers.

• Around 36% (business & fly/drive segment) arrive by air.

• Limited transport between KNX and airport.

• Seasonality and conditions of minor access roads.

Improve Access

Gaps

• Connecting flights from Darwin and Perth are poor with no

direct flights from other ports.

• A number of 4WD roads (Gibb, Kalumburu) are in need of

regular (and costly) maintenance and grading.

• Improving road conditions (e.g. Lake Argyle Road) will

encourage higher visitation and length of stay.

• Access between the airport and the town centre has been

raised as an issue.

Improve Access

1. Develop strategy and business case to present to Qantas, AirNorth and

Virgin to support the case for improved connecting services and new

routes. (SWEK, TWA, Operator Marketing Gp, KCCI)

2. Develop strategy and business case for purpose of securing recurrent

funding for road maintenance – link back to Value of Tourism and

strategic priorities. (SWEK)

3. Develop and document feasibility of introducing an airport shuttle service

and identify potential operator. (IBA/Morrgul/SWEK/DoT)

Strategic Actions

EAST KIMBERLEY

TOURISM PLAN 3. Build the value of tourism

Build the value of tourism

Currently:

• Tourism is a significant contributor to the East Kimberley

economy.

Gaps:

• There is a low level of understanding by residents and

parts of the business sector in relation to the value of

tourism to the local economy.

• Visitors are generally resented, rather than valued.

Build the value of tourism Strategic Actions

1. Develop SWEK Tourism portfolio so that there is someone on Council who is an

advocate for tourism. This also demonstrates the importance of the industry to the

local economy. (SWEK)

2. Strengthen tourism through collaborative leadership. Determine organisation/

individuals to take on leadership role? (SWEK, TWA, Marketing Op Grp, KCCI)

3. Report positive impacts, events, activities and developments in tourism via monthly

column in the Kimberley Echo. (KVC, SWEK, Advocate, KCCI, Local Operators)

4. Present Annual Tourism Update to East Kimberley Stakeholders (SWEK, KCCI,

Operator Marketing Gp)

5. Improve service standards and knowledge of the region so that visitors have the best

information presented in a manner that expresses their value. (KVC, KCCI /SBDC)

6. Develop and implement a plan that encourages local business to become visitor

friendly (KCCI)

7. Target business opportunities that support and complement tourism growth objectives

(KCCI)

EAST KIMBERLEY

TOURISM PLAN 4. Developing products and services to meet

the expectations of target market segments

Develop Products & Services

Currently:

• Products & services meet the needs of the CCC market to

a large extent.

Develop Products & Services

Gaps:

• There are gaps in the range of accommodation offerings

& tour products to meet target markets

• Current & future visitors believe they are not getting the

indigenous experience that is expected

• The business sector represents around 22% of the visitor

market but there are few products and/or services

designed to cater for their specific needs

• Perceptions that KNX looks tired and therefore does not

have appeal to visitors as a destination but simply a

gateway to other Kimberley destinations

Develop Products & Services Strategic Actions

1. Develop eco camps, resorts, products and experiences to meet higher-end markets (TWA,

Naturebank, MG, DPaW)

2. Increase capacity, skills and industry knowledge for indigenous people to work in tourism and

develop product for the visitor market (IBA, Morrgul, TWA, WAITOC)

3. Partner with MG Corp to progress proposed tourism developments within Ngamoowalen

Conservation Reserve (TWA, DEC, Local Industry)

4. Partner with Wunambal Gaambera to facilitate the development of cultural tourism

opportunities outlined in their Healthy Country Plan. Collaborate closely with the Kimberley

Cruising operators. (TWA, WG, Kimberley Cruise Operators, Morrgul, IBA)

5. Develop products that meet the needs of the business visitor such as reliable transfer services

(airport to town/hotels); business club; check-in/check-out times around flight times; etc

(Industry operators, KCCI)

6. Develop a community consultation strategy that looks to provide input from residents &

visitors that prioritises work to be undertaken that will maximise length of stay, support local

business and increase visitor spend. (SWEK)

EAST KIMBERLEY

OPERATIONAL

MARKETING PLAN Designed to support the Tourism Plan

Marketing

The Marketing Plan has been developed to complement and support the Strategic Priorities and is premised on:

• Development of a local marketing levy for the East Kimberley

• Forming a local (informal) representative body to provide guidance to marketing activity (e.g. an annual brief)

• Identification of the most suitable means of implementing the marketing program

• Building awareness in the local community and small business sector on the ’value of tourism’, supporting product and service delivery improvements to back up the marketing program

Marketing Focus

• The Marketing Plan focuses on two key target markets

that can be effectively impacted by programs over the

next 2-3 years:

• Grey Explorers (objective: maintain market)

• Dedicated Discoverers (objective: grow market)

Framework

Marketing Mix

Price Making it right

Product The right one for the

target market

Promotion Telling & selling the

consumer

Position Reaching the target

Basic Variables

Marketing Mix Market Price Product Promotion Position

Grey

Explorers

Lower yield

Price

sensitivity

needs to be

taken into

account

Value for

money

(comparative)

Align to needs &

expectations

Quality level

Value-adding

Facilities

available

Iconic

experiences

Provide choice

Advertising

Travel media

Travel & tourism

events

Caravan & Camping

publications

Imagery – Parks,

facilities, accessible

icons etc

Geographic –

Melbourne, Sydney,

Brisbane,

Perth & South West,

Northern Territory

Dedicated

Discoverers

Higher yield

Align to needs &

expectations

Iconic

experiences

(Extraordinary)

Quality level

Packaged offers

(make it easy for

them)

Advertising

Mainstream print &

press

Digital mediums &

PR

Imagery –

landscapes, awe &

wonder, icons

Industry networks –

retail, wholesale

Geographic –

Melbourne, Sydney,

Perth & South West

Marketing mediums

Grey Explorers

Print

Brochure & Flyers

Press

Display material

Consumer shows & events

Dedicated Discoverers

Print

Press

Online & Digital & PR

Television & radio

Tourism trade shows & events

Prize promotion & competitions

Implementation Success requires:

• Skills, knowledge & experience

• Capacity

• Core shared values • Behaviour - 'attitude to

tourism'

• Backing up marketing through delivery

• Marketing capacity / grunt

• Media buy

• Partnerships & alliances

• Measurement

• Lines of authority & communication

• Roles & responsibilities

Structure Systems

People Culture

EAST KIMBERLEY

TOURISM PLAN Questions?