Disclaimer. C opyright

Transcription

1

2 Introducing the authors / consultants This work was undertaken by Simon McArthur and Associates and specifically the following team: Yvonne Sutherland (Marthakal Homelands Aboriginal Corporation) Christopher Francis (Laynhupuy Homelands Aboriginal Corporation) Steve Roger (CEO, Dhimurru Aboriginal Corporation) Gurruman Marika (Dhimurru Aboriginal Corporation) Andrew Simpson Lirrwi Tourism We would also like to particularly thank the many members of the East Arnhem Land community, who provided significant time, thought and support to this project. Simon McArthur Jacinta Outlaw Hannah Payer Jane McArthur Project Director Project Manager Project Team Member Project Support We are an international tourism consulting firm, specialising in innovative product development for cultural tourism, ecotourism, adventure tourism and culinary (food and wine) tourism. What sets us apart from most of our competitors, is our large amount of experience in implementation we have been tourism developers and operators. We understand the challenges, risks and opportunities associated with creating and consistently delivering tourism that is differentiated, competitive and sustainable. Acknowledgements We would like to acknowledge the input of the Project Working Group, represented by: Carley Scott (Developing East Arnhem Limited) Tom Foster (Developing East Arnhem Limited) Jim Rogers (EAL Region at NTG Dep. of the Chief Minister) Stephanie Hawkins (NTG Dep. of Trade, Business & Innovation) Teresa Holdsworth (NTG Dep. of Trade, Business & Innovation) Helen Martin (Tourism NT Commissioner) Stuart Ord (Tourism NT) John Tourish (East Arnhem Land Tourism Association) Matt Barsby (East Arnhem Land Tourist Association) Adam Seiler (Nhulunbuy Corporation and East Arnhem Land Tourist Association) John Japp (East Arnhem Land Regional Council) Barry Bonthuys (East Arnhem Land Regional Council) Maria Robbins (Nhulunbuy Corporation Ltd) Richard Singh (Northern Land Council) Will Crawford (Northern Land Council) Our team is proud of this work, and we very much look forward to assisting implement the recommendations in this Plan, in any way that we can. Disclaimer This report is not a feasibility study and costings should not be used to make investment decisions. Specific investments addressing recommendations in this report will require detailed planning and costing. C opyright Copyright 2017 Simon McArthur and Associates Pty Ltd All rights reserved. This publication may not be reproduced in whole or part for education or non-profit purposes without the special permission from the copyright holder. We appreciate correct referencing. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 2

3 Table of Contents EXECUTIVE SUMMARY INTRODUCTION SITUATION ANALYSIS TOURISM MANAGEMENT FRAMEWORK ACTION PLAN 38 Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 3

4 Executive Summary Purpose of Project and this Report The two consulting outputs of the East Arnhem Land Tourism Development Project the Project are: 1. A tourism industry and tourism product Gap Analysis 2. A tourism industry Action Plan featuring realistic, achievable, prioritised and measurable tourism development initiatives for the region (including a 12- month implementation plan with recommendations) The need to pursue yield not turnover markets We support the East Arnhem Economic development strategy (2014) to target higher spend yield markets rather than lower spend turnover markets. Two reasons for this are: 1. It is expensive to fly to the region, so there is unlikely to be lots of visitors ever coming. Therefore, it is more effective to extract as much from each visitor as possible, rather than discounting and hoping lower spend visitors will come 2. Fewer visitors spending more presents lower social impacts on the community, lower physical impacts on the environment, and less demand on scarce resources such as water and power We encourage the regions tourism sector to tailor their products and marketing to appeal to these markets first, and then if possible, appeal to other markets through different products or levels of offer and price points. The need to target markets that want what we have, and can fit in with who we are The region was built on traditional markets, some of which are quite extractive, such as hunting and fishing, and some of which are low spend markets, such as campers. These markets have been stimulated by the resources sector. We believe that due to a decline and possible stagnation of the resources sector, the traditional visitor markets have now peaked in growth, and are at risk of declining over the coming years. However, a focus on halting this decline may not be the most efficient or effective focus of resources for the region. Emerging markets represent growing opportunities and are generally looking for environmentally sensitive and culturally rich experiences. In relatively undeveloped regions like East Arnhem Land, they may choose to come via an organised group tour. These tours typically want to closely engage with local people, and through being managed, generate less social and environmental impacts. We also believe that the emerging markets represent a greater yield offer than the traditional markets, since they are seeking experiences with greater facilitation by local service providers. We therefore believe the emerging markets should be the target markets. The vision for tou r ism in E a st Ar nh e m Land Tourism in the East Arnhem Land is driven by and for the Yolŋu Aboriginal community. Our core tourism experiences will reflect our East Arnhem Land brand essence. Focus sin g produc t on imm e r si ve e xpe rien c e s To grow a sustainable tourism industry based on yield rather than turnover, East Arnhem Land will need to focus on offering experiences based on its most unique differences and the needs of the target markets most aligned to wanting to experience these differences. East Arnhem Land can choose to adapt current products to match the market and/or actively develop new businesses to fill the identified gaps. To understand the product gaps not being met to grow the target market, we developed an immersive experience pyramid. The destination is generally delivering the first layer of immersion, but the extent of product gaps increases into layers two to five. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 4

5 Figure A Current market segments visiting East Arnhem, allocated to Roy Morgan Market segments Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 5

6 Figure B Proposed target markets for East Arnhem Land, allocated to Roy Morgan Market segments Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 6

7 Figure C Core experiences pyramid Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 7

8 Str at eg i c dire ction s fo r tou r ism in E a st Ar nh e m Land 1. Identify potential core products/experiences Strategy 1 will work with Aboriginal communities to help them define their desired future engagement with tourism (what do you have, what would you like to do and what can you do). This will create a valuable tool to grow more Aboriginal tourism with communities that want it. 2. Develop new product to deliver brand essence Strategy 2 will address the need to fill the emerging gaps across short and long stay products, iconic local products and the longer-term development of full immersive products and experiences. The strategy also acts on the answers of strategy one questions (what do you have, what would you like to do and what can you do). 3. Develop ancillary businesses supporting tourism Strategy 3 will begin the identification process of unique to destination consumables, including bush products, functional art, food and beverage offers. Initial market ready products will be assessed with recommendations being made in the 3-year Tourism plan. 4. Develop a governance structure that supports Aboriginal business delivering core products Strategy 4 recognises East Arnhem Land has a range of unique challenges that extends to the delivery and governance of tourism across homelands and their communities, many communities identify worker capacity and financial complications as a primary issue. This is a highly complex environment that requires planning and consultation across multiple stakeholders. Our consulting identified the need for strengthened governance structures and support consistently implementing these structures. 5. Realign promotional collateral to brand Strategy 5 is designed to build a brand and use it to direct the refreshment of marketing collateral. 6. Increase connectivity Strategy 6 recognises that improved connectivity can drive development. The Ac tio n Plan To support the strategic directions are prioritised actions for each one. The Action Plan is forecast to be implemented over 2018 to 2020, depending on funding availability. Infrastructu re and Access K eys In addition to core product development activities that work with existing and emerging industry in East Arnhem Land, infrastructure and access represent significant enabling factors to address if significant industry growth is to be facilitated. This includes: Flights supporting stronger, more competitive flights in the region Freight continue advocating for improved freight options to and through EAL, including increased services and upgrade of Port facilities Roads Advocate alongside the NLC and T/O s for appropriate upgrades, including Gapuwiyak to Nhulunbuy, and, increased transport options such as buses Port Focus on development of tourism precinct, and continue to support the development of long term improvements of competitive freight and access Space Facilitating access to and engagement with the ongoing development of a commercial spaceport in EAL, including tourism activities and extension of STEM opportunities that build EAL s niche community knowledge of and engagement with the space industry NBN Establish a program that enhances remote homeland and community access to high speed broadband Business Skills continuing to focus on long term capacity building initiatives including Many Rivers, DTBI, DPC, and DEAL supported actions Health and Education Continue to advocate for an ongoing focus on health, healing, fitness and broader education links for the people of East Arnhem, and visitors entering the region Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 8

9 1.0 Introduction 1.1 Project objectives and outputs The East Arnhem Land Tourism Development Project the Project was managed by Development East Arnhem Land (DEAL) and co-funded between DEAL and the Northern Territory Government. The objectives of the Project include: Engage local groups to identify challenges, opportunities, gaps and actions they'd commit to going forward 1.2 Approach The Project was based on the two Phases running concurrently to gain implementation success early: Phase 1 Situation Analysis Phase 2 Framework for the Plan Phase 2 - Product Gap Analysis and Draft Action Plan Figure 1.1 Summary of the approach Share information about what each group is doing and will do in the tourism space Deliver an action plan that will continue guiding efficient product development, leading to diverse and increased quality experiences, and, increased jobs and revenue that an be absorbed locally. 1. Situation Analysis Determine identified target market needs that are being meet Determine identified target market unmeet needs Determine identified target market barriers Draft gap analysis Manage stakeholder expectations of visitors in line with the Aboriginal sensitivities and remoteness of the region Address relatively high prices and market pressure to see greater value for money and levels of service Identify a the most appropriate target market, to create manageable visits with a high yield Align actions to working group funding opportunities and identify source funding for product development, within the implementation phase of the Project. The two consulting outputs of this project are: 1. A tourism industry / product gap analysis 2. A tourism action plan featuring realistic, achievable, prioritised and measurable tourism development initiatives for the region 2. Project Framework 3. Draft Gap Analysis & Action Plan Determine a vision that will will drive the East Arnhem Land tourism development plan Determine the brand essence of East Arnhem Land Determine what the current target market are doing, retracting or growing Define the growing target market using Roy Morgan Values segmentation system and identify needs From the gap analysis determine constraints and priorities Build strategies Develop action plan Develop implementation plan and budget requirements Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 9

10 Consultation undertaken Consultation in Phase One was informed by: First Project Working Group inception meeting Collation and review of previous consultation, surveys, plans, reports and strategies relating to tourism and the tourism industry in East Arnhem Land Face to face interviews Second and Third Project Working Group meetings to present findings, review and inform drafting of Project outcomes A community workshop and a remote homeland visit 7-day site visit A concurrent mentoring program with detailed feedback from 10 operators Aerial tour of East Arnhem Land Phone interviews One boat/cruise product experience The Project Working Group also contributed local information, insights and ideas. This input has been critical in presenting this report. Consultation in Phase 2 comprised: First revision of draft of final Gap Analysis and Action Plan Fourth Project Working Group Meeting to provide input to final draft Gap Analysis and Action Plan, collect and collate feedback Revise Gap analysis and action plan Conduct market testing with Intrepid Travel Pty Ltd, as arranged by DEAL Analyse market testing results Integrate market testing results as Attachment to final version of Gap Analysis and Action Plan The Project outcome of Phase 2 is this Gap Analysis and Action Plan. 2.0 Situation Analysis Our situation analysis of the East Arnhem Land region, its tourism industry and potential is as follows. 2.1 The region The East Arnhem Land region is situated in the far north-eastern corner of the Northern Territory, covers an area of 34,000km 2 and has a population of 9,120 people. The East Arnhem Land region is mainly populated by Yolŋu people, the traditional owners of the region. The major population centre and regional service hub is the town of Nhulunbuy, which provides educational, health, social, sporting, cultural and shopping facilities for the people of the town and communities of East Arnhem Land. Outside of Nhulunbuy, East Arnhem Land is made up of more than 50 communities including: Galiwin ku; Gapuwiyak; Gunyangara; Milingimbi; Ramingining Yirrkala; and close to 50 homeland communities Commercial enterprises such as tourism, mining and commercial properties are located throughout the region. Following curtailment of the Gove Alumina refinery in 2014, the region has recognised the need to focus of greater economic diversification which supports Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 10

11 traditional industries and supports the growth of new emergent industries such as tourism. The establishment of Developing East Arnhem Limited is a crucial step in supporting this growth and diversification, alongside the ongoing endevours of industry, government, ranger groups the Northern Land Council and advocacy groups including the East Arnhem Land Tourist Association and Chamber of Commerce. Since curtailment in 2014, the region has responded strongly which is evidenced by the rebounding population figures to over 3,200 in Nhulunbuy, ongoing growth of Indigenous and non Indigenous enterprise, and significant increase in visitation marked by strong existing groups, and an increase in new high end specialists. The region is remote, with the Central Arnhem Road providing the primary land link to Darwin via the Stuart Highway. While consistent upgrades continue to take place, the regional road network is largely unsealed and can be subject to flooding and intermittent closure during the wet season. East Arnhem Land is renowned for its spectacular with long white sandy beaches, azure waters and green vegetation. This vast natural area is home to strong, traditional Aboriginal culture, with Yolŋu blending the latest in western trends with the strength of timeless traditions. Figure 2.1 below presents maps of the region. Figure 2.1 Map of East Arnhem Land 2.2 Tourism management The region s tourism is managed through interconnecting relationships between Federal, Territory and Local government, DEAL, Lirrwi Yolŋu Tourism Aboriginal Corporation and the East Arnhem Land Tourist Association (EALTA), a not for profit tourism group supporting local operators and the development of tourism as an industry in East Arnhem Land. One of the most far reaching tourism planning efforts undertaken in the region is the Yolngu Tourism Masterplan Arnhem Land (Lirrwi Yolngu Tourism Aboriginal Corporation / Lirrwi Tourism). The aim is to create a destination that provides extraordinary and diverse Aboriginal experiences and to develop global recognition of and desire to visit and experience the world s oldest continuous living culture. The Masterplan covers seven key strategic areas: 1. Building strong foundations Establish stable foundations for Lirrwi Yolngu Tourism Aboriginal Corporation through implementation of legal, risk management corporate governance human resources, business development and financial management frameworks. 2. Partnerships for success Create partnerships with 15 corporations and relevant government agencies, to provide a broad range of professional services and financial support to Lirrwi and the homelands, to assist destination infrastructure and business development. 3. Community consultation Ensure the Yolŋu Community leads the style and pace of tourism development on their country, and decision-making follows a set of Guiding Principles developed through comprehensive consultation with the community. 4. Homelands destination development and Aboriginal community development Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 11

12 Work with homeland communities to identify tourism opportunities on individual homelands and create appropriate infrastructure to be able to cater to a variety of target visitor segments. 5. Tour development Develop a range of tours and visitor experiences to engage priority visitor segments including corporate groups, school tours and cultural tourism groups. 6. Training and learning Develop and implement a range of training and job preparation programs which will ensure a local skills base across a wide range of disciplines including: marketing, business management, touring and transportation, administration, financial management, hospitality and events. 7. Promotion of Arnhem Land Raise awareness, consideration and intent to travel to Arnhem Land through strategic marketing This Plan has been structured to incorporate and complement these strategies and it will be critical to work closely with EALTA board and the recently appointed General Manager of Lirrwi Yolngu Tourism Aboriginal Corporation. Attachment A provides further detail on Lirrwi Yolngu Tourism Aboriginal Corporation. Other previous tourism development initiatives have included: establishment of previous Tourism Plans; ongoing work of Tourism NT and the EALTA, building promotional materials; ongoing track, camping and visitation site upgrades; establishment of Aboriginal Tourism Operators/Marketer Lirrwi Yolngu Tourism Aboriginal Corporation and the Yolngu Tourism Masterplan Arnhem Land ; commercial tours for example Outback Spirit and Intrepid Tours; land protection and maintenance activities undertaken by Ranger groups; continued growth of the Garma event held in July/August each year; funding of a part time Visitor Information Centre staff member and establishment of a public facing tourism information desk in the Town Centre; ongoing dedication of staffing of a Project Manager within the Nhulunbuy Corporation to focus on the Town Vision; East Arnhem Economic Development Strategy 2014 identifying the most prospective sectors for economic development, one of these being tourism and establishment by the Northern Territory Government and Rio Tinto in late 2014 of DEAL, the independent not-for-profit economic development company for the region with its four goals being to: 1. Promote East Arnhem as a Business and Visitor Destination 2. Support Growth Through Advocacy and Planning, particularly for Aboriginal Enterprise 3. Connect Business to Industry and Financial Support; and 4. Maintain a High Standard of Governance From this review, Table 2.1 presents the strategic issues relating to tourism management in East Arnhem Land. Table 2.1 Strategic issues relating to tourism management in East Arnhem Land Strategic Issues Recommendation There is no framework to support a Being addressed by the development and cohesive approach to tourism implementation of this Gap Analysis and Action development Plan There is no overarching goal or There is an urgent need to assess the capacity and picture of success elasticity of the East Arnhem Land tourism industry. The outcome of this assessment will assist in positioning East Arnhem Land into a unique tourism space with no competitors and the confidence in delivering quality to all visitors 365 days a year. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 12

13 Table 2.2 Permits issued per region (2014/ /16) 2014/ /16 Change 2.3 Visitation Visitation guestimate It is difficult to generate an accurate estimate of annual visitation to the region. We estimate that the region receives approximately 10,500 overnight visitors per annum, of which: 8,000 are overnight visitors to Nhulunbuy, staying in commercial hard roof accommodation (the majority of which are visiting for business, not leisure; 1,500 are overnight campers to Nhulunbuy; and 1,000 are visiting friends and relatives, staying in their homes. We therefore believe that annual overnight visitation from the leisure market is probably around 3,500 to 4,00 visitors. These estimates are explained further. V i si t at i o n vi a p ermits i ssued East Arnhem Land has a permit system that is utilised by visitors, the permit allows the visitor permission to be on the land for a set period. This permit system is a unique way of counting visitors and their movements throughout the region. Dhimurru temporary permits for visitors enable them to move about Nhulunbuy and immediate areas. Dhimurru introduced the one day permit in 2015/16 to cater for the increased numbers arriving with Outback Spirit tours. Other permits required for areas surrounding Nhulunbuy are Manangaymi (Scout camp), Gapuru (Memorial Park), Wanuwuy (Cape Arnhem) and Ganami (Wonga Creek). Table 2.1 indicates that if permits are the most accurate measure of visitation, then visitation is very, very small. The number of permits issued between 2014/15 and 2015/16 suggests approximately 3,500 visitors per annum (an increase from 2,868 to 3,514). In addition to formal Dhimurru permits, people visiting for work and leisure also apply for beverage purchase permits with these figures anecdotally reflecting more strongly the rebounding accommodation numbers and ongoing vibrancy of the town. Permit type No of permits No of permits Visitor 1,283 1,657 ^ 374 1day 30 ^ 30 7 days ^ month ^134 Special ^147 Manangaymi ^85 Gapuru ^32 Wanuwuy ^ 64 Ganami 36 2 Decrease 34 Group 5 34 ^29 TOTALS 2,868 3,514 ^646 V i si t a t i o n vi a r o o m n i g h t s at Walk abo ut Lodge The Walkabout Lodge, located in the centre of Nhulunbuy and in walking distance of all town services, is the principal accommodation used by non-camping visitors to the region. The Lodge is a renovated motel offering 41 rooms as well as camp site area. The major market is business and government services. Recently, the company Outback Spirit Tours started utilising the Lodge as their accommodation of choice for the first two nights of their 12 day Arnhem Wilderness Adventure itinerary, supporting growth at the business between 2015 to Figure 2.2 (next page) presents rooms booked at the Walkabout Lodge for 2015 and 2016, and indicates that from January October 2016 a total: 8,073 rooms booked averaging at 264 rooms sold per month (only in October). Targeting a separate market, the Walkabout Camp Grounds received 762 camp site bookings from January October This contrasts with 1,182 camp site bookings from January December 2015, a 420 booking increase (figures only available in October). Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 13

14 Figure 2.2 Walkabout Lodge bookings 2015/16 Table 2.3 Strategic issues and implications relating to visitation in East Arnhem Land Strategic Issues Recommendation Banub anu Wildern e ss R et r ea t Data presented in Figure 2.3 suggests that regional visitation and overnight stays outside the Nhulunbuy town centre is a much smaller figure. Outside of Nhulunbuy, we were able to secure overnight visitation data from one property the nearby Banubanu Wilderness Retreat, which has attracted approximately 173 overnight guests to its glamping operation in The increased offer was part funded by DEAL and demonstrates some demand for high end tourism product. Figure 2.3 Banubanu Wilderness Retreat bookings 2014 and 2016 Limited accommodation within Nhulunbuy Limited accommodation opportunities outside of Nhulunbuy and across East Arnhem Land. Limited commercial vacancy restricting future business growth and new business opportunities. A defined high and low season, dictated by monsoon season. Heavy rains may close unsealed roads and limit access. High season being between May and November. There is a need to attract a highly-targeted visitor that is limited in numbers, is not price sensitive and is deeply attracted to the East Arnhem Lands offer. There is a need to reposition some of the more unique the barriers to enter East Arnhem Land as a cultural experience There is a range of opportunities available to East Arnhem Land in the repurposing of mining assets There is a need to stretch the visitation to the shoulder periods of the high season as the current high season is satisfied. There is a need to explore alternate accommodation facilities to extend the number of beds available. There is an opportunity to be creative with extending the accommodation offers, for example Glamping and other temporary styles of accommodation There is an opportunity to repurpose several mining assets, and explore the availability of repurposing ex mining 4WD vehicles as camper accommodation for self-drive market. There is an opportunity to develop a pop up style business opportunity for businesses to expand or act as an incubator There is an opportunity to seek further transport solutions that increase pressure on competitive pricing and increase access opportunities for people visiting the region. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 14

15 2.4 Current markets visiting There is real challenge accessing visitor research and monitoring data for remote regions, including East Arnhem Land. This form of data would normally help to describe who the visitor markets are and what proportional representation they have. Addressing this is critical to making informed destination management decisions. However, remote areas can also have a small number of 'major' tourism operators, who can then provide leading insights into what is realistically happening on the ground - who visitors are, what they desire, changing trends that are apparent, and things that are (or are not) working well to service and grow existing visitor numbers. We have consequently built a picture of the markets currently accessing East Arnhem Land through targeted Working Group and stakeholder consultation. This consultation was supplemented by our own industry knowledge, and a large number of previous studies and projects aimed at understanding and building appropriate tourism in the East Arnhem region. Figure 2.4 (next page) presents a summary of the current visitor markets to East Arnhem Land, presenting how people arrive into the region, for what purpose, and how visitors in these groups will often relate to experiences, locations, and messages that are presented to them. This presents the conventional segmentation of visitors and is a significant foundation for local industry when starting to re-imagine how products and services should be developed over time to meet the very real changes in the visitor market that the region is already starting to experience. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 15

16 Figure 2.4 Current market segments visiting East Arnhem. Roy Morgan Market segments Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 16

17 The largest segment driving tourism to date is the business sector (mine employees, followed by FIFO and service sector employees). The business sector drives tourism in Nhulunbuy, followed by Visiting Friends and Relatives and then the 4WD self-drive market (in the dry season). Beyond Nhulunbuy visitation numbers are much smaller and represented by a more diverse range of markets, that include organised group tours sourcing schools and leisure markets. Figure 2.4 (previous page) presents market segments using a psychographic segmentation known as the Roy Morgan Values Segments TM. The Roy Morgan Values Segments TM provide a much richer explanation of the visitors, capturing their needs and wants. Table 2.4 presents profiles of the current dominant visitor segments, and matches them to the psychographic market segments. Attachment B provides brief descriptions of all the Roy Morgan Values Segments TM. A t rad i ti o n a l marke t d ri ve n b y re so u rc e s ec to r marke t s To date the local resident demand for work and leisure needs has driven the local economy in a consistent manner 365 days a year. This demand is influenced by seasonal change and increased visitation of, primarily, friends and relatives, and to a lesser degree, independent travellers. East Arnhem Land is not unique to this built mining town concept, with residents having cash to spend and strongly influencing tourism businesses to provide the experiences that they want. Much of the demand to date has been driven by resource sector employees. East Arnhem Land businesses have responded to these demands with the provision of game fishing charters, hunting and 4WD experiences. The secondary market of Visiting Friends and Relatives (VFR) are like-minded, driving similar products, particular during dry season. experience slower stock turn for specific lines and operators will experience shorter lead times and reduced frequency. These early indicators trigger the need for businesses to adapt. New segments will begin to be noticed more, having been in the area before but not at increasingly appealing economic scale. This market including the employees of community services, government agencies and other professionals. Table 2.5 summarises the strategic issues associated with tourism in East Arnhem Land if it relies soley on strong traditional psychographic markets. Table 2.5 Strategic Issues The mining industry has led economic growth within the area since 1971 Strategic issues relating to visitor segments to East Arnhem Land The current market is retracting Since curtailment in 2014 significant changes in demand have been experienced by local businesses New cultural market opportunities exist Currently the promotion and advertising of East Arnhem Land is miss matched Current lead images are either difficult or impossible to fulfil as a new visitor. There is a lack of businesses capitalising on the heritage of East Arnhem Land Recommendation There is an opportunity for East Arnhem Land to reposition and become proactive in attracting visitors to the areas, whilst remaining viable with current mining staff. There is an opportunity to understand the absolute uniqueness of East Arnhem Land and position itself against a target market that will ideally mean high yield low numbers There is a need to understand the offer not just in Nhulunbuy but across all East Arnhem Land There is a need to understand the local Aboriginal willingness to meet the visitor halfway and for the target market to be aware of this two way relationship for expectations to be set from the initial launch of any visitor attraction activity. East Arnhem Land has the ingredients to reposition itself as a unique cultural destination There is a need for East Arnhem Land to build cultural experiences that encourages the visitor to immerse themselves in the local community There is an opportunity to design lead images that speak directly to the identified target market There is an urgent need to the range of unique cultural heritage stories, homeland living and Aboriginal communities. However, as the resource sector contracts and their employment follows suit, the demand for traditional tourism experiences will also contract. Business will initially Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 17

18 Table 2.4 Current resident and visiting segment characteristics, motives and value for East Arnhem Land (Note Sourced information to develop these segments has been identified in the 2011 Census results Developing East Arnhem Arnhem Limited) Industry driven Demographic Income Leisure Roy Morgan Market segments Fairer deal FIFO employees 20 to 40 yrs $130, Fishing, anything motor, motor boats, runabouts, hunting Hire the boat Fairer deal Mine employees local based 25 to 55 yrs $100, Time buy the boat Fishing, anything motor, motor boats, runabouts, hunting Service delivery (Govt agencies) Younger 19 to 30 yrs $80, Food, beach, friend get together, water, walking running getting fit Socially Aware Service delivery (Govt agencies) Older 29 to 50+ yrs $100, Bush walks, living to learn, eco driven, reading Visible Achiever Service delivery Hospitality 16 to 30 yrs $50, Fishing, drinking, golf, beach and speedway Young Optimist Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 18

19 Yield versus turnover approach to target markets We support the East Arnhem Economic Development Strategy (2014) recommendation to target higher spend yield markets rather than lower spend turnover markets. The two reasons for this are: 1. It is expensive to fly to the region, so it's unlikely that large numbers of visitors will come all at once. Therefore, it is more effective to extract as much from each visitor as possible, rather than discounting and hoping lower spend visitors will come. 2. Fewer visitors spending more presents lower social impacts on the community, lower physical impacts on the environment, and less demand on scarce resources such as water and power. We encourage the region s tourism sector to tailor their products and marketing to appeal to these markets first, and then if possible, appeal to other markets through different products or levels of offer and price points. The East Arnhem Economic Development Strategy (2014) noted on page 44: The high yield, low impact special interest tourism market comprises aboriginal art and culture focused; visitation to pristine natural areas; world class fishing tours; and experience based immersion in local culture in the homelands. 2.5 Current product East Arnhem Land has a range of products that have evolved in response to the local demand and ongoing visitation as previously identified. Table 2.6 presents a high level audit of the number of businesses related to tourism in East Arnhem Land. The current products have been grouped into experiences to assist with an understanding and tracking of supply 1 as we lead into our Gap assessment. 1 These products have been identified through Eastarnhemland.com.au things to do tab, and a local Table 2.6 Number of businesses related to tourism in East Arnhem Land Activity Total number of businesses 4WD Adventure track and camp grounds (SEAL) 5 to 10 Boating & Fishing independent 2-3 Dining and entertainment 11 Outdoor activities 4 Motor sports 2 Camping Nhulunbuy 11 camp sites Self-guided tour 1 Art centres 5 Cultural education 2 (Culture college and Lirrwi Tourism) Bush products retail 1 (Yirralka Rangers, Laynhapuy IPA) Eco Accommodation 1 Homelands full immersion 2 Retail Browsing and services 10 Food and Groceries 1 One of the stronger emerging tourism sectors is in overnight guided cultural tours. Table 2.7 presents a summary of the current lead operators and their products supporting this sector. It is quickly evident that Nhulunbuy plays a critical role in supporting time poor groups wanting to fly in, Yirrkala provides a major role in hosting high end, homeland and culture focused stays, and other homelands and communities in the region can attract very targeted market experiences. Growing this sector means growing a higher yield and lower social and environmental impact form of tourism for the region. business audit Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 19

20 Table 2.7 Operator Culture College Arnhem Land Outback Spirit Tours Venture North Great Divide Tours Intrepid Travel Lirrwi Tourism Existing overnight guided cultural tour product Description of product Tailored for secondary school students and their parents 7 10 day programs that can be tailored to the school needs eg curriculum Involves Yirrkala homeland schools, Nyinyikay homeland and Bukudal homeland Gulkula campground Arnhem Land Wilderness Adventure is a 12 day 4WD bus journey from Nhulunbuy to Darwin, with 2 night stays at Yirrkala, Murwangy Safari Camp. Maningrida, Mount Borradaile, Seven Spirit Bay Wilderness lodge, and flight to Darwin A six day 4WD Landcrusiser tour from Darwin to Nhulunbuy with overnight camping at Bagetti Aboriginal outstation, Baniyala, Bukudal (2 nights), Bawaka (2 nights). 19 day 4WD tag along tour (4WD can be hired) requiring a minimum if 5 bookings to operate. Starting and returning from Darwin, camping between throughout East Arnhem Land. 6 day tour, starting from Nhulunbuy by 4WD bus to Yirrkala overnight and return to Nhulunbuy to fly to Nyinyikay homelands for 2 nights and then to Bremer Island by air for 2 nights then boat trip return to Nhulunbuy. Lirrwi has a range of themed tours Crossing Country - Yolŋu Dhukarr is a 5 day tour that includes 3 nights at Bawaka homeland and the 4 th night in Nhulunbuy Corporate Culture tours 3 day 2 night stay at Bawaka including a visit to world class art centre at Yirrkala Womens tours- 5 day 4 night tour from Nhulunbuy to Bawaka homeland. Education Group tours 4 to 5 day tours from Nhulunbuy to Bukudal and Nyinyikay homelands Photography tours 7 day tour departing Nhulunbuy by boat to Banubanu Wilderness Retreat and 3 nights in two different homelands 2.6 Emerging accommodation opportunities Currently, the majority of accommodation provided in the region is concentrated in Nhulunbuy, with hotel / motel accommodation supported by a consistent business market. Camping-based accommodation receives more seasonal, leisure based demand. There are a number of accommodation proposals that each have reached a different status in moving towards development. Poten tial consolid a tion of c a mp gro u n d s a s so ci at ed w ith SE AL Currently there are approximately 15 campsites associated with the 4WD adventure track between Roper River in the south and Gapuwiyak in the north. It has been reported that some of these camp grounds are being Loved to death and do not have sufficient guest revenue to reinvest in the camp ground to address this issue the treatment of some of these campgrounds maybe the result of a lower yield market not paying enough to care, as well as a lack of supervision. The value of this network of camp grounds for local aboriginal people is ultimately the degree of conversion of the 4WD market to pay for aboriginal interpretive experiences institute. Therefore, there may be merit in investing in camp grounds where cultural interpretive experiences can be most reliable provided, and de-marketing other campgrounds, or even closing some camp grounds where interpretive experiences are unlikely to be provided. Poten tial ac co m modation at the Go ve Boa t Club The Gove Boat Club is located in Melville Bay 12 kilometres from Nhulunbuy, and is positioned on beachfront, with attractive coastal views and sunsets. The Club caters to local and visiting yachts as well as local boating enthusiasts. Facilities at the Gove Boat Club include a dining venue and bar. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 20

21 Figure 2.3 Beachfront at the Gove Boat Club effectively started the land rights movement in Australia were from this community. This history is a source of great local and regional pride. Yirrkala is an authentic, contemporary Aboriginal community that, subject to further development in infrastructure and capacity, has the potential to offer tourists a unique overnight cultural experience whilst still being 15 minutes from Nhulunbuy. Figure 2.4 The Buku-Larrnggay Mulka Centre There are plans to convert surplus land into visitor accommodation by late The proposal is to transform the Boat Club into an accommodation / restaurant and launch point for camping, fishing and boating experiences outside of Nhulunbuy. This would offer a good contrast to the urban-based settings of existing accommodation in town, and better match the leisure market s need to spend their first and / or last night in a semi-natural area, as part of a broader tour of East Arnhem, forming an important pillar in the growth of diversified regional tourism. P o t en t i al ac co m m o d at i o n i n Y i r r k al a Buku Larrnggay is forming up a proposal to increase its accommodation offer in Yirrkala. The Buku-Larrnggay Mulka Centre in Yirrkala is internationally recognised art centre and visited frequently by FIT socially aware art enthusiasts. Yirrkala also has a rich history of land rights - signatories of the bark petitions that The region will benefit from this opportunity which should be supported through assistance with funding applications, planning, building design and fit-out, and of course regional marketing. The end product should be well positioned if it initially targets cultural and eco-tourist group markets, before moving onto source FIT markets. Group markets are easier to cater for and help an emerging business develop its capacity. Also, that the appeal for overnight stays could be strengthened if the Buku-Larrnggay Mulka Centre became part of an Aboriginal Art Trail. Poten tial addition a l a cco m m odation a t the Gar m a Festi val site The Garma Institute is culturally focused with an education and cultural engagement remit. The conference, tourism and community facilities located at the Gulkula site are also home to the famous annual Garma Festival. The Conference Facility, Auditorium, and gender split dormitory accommodation are central infrastructure for the annual Garma Festival and training college, being long held as a Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 21

22 Yolŋu meeting place where the senior elders of East Arnhem Land can meet and make decisions about the future. The facilities can also be used by other Aboriginal groups for meetings and other purposes. Other visitors and small groups can also book the facilities. However, we believe the institutional nature of these facilities provide a more structured environment than some cultural leisure tourism groups are seeking. There are plans for a Healing Centre, local food production house, and through the work of DEAL, ELA and Gumatj, a space information centre on the site, which brings together the practical Yolŋu knowledge in the area and will be made available for Yolŋu and non-yolŋu people alike. If the healing Centre is built and rockets do launch nearby, then the site should have enough attraction for the development of low impact eco-lodges for cultural tourism group-based accommodation and specialist offers year round and during the Garma Festival. 2.7 Product gaps To grow a sustainable tourism industry based on yield rather than turnover, East Arnhem Land will need to focus on offering experiences based on its most unique differences and the needs of the target markets most aligned to wanting to experience these differences. Leaving the visitor to find the local gem differences will not drive growth. East Arnhem Land can choose to adapt current products to match the market and/ or actively develop new businesses to fill the identified gaps. Figure 2.6 (next page) presents again the match between potential markets coming the East Arnhem Land and the products they want the more stars and darker the colour the closer the match, and the more likely is is that concentrated efforts should be made to develop similar products in East Arnhem Land over time. Poten tial a c co m modation in Gun yang a ra Gunyangara community was established in the late 1970s and early 1980s by Galarrwuy Yunupingu and his family, who at that time lived in Yirrkala, 15km east of Nhulunbuy. The family decided that it was time for the Gumatj people to move out of Yirrkala and occupy traditional lands, in and around the Gove Peninsula, so that the children would be taught the song lines, dreaming, history and stories of the Gumatj people. Gunyangara has signed a 99 year community held township lease - the first of its kind in Australia. This historical event gives decision making power back to the community. The community is located in a stunning setting overlooking Melville Bay and the refinery, and there may be an opportunity for accommodation similar to Banubanu for "socially aware" and "young optimist" markets. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 22

23 Figure 2.6 SEGMENTS Product Market Match for visitors to East Arnhem Land. Roy Morgan Market segments Fairer Conventional Young Socially Visible deal family Optimist aware achiever Boating & Fishing independent ***** *** * Fishing charter ***** **** Hunting ***** Football ***** *** ** 4WD ***** **** Racing ***** **** Camping **** *** *** **** *** Self-guided town tour **** ** **** **** Golf ***** * **** **** Look out ** **** **** Art Centres * *** **** ***** Bush products retail * * ***** ***** Eco Wilderness lodge * ** ***** ***** Aboriginal Art *** ***** ***** Aboriginal history * *** ***** ***** Aboriginal dance and story * *** ***** ***** Aboriginal live music * *** ***** ***** Homelands full immersions *** ***** ***** Figure 2.7 The supply versus demand of current met needs of visitors to East Arnhem Land Figure 2.6 confirms the market split in East Arnhem Land between: the traditional markets (Basic Needs and Conventional Family Life) wanting boating, fishing, hunting 4WDriving and camping; and the emerging markets (Young Optimist, Socially Aware and Visible Achiever) wanting varying levels of cultural immersion with Aboriginal people. As mentioned earlier, the traditional markets have peaked in growth, and may decline over the coming years. The emerging markets represent a greater yield offer, since they are seeking experiences with greater facilitation by local service providers, whereas the traditional markets are seeking to operate more independently. Figure 2.7 presents our forecast supply and demand for product to 2020, East Arnhem Land were to target the emerging markets. Figure 2.7 therefore depicts a summary of the Product Gap Analysis. The product gaps that are likely to deliver the greatest benefit once filled are the products circled in red within Figure 2.7 (above). Without too much effort, products could be adapted and created to satisfy the emerging market needs. Figure 2.8 (next page) demonstrates further what the growth market will look like in the current product arrangement This is also demonstrated in the historic data captured by Census 2011 and 2006 demonstrating the increase 320 professionals in East Arnhem and the decrease of 807 in the trades and labourer field of employment. These trends further support an understanding that shifting demographics of the region are pointing to a need to focus efforts on the 'gap' areas identified, particularly amongst the socially aware and visible achiever demographics that are more likely to deliver increasing visitation numbers, yield and 'fit' with products in the region that will deliver increased benefit to the Yolŋu population. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 23

24 Figure 2.8 Local workers occupation changes (2006 and 2011) Buku-Larrnggay Mulka Centre at Yirrkala These businesses have, to date, satisfied both current and new markets visiting the area. The touring groups Culture College (School Camp), Lirrwi Tourism (Corporate), Outback Spirit (45+ years, organised group travel) and Intrepid Travel (50+ short homelands stays) are demonstrating strong growth and customer satisfaction. These small groups of visitors and businesses have demonstrated success in East Arnhem Land. Two leading groups, Outback Spirit and Culture College, confirmed that they see benefit in providing exclusive access to the region. Outback Spirit has invested significant capital in developing exclusive accommodation for their guided small coach tours. This tour brings visitors in through Nhulunbuy for two nights before driving them on a road tour through other parts of East Arnhem Land via the Top Track road eventually completing their tour in Darwin. Identif yin g unme t n eed s i n a ch an g i n g en vi r o n m en t The supply and demand table identifies the current met needs and exposes the unmet needs of future visitors. During the consultation stage, local businesses were visited and interviewed, highlighting unique characteristics of enterprises that could potentially build on the existing base of market ready products. Comparing current supply and demand, it was found that there is an emerging range of rich cultural styles of business that are experiencing growth. Milingimbi Arts & Cultural Centre; Bula Bula Arts in Ramingining Gapuwiyak Culture and Arts Aboriginal Corporation LJ Hooker Foundation's Culture College; Bush products available through Laynhapuy/Yirralka Rangers and the Bush Miyalk in Gapuwiyak Banubanu Wilderness Retreat on Bremer Island; and Culture College, Outback Spirit and Lirrwi Tourism are committed into the future with bookings however the economic impact is marginal; the tours exhaust local accommodation during peak periods, straining a market which was previously satisfied. Therefore, East Arnhem Land needs to take a strategic approach to supporting this growth, attracting a market that is low in numbers but high in yield. This can only be achieved with a focused approach to a defined target market to which the destination has a broad appeal. Many destinations follow a common practice to refresh their destination: talk with customers, learn what they like and dislike about the destination, and then: Leverage the positives Correct or eliminate the negatives Identify trends in the product/service category that can be leveraged While this can be helpful, it is insufficient for three reasons: 1. It looks backwards when what is needed is a look forward 2. It does not capture inputs from non-customers Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 24

25 3. It does not reveal and prioritise customers unmet needs Figure 2.4 East Arnhem Land Tourism Association website The best way to understand how to refresh the destination is by understanding what customer "need" is, for example: what activities the visitor wants to accomplish whilst visiting your destination, what is the unique proposition that can draw the visitor to your destination and most importantly what is achievable 365 days of the year, so the expectations of your visitors are always met. This makes it possible to define a clear range of activities, barriers to success and the ability to prioritise an action plan. The very steps this plan has undertaken. 2.8 Current promotion Positioni ng Figure 2.5 East Arnhem Land Twitter and Facebook sites There is currently no documented brand for East Arnhem Land. Positioning emphasises outdoor nature-based activities such as fishing, sailing, bird watching and four-wheel drive excursions to white sandy beaches and wilderness areas. There are discrepancies between what is promoted and what is achievable in the Nhulunbuy area. For example, authentic interaction with Aboriginal people although welcomed is not guaranteed and requires considerable planning and networks to be invited onto the land. The region is promoted with the tag line The coast of allure The EALTA have several avenues in which they are promoting visitation to the area and what to do once there. The digital media used are official website, and social media platforms include Facebook, Pinterest, twitter, Instagram, YouTube and Google+. Each of these platforms have a common link of images helping to align each of the online activities however there is a range of logos, fonts and colours being used leaving the visitor to determine for themselves if they are see the same four images across multiple suppliers. Brand Assessment Genuine brands for destinations are not designed. The brand is the result of a comprehensive, well- thought-out and carefully crafted strategy that encompasses the entire destination experience and reflects visitors needs and expectations. It is for this reason that the destination brand-building process must focus on strategic development of a brand versus individual tactics focused on identity, image, awareness and promotion. Our definition of a genuine brand is The internalised sum of all impressions received by customers and consumers resulting in a distinctive position in their mind s eye based on perceived emotional and functional benefits. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 25

26 The brand assessment process takes several local characteristics current and future into account. These include: Business environmental review Competitive trends and competing brands position Comparative industry data Product and service offerings Visitor transactional analysis (how they experience/interact with the destination) Brand relationships and associations (current and potential) Current marketing plans Communication research Visitor and prospective visitor research (specific cities, regions and number of visitor interviews per location) Information was gained and statements tested during the face to face interviews and throughout the site visits. These findings were used to build a brand wheel. Answers to the following six questions were gained: 1. What East Arnhem Land does to me? 2. How I would describe East Arnhem Land? 3. How does East Arnhem Land make me feel? 4. How does East Arnhem Land make me look? 5. What are the facts about East Arnhem Land? 6. What are the symbols that represent East Arnhem Land? By asking these questions, this plan further refines the gap analysis to understand how new and existing enterprises cab work to fill identified gaps in a consistent manner that builds a competitive and appealing destination, with a baseline for ongoing efficient and effective product development. These questions also provide insight into existing strategic issues that would need to be addressed in an Action Plan, to improve the consistency of the story that tourism operators tell. Table 2.7 Strategic Issues Strategic issues relating to marketing East Arnhem Land There is no real sense of place established for East Arnhem Land There is no common branding that exposes what East Arnhem Land is There is no destination positioning for East Arnhem Land to attract visitors There is an urgent need to utilise the East Arnhem Land Heritage Recommendation Urgently begin to develop the brand essence of the area and build on the East Arnhem Land heritage, historic Aboriginal heritage, war heritage and secrets. For instance during World War II parts of East Arnhem Land were bombed and the Yolŋu people played a crucial role in the defence of Australia. Grounded in the identified vision position East Arnhem Land in a unique marketing space as compared to competing Aboriginal and adventure destinations Develop lead images and products for East Arnhem Land that support the brand and the vision. To address these issues, an Action Plan considers how the region sees itself now, and into the future. By capturing this in a brand wheel, a clear structure is set, allowing all new and existing products to align themselves with the real untapped offer of the region, how the community want's to be seen, and they type of stories that visitors should be taking away from them when leaving the region. The branding work therefore is not just for a glossy finish, but to ensure that all product development going forward is working to build a consistent offering and story that not only boosts the positioning of the region in the marketplace, but delivers on an experience that growing and relevant markets are asking for - which is vital for effective product development ongoing. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 26

27 2.9 Strategic Issues When distilling the various issues and product gaps identified in the previous sections, nine priority Strategic Issues are identified for the region (Table 2.8.) Table 2.8 Distilled high level strategic issues relating to tourism in East Arnhem Land No Strategic issue Explanation 1 Access to East Arnhem Land Time consuming to reach, expensive to reach, sometimes uncomfortable, and occasionally delayed by permits, unforseen weather and ceremony 2 An unprepared labor force in the region 3 Perceived value for money when visiting the region 4 The cost of living and doing business The range of business skills available Customer service standards, not many contingency options Shyness towards visitors English language skills and ongoing commitment towards projects. Cost of transport, accommodation and food and beverage can be high for what is provided Utilities will increase over time, food inputs, transport, and limited competition 5 Access to capital Especially for employee related expenses 6 Limitations regarding the supply of tourism services Limited variety of accommodation facilities catering to different market segments Limited diversity of Food & Beverage outlets, offering extended opening hours for visitors. Limited availability of refrigerators in homelands and communities to cater for larger groups and their food and beverage needs. Limited availability of office & retail space for the local population to conduct business. Limited availability of interpretation and signage to enhance visitor experiences 7 Climate constraints Weather can be unpredictable, uncomfortable for visitors not used to the heat and humidity, and dangerous with strong winds and excess rainfall. 8 Lost opportunities Swimming -Crocodiles and stingers, referrals 9 Mis-matched promotion of tourism products in the region Creating unrealistic visitor expectations, and a missed opportunity to highlight core products The Action Plan looks to address these nine Strategic Issues with, in consultation with DEAL and the Northern Territory Government and local groups. Particular focus is given to addressing three Strategic Issues in the short term based on regional priorities relating to product development, capacity building and potential to attract funding for early completion. We have also prioritised actions within each Strategy of the Action Plan to establish model examples of increasingly immersive cultural tourism experiences that will act as inspiration to future, even more immersive product. Based on these criteria, the three prioritised Strategic Issues the Action Plan addresses are: (1) An unprepared labour force in the region (2) Increasing value for money as perceived by the visitor by repositioning products and drawing the most from the destination (3) Mismatched promotion by realigning what East Arnhem Land has to offer and what is readily accessible Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 27

28 3.0 Tourism Management Framework 3.1 Vision The proposed vision that will drive East Arnhem Land tourism development plan is: VISION Tourism in the East Arnhem Land is driven by and for Aboriginal community. Our core tourism experiences will reflect our East Arnhem Land brand essence Guiding principles that could support this vision could be: 1. Tourism should be used to enable East Arnhem Land Aboriginal communities to remain on their land 2. Tourism experiences should be authentic to the people and land of East Arnhem Land 3.2 B rand Genuine brands for destinations are not designed. The brand is the result of a comprehensive, well- thought-out and carefully crafted strategy that encompasses the entire destination experience and reflects visitors needs and expectations. It is for this reason that the destination brand-building process must focus on strategic development of a brand versus individual tactics focused on identity, image, awareness and promotion. This can be defined as The internalised sum of all impressions received by customers and consumers resulting in a distinctive position in their mind s eye based on perceived emotional and functional benefits. Br and d evelop men t The EAL brand assessment has determined the need to take a number of local characteristics into account (current and future). These include: Business environmental review Competitive trends and competing brands position Comparative industry data Product and service offerings Visitor transactional analysis (how they experience/interact with the destination) Brand relationships and associations (current and potential) Current marketing plans Communication research Visitor and prospective visitor research (specific cities, regions and number of visitor interviews per location) The brand wheel The brand wheel has been used to segment the information gained and begin to develop a personality around the facts and icons of the area, this method enables the brand to remain authentic throughout each stage. The brand essence of a destination (also known as the brand personality) is best built from a personality trait that is the outcome of a series of statements. Based on feedback gained from stakeholder face to face interviews the highest common answers included: Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 28

29 The people are hopeful The landscape is raw, untouched and real The Yolŋu people are adaptable You become connected to the people and the land The people are evolving and changing right now with the mines The people are resilient Sincerity is the primary personality dimension that best describes East Arnhem Land and therefore is the essence of the brand. Sincerity now forms the core brand essence that becomes the strategic positioning of East Arnhem Land. Table 3.1 lists the essence of the proposed East Arnhem Land brand and Figure 3.1 presents it as a brand wheel. Table 3.1 East Arnhem Land Brand Wheel Sincerity Excitement Competence Sophistication Ruggedness Figure 3.1 East Arnhem Land Brand Wheel Down-to-earth: family- oriented, small town Honesty: honest, sincere, real Wholesomeness: wholesome, original Cheerfulness: Cheerful, friendly, sentimental Daring: daring, trendy, exciting Spiritedness: Spirited, cool Imagination: imaginative, unique Contemporary: up-to-date, independent Reliability: reliable, hard working, secure Intelligence: Intelligent, technical, corporate Success: successful, leader, confident Class: Upper class, good looking, glamorous Charm: Charming, feminine, smooth Masculinity: outdoorsy, masculine, western Toughness: tough, rugged Importantly, the Brand Wheel can be used as a touchstone for all existing and new businesses, asking two questions before finlaising a new product, promotion, or service style: 1) How does my offering align with the Brand Wheel? 2) How do I make sure my customers leave with feelings that align with the Brand Wheel? Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 29

30 3.3 Target markets for East Arnhem Land Target markets are the actual and potential visitors that a destination most wants to attract. The target market is chosen because their needs most naturally fit the destinations offerings and generate the best return on any marketing investment required to attract them. Figure 3.2 presents the target markets for East Arnhem as being: Organised Group Markets (particularly from the leisure sector); Leisure fly in; 4WD self-drive; and Organised Group Markets (Schools sector). Table 3.1 presents a detailed outline of these markets. Figure 3.2 Proposed target markets for East Arnhem Land Potentially Traditional family Each of these markets is further described below. Socially aware: This pattern of thinking is usually associated with the highest socioeconomic group in the community. This **MindsetTM is the speciality of public servants, pressure groups, business analysts and politicians of all political colours. These "insatiable information vacuum cleaners" are addicted to finding out or trying anything that's new or different and persuading others to accept their opinions, priorities and share their life experiences. Barriers or sensitivities of this group include: None authentic experiences Poor value for money Information and experience delivery not meeting expectations Antiquated systems and out of date technology being used Visible Achiever: This pattern of thinking is associated with the proof of having made it up in the seemingly never- ending social ladder. Personal recognition, higher incomes, job satisfaction and other tangible rewards of success such as travel, recreation and high-quality homes, vehicles and holiday location provide the very best of visible good living. This market would be more likely to be traveling in the organised group travel. It is proposed to target three Roy Morgan TM segments as target markets to attract and satisfy in East Arnhem: 1. Socially Aware 2. Visible Achiever 3. Young Optimist Barriers or sensitivities of this group include: To be seen in less than adequate surrounds To be out of their depth and appear unknowing Due to primarily being office workers, hard or rough adventure is out of their comfort zone Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 30

31 Anything unethical or environmentally unsound Young Optimist: This pattern of thinking is associated with young professionals, technocrats and students whose thoughts are focused on achieving a good career, overseas travel and generally improving their prospects in life, having a sense of fulfilment and a chance to enjoy an outgoing lifestyle. It is generally more prevalent in inner city and urban lifestyle settings. This is a smaller market however due to high adventure nature strong linkages can be made. Barriers include: Poor quality food Environmentally and socially unsound activities Poor access to technology The benefit of knowing these key mind sets is that tourism operators can avoid pitfalls in their offering that are going to be key triggers of dissatisfaction for the target groups, and, marketing can be tailored to deliver messages that these groups are more attuned to. The Action Plan provides an opportunity for operators, and facilitators such as DEAL, Government, Land Council, Ranger groups, and EALTA, to continue delivering priority actions that help the region to develop products and experiences that regularly reflect on meeting the needs of these groups, directly speaking to these groups, and supporting more successful tourism development and destination positioning over time. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 31

32 Table 3.1 Needs of the target market and traditional markets Visitor type Demographic Income Motive to visit Roy Morgan Market segments Group market 35 to 55 yrs $100,000 plus double income traveling without children Live to learn, experience new unique things, be the first, culture and knowledge, social and eco sustainable Socially Aware Visible Achiever Group market 50 to 65 yrs $100,000 plus double income grown kids Life experiences to learn and build knowledge Friends and family 19 to 30 yrs $80,000 plus working Single or in a relationship with no children Experience new things Passion to help make the world better Sun, sand and outdoor Unusual art and culture Young Optimist CURRENT MARKET THAT WILL REMAIN BUT DOES NOT NEED TO BE ADDRESSED Visitor Demographic Income Motive to visit Market segment Fairer deal Friends and family FIFO and Miners 25 to 45 yrs $80,000 to $100,000 Mates to go fishing, boating, camping and hunting Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 32

33 3.5 Core products Figure 4.2 (next page) demonstrates products that are currently market ready as well as those that have been identified as gaps. The pyramid approach demonstrates a flexible engagement strategy across all target markets. Each layer has had a range of experiences both established and potential identified within it. The first layer of immersion (Figure 4.2) uses products that take place in a very controlled environment and are easy for visitors to experience. Examples are a visit to Roy Marika Lookout, the Lagoon Town Walk, for which an interpretation booklet exists, or dinner at the Gove Boat Club. These tourism products are offered within the township of Nhulunbuy and are readily available. This layer satisfies the visible achiever market, group tour markets and day visitors. Lead images shown below with structure branding and key messaging will be particularly attractive to the identified market. T ar g et m a r k et n e ed s Table 4.3 (page 35) outlines the level of interaction required to satisfy the various target markets, because each of the markets requires different levels of immersion there is a need to adapt each of the current and potential products to remain flexible enough to cater for each market need. Thetable uses a traffic light system to understand what current products are available, what products can be adapted to assist with meeting visitors needs and to clearly identify the unmet needs or gaps. Green indicates acceptable level of products to fulfill that need. Orange indicates work is required to satisfy the market and red indicates urgent attention needed. The ticks indicate quantity of products to assist with the interpretation of weight. Importantly, the further down the pyramid you work, the more that may need to be done to ensure that target market groups feel that they understand the experience and their role within it. This can be achieved through 'pre-visit' information packs for people who book these experiences. Figures 4.3 to 4.6 present examples of products at each level of the pyramid, with those unshaded already existing and those shaded potential new products that the Action Plan supports further investigation of. Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 33

34 Figure 4.2 Core experiences pyramid Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 34

35 The first layer of immersion (Figure 4.3) uses products that take place in a very controlled environment and are easy for visitors to experience. Examples are a visit to Roy Marika Lookout, the Lagoon Town Walk, for which an interpretation booklet exists, or dinner at the Gove Boat Club. These tourism products are offered within the township of Nhulunbuy and are readily available. This layer satisfies the visible achiever market, group tour markets and day visitors. Lead images shown below with structure branding and key messaging will be particularly attractive to the identified market. Figure 4.3 First layer of immersion Layer two and parts of layer three will satisfy the more adventurous visible achiever and begin appealing to the conservative socially aware and young optimist. Experiences on the third layer of immersion (Figure 4.5) offer visitors the opportunity to learn more about East Arnhem Land by immersing in different halfday activities. An example for such an activity would be a scenic tour of the homelands, discovering the region and Aboriginal homelands by air. Various operators currently offer aerial tours of the land, but these flights are not specifically targeted to tourists and could potentially include much more interpretation of the area and its people. Further potential half-day activities on this level would be painting workshops with Yolŋu artists or an interpretative tour of the art gallery. Figure 4.5 Third layer of immersion Roy Marika Lookout Fishing Gove Boat Club Lagoon Town Walk Yolŋu Radio The second layer of immersion (Figure 4.3) provides an opportunity to connect with the Aboriginal culture and heritage of the town, but again in a relatively controlled environment. A visit to the Buku-Larrnggay Mulka Centre in Yirrkala or enjoying a coffee at a café run by local Aboriginal residents are two examples which already exist. Potential products such as glamping in the refinery area on the shores of Melville Bay or locally sourced (native) foods and beverages served against the contrasting backdrop of industrial mining. Figure 4.4 Second layer of immersion Bush foods collection, Painting Guided Art Guided Homeland by air tasting, preparing; workshop Gallery Tour Town Tour staged for groups The fourth layer of immersion (Figure 4.5) includes experiences that run over several days, such as the Garma Festival or overnight stays at Bremer Island. These experiences provide minimal guidance and require a great amount of immersion by the visitor. Moreover, they take place at locations that are a fair driving distance from the township of Nhulunbuy or require transportation by air. These experiences particularly suit the socially aware, young optimist and the adventurous visible achiever market. Any future products within this layer, e.g. overnight outback tours, should be created with this market in mind. Buku-Larrnggay Gumatj Café run Glamping in F&B in refinery East Journey Mulka Centre by locals refinery area, area, Melville Live Music Melville Bay Bay, Performance Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 35

36 Figure 4.6 Fourth layer of immersion Garma Festival overnight stays Bremer Island overnight stay and visit of homeland Guided multi-night 4WD Nature Group Tour (e.g. Outback Spirit) Multi-night stay in the region (schools, corporate) Experiences within the fifth layer of immersion (Figure 4.7) five, the most immersive layer, offer full immersion in the local Aboriginal culture. They happen in a very uncontrolled environment, such as homelands and the bush, and require the visitor to fully engage and be present. These full immersion experiences are ideal for the young optimist and the adventurous socially aware. These experiences will also become the lead images, demonstrate the vision and become the iconic destination difference. Figure 4.7 Fifth layer of immersion Multi-night stay at homeland(s) Joining Yolgnu in preparing traditional meals Gap Analysis and Action Plan for East Arnhem Land (Revised Draft 4/8/2017) 36