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JAMAICA TOURIST BOARD

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Following a path of steady recovery throughout the year 2002, the process was ... 7,516 in villas, guesthouses and apartments. 9. MISSION STATEMENT ... – PowerPoint PPT presentation

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Title: JAMAICA TOURIST BOARD


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

2
TOURISM PERFORMANCEIN 2003OVERVIEW
3
PERFORMANCE 2003
  • Since September 11 of 2001, activities in the
    tourism industry have been more related to
    strategies for generating recovery in arrivals
    and earnings
  • Following a path of steady recovery throughout
    the year 2002, the process was further retarded
    by the build up to USA/Iraqi-led war, and the
    actual war itself that took place earlier in
    2003.

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

5
PERFORMANCE 2003
6
PERFORMANCE 2003
7
PERFORMANCE 2003
8
PERFORMANCE 2003
  • Contd
  • The average hotel room occupancy rate should be
    about 60
  • Total capacity in the accommodation stands at
    24,239 rooms, of which
  • 16,723 are in hotels and
  • 7,516 in villas, guesthouses and apartments.

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

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

11
CORPORATE OBJECTIVES2003/04 TO 2005/06
  • Over the next three years, the JTB will seek to
    achieve the following objectives
  • Increase stopover arrivals by 7.0 per annum.
  • Increase cruise passenger arrivals by 10.3 per
    annum.
  • Increase gross foreign exchange earnings by 8.0
    per annum.

12
PROJECTED VISITOR ARRIVALS EXPENDITUREFISCAL
YEAR
13
CORPORATE OBJECTIVES2003/04 TO 2005/06
  • Over the next three years, the JTB will seek to
    achieve the following objectives
  • Increase stopover arrivals by 7.0 per annum.
  • Increase cruise passenger arrivals by 10.3 per
    annum.
  • Increase gross foreign exchange earnings by 8.0
    per annum.
  • Achieve an overall annual average hotel room
    occupancy rate of 63 percent by 2005/06.

14
CORPORATE OBJECTIVES2003/04 TO 2005/06
  • Work with other agencies in the public and
    private sectors to
  • Reduce the level of visitor harassment.
  • Increase the level of visitor satisfaction.
  • Increase the contribution of tourism to the
    national economy.

15
VISITOR ARRIVAL TARGETS
  • The targets for 2004 are as follow
  • Fiscal Year 2004/05
  • Stopovers.1,479,364 ( 6.6)
  • Cruise Passengers.1,328,055 (16.0)
  • Gross Visitor ExpenditureUS1,504M
    (10.3)
  • Calendar Year 2004
  • Stopovers.1,456,045 ( 7.3)
  • Cruise Passengers.1,296,998 (17.5)
  • Gross Visitor ExpenditureUS1,465M
    (11.0)

16
STOPOVER ARRIVALS TARGETS
Primary Mkts - Includes UK, Germany, Italy,
Holland Spain Secondary Mkts - Includes France,
Austria, Belgium, Switzerland Tertiary Mkts -
Denmark, Finland, Norway, Sweden, Spain
17
STOPOVER ARRIVALS TARGETS
18
STOPOVER ARRIVALS TARGETS
19
ASSUMPTIONS
  • The targeted growth in visitor arrivals is based
    on certain assumptions
  • Promotional budget will be adequate and
    available on a timely basis to keep Jamaica
    prominent in the marketplace.
  • Rooms scheduled to come on stream will largely
    generate additional business.
  • The obstacles that tend to constrain growth
    crime, visitor harassment, and poor
    infrastructure, can be minimized or eliminated.
  • An adequate number of airseats will be available
    from each targetted region.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

38
THE MARKETS
  • Selected Market Segments
  • Honeymoon
  • Nature Tourism
  • African American
  • Groups/Convention
  • The Family Market
  • Sports (golf, cricket, football)
  • Overseas Jamaicans

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

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

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

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

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

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

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

46
Public Relations
  • Programme for the Americas
  • The Genius of Jamaica

The framework from which we will generate
positive media coverage through uniquely Jamaican
themes that have substance, news and
entertainment value
47
The Genius of Jamaica
  • This programme
  • Identifies key niches
  • Includes each of Jamaicas six distinctive resort
    area products
  • Helps manage Jamaicas reputation, shaping and
    re-shaping opinions every day
  • Sets Jamaica apart more than a beacha country
    rich in art, music, literature, beauty,
    unforgettable cuisine, etc.

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

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

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

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

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