“MARKETING TOURISM IN VICTOR HARBOR IN 2000 AND

BEYOND”

COUNCIL ADOPTED TOURISM MARKETING PLAN

VICTOR HARBOR

SOUTH AUSTRALIA

TOURISM VICTOR HARBOR COMMITTEE

OCTOBER 1999

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VICTOR HARBOR

TOURISM MARKETING PLAN 1999-2001

TABLE OF CONTENTS

1. Executive Summary 3

2. The Vision for Victor Harbor in the Fleurieu Peninsula 8

3. Tourism Industry Structure 8

3.1. South Australian Tourism Commission 8

3.2. Fleurieu Tourism 8

3.3. Tourism Victor Harbor 9

4. Current Tourism Trends in South Australia and Regional Tourism

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4.1. Visitors to South Australia 10

4.2. Visitors to the Fleurieu Peninsula 11

4.3. Visitors to Victor Harbor 11

5. Victor Harbor’s Competitive Position 14

5.1. Competitive Advantages 14

5.2. Competitive Strengths 19

6. Target Markets 20

6.1. Geographic Segments 22

6.2. Lifestyle Segments 23

6.3. Niche Markets 24

7. Marketing Strategy 25

8. Marketing Activity Budget 30

9. Evaluation and Review Strategy 31

10. List of Participants in Tourism Marketing Planning Workshop 31

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VICTOR HARBOR TOURISM COMMITTEE

MARKETING PLAN 1999 — 2001

1.0 EXECUTIVE SUMMARY

The Victor Harbor Tourism Marketing Campaign 1999 -2000 builds on the

strengths of previous marketing accomplishments and expands the scope of

activities. The development of the marketing plan follows a Victor Harbor Tourism

review, in which Visitor Information Services were improved with the appointment

of a centre co-ordinator, the introduction of accreditation systems and the

appointment of a marketing professional. A “Marketing tourism in Victor Harbor in

2000 and beyond” planning workshop was hosted in mid September 1999 and

attended by 70 tourism industry representatives.

Fundamentally, the plan supports the notion of developing an e-commerce

presence for Victor Harbor, developing a stronger brand position in a regional

context, develops new and existing markets and provides an increased level of

service and professional development to its members. The plan also considers

the development of income generation and a framework for co-operative

marketing partnerships to support the Council’s marketing funds.

The tourism environment that exists today is summarised by a growing

confidence and tourism buoyancy;

Interstate travel confidence is strong - Recent research (TCA) suggests - 31% anticipating travelling interstate in next year - 18% possible chance

More than $130m being spent on promoting Australia around the world in Olympic year anticipating 400,000 new visitors

Investment confidence emerging, Local Government planning reviews encouraging more tourism investment

Increasing number of international visitors to Australia are being experienced Locally particularly from - Singapore, Germany, Netherlands, UK, Canada

Highly trained tourism workforce available - graduates from numerous tourism training institutions

SA Government commitment to tourism and events, increasing budget

Regional tourism structures in place for the state Active Fleurieu Tourism industry

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Increasing demand for particular products, themed parks/experiences, food and wine, eco-based experiences and events

Demand shifts - patterns of “holidays” are altering, short and extended stays common, annual holidays shift

However With Buoyancy comes...

Increasing competition from within Australia, the State and the region for the leisure/ tourist dollar

Demand for quality attractions and services, that are packaged and presented well, visitor friendly, have year round accessibility, extended servicing is expected

Greater demand for one stop electronic servicing, through advance information on internet, on site interpretive and booking systems

Demand for destinations that are visitor ready, particularly international visitor ready

Skilled, trained, work and volunteer forces

Victor Harbor today has 150 years experience at dealing with visitors from its early Port years to today’s thriving sea-side coastal destination.

Victor Harbor’s tourism achievements are;

A growing Portfolio of Attractions, Nature / Eco Products and Accommodation

A Growing Quality, Local Food and Wine presence Tourism Information Services with Accreditation Systems A Local Tourism Committee and active Participant in Fleurieu

Tourism Experience as a Tourism Destination A Framework Special Events Program, Including Classic Adelaide,

SA Folk Festival, Sailing Regatta’s, New Years Eve Celebration’s, Schoolies Week, Tour Down Under, Rotary Art Show

Following an analysis of the regional competition, the following major competitive

advantages are apparent;

Location, 60 min from Adelaide, 30 min from McLaren Vale and Langhorne Creek Wine Regions and The Coorong, En-Route to Kangaroo Island

Landscapes / Vistas of Township and Bays Featured Penguins, Whales and eco-marine environment Portfolio of Attractions Horsedrawn Tram / Cockletrain service - unique, charm and history Granite Island - accessible island, landscape and vista The Causeway - heritage jetty The Bluff Lookout /Petrel Cove / Kings Head- landscape,

prominence, exposure, history Hinterland Areas- Inman Valley, Hindmarsh Falls, Glacier Rock Area

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The Marketing Plan presents an economic case for the integration of penguins,

whales and eco based tourism into all marketing activities and identifies the

opportunity for increased product packaging.

The regional competitive advantages are supported by a diversity of competitive

strengths such as;

Strong accommodation sector, variety and volume Coastal Town Heritage Buildings and Monuments Foreshore Parks and Reserves Arts Industry, Galleries Eco-Tourism options List of attractions- Greenhills Adventure Park, Wild Rose Cottages

and Miniature Village, SA Whale Centre, Urimbirra Wildlife Park, Victor Harbor and McCraken Golf Clubs

Interpretive and Discovery Centres Hotels Beaches and Rivers Special Events Program Family Recreation - cinema, beach, cycle, fishing, surfing, shopping,

These strengths not only add to regional positioning but also contribute to the

State’s tourism competitiveness.

The Marketing Plan aims to market these competitive advantages to identified

key markets in;

Metropolitan Adelaide

Western Victoria

Melbourne

Southern New South Wales ( ex-Sydney in 2000)

Canberra

This marketing plan will continue the previous strategies of the Tourism

Committee by focussing on these growing number of interstate visitors, focusing

on the Socially Aware, Visible Achievement, Traditional and Conventional Family

Life market segments. Several international markets, were also supported

particularly Southern Asian and Central European markets.

The Marketing Plan identifies several key goals in the area of marketing,

partnerships and industry enhancement for 1999-2000 and reflects the

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commitment of the Committee, to work with the Fleurieu Tourism Board, to

maximise the benefits of tourism to the region.

The Marketing Plan key actions are:

Marketing Initiatives

To develop an immediate internet presence and e-commerce strategy

To develop the branding of Victor Harbor through a positioning statement,

logo and signage strategy

To build on existing and new visitor markets yield, by developing with agency

partners, a two year television and cinema marketing campaign for Adelaide,

Western Victoria, Melbourne and Sydney particularly during shoulder

seasons

To develop a new generic Victor Harbor brochure linked to the Web Site and

e commerce strategy

To further support Fleurieu Tourism regional promotions and activities

Partnership Initiatives

To develop a strategy for Co-operative Marketing Ventures with the private

sector and other partners

To improve communications to members through network functions and

communications

To develop an industry visitor database and a strategy for data collection,

research, storage and use

To build product development in the nature and eco based tourism area and

assist the development of industry packaging and marketing

To continue to improve signage in the region

Industry Quality Initiatives

To identify existing service quality benchmarks and build tourist operators

service performance

To offer training opportunities in conjunction with the Victor Harbor Business

Association particularly developing Victor Harbor as an international visitor

friendly destination

A comprehensive activities and evaluation program has been developed to

enable the Committee to achieve these goals. A key element of the program is

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the appointment of a web site consultant who can assist with the development of

an Internet presence and an e-commerce strategy. One of the key tasks will be

to maximise the penetration into the Adelaide, Western Victoria, Melbourne and

New South Wales markets, while ensuring the development of the region's profile

within other markets, the media and the travel industry.

The Marketing Plan highlights the Committee's recognition of the importance of

developing professionalism in the region, by providing a program of activities,

networking opportunities and support for training and accreditation.

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2.0 THE VISION FOR VICTOR HARBOR IN THE FLEURIEU

PENINSULA

Victor Harbor is the coastal jewel of the Fleurieu Peninsula, a place where

visitors can enjoy quality accommodation, world class attractions and nature

based tourism opportunities… In Victor Harbor visitors will find a visitor friendly

community….

By working co-operatively, all stakeholders, including tourism operators, general

business, local government and the community, will benefit from the tourism

investment in the form of employment opportunities particularly for youth and

increased wealth creation.

3.0 TOURISM INDUSTRY STRUCTURE

The following Marketing Campaign contributes to the regional tourism structure

established by the South Australian Tourism Commission.

3.1 South Australian Tourism Commission

The South Australian Tourism Commission have established nine product

regions around the state to administer its tourism campaigns. Although a review

is currently underway it is foreseen that the Fleurieu region is strong and not

likely to change in the near future. The success of the “Secrets” campaign by the

SATC is to some extent reliant on successful regional partnerships.

3.2 Fleurieu Tourism

The Fleurieu Regional Development Corporation and Local Government

supported the establishment of Fleurieu Tourism. The Fleurieu tourism region is

strong with some 250 members from McLaren Vale, Noarlunga, Aldinga,

Yankalilla, Normanville, Victor Harbor, Goolwa, Milang, Strathalbyn and

Langhorne Creek. Victor Harbor membership is less than 30% of the members

and this fact alone is partly the reason why Victor Harbor is not a leader in

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Fleurieu Tourism although an active participant. The 1997/98 Marketing Plan

outlines that Fleurieu Tourism’s core business is marketing and

“as such it will remain clearly focussed on maximising the level of resources spent on marketing activities that increase the number of visitors, their length of stay, the financial yield of such visitation and that increases the quality of the tourism experience, while ensuring that administrative expenditure is kept to a minimum”.

3.3 Tourism Victor Harbor Committee

The Tourism Victor Harbor Committee is established under the Local

Government Act through the District Council of Victor Harbor to facilitate local

tourism development. The committee representatives are outlined below.

PORTFOLIO REPRESENTATIVE

Business Association (Chairman) Grahame Sinclair

Community Representative Pip Burfield

Arts and Heritage Rae Parker

Retail/Commerce (Deputy Chairman) Phil Mahony

Accommodation Gary Tainton

Volunteers John Guy

Fleurieu Tourism Rod Anderson

Hotels Anthony Watson

Attractions Vacant

Co-opted Member (6 months)– Service Quality

Jodie White

Treasurer Jane Bohnsack

Marketing Paul Victory

Visitor Services Terri Soppit

Council Liz Cooper

Council Mayor John Crompton

Council Graeme Maxwell

4.0 CURRENT TRENDS IN SOUTH AUSTRALIAN AND REGIONAL

TOURISM

The following summarises the current situation and future projections for domestic and international tourism.

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4.1 Visitors to South Australia

The South Australian Government continue to show strong commitment to

building South Australia as a tourism destination. The recent South Australia

“Come to your Senses”, “Secrets” and “Sensational Adelaide” campaigns have

shown considerable result in attracting visitors to the state. These campaigns

have been sustained in the Melbourne and Sydney markets with cinema based

audience targeting.

Recent initiatives of increased spending around the world to promote South

Australia as a visitor destination, also appears to be showing success. An

increase in the number of airline flights into Adelaide, both from interstate and

international markets, is sure evidence that the intention to travel to SA is

increasing. This growth in intention to travel is supported by growth in visitor

numbers.

International visitor numbers are up 10% on recent trends with

international visitor nights up 14%

The SATC have recently re-inforced their commitment to branding the state with

a richness in

Good Living – wine, food, entertainment and quality of life

Unspoilt Nature

Heritage and Culture

Accessibility

The key consumer benefits emphasised in marketing campaigns being, relax,

indulge, discover, enjoy.

The key international markets for the SATC are UK, Germany, New Zealand,

Singapore, Malaysia, Japan. Domestic markets include Melbourne, Sydney,

Brisbane. The pyschographic markets include Visible Achievers, Socially Aware

and Traditional Family Life Segments.

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4.2 Visitors to the Fleurieu Peninsula

The 1997/98 Marketing Plan indicates that the statistics of the main research

tools, the Domestic Tourism Monitor and the International Visitor Survey although

somewhat inconsistent, show growth in numbers to the Fleurieu Region. An

estimated 504,000 visits to the region in 1996 with 92% of the visitors from intra-

state, 7% from interstate and 7% international. These numbers do not appear to

capture the large number of visits to holiday rentals and shacks along the

Peninsula.

The Visitor Information Centre statistics across the region at Strathalbyn,

Yankallila, Goolwa and Victor Harbor, show a spread of international, interstate

and intra-state visitors with by far the greatest majority, intrastate visitors.

Regional road counts also indicate growth in the use of the main Yankallila Road,

Deep Creek Road and the Wistow to Strathalbyn Road.

The typical regional visitor is said to be;

A resident of Adelaide (76%) or regional South Australia (13%)

Aged between 25 and 54 years of age (69%)

Have an annual income of between $20,000 and $50,000 (45%)

Be visiting with family friends not residing in the region(64%)

Be travelling by private vehicle (90%)

Be visiting for the day only

4.3 Visitors to Victor Harbor

The Victor Harbor tourism industry remains as one of the main economic drivers

of the town of Victor Harbor. Many of the business operators are established for

tourism or are affected by tourism to the region.

The 1998 Victor Harbor Regional profile, compiled by the Australian Bureau of

Statistics reveals;

Of the 232 rooms and 719 beds available (hotels and motels only) in

Victor Harbor, the 1997 average quarterly room occupancy rate is 43.1%,

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higher than the regional average, however down from the previous three

years by 3%, employing 132 persons in this sector

The highest occupancy being in the March quarter of 59.8%, the lowest

in the September quarter of 31.4%. All quarters except the March quarter

show a decreasing trend in the period between 1994 and 1997.

Interestingly the takings over this same period have increased from

$2.4m to $2.8m.

The $2.8m in takings, for the accommodation sector, represents 58% of

the regional takings, and 1.7% of the states total accommodation

takings.

In 1997 more than 38,300 room nights were recorded in Victor Harbor

around 58% of the regional total

$53.7m in retail takings, with the employment of 625 persons, and a

turnover per head of population of $6791, easily the highest in the region

and higher than the Adelaide region.

Between 1991 and 1996 employment in the culture and tourism sector

has increased from 200 to 292 employees representing the second

largest employment based industry in Victor Harbor behind the retail

sector which is also heavily directed to tourist and regional visitors

The Victor Harbor Horse Tram and Greenhills Adventure Park are

amongst the top visitor experiences in South Australia with more than

100,000 visitors annually.

The tourism industry is in the top 5 economic contributors to the local

Victor Harbor economy

4.3.1 Road Transport to Victor Harbor

The most reliable data that has been collected over a number of years is the

Transport SA Data that counts traffic 5 kilometres from Victor Harbor on the

Adelaide - Victor Harbor Road. The following summary is drawn from the road

statistics from 1992-1998.

Since 1992 there has been an upward trend in the use of the main Victor

Harbor / Adelaide Road from a two way count of 1.426m in 1992 to

1.676m in 1998, with the annual daily averages increasing from 3907 in

1992 to 4593 in 1998. South bound traffic generally accounts for 55% of

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the traffic volume.

January generally has the highest traffic volumes with a seven year

average daily traffic volume of 5305 cars everyday in the month, with

1998 having the highest average of 6023 cars daily and 1997 having the

lowest with 4375 cars. Sundays are the days with the highest traffic

volumes reaching a high average in 1998 of 8686 cars and a low

average of 5532 in 1997.

The average July daily two way travel counts have fluctuated in the

period between a low of 3452 and a high of 4431 vehicles per day with

the seven year trend showing a general increasing trend.

The 1998 months of July, August and September appear to be of

considerable increase on previous years, consistent with whale watching

records that indicate an excellent whale-watching season.

In July, August and September 1998 the Victor Harbor Road carried on

average five hundred more cars a day than is the usual trend. The 1998

whale season average was 4354 cars with the next closest average in

1995 with 3817.

The clear peaks for the road are school holidays and public holidays,

with Sunday the 25th of January carrying a high 10,251 vehicles, followed

by 29 December with 9220 vehicles. Sundays in January are also

consistently above 8000 vehicles, as is the October long week end and

Easter period.

4.3.2 Victor Harbor Visitor Information Centre Statistical Summary

The total number of visitors to Victor Harbor is widely disputed and no firm

reliable data is available. It would be appropriate to say the visitor numbers are

substantial and in excess of 300,000 annually. In 1998 the Victor Harbor Visitor

Information Centre statistics report an almost 50% increase in usage of the

centre, to record more than 43,000 visits. This is probably due in part to the

improved location of the site and improved services available from the centre.

The visitor numbers include 47% South Australian visitors, 17% Victorian, 13%

New South Wales and ACT visitors, 8% other Australia visitors, 4% UK (1931)

and 5% European visitors (2312), 2% Japan and Asian visitors (990), and the

remaining 4% other international visitors.

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The trend of visitor origin is consistent with the tourism operator statistics and that

which is evident everyday of the year in Victor Harbor. The emerging markets that

show growth in the period of 1997/1998 are the Victorian and New South Wales

markets, Europe, the UK and Southern Asia.

5.0 VICTOR HARBOR’S COMPETITIVE POSITION

5.1 Competitive Advantage

The unique competitive advantages of Victor Harbor are;

Location from Adelaide, proximity to wine regions, en-route to Kangaroo

Island

Landscape and Vistas of Township and Bays are Featured

Penguins, whales and eco-marine environment

Portfolio of Attractions

Horsedrawn tram / Cockle-train Service – unique, history, charm

Granite Island – Accessibility, landscape, fauna, vista

The Bluff Lookout, landscape, exposure, prominence, history

The Causeway, heritage jetty

Hinterland Areas – Inman Valley, Hindmarsh Falls, Glacier Rock Area –

undiscovered, uniqueness

An investment return analysis reveals the following.

Most of the competitive advantages reveal an inability to attract economic returns in

there own right, for example landscapes, lookouts, vista’s, jetties, waterfalls. While

the protection of these assets is critical to sustaining the competitive advantage, the

attraction is not likely to attract significant greater economic return for the region and

local area.

The key opportunities for attracting greater economic return from the tourism

potential is in the area of

Whales, penguins and eco-based nature tourism

Packaging of Attractions into holiday products

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5.1.1 Whale, Penguin and Nature Based Tourism

The eco-based/nature tourism experience is in world-wide demand as a holiday

destination. Successful eco-tourism destinations offer a varied and well-interpreted

holiday experience where visitors are treated by nature and welcomed by local

culture. The southern Fleurieu Peninsula has all the key components of a nature

based eco-tourism experience. Granite Island is home to a colony of some 1800

fairy penguins, and with neighbouring islands is home to 7000 penguins, who

provide a world class tourism experience every night of the week. Mixed with quality

interpretation and facilities, local food and wine over dinner and a sunset ride on the

horse tram, this experience is truly a fabulous marketing opportunity. There is no

doubt the penguin colony is a significant drawcard for visitors to stay and enjoy the

regional benefits of the Coorong and Kangaroo Island.

The nurturing and development of a sustainable habitat for the penguins must be

the first priority…even for a tourism marketing strategy. The integration of penguins

into all tourism marketing activities must be a priority. The economic benefit of the

penguin colony to Victor Harbor has not been assessed however to make an

assessment of the impact of the fairy penguin colony you will only need to consider

the investment in Penguin tourism on Phillip Island in Victoria.

Linkages to other sectors of the nature and eco-tourism experience are also critical

to the region and the state.

It is opportune that the Southern Right and Humpback Whales are returning to the

South Australian shores, as Victor Harbor is able to tell a most interesting and

unique story of a town who once hunted the whale, to one who nurtures the whale.

This fact only, if the story is interpreted, puts Victor Harbor at an advantage to most

of its competitor whale watching destinations. This fascinating and interesting story

which dates back to the 1830’s where whale products from Victor Harbor were in

deed, South Australia’s first export products, is of international interest.

The 1999 whale season with some 35 sightings does compare favourably with

official whale season records over the last decade, that indicate that 20 to 40

sightings in the season is consistent. The local whale sittings in 1999 unfortunately

have not been dramatic or lengthy or perhaps interpreted well enough. The SA

Whale Centre reports that the centre has experienced a reduced visitor flow through

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the door in 1999 though still anticipating 20,000 to 30,000 visits with numbers

varying with whale sittings.

Traders of the region commonly consider that trading when whales are sited along

the coast increases proportionally with sittings. Evidence of this has been gleamed

from anecdotal research with the following businesses;

It is reported that during the height of the 1998 season the Middleton Tavern was serving

1000 lunches a day

Heritage Pies and Pasties of Middleton had a stronger winter season trade in 1998 than

summer trade

The Hotel Victor in the early nineties when it was hosting the whale centre turned poor

performance in the winter months around utilizing the whale watch centre

The Photo Cellar of Victor Harbor in June, July and August when whales are sited

increase business proportionally with whale sittings and when they were hosting the WIN

phoneline and were taking calls from international media daily

These anecdotal stories help us understand that the appeal of whale based tourism

and the fact that there is certainly, a tourism industry to be marketed. However we

also understand that the whales visitation is not guaranteed, though records kept

from the mid 1980’s do show an increasing pattern.

The whale visitation, facilitated by the SA Whale Centre (in various forms since its

inception) has been responsible for attracting many thousand visitors to Victor

Harbor. In economic benefit, it is commonly stated that the average day-tripper

spends around $45.00 while touring. (E.g. the $45.00 may be made up of petrol

$20, SA Whale Centre $6, Heritage Pies and Pasties $10, Drinks and other

consumables $9) The average overnight traveller will spend $135.00. (Add value of

accom, film and evening meal) The table below indicates the range of potential

economic impacts whale based tourism is having on Victor Harbor .

Table 1: Potential economic impact of whale tourism visitors on region

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No. of

Visitors

$ Impact @

5,000

$ Impact

@ 20,000

$ Impact @

30,000

$ Impact @

50,000

$ Impact @

75,000

$ Impact @

125,000

Day trippers

@ $45.00

spend

$225,000 $900,000 $1.35m $2.25m $3.375m $5.625m

Over nighters

@ $135 spend

$675,000 $2.7m $4.05m $6.75m $10.125m $16.875m

Traffic Counts provided by the Department of Transport have been outlined in

section four of this report. The 1998 whale season was a strong one with whales

staying in the district for an estimated 16 weeks.

The Department of Transport statistics can be interpreted to indicate that the whale

season attracted an additional 500 vehicles a day into the region in 1998, an

estimated 30,000 vehicles over three months and an estimated 50,000 visitors.

Therefore, the (cash) economic benefit to the region could be estimated between

$2.25m and $6.75m for the1998 season.

There is no doubt that the existing visitor capacity in Victor Harbor and the Fleurieu,

can be increased in the winter season. Nature and eco based tourism in particular

focussing on whales, penguins and marine eco-tourism linked with Kangaroo Island

and the Coorong provides the potential. However product development is required

with improved interpretation of ;

The port of Victor as a historical whaling centre, now a nurturer of whales

The migration, behaviours and habitat of whales, penguins and marine animals

along the Fleurieu Coast

The fairy penguin, whales, fish and leafy sea dragon in local waters

The two key opportunities for enhancing this sector are;

Packaging of whale and penguin season holidays, utilizing the Coorong National

Park and Kangaroo Island as partners

The development of improved local quality interpretive programs and activities,

including special events, festival periods, school holiday activities, cultural

tourism and living history programs

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The interpretation of eco attractions is critical. The story of eco-tourism adventures

must be communicated. Communication of the story may take the form of signage

and presentation, guide, audio and print, theatre, film, artefacts or art. Interpretation

primarily should be recreational and educational and most of all be sustainable

activities that tourists can participate in.

The development of the cultural tourism sector in particular theatre, the arts and

volunteers have played a vital role in developing historical tourism destinations such

as Echuca on the River Murray and Sovereign Hill in Ballarat.

Victor Harbor has the ideal location for developing and clustering of this cultural

tourism activity, in a potentially world class precinct, the Railway Station Precinct.

The development of this precinct as a cultural tourism precinct is critical to the

expansion and long-term development of Victor Harbor tourism.

5.1.2 Packaging of Attractions

The other major opportunity of significant economic benefit is to encourage and

facilitate the “packaging” of tourism opportunities into holiday products of three, four

and seven day holiday products.

As is shown by the excellent packaging of product by the Hotel Victor, packaging

and marketing fully inclusive holiday experiences dominate the holiday industry

today.

It is very clear that winter season nature based tourism experiences that include

whale watching, seals, penguins and wildlife parks has fabulous potential,

particularly when linked with Kangaroo Island and the Coorong National Park.

At other times of the year packages that include McLaren Vale Wineries, Greenhills

Adventure Park, Wild Rose Cottages or adventure packs that include diving,

walking, para sailing all have potential to grow the economic benefits to the region.

Packaging of attractions potentially will impact across all the industry sectors and

will encourage isolated tourism operators into a co-operative network.

5.2 Competitive Strengths

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Along with the competitive advantages, Victor Harbor’s has the following competitive

strengths that are worthy of a continued marketing focus;

A depth of boutique, through to family accommodation, etc, (needs higher

profile and quality and to win awards)

A coastal town in a postcard rural type setting offering welcomed proximity

to metropolitan Adelaide

Significant areas of foreshore reserve to mass or to escape for

/couple/family/group recreation, relaxation

A growing number of galleries, craft and locally produced craft outlets

Growing number of quality attractions – Greenhills Adventure Park,

Urimbirra Wildlife Park, Wild Rose Cottages, SA Whale Centre

Growing number of interpretative elements, Discovery Centre, Whale

Centre, Penguin Centre

Large landmark Hotels in prominent locations. Hotel Victor, Crown,

Anchorage, Southern Right Resort, Grosvenor

Quality recreation opportunities along waterways and beaches of Victor

Harbor

Significant annual Special Events program headed by icon events, New

Years Eve, SA Folk Festival, Schoolies Week, Rotary Art Show and

sporting festivals

Residential and non residential conference facilities within close proximity

to corporate Adelaide

A varied range of historic buildings, alleyways and precincts for walking,

shopping, fossicking, exploring

The District Council of Victor Harbor has for some time been considering the

introduction of boating facilities in Encounter Bay. It would seem appropriate that

a town with a significant competitive strength in coastal position should provide

high quality recreational boating and harbouring facilities. However in providing

these facilities it must also consider the protection of aquatic and marine life

particularly whales, dolphins and penguins, that are also of significant economic

return to the district. Effective long term strategic planning will ensure that both

these two activities can occur.

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6.0 TARGET MARKETS

Traditionally Victor Harbor has enjoyed the position as being the South Australian

premier family coastal resort with easy access including train, plenty of free things to

see and do along the coast and Granite Island, lots of accommodation and plenty of

touring opportunities. Annual holidays to Victor Harbor are an iconic type memory

particularly for large numbers of South Australians.

Other sea side towns such as Port Lincoln, Port Vincent, Robe, Beachport and

Goolwa envied the position of Victor Harbor. Victorian and New South Wales

seaside holidays traditionally were not as easily accessible and were not considered

by South Australian holiday makers. Overseas seaside holidays have traditionally

been too expensive and largely for the wealthy only.

More recently however, and in the years beyond 2000, with increasing globalisation

and greater access to interstate and international destinations the competition for

the leisure and holiday dollar is intense.

Australia’s own, world class Great Ocean Road, with coastal towns such as Apollo

Bay and Lorne, is becoming a much bigger tourism product with new resorts and

developments emerging along the coastline of Victoria. Island destinations such as

Bali, Noumea, Vanuatu and Fiji, now offer seven day accommodation and flight

deals for less than $1000 per head, bringing a choice of international holidays to

middle Australia. Not only international destinations but also islands such as

Daydream Island have accommodation, meals and activities package in the market

in winter 1998 for $595 all-inclusive for five nights, children free.

Perhaps even more a significant cultural change has occurred. The concept of

annual summer holidays. For many people this concept has been lost with more

people earning incomes from home businesses, part time, temporary and casual

employment. An opportunity for a holiday arises when there is least work, or when

there is cash in the pocket hence the traditional seasonal tourism patterns are

changing.

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In the year 2000 and beyond, destinations such as Victor Harbor with traditional

holiday markets unless they are able to read the industry changes will see an

erosion of their market share of the tourism dollar due to the above.

Tourism industries and associations increasingly will need to identify new markets

while supporting existing markets.

6.1 Geographic Segments

6.1.1 Adelaide Metropolitan

Metropolitan Adelaide continues to be a significant market for many of the tourism

industries in Victor Harbor. This market alone cannot sustain the tourism industry in

Victor Harbor however it should not be lost from any new marketing directions. The

continued servicing of the Adelaide market is vital to the growth in Victor Harbor’s

ability to service and seek viability from new markets. Generally Adelaide markets

see Victor Harbor as a seaside destination, as a venue for whale watching and as a

venue for family holidays. The extension of the branding of Victor Harbor would be

an important priority in Adelaide marketing campaigns.

6.1.2 Riverland Districts

Large numbers of Riverland residents continue to see Victor Harbor as a sea side

location for holidays and the nurturing of this segment and extending the reasons

for visiting is also a priority.

6.1.3 Western Victoria

The major inland towns of Horsham, Stawell, Ballarat, and Bendigo continue to

provide visitors in school holiday periods to Victor Harbor. The locational

advantages, the coast and the proximity to South Australian wine districts continue

to attract visitors to the region.

6.1.4 Melbourne

Melbourne metropolitan particularly western Melbourne is an emerging market for

Victor Harbor and the Fleurieu. Their knowledge of Victor Harbor is limited and they

will need re-assurance through an extended campaign. The large numbers of

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people in this segment (around 2m in western Melbourne) make marketing

opportunity appealing, with particular emphasis on regional wine, eco-tourism and

family based products appealing. Western Melbourne residents are largely self-

drive, families, interested in short to weeklong stays escaping the Melbourne

pressure and weather.

6.1.5 Sydney and Southern New South Wales

Hinterland towns such as Broken Hill who tour via Adelaide are again seeking family

and coastal experiences. Their knowledge of Victor Harbor is strong over many

years however the extension of the reasons to visit would be important in this

market.

Sydney is an emerging market for Victor Harbor as a relaxed seaside escape and

particularly in 2000 to entice travel out of Sydney for the Olympic period or post

Olympic touring.

6.1.6 Canberra

The city of Canberra is an emerging market. This market is affluent and seeks a

regional product with linkages to cultural tourism, food and wine, special events.

They are attracted to the seaside town in school holidays and their knowledge of

Victor Harbor is limited.

6.1.7 International Markets

International markets are now featuring much more prominently in visitor statistics.

Singapore, Japan and Thailand in Southern Asia, Germany the Netherlands and the

UK in Europe. These are emerging new markets. The Singapore market is confident

and travelling more freely than seen previously with self-drive and coaches

prevalent. The international markets seek world class visitor experiences in

particular eco based tourism product and themed attractions. The European

markets travel independently and are also seen increasingly in touring vehicles.

6.2 Lifestyle Segments

Defining the primary target markets for the Fleurieu Peninsula and Victor Harbor is

an important part of the marketing strategy. Roy Morgan Research has developed a

set of indices to segment the population market that include, values, interests,

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education, income, reading/viewing and listening patterns of people and has

established a set of psychographic market segments. These commonly accepted

segments are largely accepted by tourism industries around Australia and also may

be applied overseas and assist our definition of target markets. The Fleurieu

Peninsula Tourism Marketing Board identified the following market segments in their

marketing plan of 1997/98 :

These segments represent the markets to which a marketing campaign is pitched.

Socially Aware (approximately 11% of the population) This segment enjoy

fly/drive and touring holidays, new and different experiences, natural and

eco-tourism experiences, food and wine, boutique retreats, history, art and

culture seek flexibility in their holidays. This segment is particularly high yield.

Visible Achievement (approximately 16% of the population) This segment are

a success and career driven market, that seeks quality and value for money,

seeking weekend getaways offering quality family time. They are interested

in boutique accommodation, unique food and wine experiences, parks and

gardens, rest and relaxation.

Traditional Family Life (approximately 19% of the population) This segment

represent middle Australia, they are seeking comfort, and an opportunity to

increase their knowledge and experience enjoying activities they never had

time for, but now do. Touring routes, History, gardens and parks, galleries

and museums, nature, fishing, restaurants and wineries.

Given the very large numbers of families that use the Victor Harbor district as an

escape it would seem appropriate that the conventional family life sector should

be a consideration in all marketing activities.

Conventional Family Life (approximately 10% of the market) This segment

value home, family and friends with a large percentage of the segment

middle income families.

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6.3 Niche Segments

The specific niche segments identified are:

Conference/MICE — Small meetings and exhibitions market. Small up-market

meetings for staff seeking pleasant surrounds, fine food and wine as part of

the meeting experience. Experiential meetings (including activities, sports,

breaks etc.)

Golf — Golfing weekends, mid week packages or holidays which combine

relaxing rounds of golf with indulgent accommodation and fine food and

wine.

Soft adventure / Aquatics base — Soft adventure experiences including

diving, surfing, para-sailing, fishing, walking, boating

Boating and Fishing — Specialist sports enthusiasts combining fishing with

comfortable, quality accommodation, food and wine.

Arts community — Practising artists (and those interested in the arts) seeking

locations for painting and photography as well as inspiration in nature and

the changing seasons. Galleries, natural scenery, combined with

comfortable quality accommodation wine and good food.

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7.0 MARKETING STRATEGY

Marketing Initiatives

The following marketing initiatives will support the Fleurieu Peninsula brand and be linked with a common marketplace identity and presence.

Strategy 7.1

To develop an immediate internet presence and e-commerce strategy

Key actions

7.1.1 Develop an operational internet site by December 1999.

7.1.2 Develop an e-commerce strategy by December 1999.

Strategy 7.2

To develop a brand image for Victor Harbor, utilizing the region

competitive advantages and competitive strengths, a positioning

statement, logo and signage implementation plan

Key actions

7.2.1 Prepare brief for a consultant to assist in the development of a brand

image, positioning statement and signage implementation strategy.

7.2.2 Submit to TVH Committee for consideration and launch TVH identity,

using TVH brand for initiatives of the Committee

Strategy 7.3

To continue to build upon visitor numbers, length of stay and

yield through television and cinema marketing campaigns to

primary local, regional and interstate markets

Key actions

7.3.1 Develop a television and cinema campaign strategy for Adelaide

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metro, Western Victoria, Melbourne, and Sydney for approval as

soon as is possible

7.3.2 Implement a two-year television and cinema marketing strategy over

2000 and 2001

7.3.3 Develop a quality local/regional tourism map, which highlights

regional

attractions, activities special events and services

7.3.4 Undertake consumer advertising as required, positioning Victor

Harbor effectively.

7.3.5 Develop a new Victor Harbor generic brochure to support e

commerce activity and strategy

Strategy 7.4

To further support Fleurieu Tourism regional promotions and

activities

Key actions

7.4.1 Develop an up-to-date resource and photographic library

7.4.2 Develop appropriate display materials

7.4.3 Participate in relevant trade and consumer shows in partnership

with Fleurieu Tourism

7.4.4 Develop a leadership role in supporting the “Encounter 2002” project

and encourage the District Council to consider additional funding

allocations for 2000/2001 budget for specific Victor Harbor marketing

campaigns within the event

7.4.5 Develop a leadership role in the proposed “Fleurieu in Flower”

marketing activity encouraging the District Council to participate with

organisational support in the Parks and Recreation division of Council

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Partnership Initiatives

Tourism industry marketing partnerships are critical to building the

marketing profile and sustainability of Victor Harbor.

Strategy 7.5

To develop a strategy for co-operative marketing ventures with private

sector and other partners

Key actions

7.5.1 Prepare a draft strategy for co-operative television and cinema

advertising with private sector partners for consideration by

Committee at its November1999 meeting and implementation

thereafter.

7.5.2 Develop strong linkages with the major local tourism operators, the

SATC and the Fleurieu Tourism Board, and Partnership.

Strategy 7.6

To improve communications to members through network functions and

communications

Key actions

7.6.1 Prepare a quarterly newsletter

7.6.2 Faxstream members monthly

7.6.3 Develop value-added components through co-operative marketing

partnerships

7.6.4 Organise an annual forum and networking functions

7.6.5 Conduct training on international visitor servicing

7.6.6 Undertake strategy for retail industry development and promotion

7.6.7 Encourage professional development of members through entry into

Fleurieu Tourism Awards programs

Strategy 7.7

To develop an industry visitor data base and strategy for data collection,

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research, storage and use

Key actions

7.7.1 Develop a database format for member’s data, particularly source of

visitors, visitor profiles etc.

7.7.2 Investigate opportunities to combine private sector database for

research and marketing purposes

7.7.3 Develop appropriate research methods to begin data collection

process

Strategy 7.8

To build product development in the nature and eco based

tourism sector and assist the development of industry

packaging and marketing

7.8.1 Work with respective agencies (including SA Whale Centre, Granite

Island, Accommodation providers, SATC, NPWS) to develop a set of

winter season marketing activities that can be packaged during

shoulder and winter season as a co-operative venture.

7.8.2 Bring together industry sectors to develop packages - for example

niche marketing activities for B& B operators and golf, food and wine,

adventure packaging or mainstream holiday packages for major

operators

7.8.3 Work with key agencies such as the National Trust, the Whale

Centre, the Arts community to build cultural tourism activities

7.8.4 Develop strong linkages for tourism development in planning the

Railway Station Precinct

7.8.5 Undertake an active PCO, Travel agents, tour operators information

and networking campaign

Strategy 7.9

To continue to develop an integrated signage strategy for the region

Key actions

7.9.1 Work with Council, Fleurieu Tourism, Transport SA and operators on

improved signage programs

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Industry Quality Initiatives

Industry quality enhancement is critical to furthering Victor Harbor as

a quality tourism destination and one that is international visitor

ready.

Strategy 7.10

To identify existing service quality benchmarks and build tourist operators

service performance

Key actions

7.10.1 Undertake an initial service quality assessment of the local tourism

industry by March 2000

7.10.2 Develop in conjunction with major industry operators a training

program for the local tourism industry to lift operators’ service quality

performance

7.10.3 Offer some initial training in international visitor readiness by March

2000

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8.0 MARKETING ACTIVITY BUDGET

Strategy Action

Activity Budget1999

Indicative Budget2000

Timeline

CORESalaries and on cost 48,100 48,100Contribution McLaren Vale Fleurieu Centre

5,000 5,000

Contribution Fleurieu Tourism 8,700 8,700Training 1,000 1,000Travelling Expenses 7,500 7,500FBT 2,000 2,000

SUB 72,300 72,300MKTING ACTIVITY

Develop an Internet Site 2,000 1,000 Dec 99Develop an e-commerce Strategy 5,000 Dec99 Brand development, logo & id 1,000 2,000 Dec 99Television and Cinema Campaigns, Adelaide, Western Victoria, Melbourne, New South Wales, Canberra

30,000 20,000 Feb 00 – Sep00

Familiarizations and Partnerships OngoingLocal/Regional Map 2,000 1,000 Nov 99 – Apr 00Trade and Consumer Shows 500 500 OngoingBrochure and distribution strategy 8,000 OngoingEnhance Photo Library 1,000 1,000 Feb 00 – May

00Develop appropriate display materials 2,000 Feb 00 – May

00Consumer Advertising 3,000 3,000 To be assignedFleurieu Tourism Co-operative Marketing Activities

10,700

Encounter 2002 Separate Allocation from Council Requested

Mar 2002

Fleurieu in Flower 2000 SeparateAllocation from Council Requested

Oct 2000

Prepare a quarterly newsletter 200 300 OngoingFax stream members monthly As requiredAnnual forum and networking events 200 300 Sep 99 – March

00 Product Development Initiatives 2,000 Refer to

unallocated Special Events fund

International Visitor training seminars 500 500 Nov 99 – Mar 00Ocean Street Retail Training & Promotion

400 500 Dec99 – July 00

Encourage entry into tourism awards 100 100 Jan 00 – April 00Tourism Awards 200 500 Feb 00Data Base Management and development.

400 500 Ongoing

Tourism research 500 2000 Ongoing

INDUSTRY PARTNERS 40,000 50,000 (targeted)

* TOTAL * (indicative budget only) 173,000 164,500

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9.0 EVALUATION AND REVIEW STRATEGY

Stakeholder Purpose Evaluation – Proposed monitor

TVH Committee Responsible Committee TVH to establish a marketing plan Review Committee to assess implementation phase on six monthly intervals the implementation phase and report back to Committee.

Industry Plan is prepared for industry development

Establish an industry Committee to review implementation of the plan to report back to Tourism Victor Harbor Committee

Council Leader in local and regional tourism

Recommend Marketing Plan to Council for adoption and monitoring program. Reports to be given to Council on bi-monthly basis by TVH delegates.

Fleurieu Tourism Regional Partner in tourism development

Submit Plan to Fleurieu Tourism for feedback upon adoption of final draft by TVH Committee. Regional Manager and Fleurieu Partnership to be partners in implementation.

10.0 LIST OF PATICIPANTS IN PLANNING PROCESS WORKSHOP 15/9/99

1. Keith Herron Fleurieu Booking Office/RAA2. Peter Toop Fleurieu Booking Office/Toop Motors3. Steve Edwards Granite Island Leasehold4. Diane Edwards Granite Island Leasehold5. Neil Baron Granite Island Lease Consultant6. Colin Adamson South Coast Realty/VH Bus Association7. Peter Wallace FRDC, Chief Executive8. Chris Mortimer The Anchorage Guesthouse/Villas9. Jens Freytag The Anchorage Guesthouse10. Pat Chigwidden The Grosvenor Hotel11. John Slater All Occasion Video12. Sean Slater Digital Vision13. Gary Radford McDonalds Restaurant14. David Virgin Builder15. Richard Foggo Bank SA16. Caroline Morgan Ocean Crest Motel17. Ian Sherrah Whalers Inn Resort18. Faye Anderson Weston, Raine & Horne19. Dr Ben Brookman Encounter Coast Discovery Centre

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20. Helen Wheaton Volunteer Committee21. Jan Shirmer Volunteer Committee22. Jodie White Armour Service Development23. Scott McKenzie Greenhills Adventure Park24. Gary Tainton Yelki By The Sea/Committee25. Joan Tainton Yelki By The Sea26. Cr Rae Parker Tourism Committee27. Julie Morrison Colonial Motor Inn28. John Garland Causeway Kiosk29. Jenny Garland Causeway Kiosk30. Paul Nicholls Wild Rose Cottages Miniature Village31. Bruce Hooper Wisteria Cottage32. Dick Windsor Annie’s House33. Annie Windsor Annie’s House34. Barbara Ellis Bartel’s B & B35. Beryl Waters Avoca B & B36. Malcolm Thompson Steam Ranger37. Peter Charlesworth Steam Ranger38. Shirley Bell Genesis Tours39. Val Doughton Watermark Restaurant40. Harry Duerdon Horticulturalist41. Pat Rogers Villa Victor42. Colleen Code Pandora’s Hand Made Craft43. Wendy Roper Pandora’s Hand Made Craft44. Barry Dowse Kerjancia Motor Lodge45. Graham Hehir Wintersun Motel46. Jeff Martin Hotel Crown47. Bill McKenzie Greenhills Adventure Park/The Pines B & B48. Paul Gee Printed Matters49. Neville Scott Victor Harbor Winery50. Graham Potter Country Gates Cottage51. Kay Potter Country Gates Cottage52. Kevin Dunn Beachside Caravan Park53. Gary Juleff Fleurieu Multimedia54. Leane Sando Encounter House55. Annette Vandenberg Telegraph Station Art Centre56. Jean Freytag Telegraph Station Art Centre57. Peter Lewis Hotel Victor58. Phil Mahony Tourism Committee59. John Guy Tourism Committee60. Cr Liz Cooper Tourism Committee61. Mayor John Crompton DCVH/Tourism Committee62. Terri Soppitt VIC Co-ordinator63. Graham Sinclair Avalon B&B, Chairman, Tourism Committee64. Rod Anderson Chairman Fleurieu Tourism65. Chris Burchett Marketing Manager, Fleurieu Tourism66. Paul Victory TVH, Tourism Marketing Manager67. Betty Facey Tourism Volunteer68. Colin Adams Tourism Volunteer69. Brian Liddy VH Rotary /Tourism Volunteer70. Phil Stevens Family Inn Motel71. Graham Maxwell DCVH, District Manager72. Peter Hall DCVH, Director73. Peter Bond DCVH, Director

Apologies were also noted.

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