tourism tropical north queensland business plan

51 The Esplanade PO Box 865 , Cairns 4870

Queensland, Australia

ABN: 72 038 783 936

Tourism Tropical North QueenslandBusiness PlanJuly 2019 – June 2020

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Contents1.0 Business Plan Summary 3

2.0 The Business 4

2.1 Business details 4

2.2 TTNQ Organisation 2019 4

2.3 Board of Directors 6

2.4 Business Roles 7

2.5 Business Sustainability 8

2.6 Aviation Overview 12

3.0 Strategic Direction 13

3.2 Marketing Strategy 14

3.3 Target markets 16

3.4 Market strategies 17

3.5 Digital Strategy 24

3.6 Brand Work 28

3.7 Business Systems 29

4.0 Budget 36

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1.0 Business Plan SummaryTourism Tropical North Queensland (TTNQ) markets Tropical North Queensland as one of the world’s most inspiring nature based destinations. We do this by promoting the region as the gateway to hundreds of unique tropical experiences set in World Heritage landscapes.

As a not-for-profit, member-based Regional Tourism Organisation we are the voice of Tropical North Queensland’s tourism industry and work to increase visitor arrivals and expenditure for the benefit of the whole region.

Our destination, which is known as Cairns & Great Barrier Reef in international markets, stretches from Cardwell in the south to the Torres Strait in the north and west to the Northern Territory border.

TTNQ has ambitious goals which we will achieve by working diligently with our 2018-2020 Strategic Direction. We are collaborating with the Tropical North Queensland tourism industry to master our destination’s story and are working with our partners to tell that story through digital, consumer, trade, media and travel industry channels.

Our marketing, communications and partnership strategies are priorities as we explore new digital and content opportunities that are changing the way leisure and business markets consume tourism products. We initiate high-level conversations with major airlines, tourism bodies, journalists, influencers, trade and online search engines to drive visitors to the region.

Mostly, we continue our hard work to add value to our members, in the hope we can lead the way for Australian tourism marketing best practice. By doing this our destination will achieve a record expenditure of $3.5 billion by 2020.

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2.0 The Business

2.1 Business detailsBusiness name: Far North Queensland Promotion Bureau Pty Ltd

trading as Tourism Tropical North Queensland

Registered: 1978 in Queensland

Business structure: Not-for-profit member-based organisation

ABN: 72 038 783 938

Business premises: 51 The Esplanade, Cairns 4870. Leased from Cairns Regional Council.

Management structure: TTNQ underwent an organisational restructure in 2018-19 to streamline the business and ensure it was ready to quickly meet the challenges of destination marketing in a rapidly changing and highly competitive marketplace. Significant changes to our business structure were made and we now have a nimble destination marketing organisation with efficient management processes.

2.2 TTNQ Organisation 2019

Torres Strait Community Coordinator

Ashleigh Bartley (contract)

Brand & Digital MarketingNick Did This (outsourced)

Domestic(Outsourced)

Germany – Global Spot(Outsourced)

Contineo ChinaSuzy Lai

Marketing Assistant – Business, Major &

Regional EventsAbbey McDonald

Project Manager – China

Harriet Ganfi eld

Manager – Business Development

Kylie Brand

Manager – Partnerships & Events

Kelsey Andersen

Senior Content & Communications Strategist

Nick Did This (outsourced)Sales & Marketing Manager

– Japan & South East AsiaSam Sakamoto

Sales & Marketing Manager – Western, Drive, Domestic & NZ

Claudia McFadden

Domestic Sales & Marketing Exective

Susan George

Creative SpecialistJilara Kuch

Industry Development Manager

Richard Yates

General ManagerRosie Douglas

Chief Executive Offi cer Company Secretary

Pip Close

TTNQ Board of Directors Finance & Risk Management Committee (FARMC)

Corporate Communications & EA to CEO

Judy Lloyd

Corporate Communications Liz Inglis (outsourced)

Admin AssistantTBA

Business Systems ManagerJames Scullen

IT(Outsourced)

Finance(Outsourced)

China

Contract Positions

Outsouced Positions

Legend:

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Professional Development TTNQ is committed to professional development and staff satisfaction to ensure a highly engaged team. Staff are given the opportunity to participate in activities to improve their capacity to market the destination. This includes attending the TTNQ Marketing conference 22 August 2019. One staff member will be given cross departmental training by December 2019 as part of our plan to multi-skill staff across the organisation.

Two team building activities will be held per annum, position descriptions will be reviewed annually and our goals are for 85% staff satisfaction from the annual survey and zero staff turnover.

Torres Strait Community Coordinator

Ashleigh Bartley (contract)

Brand & Digital MarketingNick Did This (outsourced)

Domestic(Outsourced)

Germany – Global Spot(Outsourced)

Contineo ChinaSuzy Lai

Marketing Assistant – Business, Major &

Regional EventsAbbey McDonald

Project Manager – China

Harriet Ganfi eld

Manager – Business Development

Kylie Brand

Manager – Partnerships & Events

Kelsey Andersen

Senior Content & Communications Strategist

Nick Did This (outsourced)Sales & Marketing Manager

– Japan & South East AsiaSam Sakamoto

Sales & Marketing Manager – Western, Drive, Domestic & NZ

Claudia McFadden

Domestic Sales & Marketing Exective

Susan George

Creative SpecialistJilara Kuch

Industry Development Manager

Richard Yates

General ManagerRosie Douglas

Chief Executive Offi cer Company Secretary

Pip Close

TTNQ Board of Directors Finance & Risk Management Committee (FARMC)

Corporate Communications & EA to CEO

Judy Lloyd

Corporate Communications Liz Inglis (outsourced)

Admin AssistantTBA

Business Systems ManagerJames Scullen

IT(Outsourced)

Finance(Outsourced)

China

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2.3 Board of Directors

Todd Parker General DirectorManaging Director, Parker Travel Collection

Wendy Morris Chair & Appointed DirectorOwner, Reef Society

Craig Pocock Chair Finance & Risk Management Committee and General DirectorManaging Director, Skyrail Rainforest Cableway

Sam Ferguson General DirectorGeneral Manager Commercial – The Accommodation Centre, Destination Cairns Marketing

Norris Carter Deputy Chair & Appointed DirectorCEO, North Queensland Airports

Sheena Walshaw Cairns North Zone Representative

Peter Woodward General DirectorManaging Director, CaPTA Group

Wayne Reynolds General DirectorGeneral Manager Hotel, Pullman Reef Hotel Casino

Jeff Schrale Appointed DirectorRegional Executive Far North Queensland, ANZ Bank

Mark Evans Appointed Southern Zone Representative Director – Marketing & Public Relations, Paronella Park

Paul Fagg Appointed Tropical Tablelands & Remote Zone RepresentativeBusiness Development Executive, Skybury Coffee Pty Ltd

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2.4 Business Roles

Destination marketing TTNQ’s role is to inspire people to visit Tropical North Queensland through innovative and effective marketing of the destination. Digital marketing across owned, bought and earned channels is the key to being noticed in the fast-paced world of travel.

We provide opportunities for members of TTNQ to market their business as part of the destination. These include attending trade and consumer shows as a destination, advertising opportunities and campaigns, trade educational activities and in-market training, media familiarisations, e-newsletters with business opportunities, and marketing forums and workshops.

TTNQ also focuses on building the capabilities of tourism businesses to ensure they are more competitive, adaptive and resilient so visitors can enjoy a consistently high standard of experience.

The organisation offers advice where other opportunities may be increased to ensure our region is offering the very best experiences across Tropical North Queensland.

Experience developmentExperience development is focused on supporting tourism operators to deliver more engaging and memorable visitor experiences by better understanding the needs and preferences of the market and contemporary experience development practices. This may include resources and programmes addressing such issues as customer service, storytelling, customer journey mapping, online marketing and social media engagement.

Product development Product development is focused on the identification of new tourism experiences either as a new product or the enhancement of an existing product. This is done in response to consumer needs and trends and to leverage identified Tropical North Queensland Destination Hero Experience opportunities.

Business developmentWe connect the dots to other organisations that can assist with business development. These include the Queensland Tourism Industry Council and the Australian Small Business Advisory Services program targeting generic development opportunities aimed at improving business viability and performance. The development and implementation of business plans, marketing plans and sustainable business practices are among the development opportunities offered.

Industry development Industry development looks at tourism industry-specific development programmes aimed at supporting tourism businesses to enhance the overall efficiency, effectiveness and performance of their operations. This may include programs dealing with issues such as market readiness, trade engagement, yield management and channel management.

MembershipAs part of TTNQ’s restructure, an Industry Development Manager was appointed in July 2019 to grow membership by 5% with a retention rate of 85%. The goal is for $100,000 extra membership revenue by June 2020.

LTO PartnershipsTTNQ shares a Memorandum of Understanding (MOU) with each of the Local Tourism Organisations (LTOs) in Tropical North Queensland. The LTOs are:

• Tourism Port Douglas & Daintree• Tropical Tablelands Tourism• Tropical Coast Tourism• Gulf Savannah Tourism

LTO meetings are held quarterly, the MOUs are reviewed annually and the Destination Tourism Plan has been updated until 2022.

TTNQ Indigenous ProjectTTNQ is administering $1.1 million funding provided by the Department of Innovation, Tourism Industry Development and the Commonwealth Games to deliver the connecting With Asia TNQ Indigenous Project. Mandingalbay Yidinji Aboriginal Corporation is the project manager which is developing two experiences – a guided eco tour and Deadly Dinner. The funding includes construction of a pontoon, ramp, amenities building and associated facilities with the project to be delivered by December 2020.

Torres Strait Destination DevelopmentTTNQ has a two-year partnership with the Torres Strait Regional Authority to build capacity for local Indigenous people by developing their skills in tourism to take the region forward as a tourism destination. TTNQ has allocated a designated Torres Strait Community Tourism Co-ordinator for the Torres Strait region and the marketing team is elevating the region’s experiences as part of their work in domestic and international markets.

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2.5 Business SustainabilityTTNQ is committed to operating within a sustainable business model. However, it should be noted there has been a significant shift in our core funding over the past two years (excluding Cairns Regional Council and project funding):

2017 revenue = $3045,150

2019 revenue = $1589,605

Variance: $1,455,545

Given loss of funding, the TTNQ team continues to work in collaboration with members to create co-operative opportunities including campaigns and travel sales trips to achieve a co-operative funding leverage of 3:1.

The CEO works with Cairns Regional Council & our Champion members to effectively manage all funding partnership agreements.

The Profit and Loss goal is to break even or have a small surplus by 30 June 2020 and to continue to have the cash management ability to pay debts when due.

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Strengths• Two World Heritage listed areas• Outstanding nature experiences• World recognised icon – GBR• Closest access to GBR• Australia’s largest marine tourism offering• World’s best managed Reef• International airport• Well-developed tourism industry and tourism

infrastructure underpinned by mature base of tourism operators

• Broad product offering for different market segments

• Significant investment in new infrastructure• Australia’s largest Indigenous tourism offering• Year-round events calendar• Appealing MICE destination • Warm climate year round• Tropical lifestyle• Welcoming locals• Councils and industry stakeholders that recognise

the importance of tourism to regional economies• Safe and secure destination

Weaknesses• Non- sustainable funding model, and heavy

reliance on small number of key funding partners• Reliance on 2 key iconic assets – diversity of

regions assets not maximised• Large number of small tourism businesses not

‘internationally/trade ready’• Digital capability of industry• Internet connectivity poor or non-existent in some

areas• International airport underutilised• Direct aviation access from Western markets

and China• Domestic aviation and accommodation capacity

under pressure during peak periods• Collaboration and communication between key

industry stakeholders • Slow development of additional product pillars e.g.

Indigenous, food tourism• Labour force challenges – especially during peak

periods and in more remote areas• Limited infrastructure capacity for large events• Limited co-ordination of economic & destination

planning between regional stakeholders• Lack of re-investment by suppliers to upgrade/

enhance product and experience offering • A vast region to cover with high costs and difficult

access• Lack of Subvention funding for MICE business• Region has rested on laurels – not evolved

fast enough

Tropical North Queensland Industry SWOT

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Opportunities• Build capability of Indigenous operators to be

internationally ready• Promotion of Indigenous tourism experiences to

ensure TNQ is recognised as Australia’s leading Indigenous tourism destination – development of third pillar

• Product development – food trails, hiking and cycling trails, birdwatching

• Further development and promotion of self-drive itineraries across domestic and international source markets to expose diversity of regional food, beverage, nature, adventure, culture and communities

• Attraction of major sporting events with an opportunity to grow participation from international markets

• Growth in direct aviation capacity – domestically and internationally (ME, China, NZ, SE-Asia)

• WHM global campaign to re-invigorate back packer and youth travel from Western markets

• Niche and special interest segments – domestic Chinese and Indian diaspora, international students within Australia, hands –on authentic local experiences

• TEQ Best of Experiences Program – lift quality of product and experiences within destination

• New infrastructure developments = new product to offer

• Citizens of GBR – position the destination as a world leader in conservation of global natural assets

• Strengthen partnerships with TEQ and TA• Find PR opportunities with other industries to

develop brand awareness (tropical fruits)

Threats• Sustainable funding solution not implemented and

existing funding sources cut• Climate Change, bio-security and other man- made

threats that impact the health and quality of our natural assets

• Negative global publicity around health and sustainability of GBR

• Lack of growth in aviation access • Continuing business viability during shoulder

periods – especially in smaller regional centres e.g. Mission Beach

• Geopolitical tensions in Asia, UK and USA• Balance of East vs West visitation• Competiveness of destination on global stage• Internet solution not delivered across entire region• Labour shortages and poor consistency of service

levels across entire region• Lack of desire by operators to upskill their

capability and re-invest in product offering• Insufficient infrastructure/ destination capacity to

meet growth expectations• Climate events e.g. cyclones• Subvention funding increasing in other states• Other regions continue to grow models and

funding as they mature

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2.6 Aviation OverviewAviation access is critical to the success of the TNQ tourism industry and confidence was dented with the withdrawal of China Southern Airlines and Cathay Pacific (due to depart 27 October 2019) from Cairns. The prospect of attracting a new airline to Cairns is being frustrated by the current global market and price of fuel which has slowed growth.

Aviation development is dynamic so when one airline pulls out, another sees it as an opportunity. With 75% of international visitors arriving in Cairns on domestic seats – the equivalent of eight wide-bodied jets per day – there is proof of demand for the destination. Cairns is Australia’s most underserved international market with international visitor to Cairns outnumbering the number of international seats by five times.

Over the past 20 years passengers through the Cairns Airport Domestic Terminal have grown at a long-term rate of around 4% a year, despite an annual variation of plus or minus 10%. This growth is why the airport is investing $55 million in upgrading the domestic terminal. Traffic through Cairns Airport Domestic Terminal is expected to grow by 40% to six million passengers a year by 2027.

SilkAir celebrated their fourth birthday with Cairns Airport and are now flying daily to Singapore providing greater access to the world 365 days a year. Singapore is an excellent hub for connectivity, especially to Europe, as it has flights to 130 cities around the globe and Singapore Airlines is part of the Star Alliance network with 28 member airlines.

Domestic passenger numbers were boosted earlier this year by the addition of 3,828 seats a week on Qantas routes with 11 new flights to Brisbane that were added at the end of March, and the larger wide-bodied A330s used on selected flights to Sydney and Melbourne. Air Niugini also resumed daily flights to Port Moresby.

Qantas announced direct flights to Brisbane from Chicago and San Francisco early next year offering great opportunities for our destination to grow the North American market.

• The State government are exploring a Cairns aviation solution to replace the Cathay Pacific service when it stops at the end of October. The Minister announced an open market expression of interest process with EOI’s to be completed by 29th July 2019. The State are working on a framework to assess and working with CRC, Cairns Airport and local government agencies to discuss steps.

• Jetstar Cairns-Osaka service is going to be Daily from 8 December to 28 March. The capacity of Cairns-Osaka will be increased by 18%. JQ is seeking to provide daily service all year around for 2020-2021.

• TTNQ will support Cairns Airport in attending world routes in September in Adelaide.

• Following CEO trip to China, many Key distribution partners advised that it is unlikely China Eastern Charter flights will occur over the next Chinese New Year.

• Hainan flights are suffering low yield and unlikely to continue flying beyond Dec 2020.

The Cairns Airport drive the aviation strategy working with State Government on AAIF funds and employ International Aviado aviation consultants to attract new routes to the region. TTNQ’s & TEQ’s role is to support by creating demand.

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3.0 Strategic Direction

3.1 Vision and business goalsThe TTNQ 2018-2020 Strategic Direction sets the agenda for our organisation to shift gears, unite the industry and lead the way forward to the vision of becoming one of the world’s most inspiring nature-based destinations. This two-year plan will enable TTNQ to move quickly in a fast-changing and competitive world to ensure Tropical North Queensland is the destination people around the world want to visit.

VisionTo position Tropical North Queensland locally, domestically and internationally as a world-renowned nature-based tourism destination, set in World Heritage reef and rainforest, that people everywhere are compelled to visit.

For TTNQ to be recognised as a result-driven, highly-valued and respected organisation working in partnership with our stakeholders to deliver world-class, innovative destination marketing.

MissionProvide sustainable growth in tourist visitation, business events and revenue through the effective destination marketing of a unified brand using current and emerging technology, partnerships and innovation.

Unify the tourism industry by displaying strong contemporary leadership, expertise and excellence.

Business Goals • Revive and reposition the region’s image• Sustainably grow visitor arrivals and expenditure

to the region• Operate within a sustainable business model• Continuously look for opportunities to deliver

value to members• Operate within a culture of best practice,

return on investment focus, efficiency and knowledge sharing.

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3.2 Marketing StrategyAirline access has made tourism the key driver of a regional economy with two World Heritage Areas – the Great Barrier Reef and the Wet Tropics rainforest. In 1971 visitor spend was at $50 million and by 2017 was worth $3.1 billion with tourism contributing around 18% of Tropical North Queensland’s gross regional product and supporting one in five jobs.

Tropical North Queensland is the most popular regional destination in Queensland for international visitors with a 33% market share. Our destination has an 8% share of the state’s domestic visitors.

TTNQ will sustainably grow visitor arrivals and expenditure to the region by prioritising the markets that will best deliver a return to achieve the 2020 expenditure targets. Market priorities will take into account aviation access, underlying demand and visitor alignment to the destination offerings. We will focus on driving arrivals to Cairns as the gateway and then dispersing to the regions.

The domestic market delivers the most visitors and expenditure. China is the largest international source market, while Europe delivers High Value Travellers who stay longer and generate the most visitor nights.

Marketing plans with stretch KPIs are being developed for priority markets to test the new branding being developed. Strategic panel meetings will be conducted quarterly for international markets to guide marketing plans and decision making.

TTNQ will leverage TEQ and TA marketing partnerships by 3:1. With the region’s population of 285,000 forecast to grow 1.3% per year over the next decade, TTNQ’s goal is to support the region’s economy by delivering $3.5 billion in visitor expenditure by June 2020. The target is $4.2 billion expenditure by June 2022 to achieve an 20% contribution to Gross Regional Product and 9% of the State’s market share.

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3.3 Target markets

Domestic High Value Travellers (HVTs)These travellers spend more than the average visitor on leisure trips and are aligned to Queensland’s competitive offering, indicating they are interested in the types of leisure experiences Queensland has to offer. In the interstate market, HVTs represent 35% of interstate leisure trips, but 63% of overnight visitor expenditure, highlighting their disproportionate share of spending. In the intrastate market, HVTs represent 36% of intrastate leisure trips and 71% of overnight visitor expenditure.

We are going for a slightly broader market than just HVTs as much of the product supports broader family, couples and singles audience so whilst we align with TEQ and TA, TTNQ needs to drill down even further to attract more than the HVT.

Search and programmatic display will help us target the right HVT markets. For example, external media such as Luxury Escapes absolutely targets HVTs while Ignite is aimed at the much broader market.

International Experience SeekersInternational travellers seeking an inspiring nature-based destination are targeted through our international campaigns. These campaigns also target HVTs.

Adventure/Youth Market Working with Tourism Australia, this year we have also allocated $30K for a targeted Adventure/Youth campaign as this market as been forgotten in recent years.

Education visitorsOne in 24 international visitors to Queensland were education visitors In 2017. Of those, 16% were visited by family and 10% by friends while they were in Queensland. Education visitation has grown 9% over the past three years, with the top four source markets being China, Japan, the USA and Korea. More than 32,000 international students from 34 countries chose to study in Cairns in 2017. TTNQ works with Study Cairns, James Cook University and CQU to target education opportunities where possible.

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3.4 Market strategies

Market Profiles and Opportunities

Market Profile Year End March 2019

Potential Target growth

Challenges/ Opportunities

Domestic

• 2 million visitors• $2.3 billion spend• Total visitor spend $1123

per person• Brisbane: 253,000• Sydney: 184,000• Melbourne: 231,000• Total intrastate 1.3 million

• Maintain • Limited access on domestic airlines• 75% International taking domestic seats• Limited brand awareness with TNQ and Geographical

location• Perception there is no point coming in wet season

China

• 206,000 visitors• 901,000 visitor nights• 4.4 ALOS• $221 million

• Maintain 200,000 • China Southern and Cathay Pacific withdrawal• Expensive domestic airfares• Chinese New Year 2020 falls on Australia Day weekend• Negative publicity about GBR (Green Island)• Perceptions of destination as old and tired • Silk Air/ Western China activation• Digital Agency Appointment - pending budget• C-Trip tactical campaign (TTNQ/ TEQ)• TTNQ/ CEPT/ DFS- China Tourism Cairns Forum• CEPT/ Hainan Airlines co-op activities:• - Geo-fencing trial• - WeChat game

Europe

• 157,000 visitors• 1.57 million visitor nights• 10 ALOS• $191 million

• 164,000 visitors • Cathay Pacific Withdrawal• Domestic constraints/cost into Cairns• GBR negative (social) media messaging • Silk/SQ daily flights• GBR RTO Project • Representation and product in market training • WHM focus• Drive market focus

North America


• 140,000 visitors • Access / domestic into Cairns • QF direct BNE flights to Chicago & San Francisco• Strong growth potential in HVT market • RTO/LTO Product Development Mission with Dundee

Campaign w. Expedia / TA/TEQ

Japan

• 110,000 visitors• 555,000 visitor nights• 5 ALOS• $136 million

• 112,000 visitors • Jetstar’s unstable operations• Seasonal & dispersal destination awareness• Osaka become Daily for northern winter schedule

United Kingdom


• 81,000 visitors • Drop in WHM markets Domestic constraint into Cairns• Cathay Pacific Withdrawal• Brexit • SilkAir/SQ daily flights• TA-TEQ WHM activity• STO joint campaign activity

New Zealand


• Seasonal only direct flights into Cairns• Funding • Media and Trade Educational opportunities• TEQ and LTO in market Collaboration

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Domestic Marketing PlanThe domestic market represents two thirds of all visitation annually and has been losing domestic holiday visitor market share over the past 10 years, down from 2.92% in 2008/09 FY to 2.63% in 17/18 FY. There has been a number of external factors such has high Australian $ through the 2010-2013, GFC, as well as recent weather patterns affected the region. The NVS has also recorded Queensland losing market share with biggest falls experienced in TNQ.

In 2016/2017 TEQ moved away from destination marketing to experience marketing across the whole of Queensland. The TNQ tourism industry have been critical of the approach – TTNQ now needs to anchor experiences with our destination.

The industry has also identified that TNQ has very limited traction in the domestic market place and that work is required to build a clearer & stronger brand involving Cairns as a gateway to the GBR and region. TTNQ has embarked on a brand strategy to reinvigorate the brand representing Australia’s most accessible yet unique experiences.

TTNQ is using Cairns Regional Council and TEQ funding to roll out Phase One of a $1 million domestic campaign with tactical, digital and PR activity as well as some asset creation. If additional funding is approved from Cairns Regional Council and TEQ, Phase two of the campaign will involve rolling out the new brand story using the platforms from Phase one.

The campaign will target the High Value Traveller, which is the key target market of TA and TEQ outlined in their respective strategic plans. These are:

• Interstate HVT travelling with children• Interstate HVT 18-49 travelling without children• Interstate HVT 50+ travelling without children• Intrastate HVT travelling with children • Intrastate HVT 18-49 travelling without children• Intrastate HVT 50+ travelling without children

Phase One aims to increase both room nights and the number of bookings by 50% and increase the length of stay to 3.5 nights. Compelling value-based travel deals will target consumer to drive visitation to shoulder and low seasons.

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Japan Marketing Plan• Focus on Co-op activity• 70% Trade (tactical, educational, seminars), • 30% B2C (SNS, website, consumer events) through

TA, STO, Trade and Airline Partners.• Visitor growth 2% by Dec 2020 based on 110,000• Japanese website 10% increase in Unique visitors

by June 2020

• Japanese Facebook 20% increase in followers by June 2020

• Deliver one overarching integrated Campaign by 30 June 2020 - Combination of seasonal & destination awareness campaign ‘Let’s Grab Our Thongs’ and continuing of ‘101 Stories’ on Japan website.

Japan – TNQ total visitors by calendar year

84,138

91,390

80,875

2016 2017 201874,000

76,00078,00080,00082,00084,00086,00088,00090,00092,00094,000

United Kingdom - TNQ total visitors by Calendar year

UK Marketing Plan• Arrest and Defend current visitor arrival of 81,000

visitors• Supporting Adventure Cairns in working holiday

maker activities by co-funding in partnership with Tourism Australia and Tourism Queensland

• Queensland on Tour UK/Europe event attendance (collaboration of GBR RTO’s) 1 Roadshow – 100 agents trained

• Deliver one UK campaign by 30 June 2020, including digital activity and partnership with STA or Student Universe Travel and first time partnership with SQ/SilkAir

• Attend Corroboree West and secured 2x Corroboree Famils (UK / Germany)

UK – TNQ total visitors by calendar year

84,138

91,390

80,875

2016 2017 201874,000

76,00078,00080,00082,00084,00086,00088,00090,00092,00094,000

United Kingdom - TNQ total visitors by Calendar year

Europe• 5% visitor increase 164,000 visitors• Deliver GBR Campaign in partnership with 5 RTO’s,

TEQ, TA, Trade and Airline partners• Deliver a Drive supplement distributed throughout

German speaking trade to achieve regional dispersal with 10% increase in itineraries booked by December 2020

• Queensland on Tour Europe attendance with 100+ agents trained

• Attend Corroboree West and secured 2x Corroboree Famils (UK / Germany)

• German website 10% increase Unique visitors• Europe in market Representation 500+ agents

trained• Europe in market Training Missions (x3) attended

by min. 15 product/members

Europe – TNQ total visitors by calendar year 233,529

197,518

225,571

170,000

180,000

190,000

200,000

210,000

220,000

230,000

240,000

Total Europe, TNQ visitors by calendar year

2016 2017 2018

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USA and Canada• Deliver two Trade Campaign to leverage of TA’s

Dundee campaign in partnership with TEQ, TA, VA and Expedia and a Consortia Campaign

• North America in Market sales/training missions (x3) attended by min 10 product / members and 100+ agents trained

• North America RTO partnered in market destination development mission led by TEQ - min 100 agents trained (+20 media)

• 4% increase visitation by Dec 2020 to 140,000 visitors

North America – TNQ total visitors by calendar year

233,529

197,518

225,571

170,000

180,000

190,000

200,000

210,000

220,000

230,000

240,000

Total Europe, TNQ visitors by calendar year

2016 2017 2018

Worldwide:• Attend ATE Melbourne 2020 incorporating

indigenous product development. • ATEC Partnership incorporating Inbound Up

North, ATEC QLD Showcase and Inbound product development / training

Drive:• Drive Partnership with TEQ / RTO’s on Caravan and

Camping Shows and Drive Campaign (OQTA, TEL, TTNQ & LTO)

China • The China market continues to shift from groups

to FIT with FIT around 40% in 2018-19. The trade war with the US is slowing the Chinese economy with the downturn expected to continue for two years.

• We will continue to target HVT travellers with a focus on FIT and high-end groups.

• Maintain 200,000 Visitation• Increasing digital presence to Consumer Direct

& Trade with the target of a 20% increase on all digital channels

• Partnership delivery CWA project in conjunction with TEQ.

• TTNQ to visit market 1/4ly to ensure these relationships are protected and meet with the key decision makers. This is essential for relationships but also to keep abreast of the market and ensure TEQ/TA are representing the region effectively where possible

• China in-market representation: train 120 leisure agencies across 3 x 1-tier cities

• China in market training missions TBA • BEA Seminars offered to Champion members for

attendance (2 members per event)

China – TNQ total visitors, nights and spend by calendar year

Spend $244,000

Nights528,000

Visitors202,000

Spend $238,000

Nights765,000

Visitors220,000

Spend $202,000

Nights702,000

Visitors205,000

Nights901,000

Spend$221,000

Visitors206,000

-

200

400

600

800

1,000

1,200

1,400

2016 2017 2018 2019

visitors nights spend

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Leisure events Events are a vital part of the tourism offering in Tropical North Queensland, especially in the summer shoulder seasons, as they give people a reason to visit the destination at different times of the year. They also give us an opportunity to showcase the region through media coverage of the event.

TTNQ has an events prioritisation strategy, which has assisted in bringing new events like Targa Great Barrier Reef to the region in 2018. This event grew by more than 40% in 2019.

International events such as the Ironman Asia-Pacific Championships bring enormous economic impact and have helped position the region as an international sporting destination, with other international events including:

• Cairns Airport Ironman Asia-Pacific• Targa Great Barrier Reef• Adventure Cycle Tour• Cairns Indigenous Art Fair (CIAF) • Yarrabah Band Festival• Great Barrier Reef Marathon• Karrumba Fishing Classic• Discover Cooktown 2020• Regional events are also held throughout Tropical

North Queensland, adding to a diverse cultural and sporting event calendar.

Maximise the value of leisure events calendar to drive visitation and length of stay 10% increase in events calendar by Dec 2020

Develop a comprehensive digital marketing tool kit for event organisers to assist with destination marketing June 2020

In partnership with Cairns Regional Council update Regional event Prioritisation strategy to 2020 - 2025

2 new major event opportunities (to be anchored in the region)

10% increase in events promoted

Business Events The economic impact of business events in 2017-18 was $111 million, more than double the previous year’s total of $45 million. Cairns Convention Centre also advise that 78% of people who attend a business event say they will return on a leisure holiday.

There has been growing interest in holding events in Tropical North Queensland following the confirmation of the Amway China leadership seminar, which brought more than 6000 delegates to Cairns in April 2019.

Economic value of Business events (QBES) 5% growth by Dec 2020

The team at Business Events Cairns & Great Barrier Reef organises Sell TNQ every year, hosting meeting planners from Australia and New Zealand. The team also attends AIME (Asia Pacific Incentives and Meeting Event), hosts a Regional Showcase in Sydney and Melbourne, and participates in major international events in the key markets of China, the US and New Zealand.

The Cairns Convention Centre closure for redevelopment in 2020 will result in the loss of 60,000 room nights from May to November 2020.

Further develop partnership marketing opportunities to connect business event trade to membership.

Collaboration with Cairns Convention Centre to maximise their expansion. 3 joint sales and marketing activities

Coordinate at least three trade and education opportunities to drive value and business to membership

Identify opportunities to integrate new leisure brand into Business events marketing, New Brand guideline adopted by members

Develop long term subvention funding model to drive economic benefit to the region during shoulder and low season funding secured by June 2021

Events secured 4 new conferences @ $1.5m

24

3.5 Digital StrategyThe main objective of digital is to boost the presence of TTNQ on all platforms and increase the demand of travelling to TNQ for leisure. The main metric is to gear audiences through to booking packages and deals.

To achieve this overall aim individual goals/metrics have been further divided and identified and these will collectively drive this objective.

These are detailed below:

• Driving potential travellers to our site• Engage with our onsite content in the form of an action e.g.;

1. PRIORITY: Audience interested and linking into our tactical travel deals and packages

2. Filling in a database form – Sign up for the latest deals.3. Interacting with social links

• Video views in order to drive awareness among a wide range of audience

• Collect database• Analyse and help TTNQ in improving bounce rate, time

spent on site

Period: Aug to Dec 2019

Target Markets:• Older couple – travel without children• Family• Young couple or solo-travel without children

All audiences will be directed to a landing page most relevant to them. The landing page will contain information on travel deals and packages. (Retargeting pools will be created for each audience separately).

Channels

Social:• Facebook and Instagram• Content Syndication• Influencers• Twitter

Display:• Display rich media• Programmatic Display Ads• Gmail

Search:• Google Search

Other activities to be supported by digital as part of the Phase One domestic campaign:• Ignite Travel• Luxury Escapes• Starts at 60

25

Digital KPI’s will also be measured by:

Leading Indicator Tertiary KPI Secondary KPI Primary KPI

Social • Followers • Engagement • Site visits • Conversions

SEO • Impressions • Site visits • Conversions • Revenue

PPC • Impressions • Click through rate • Conversions • Cost per acquisition

Email • Delivery rate • Open rate • Click through rate • Conversion rate

Referrals • Referrals gained • Site visits • Conversions • Revenue

Content • Content views/visits • Bounce rate • Content shares • Conversions

26

TARGET AUDIENCE ENTICEMENTS:

Families:Unique Nature: Reef and RainforestAncient CulturesTropical VibesTours and Attractions (eg: Wildlife Park)Fly Drive

18–30sUnique Nature: Reef and RainforestAncient CulturesTropical VibesTours and Attractions (eg: Adrenalin)

30s–50sUnique Nature: Reef and RainforestAncient CulturesTropical Vibes (Beach Resort)Luxury AccommodationFood and Wine

50s+Unique Nature: Rainforest & FishingAncient CulturesLuxury AccommodationFood and WineFly Drive

Example of pathway

Digital ad

CTA: Plan your holiday here

Retargetting ads

My QLD Holidays

Luxury escapes

LANDING PAGES BASED ON AD SERVE:

Unique NatureAncient CulturesTropical VibesTours and AttractionsFly DriveFood and WineLuxury AccommodationFishing

Landing page

Digital Journey Map

27

Eg. Tours and Attractions

My QLD Holidays Luxury Escapes

Accommodation:

CONTENT ON LANDING PAGE:

Name: Email:

Sign up for latest deals:

TNQ Operators:

BOOKMy QLD Holidays

Luxury escapes

BOOK TNQ Operators’ Website

My QLD Holidays

Luxury escapes

TNQ OperatorsEDM

HOMEPAGE RECOMMENDATIONS:

Insert book button: My QLD Holidays

Insert book button: Luxury Escapes

Change message to: ‘Plan your holiday here’

Link these to our retail landing pages

28

3.6 Brand WorkA key part of TTNQ’s marketing strategy is to revive and reposition the region’s image. Nick Did This is the marketing and brand specialist agency appointed to undertake this work. This will look at a layered brand story headlined by reef, rainforest and Indigenous with underlying themes across food, culture and lifestyle.

The strategy is to:

1. To help deliver a region re-imagined, reconnected and repositioned as the jewel of Queensland for domestic audiences.

2. To steward a brand process that reinvigorates and re-educates the region on the unlimited possibilities that come with working together.

3. To help transition the brand with Cairns and Great Barrier Reef as a gateway.

4. To keep the marketing wheels rolling, driving visitation to the region during the brand co-creation process.

A brand working committee representing a broad sector of industry has been formed and stakeholder engagement is underway. A video and photography audit has been completed to determine what new content is required for marketing and publicity.

The Queensland Brand strategy framework is also underway. This body of work will be completed by Landor in August with the agreement to supply the findings/feedback to TTNQ in August. Nick Did This will then use this body of work to support the development of the TTNQ Brand strategy.

A practical communication framework will be developed for TTNQ to develop and implement marketing activity. It will also be used as an education add on to all members within the region to activate locally with their own marketing dollars.

The development of this framework will be a true example of co-creation in the region.

We need our members and operators to own the development of the process so that once implemented they will see true value in its application and steward it to success.

The framework would deliver:

• A process to help members and operators articulate their offering in a way that is part of our overarching brand positioning.

• Educational moments that allow them to harness and activate the region’s brand positioning in their own marketing activity.

• A useful series of tools to help drive understanding and alignment of the importance of working together rather than delivering competing messages to market.

• A continual two-way conversation within the region making sure we are always having conversations about being aligned in the way we position the brand in market.

Value add as part of the organisation’s membership offering.

The new brand will be launched in February 2020.

The work will largely focus on Brand Development with a roll out through all digital assets including TTNQ websites and OOH.

A 12 month content strategy will be produced with paid content syndication.

Creative will include video, Vignettes for all channels, digital pixels, digital assets

• The Brand Agency will present three creative concepts to TTNQ

• TTNQ will select the one best suited (amendments and refinements can be made)

• This chosen creative will then be presented to the Board for endorsement

• Final concepts will be presented to the TTNQ members & stakeholders with the added facility of a Webinar link so people in other regions can be included.

29

3.7 Business Systems

General StrategyThe Business Systems Strategy is to continuously improve IT systems for greater reliability, security and efficiency. The targets are:

• Move all onsite system services to the cloud by December 2020

• Improve reliability - 99% up time• Improve security - Zero cyber incidents recorded • Increased efficiency - information access from

anywhere at any time by December 2020.

Implementation Plan

2018-2019• Email filter

–Select suitable cost-effective system. –Implement system based on vendors best practice.

• New telephone system

–Negotiate suitable system with Telstra (likely to be TIPT) –Implement system based on Telstra’s implementation schedule. –Train staff and commission.

2019-2020• New lease until October 2020• Refresh office• Migrate email to Microsoft Exchange (online)• Implement new cloud based general file system.• Identify System and Services duplication• 2020-2021• Systems and services consolidation• Review Daylite• Daylite review recommendations

Focus Action TasksOperational Strategic

Target KPI Target KPI

Mastering our StoryRevive and reposition the Region’s image

1. A layered story headlined by reef/rainforest and indigenous, with underlying themes across food, culture and lifestyle.

• Form Brand working commit-tee• 8 Committee members

representing broad sec-tor of industry

• Completed by June 2019.

• Survey of Brand awareness (consumer survey, key word search, organic searches) by June 2020

• Develop Road map • To communicate the steps & process of engagement to all • Completed by July 2019

2. Work with Wet Tropics Management Authority (WTMA) to defi ne rainforest story

• Develop Road map • Partner with WTMA to establish who & gain agreement. • June 2019

• Convene a working group with WTMA • Created by agency Nick Did This. • 1 Dec 2019 • Story deployed by WTMA

3. Deploy story in conjunction with partners and members

• Work with an external agency to develop one brand for all markets that resonates with High Value Travellers (HVT) • Brand Launch • Feb 2020 • Brand deployed by members • Feb 2021 to Feb 2022

• Develop content specifi c plans for each market to communicate brand story & share through third party channels

• Unique follows, engagement, impressions, open rate bounce. • KPI for each metric.

• Align with Tourism Australia Signature Experiences, TEQ’s Queensland Brand strategy Best of Qld.

4. Audit brand saturation and consumer awareness

• Collateral Brand Audit (Use of unifi ed brand)

• Digital Brand audit

5. Target market distribution • Distribution of new content for each target market • June 2020

Destination MarketingSustainably grow visitor arrivals and expenditure to the region

Marketing1. Measure Economic Impact

• Regional annual • Economic impact

• 11% contribution

2. Overnight Visitor Expenditure

Drive arrivals to Gateway and Dispersal to regions

• Develop marketing plans for priority markets with stretch KPI’s to test new branding • Visitor expenditure

• 3.5B by June 2020• 4.2B by June 2022

• Total Visitor Expenditure• $3.5B by June 2020• $4.2B by 2022

• Achieve state market share• Marketing spend per visitor

• 9%• ALOS 0.5%• $2 per head

• Deliver Phase One and Two Domestic Marketing campaign • Room nights TBA • December 2020

3. Community Pride and sentiment • Annual report • Dec 2019 • Community Pride and sentiment • Achieve score of 80%

4. Align market priorities to aviation access, underlying demand and visitor alignment to destination off ering

Japan • Focus on Co-op activity• 70% Trade, 30% B2C• Through TA, STO, Trade and Airline Partner

• Campaign Delivery

• December 2020• Deliver one over-arching

integrated Campaign by 30 June 2020

• Visitor growth • 2% by December 2020 based on 110,000

• Japanese website. • Unique visitors • 10% increase

UK • Tactical Trade activity • Supporting Adventure Cairns in working holiday maker activities by

co-funding

• Campaign Delivery• Roadshow – agents trained

• Deliver one UK campaign by 30 June 2020

• One Roadshow• 100 Agents trained

• Arrest and Defend current visitor arrival • 81,000 visitors

Europe• Deliver GBR Campaign in partnership with 5 RTO’s, TEQ, TA, Trade and

Airline partners• Visitation • 5% visitor increase • 164,000 visitors

• Deliver a Drive supplement distributed throughout German speaking trade to achieve regional dispersal • Itineraries booked • 10% increase by December 2020

• German website • Unique visitors • 10% increase

USA and Canada• Deliver a Trade Campaign to leverage of TA’s Dundee campaign

• Deliver two campaigns • 4% increase visitation by December 2020 • 140,000 visitors

China • Increasing digital presence to Consumer Direct & Trade• Partnership delivery CWA project in conjunction with

• Digital Metrics• Campaign Activity

• 20% increase on all digital channels • Visitation • Maintain 200,000

TEQ• Leverage TEQ and TA marketing partnerships • Conduct strategic panel meetings for international markets to guide

marketing plans and decision making

• 3:1 leverage• 4 per year

30

The KPI is WHAT or HOW we will measure, the Target is what we want to achieve:



Mastering our StoryRevive and reposition the Region’s image

1. A layered story headlined by reef/rainforest and indigenous, with underlying themes across food, culture and lifestyle.

• Form Brand working commit-tee• 8 Committee members

representing broad sec-tor of industry

• Completed by June 2019.

• Survey of Brand awareness (consumer survey, key word search, organic searches) by June 2020

• Develop Road map • To communicate the steps & process of engagement to all • Completed by July 2019

2. Work with Wet Tropics Management Authority (WTMA) to defi ne rainforest story

• Develop Road map • Partner with WTMA to establish who & gain agreement. • June 2019

• Convene a working group with WTMA • Created by agency Nick Did This. • 1 Dec 2019 • Story deployed by WTMA

3. Deploy story in conjunction with partners and members

• Work with an external agency to develop one brand for all markets that resonates with High Value Travellers (HVT) • Brand Launch • Feb 2020 • Brand deployed by members • Feb 2021 to Feb 2022

• Develop content specifi c plans for each market to communicate brand story & share through third party channels

• Unique follows, engagement, impressions, open rate bounce. • KPI for each metric.

• Align with Tourism Australia Signature Experiences, TEQ’s Queensland Brand strategy Best of Qld.

4. Audit brand saturation and consumer awareness

• Collateral Brand Audit (Use of unifi ed brand)

• Digital Brand audit

5. Target market distribution • Distribution of new content for each target market • June 2020


Marketing1. Measure Economic Impact

• Regional annual • Economic impact

• 11% contribution

2. Overnight Visitor Expenditure

Drive arrivals to Gateway and Dispersal to regions

• Develop marketing plans for priority markets with stretch KPI’s to test new branding • Visitor expenditure

• 3.5B by June 2020• 4.2B by June 2022

• Total Visitor Expenditure• $3.5B by June 2020• $4.2B by 2022

• Achieve state market share• Marketing spend per visitor

• 9%• ALOS 0.5%• $2 per head

• Deliver Phase One and Two Domestic Marketing campaign • Room nights TBA • December 2020

3. Community Pride and sentiment • Annual report • Dec 2019 • Community Pride and sentiment • Achieve score of 80%

4. Align market priorities to aviation access, underlying demand and visitor alignment to destination off ering

Japan • Focus on Co-op activity• 70% Trade, 30% B2C• Through TA, STO, Trade and Airline Partner

• Campaign Delivery

• December 2020• Deliver one over-arching

integrated Campaign by 30 June 2020

• Visitor growth • 2% by December 2020 based on 110,000

• Japanese website. • Unique visitors • 10% increase

UK • Tactical Trade activity • Supporting Adventure Cairns in working holiday maker activities by

co-funding

• Campaign Delivery• Roadshow – agents trained

• Deliver one UK campaign by 30 June 2020

• One Roadshow• 100 Agents trained

• Arrest and Defend current visitor arrival • 81,000 visitors

Europe• Deliver GBR Campaign in partnership with 5 RTO’s, TEQ, TA, Trade and

Airline partners• Visitation • 5% visitor increase • 164,000 visitors

• Deliver a Drive supplement distributed throughout German speaking trade to achieve regional dispersal • Itineraries booked • 10% increase by December 2020

• German website • Unique visitors • 10% increase

USA and Canada• Deliver a Trade Campaign to leverage of TA’s Dundee campaign

• Deliver two campaigns • 4% increase visitation by December 2020 • 140,000 visitors

China • Increasing digital presence to Consumer Direct & Trade• Partnership delivery CWA project in conjunction with

• Digital Metrics• Campaign Activity

• 20% increase on all digital channels • Visitation • Maintain 200,000

TEQ• Leverage TEQ and TA marketing partnerships • Conduct strategic panel meetings for international markets to guide

marketing plans and decision making

• 3:1 leverage• 4 per year

31




Leisure EventsMaximise the value of leisure events calendar to drive visitation and length of stay

• Develop a comprehensive digital marketing tool kits for event’s organisers to assist with destination marketing • Adoption of tool kit • June 2020 • Events promoted • 10% increase in events calendar

by December 2020

• In partnership with Cairns Regional Council update Regional event Prioritisation strategy to 2020 - 2025 • Opportunities identifi ed • 100% adoption by all major event

organisers

• Promotion of regional event calendar across digital and social assets • Events promoted • 2 new major event opportunities

(to be anchored in the region • 10% increase in events promoted

Business Events Further develop partnership marketing opportunities to connect business event trade to membership

• Collaboration with Cairns Convention Centre to maximise with around their expansion. • Joint sales and marketing activities • 3 joint activities • Economic value of Business

events (QBES) • 5% growth by December 2020

• Coordinate trade and education opportunities to drive value and business to membership

• Identify opportunities to inte-grate new leisure brand into Business events marketing

• Activities delivered • Refreshed BE brand assets

• Min of 3 partner activities delivered

• New Brand guideline adopted by members

Develop long term subvention funding model to drive economic benefi t to the region during shoulder and low season

• Build on trial subvention funding program from low and shoulder season implemented in 18/19 FY. • Events secured • 4 new conferences @ $1.5m EI

• Develop fi nancially sustainable long-term subvention model to drive business events during shoulder and low season • Model developed • Funding secured by June 2021

Values – External & Internal Continuously look for opportunities to deliver value.

Technology and security• Implement new Xero fi nance system.• Review EDM platform.

• 01 July 2019

Participate in professional development activities to improve capacity to market the destination

• Staff to attend marketing conference • 22 August 2019

Multi-skill staff across the organisation • Cross department training. • 1 staff member • December 2019

Policies and procedures annual review• WPHS and HR • Disaster & risk management• Crisis management

• Risk statement and tolerances • Aug 2019

Highly engaged team• Review our values.• Review position descriptions• Review reward and recognition/team building

• Staff satisfaction survey• Staff turnover• Team building

• 85%• Zero• Two per annum

LTO & LGA partnerships• Destination Tourism Plan review.• LTO MOU• Meetings

• June 2020• Annually• Quarterly

Grants • Deliver CWA Indigenous grant • December 2020

Best PracticeOperate within a culture of best practice, continuous improvement return-on-investment focus, effi ciency and knowledge sharing

Symbiotic Partnerships • Leverage marketing initiatives especially with TEQ and TA • Campaigns • 3:1

Membership• Appoint Industry Development Manager (IDM)• Retention rate

• Grow membership• Retention rate

• 5%• 85%

Explore sponsorship op-portunities for non-tourism products and businesses • IDM to focus on Cairns businesses (non-tourism) • $100,000 extra membership

revenue • June 2020 • 20% admin

Operating costs • Admin % v fi xed costs • 20% • June 2020 • By December 2020

Continuously improve IT systems for greater reliability, security and effi ciency • Move all onsite system services to the cloud • December 2020

• Improve Reliability • 99% up time

• Improve Security • Zero Cyber incidents recorded

• Increase effi ciency • Information access from anywhere at any time • December 2020

32




Leisure EventsMaximise the value of leisure events calendar to drive visitation and length of stay

• Develop a comprehensive digital marketing tool kits for event’s organisers to assist with destination marketing • Adoption of tool kit • June 2020 • Events promoted • 10% increase in events calendar

by December 2020

• In partnership with Cairns Regional Council update Regional event Prioritisation strategy to 2020 - 2025 • Opportunities identifi ed • 100% adoption by all major event

organisers

• Promotion of regional event calendar across digital and social assets • Events promoted • 2 new major event opportunities

(to be anchored in the region • 10% increase in events promoted

Business Events Further develop partnership marketing opportunities to connect business event trade to membership

• Collaboration with Cairns Convention Centre to maximise with around their expansion. • Joint sales and marketing activities • 3 joint activities • Economic value of Business

events (QBES) • 5% growth by December 2020

• Coordinate trade and education opportunities to drive value and business to membership

• Identify opportunities to inte-grate new leisure brand into Business events marketing

• Activities delivered • Refreshed BE brand assets

• Min of 3 partner activities delivered

• New Brand guideline adopted by members

Develop long term subvention funding model to drive economic benefi t to the region during shoulder and low season

• Build on trial subvention funding program from low and shoulder season implemented in 18/19 FY. • Events secured • 4 new conferences @ $1.5m EI

• Develop fi nancially sustainable long-term subvention model to drive business events during shoulder and low season • Model developed • Funding secured by June 2021

Values – External & Internal Continuously look for opportunities to deliver value.

Technology and security• Implement new Xero fi nance system.• Review EDM platform.

• 01 July 2019

Participate in professional development activities to improve capacity to market the destination

• Staff to attend marketing conference • 22 August 2019

Multi-skill staff across the organisation • Cross department training. • 1 staff member • December 2019

Policies and procedures annual review• WPHS and HR • Disaster & risk management• Crisis management

• Risk statement and tolerances • Aug 2019

Highly engaged team• Review our values.• Review position descriptions• Review reward and recognition/team building

• Staff satisfaction survey• Staff turnover• Team building

• 85%• Zero• Two per annum

LTO & LGA partnerships• Destination Tourism Plan review.• LTO MOU• Meetings

• June 2020• Annually• Quarterly

Grants • Deliver CWA Indigenous grant • December 2020

Best PracticeOperate within a culture of best practice, continuous improvement return-on-investment focus, effi ciency and knowledge sharing

Symbiotic Partnerships • Leverage marketing initiatives especially with TEQ and TA • Campaigns • 3:1

Membership• Appoint Industry Development Manager (IDM)• Retention rate

• Grow membership• Retention rate

• 5%• 85%

Explore sponsorship op-portunities for non-tourism products and businesses • IDM to focus on Cairns businesses (non-tourism) • $100,000 extra membership

revenue • June 2020 • 20% admin

Operating costs • Admin % v fi xed costs • 20% • June 2020 • By December 2020

Continuously improve IT systems for greater reliability, security and effi ciency • Move all onsite system services to the cloud • December 2020

• Improve Reliability • 99% up time

• Improve Security • Zero Cyber incidents recorded

• Increase effi ciency • Information access from anywhere at any time • December 2020

33



Business SustainabilityOperate within a sustainable business model

Continue to work local government on the de-velop of a business/visitor levy • Engage with CRC

Work in collaboration with membership to create “co-op” opportunities • Produce campaign opportunities and travel sales trips • June 2020

Eff ectively manage all funding partnership agreements • Appoint Partnership Co-ordinator • June 2019

Explore shared services • Business Systems Manager to review opportunities

Finance • Financial P&L break even or small surplus. • 30 June 2020

Cash management • Ability to pay debts when due. • Ongoing

34



Business SustainabilityOperate within a sustainable business model

Continue to work local government on the de-velop of a business/visitor levy • Engage with CRC

Work in collaboration with membership to create “co-op” opportunities • Produce campaign opportunities and travel sales trips • June 2020

Eff ectively manage all funding partnership agreements • Appoint Partnership Co-ordinator • June 2019

Explore shared services • Business Systems Manager to review opportunities

Finance • Financial P&L break even or small surplus. • 30 June 2020

Cash management • Ability to pay debts when due. • Ongoing

35

36

4.0 BudgetCore fundingOur core funding is indicated below. Whilst we receive additional project fees throughout the year such as $1million domestic campaign and additional $400K for projects from Cairns Regional Council, they are not guaranteed annually and are “one offs” so we do not carry fixed labour costs reflecting this additional revenue. The labour is in line with our Core funding which is guaranteed.

Cairns RegionalCouncil

2,400,000 – 45%

Membership607,019 – 11.5%

Industry Co-Operative871,500 – 16.5%

Cairns Airport130,000 – 2.5%

Business EventsBureau Funding (TEQ)

400,000 – 7.5%TNF Funding (TEQ)

904,000 – 17%

Expense commentaryTNF funding: TEQ have allocated $904,000 in the 2019/2020 budget for Tourism related projects and marketing. As with previous years, TTNQ is required to submit a formal project outline which allows $100K administration and remaining on marketing. We will cover two marketing staff wages from this fund along with the following key projects:

Administration: $100K

Marketing Staff: $200K

Europe: $156K

USA: $65K

Domestic: $70K

Destination Development: $88K

Japan: $180K

ASTW Conference and PR: $45K

$400K project fee: Council has allocated $400,000 in the 2019/2020 budget for Tourism related project based initiatives. TTNQ will be required to submit a formal application to Council which will then be assessed by Council officers and presented to a Council meeting for consideration. Please note this is a budget allocation only and is not payable to TTNQ until Council has considered and approved TTNQ’s application. Anticipated projects will be:

• Silk Air Chengdu Campaign• Japan Osaka Campaign with Jetstar• Potential German Drive campaign

Other: Office Rental: $600 p.a.

Courtesy of Cairns Regional Council

Administration Benchmark: 20%

Agency Brand Work: $100K

Business Events Subvention Funding: $50K

38

Total TTNQ/CRC TEQ TTNQ member

Partner Airline, Wholesale etc)

Europe/UKEurope Representation in travel $92,000 $37,000 $55,000 Continuation on from 18/19 project GBR Campaign $158,000 $54,000 $104,000 In market member training missions Europe

$24,000 $12,000 $12,000 3 sales mission with our members to train European Wholesalers - up to 6 pax per mission

Corroborree Trade show attendance $10,000 $5,000 $5,000 Adventure tourism / youth Campaign $30,000 $5,000 $15,000 $10,000 QOT UK Europe $30,000 $15,000 $15,000 312,000 Total $344,000 $62,000 $156,000 $22,000 $104,000

USA In market member trade training - USA $20,000 $10,000 $10,000 2 sales mission with our members to train USA Wholesalers - up to 6 pax per mission USA campaign x 2 $100,000 $50,000 $50,000 Campaign partnerships with VA, Expedia TA, TEQ partnerhsip , Consotria activityTotal $130,000 $55,000 $65,000 $10,000 130,000

Domestic Drive Activity $30,000 $15,000 $15,000 Caranvan and Campig Shows, Collateral, etc Domestic member Trade training $20,000 $10,000 $10,000 Trade training prograns for membefship with FC and Helloworld Domestic Trade Educationals $40,000 $20,000 $20,000 FC Trade Educational ITO trade activity and workshops $10,000 $5,000 $5,000 Domestic media Educationals $40,000 $20,000 $20,000 Ad Hoc media educationals Total $140,000 $20,000 $70,000 $50,000

DevelopmentMarketing summit $20,000 $4,000 $10,000 $6,000 TTNQ marketing summit for industry Routes World Congress $16,000 $8,000 $8,000 Cairns airport paying us $8K in addition to their core funding Experience/Product Development $140,000 $40,000 $70,000 $30,000 Activites to be advised Total $176,000 $44,000 $88,000 $36,000 $8,000

Public Relations ASTW Conference & Educationals $90,000 $15,000 $45,000 $30,000 Riley providing sponsorship of $30K for the event Total $90,000 $15,000 $45,000 $30,000

JAPAN101 stories $300,000 $150,000 $150,000 Continuation on from 18/19 project - will involve partnerships with HIS and JTB Study Cairns activity $20,000 $5,000 $10,000 $5,000 Shoulder season promotion $24,000 $10,000 $12,000 $2,000 Japan Trade Training seminars $16,000 $4,000 $8,000 $4,000 Total $360,000 $19,000 $180,000 $161,000

OtherAdmin fees $200,000 $100,000 $100,000 Marketing wages $400,000 $200,000 $200,000 Sam, Claudia and Susan wages Total $515,000 $904,000 $118,000 $303,000

$1,840,000

39

Total TTNQ/CRC TEQ TTNQ member

Partner Airline, Wholesale etc)

Europe/UKEurope Representation in travel $92,000 $37,000 $55,000 Continuation on from 18/19 project GBR Campaign $158,000 $54,000 $104,000 In market member training missions Europe

$24,000 $12,000 $12,000 3 sales mission with our members to train European Wholesalers - up to 6 pax per mission

Corroborree Trade show attendance $10,000 $5,000 $5,000 Adventure tourism / youth Campaign $30,000 $5,000 $15,000 $10,000 QOT UK Europe $30,000 $15,000 $15,000 312,000 Total $344,000 $62,000 $156,000 $22,000 $104,000

USA In market member trade training - USA $20,000 $10,000 $10,000 2 sales mission with our members to train USA Wholesalers - up to 6 pax per mission USA campaign x 2 $100,000 $50,000 $50,000 Campaign partnerships with VA, Expedia TA, TEQ partnerhsip , Consotria activityTotal $130,000 $55,000 $65,000 $10,000 130,000

Domestic Drive Activity $30,000 $15,000 $15,000 Caranvan and Campig Shows, Collateral, etc Domestic member Trade training $20,000 $10,000 $10,000 Trade training prograns for membefship with FC and Helloworld Domestic Trade Educationals $40,000 $20,000 $20,000 FC Trade Educational ITO trade activity and workshops $10,000 $5,000 $5,000 Domestic media Educationals $40,000 $20,000 $20,000 Ad Hoc media educationals Total $140,000 $20,000 $70,000 $50,000

DevelopmentMarketing summit $20,000 $4,000 $10,000 $6,000 TTNQ marketing summit for industry Routes World Congress $16,000 $8,000 $8,000 Cairns airport paying us $8K in addition to their core funding Experience/Product Development $140,000 $40,000 $70,000 $30,000 Activites to be advised Total $176,000 $44,000 $88,000 $36,000 $8,000

Public Relations ASTW Conference & Educationals $90,000 $15,000 $45,000 $30,000 Riley providing sponsorship of $30K for the event Total $90,000 $15,000 $45,000 $30,000

JAPAN101 stories $300,000 $150,000 $150,000 Continuation on from 18/19 project - will involve partnerships with HIS and JTB Study Cairns activity $20,000 $5,000 $10,000 $5,000 Shoulder season promotion $24,000 $10,000 $12,000 $2,000 Japan Trade Training seminars $16,000 $4,000 $8,000 $4,000 Total $360,000 $19,000 $180,000 $161,000

OtherAdmin fees $200,000 $100,000 $100,000 Marketing wages $400,000 $200,000 $200,000 Sam, Claudia and Susan wages Total $515,000 $904,000 $118,000 $303,000

$1,840,000

tourism tropical north queensland business plan

Documents