Greater Melbourne s Destination Management Visitor Plan. Executive Summary

Transcription

1 Greater Melbourne s Destination Management Visitor Plan Executive Summary

2 Funding Partners The Australian Government through the Tourism Demand-Driver Program, administered by the Victoria State Government Melbourne s East City of Boroondara Manningham City Council City of Whitehorse Melbourne s South East Bayside City Council Cardinia Shire Council City of Casey City of Greater Dandenong City of Kingston Melbourne s West Western Melbourne Tourism Brimbank City Council Hobsons Bay City Council City of Melton City of Moonee Valley Wyndham City Council Destination Melbourne Level 12, 50 Queen Street Melbourne VIC 3000 t w destination.melbourne e info@destination.melbourne

3 A message from the Chair & CEO 03 Setting the scene What is a destination management visitor plan? 04 The Process How did the DMVP come about? 04 Maintaining Competitive Advantage What will the outcomes of the DMVP be? 05 Key Visitor Research Findings What did we find out about visitors to Melbourne? 06 A Vision for Greater Melbourne What is the way forward? 10 Key Objectives 10 Key Outcomes 10 Recommended Opportunities How are we going to get there? 12 Positioning the brand 12 Tourism product 12 Event Development 13 Capacity and Capability 13 Information 13 Supporting Infrastructure 13 Greater Collaboration and Success How will we succeed? 15 Collaborative Efforts 15 Guiding Principles 15 Measuring Success 15 Greater Melbourne s Destination Management Visitor Plan Executive Summary 01

4 We embark on the journey to become the world s most visitable city. 02

5 A message from the Chair & CEO Melbourne is recognised as one of the most liveable cities in the world, now, with the first Destination Management Visitor Plan for Greater Melbourne, we embark on the journey to become the world s most visitable city. At its core, a Destination Management Visitor Plan (DMVP) is a vision for growth and a shared belief that developing our world class destination is not only achievable but also desirable. More than that, the DMVP is the roadmap for how we will get there. Through this plan, we will explore the exciting opportunities ahead for what Melbourne can offer to visitors. As we look to this future Melbourne, a globally appealing and competitive Melbourne, we also look to each and every business, and individual within our growing visitor economy. We look to you as professionals, but more importantly, as ambassadors who can take this plan into your workplaces, boardrooms and collaborative spaces, and breathe life into it. This DMVP is the outcome of many months of intensive visitor research and detailed stakeholder engagement. Since its inception in February 2017, a series of 10 workshops and over 60 individual stakeholder consultations were held. This was followed by a further 35 individual online submissions. Over 2500 domestic and international visitors were directly interviewed via intercept surveys capturing their thoughts, feelings, motivations and habits. More than 1800 local Melburnians were also interviewed in relation to their role as a host to visiting friends and relatives. Collectively this is the largest piece of visitor research undertaken of visitors in destination. This research resulted in valuable insights that formed the basis of the DMVP and the recommendations within it. Greater Melbourne s unique blend of people, place, nature, history, sports, food and arts and culture, are what make up the iconic brand that is unmistakably Melbourne. By leveraging these key strengths, the visitor industry can only continue to diversify, growing from strength to strength. This plan is the blueprint to ensure that this growth is supported though a collaborative whole-of-industry approach, one that seeks to develop higher yield experiences that will ultimately increase visitation and spend across Greater Melbourne. The document provides an overview of the DMVP, summarizing the background, process, outcomes, objectives and recommendations. To make the DMVP succeed, it is up to us, to have the conversations, generate the ideas and really harness the recommendations and goals of this plan, making them our own and working to deliver the results that will place Melbourne front and centre on the international tourism stage. For Destination Melbourne, this plan is the first step in an exciting and fulfilling journey, that we invite you to take with us, for visitors to Melbourne, for the visitor economy and for the world s most visitable city. Sarah Seddon Chair Laura Cavallo CEO Greater Melbourne s Destination Management Visitor Plan Executive Summary 03

6 Setting the scene What is a Destination Management Visitor Plan? The Process How did the DMVP come about? A Destination Management Visitor Plan (DMVP) is a document that: + + is a shared statement of intent to develop a destination over a stated period of time + + articulates the possible roles of the different stakeholders + + identifies opportunities to enhance the destination s appeal to visitors. The overarching purpose of this DMVP is to collaborate with industry and government, focusing on the visitor journey to: + + expand the tourism focus of Melbourne beyond the boundaries of the CBD + + emphasise the uniqueness of different neighbourhoods, encouraging dispersal + + encourage visitors to stay longer and spend more and + + ensure visitors are able to experience all that Greater Melbourne has to offer. The DMVP is structured in a way that will: + + support and integrate with sub-regional plans + + coordinate effort and reduce duplication + + maximise investment in the right areas + + bring independent partners together in partnership to benefit and develop the entire visitor economy. The process of creating a DMVP for Greater Melbourne began in February First, a series of qualitative situation analysis reports were created for each of Melbourne s five sub-regions (Melbourne s East, Inner Melbourne, Melbourne s North, Melbourne s South East and Melbourne s West) and also for the 29 local government areas (LGAs) comprising Greater Melbourne. These qualitative reports provide a summary of: + + the visitation profile + + an overview of tourism products and events + + analysis of any key strategic plans and policy documents that had already been developed of the visitor economy in each sub-region and LGA. By April 2017, a series of ten workshops and over 60 individual stakeholder consultations were conducted. Five key questions were asked to frame and help shape the blueprint of the overarching strategic plan. This was followed by a further 35 individual online submissions from individuals who were not able to attend the workshops or be part of the face-toface stakeholder consultation phase. Visitors were also consulted, with visitor perception research involving a cross-section of Melburnians (as VFR hosts), domestic and international leisure and business visitors to Greater Melbourne. Finally, this research yielded valuable insights regarding the profile of visitors to Greater Melbourne, their view of Melbourne s current tourism offering and their overall perception of Melbourne competitiveness as a visitor destination. 04

7 Maintaining Competitive Advantage What will the outcomes of the DMVP be? As the leading arts, sports, food & wine and events capital of Australia, Greater Melbourne has a competitive advantage and has much to offer visitors. While changes are required to move tourism in Greater Melbourne to the next level, it is starting from a position of considerable strength. A desired outcome of this DMVP is the recognition of Greater Melbourne as: + + a globally competitive multi-layered tourism destination + + a world leader in providing highly personalised experiences + + a destination with high quality, enriching and long-lasting experiences + + a destination that delivers experiences through digital innovation. As one of the most liveable cities in the world, Greater Melbourne undoubtedly has a number of advantages and benefits for visitors, be they Melburnians discovering their own backyard, regional Victorians, visitors from interstate or international visitors from traditional or emerging source markets. A world leader in highly personalised visitor experiences Greater Melbourne s Destination Management Visitor Plan Executive Summary 05

8 Key Visitor Research Findings What did we find out about visitors to Melbourne? Visitor perceptions Collectively, visitors to Greater Melbourne consider the following attributes to be unique: % Green spaces and gardens % Proximity of everything/ easy walking distance % Beautiful/picturesque setting/views/scenery % Atmosphere/ambience Visitors consider the top five must do attractions in Greater Melbourne to be: 01 Parks and gardens 45% 02 Restaurants 29% 03 Shopping 21% 04 Restaurants/cafes 33% 05 Art galleries/theatre/ culture 21% Purpose of visit Leisure visitors to Melbourne 94% East 94% North 91% Inner Melbourne 93% South East 95% West Visiting Friends and Relatives 80% East 77% North 72% Inner Melbourne 80% South East 80% West 06

9 62% of people rely on relatives, friends and locals for destination information Visiting friends and relatives market % of domestic visitors surveyed said that the most prominent factor influencing leisure travel decisions to Melbourne was to visit friends and relatives % of international visitors surveyed said that the most prominent factor influencing leisure travel decisions to Melbourne was to visit friends and relatives + + In terms of the main reason for leisure visits, Indian visitors are by far the greatest generators of VFR related demand, with 40% stating their trip is specifically to visit friends and relatives. VFR motivated trips by country 40% India 14% China 14% New Zealand 07% United Kingdom 11% United States of America 13% Malaysia 02% Singapore Most VFRs visit the local background first before exploring further afield Greater Melbourne s Destination Management Visitor Plan Executive Summary 07

10 Domestic Markets From the 1020 leisure and business visitors interviewed the key findings were: + + Key domestic leisure markets to Greater Melbourne included intrastate visitors (39%), New South Wales (21%) and Queensland at 12% + + Average length of stay in Greater Melbourne is around 2.7 nights, with almost 30% staying in luxury accommodation. This compares with the international leisure market which stayed for an average of seven nights, with the same proportion staying in luxury accommodation 4.4/5 Melbourne s rating as a destination + + The top three activities undertaken by domestic leisure tourists included eating in restaurants (60%), sightseeing (50%) and shopping (34%). Visiting indoor and outdoor museums/exhibitions/art galleries and parks and gardens were other popular activities. 8.7 times prior average domestic visitors have visited Melbourne 08

11 International Markets 48% intend to return From the 1552 international visitors interviewed the key findings were: + + Key international leisure markets to Greater Melbourne included China (30%), New Zealand (18%), UK (12%) and USA (11%) + + Average length of stay in Greater Melbourne is around seven nights, with almost 30% staying in luxury accommodation + + The top three activities undertaken by international tourists included sightseeing (77%), eating in restaurants (61%) and shopping (52%). Visiting indoor and outdoor museums/exhibitions/art galleries and parks and gardens were other popular activities. Greater Melbourne s largest international source market CHINA + + Chinese leisure tourists to Greater Melbourne show a preference for staying in hotels and serviced apartments with 76% of visitors choosing to do so + + The Chinese leisure visitors surveyed showed a high propensity to stay in Inner Melbourne (78%) the highest of any other nationality + + The primary leisure reason for visiting Greater Melbourne amongst surveyed visitors was for traditional holiday purposes (80%) the highest of all international markets + + Activities undertaken during their trip. Sightseeing (78%), eating in restaurants (61%), shopping (60%) and visiting indoor and outdoor museums (72%), visiting parks and garden (37%) were the most popular types of activities undertaken by Chinese leisure visitors during their trip. 23% of visitors took a trip to regional Victoria, with the Great Ocean Road and Phillip Island being the most popular. Business travellers + + Average length of stay in Greater Melbourne by international business travellers was 20 nights, with almost 30% staying in a rented house/apartment and a further 24% staying in luxury accommodation + + The top three activities undertaken by international business tourists during their trip included eating at restaurants (64%), sightseeing (64%) and shopping (45%). Overall the most commonly mentioned reasons for leisure activities was associated with personal interests and convenience + + This market comprises strong advocates and users of digital media. 75% don t pre-book their activities Greater Melbourne s Destination Management Visitor Plan Executive Summary 09

12 A Vision for Greater Melbourne What is the way forward? The overarching goal of this DMVP is to increase the quality of visitor experiences and increase dispersal which in turn, will increase visitor spending. Key Objectives + Increase quality of tourism offerings across Greater Melbourne Increase Greater Melbourne s share of Victoria s visitor markets + Offer visitors compelling destinations of distinction Champion increased engagement between industry, visitors and the experience Key Outcomes by 2026/ million visitors 8% growth over next 10 years million visitor nights room nights 68% growth over next 10 years $24.9 billion visitor expenditure 50% growth in visitor expenditure over next 10 years 10

13 Greater Melbourne s Destination Management Visitor Plan Executive Summary 11

14 Recommended Opportunities How are we going to get there? 01 Positioning the brand The aim of this recommendation is to develop and position Greater Melbourne competitively relative to national and international competitors 01.1 Develop a collaborative working partnership approach to developing and promoting tourism in Greater Melbourne 01.2 Ensure that Greater Melbourne, sub-regions and tourism precincts align with Visit Victoria s Melbourne marketing brand 01.3 Develop digital content to enhance digital marketing 01.4 Enhance digital assets to deliver personalised experiences 02 Tourism Product The aim of this recommendation is to develop the tourism product required to sustain and grow the destination 02.1 Enhance parks, gardens, nature and outdoor brand and offering 02.2 Increase activation of the Maribyrnong and Yarra Rivers, associated waterways, beaches and Port Phillip Bay 02.3 Investigate the industrial tourism potential offering of Greater Melbourne 02.4 Further develop the indigenous cultural offering in Greater Melbourne 02.5 Expand Greater Melbourne s music scene 02.6 Refine and promote Greater Melbourne s retail and market offering 02.7 Develop the food, wine & beverage offering beyond the CBD 02.8 Identify existing and new precincts which require investment or development to maximise their tourism potential 02.9 Elevate and broaden Greater Melbourne s status as a Creative City 12

15 03 Event Development The aim of this recommendation is to evolve and develop major events 03.1 Expand and refine current events strategies to encourage dispersal of events across Greater Melbourne 03.2 Identify and activate under-utilised spaces to create new and intimate venues to host events 03.3 Develop and bid for new festivals and events across Greater Melbourne with a vision for dispersal and growth 05 Information The aim of this recommendation is to develop and maintain consistent visitor information for dissemination through key visitor mediums 05.1 Use digital technology, platforms and systems to create marketing innovation across tourism businesses 05.2 Inform decision-making with data, research, intelligence and insights 05.3 Roll-out the Melbourne Wayfinding Signing Master Style Guide across Greater Melbourne 04 Capacity and Capability The aim of this recommendation is to build capacity to manage and develop the destination from a united regional perspective 04.1 Create an industry-wide collaborative working group to deliver on the Recommended Opportunities of the DMVP 04.2 Learn about what other Greater Melbourne destinations have to offer and learn from best practice application 04.3 Partner with Study Melbourne to understand the impact of international students on Greater Melbourne s visitor economy 04.4 Further develop the existing Greater Melburnian Ambassador Program to promote individual places/regions 06 Supporting Infrastructure The aim of this recommendation is to identify and progress city-wide, regional and local infrastructure that will support the destination 06.1 Work with Transport for Victoria and its agencies to promote greater use of public transport and positive visitor experiences 06.2 Communicate ways to travel within and across Greater Melbourne on public transport 06.3 Improve sense of arrival for cruise ship passengers at Station Pier 06.4 Increase diversity of visitor accommodation across Greater Melbourne 04.5 Stimulate investor confidence throughout Greater Melbourne Greater Melbourne s Destination Management Visitor Plan Executive Summary 13

16 14 This DMVP has a focus on collaboration and cohesive, co-operative action

17 Greater Collaboration and Success How will we succeed? Collaborative Efforts This DMVP has a focus on collaboration and cohesive, co-operative action. To succeed, it requires positive government support and private sector input. Because multiple government departments and tourism agencies already invest in Greater Melbourne s tourism industry, the DMVP is designed to ensure that strategic priorities are considered against State and Local Council policies. Guiding Principles There are four guiding principles to the DMVP. They are: + + Collaboration + + Greater efficiency + + Improved service delivery + + Better outcomes. Collaboration The plan outlines an intraregional approach to collaboration with stakeholders, departments and agencies that play a role in tourism product development and marketing in Greater Melbourne. Maximum benefit will be achieved through a collaborative approach with private sector and not-for-profit partners. Greater efficiency The strategic opportunities identified in the DMVP will provide a framework, which has potential to improve Greater Melbourne s efficiency and use of resources to help grow a sustainable and regionally-connected visitor economy. Improved service delivery The DMVP suggests improvements for service delivery and collaboration to deliver economic growth. These are tangible initiatives that allow all tourism partners to engage in strategic tourism product development to achieve specific outcomes. Better outcomes The overarching goal of this DMVP is to increase the quality of visitor experiences and increase dispersal which in turn, will increase visitor spending, create memorable experiences and encourage repeat visitation. The achievement of these goals will result in improved economic outcomes for all tourism and community stakeholders. Measuring Success Each of the recommended opportunities identified includes suggested stakeholders/ partners who could potentially work collaboratively to develop a focused and measurable implementation plan. Different actions and outcomes will require the leadership of varying stakeholders this plan does not seek to assign responsibility or leadership for any particular action or desired outcome rather the stakeholders collectively should engage with each other to determine the leadership and participation on a case by case basis. Measurement of success will be through TRA visitor statistics and the Tourism Satellite Account. Greater Melbourne s Destination Management Visitor Plan Executive Summary 15

18 16 We look to you as ambassadors who can take this plan into your workplaces, boardrooms and collaborative spaces, and breathe life into it.

19 Disclaimer Whilst all care and diligence have been exercised in the preparation of this report, AEC Group Pty Ltd does not warrant the accuracy of the information contained within and accepts no liability for any loss or damage that may be suffered as a result of reliance on this information, whether or not there has been any error, omission or negligence on the part of AEC Group Pty Ltd or their employees. Any forecasts or projections used in the analysis can be affected by a number of unforeseen variables, and as such no warranty is given that a particular set of results will in fact be achieved. Greater Melbourne s Destination Management Visitor Plan Executive Summary 17

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