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JAMAICA TOURIST BOARD. CORPORATE PLAN & MARKET STRATEGY 2003/04 – 2004/05. TOURISM PERFORMANCE IN 2003 OVERVIEW. 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.

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jamaica tourist board

JAMAICA TOURIST BOARD

CORPORATE PLAN

&

MARKET STRATEGY

2003/04 – 2004/05

performance 2003
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.
performance 20031
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.
performance 20035
PERFORMANCE 2003
  • Cont’d
    • 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.
mission statement
MISSION STATEMENT
  • To develop and market the tourism industry so that JAMAICA remains the premier Caribbean tourism destination.
vision statement
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.
corporate objectives 2003 04 to 2005 06
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.
corporate objectives 2003 04 to 2005 061
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.
corporate objectives 2003 04 to 2005 062
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.
visitor arrival targets
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 Expenditure……US$1,504M (+10.3%)
  • Calendar Year 2004
    • Stopovers………………………….1,456,045 (+ 7.3%)
    • Cruise Passengers……………….1,296,998 (+17.5%)
    • Gross Visitor Expenditure……US$1,465M (+11.0%)
stopover arrivals targets
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

assumptions
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.
strategic objectives
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
marketing strategies
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.
marketing strategies1
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.
marketing strategies2
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.
marketing strategies3
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.
citizen service strategies
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.
human resources strategies
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.
financial strategies
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.
sustainable development strategies
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.
information technology strategies
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 organization’s capabilities to exploit the Internet and related technologies as a marketing channel .
information technology strategies1
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.
s w o t s trengths w eaknesses o pportunities t hreats analysis
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.
s w o t
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
    • JTB’s Website
s w o t1
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.
s w o t2
S.W.O.T
  • OPPORTUNITIES
    • Growing number of two-income families – more income
    • Earlier retirement - more healthy/active retirees travelling
    • >Yuppie Market=/more spending power
    • Reduced air travel time (more direct flights, charters)
    • Improved standards of living in main markets
s w o t3
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
s w o t4
S.W.O.T
  • THREATS
    • High Crime Rate
    • Growth of competition
    • Pollution of Environment
    • Visitor Harassment
    • Cuba
the markets
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
the markets1

Selected Market Segments:

THE MARKETS
  • Honeymoon
  • Nature Tourism
  • African American
  • Groups/Convention
  • The Family Market
  • Sports (golf, cricket, football)
  • Overseas Jamaicans
major programmes activities
MAJOR PROGRAMMES/ACTIVITIES

Priority areas:

  • Completion of the reorganization of the JTB
  • Review and appointment of global advertising agency
  • Implementation of marketing programmes
marketing
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
sales activities
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.
sales activities1
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
advertising
Advertising
  • The advertising programme is designed to create attention, interest, desire and action among core constituencies, resulting in increased visitor arrivals to Jamaica.
advertising1
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.
public relations
Public Relations
  • The JTB has just appointed two public relations agencies:
  • Ruder and Finn – for the Americas
  • Financial Dynamics – Europe
public relations1
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

the genius of jamaica
“The Genius of Jamaica”
  • This programme…
    • Identifies key niches
    • Includes each of Jamaica’s six distinctive resort area products
    • Helps manage Jamaica’s reputation, shaping and re-shaping opinions every day
    • Sets Jamaica apart – more than a beach…a country rich in art, music, literature, beauty, unforgettable cuisine, etc.
the genius of jamaica1
“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
the genius of jamaica2
“The Genius of Jamaica”
  • Themes…
    • Jamaican Design
    • Jamaican Fine Arts
    • Jamaican Music
    • Jamaican Literature
    • Jamaica’s Beauty
  • Jamaican Cuisine
  • Jamaican Performing Arts
  • Jamaican Sports
  • Jamaican Hospitality Industry
programme for europe
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
jamaica look again
“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.
slide52

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

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