MURRAY REGIONAL TOURISM BOARD STRATEGIC MARKETING PLAN

MURRAY REGIONAL TOURISM BOARD STRATEGIC MARKETING PLAN 2013-2017 THE MIGHTY MURRAY RIVER NE W S O U T H W A L E S / V I C T O R I A A US TR A L I A

CONTENTS 1. Acknowledgements 2 2. Executive Summary 3 3. Situation Analysis 4 3.1 Tourism Contribution 4 3.2 Tourism Trends 4 3.3 The Murray Region 5 3.4 Product Strengths 6 3.5 Unique Selling Proposition 7 4. Strategic Marketing Plan 8 4.1 Vision & Mission 8 4.2 Brand 9 4.3 Goals & Objectives 10 4.4 Structure & Roles 11 4.5 Target Markets 13 4.6 Strategy & Implementation Plan 14 4.7 Proposed Funding Avenues & Options 25 4.8 Evaluation 25

1 ACKNOWLEDGEMENTS The Murray Regional Tourism Board would like to acknowledge the board members who have been instrumental in the development of this strategic m arketing plan, providing e xpert advice, feedback and guidance: We would also like to acknowledge the valuable input by the following local Government and Regional Tourism Organisations: Albury City Council, Geoffrey Kelly - Chairman Greater Hume Shire Council Lin Baddock - Director City of Wodonga John Quirk - Director Corowa Shire Council Greg Roberts - Director Berrigan Shire Council Tracey Squire - Director, Local Govt Deniliquin Council Steve Timmis - Director W akool Shire Council Greg Cruickshank - Director, Local Govt Gannawarra Shire Council Bernard Young - Director Swan Hill Rural City Council Simon Weatherill - Director Campaspe Shire Council Gen Campbell - Director, Local Govt M ildura Rural City Council Fiona Corcoran - Director M oira Shire Council Gary Arnold - Director, Local Govt Special thanks to: John Dalton Board Advisor Tourism Victoria Mandy Bellingham Board Advisor Destination New South Wales M urray Shire Council Wentworth Shire Council B alranald Shire Council M ildura Tourism E chuca Moama Tourism Sun Country on the Murray Swan Hill Tourism 2 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

2 EXECUTIVE SUMMARY The Murray Regional Strategic Marketing Plan 2013-2017 outlines the blueprint direction for marketing the Murray over the next 4 years in order to increase both visitation and value (yield) for the tourism sector in the region and to contribute towards Tourism Australia s objective of doubling tourism expenditure by 2020. The plan seeks to build the Murray region s tourism industry through a unified plan of action which aligns with the Murray Regional Tourism Board s (MRTB) overall direction and strategic plan and is reflective of key regional, state and national tourism directions. The plan has optimistic yet achievable KPI s to reflect and align with the progressive targets of Tourism Australia s national 2020 objectives of doubling tourism expenditure by 2020. The plan s objectives and KPI s are focused on increasing not only visitor numbers to the Murray region but also to increase daily spend of visitors and encouraging visitors to stay longer or return to the region, over the next four years and for years to come. A comprehensive analysis of the current situation including supply and demand has been undertaken, which has been integral in identifying the need for a brand repositioning process for the region and has identified key areas of growth and opportunity. The Murray region s unique selling proposition and overarching strength is the iconic Murray River, the 3rd longest navigable river in the world and the life source of Australia s food bowl. It is also the key driver of tourism to the region and will be the cornerstone of the new Murray brand direction. Other primary strengths of the region feed from the Murray River itself and are around quality unique experiences that offer a competitive advantage over other regional destinations.these are predominately around Australian History and Heritage experiences with a strong focus on the region s river heritage, diverse natural attractions and landscapes, variety of quality golf experiences and water based activities and events.these are intertwined with quality food and wine options from Australia s food bowl and a sunny temperate climate year round. The MRTB is an independent peak body for the Murray Region s Tourism sector that was established in 2010. It is governed by a skills based board of Directors and an independent chair. The MRTB in partnership with 2 state governments organisations (Tourism Victoria and Destination NSW) and the region s key tourism stakeholders are responsible for the effective co-ordination of holistic tourism activities and tourism development for the region. Since inception, it has been identified that there has been a need for a clarification of marketing processes and roles between the MRTB and the region s core destination and an increase in co-ordinated and aligned whole of region approach to marketing activity. This strategic marketing plan will refocus the organisation s marketing activity and enable clearer more co-ordinated and targeted marketing activity to occur over the next 4 years. The substantial economic contribution of tourism to the Murray region is valued at approximately $1.17 billion and currently attracts 4.9 million visitors annually, with visitors spending approximately 8.5 million nights in the region.the region has seen some fluctuations in visitation and yield over the past 10 years and some factors which have contributed to the direction of this strategic marketing plan are outlined in the following points: The region has experienced an increase of domestic day trippers and domestic leisure visitors 45 + (which was consistent with past target markets and brand), yet a decline in domestic overnight stays and awareness with visitors or potential visitors aged 15 44 years of age.this offers an opportunity help grow visitation from this demographic for the future. The recent significant increases in international visitation outline an area of growth and opportunity along with the gradual growth of business visitors. Strong visitation from interstate, especially NSW, yet low awareness levels also provide opportunities for growth for the region. The top of mind attributes associated with the Murray correlate to the Murray s identified strengths: The Murray River, water sports including boating and fishing, natural attractions, history and heritage, golf and food & wine. The experiences that are most likely to generate additional visitation to the region has been identified as: Escaping into the natural world, history and heritage products, creating adventure trails along the river (walking, golf, canoeing, water sports and boating) and touring routes that create an experience to tour the length of the river. Touring routes, adventure trails, quality food and wine experiences and quality unique accommodation are more likely to attract high income visitors. Current and forecasted trends have indicated the need for a change to a more energetic brand, change of target market focus to 15 44 year age groups and more active experience based messaging is required to achieve the Murray s vision of continued increases in awareness, visitation, dispersal and yield. Over the past years, the Murray s reputation, visitor perception and visitation has been greatly affected by natural crisis such as floods and drought.the requirement of an effective crisis communication plan for the entire region, that is tested and reviewed continually, must be a core action of the MRTB over the next four years. The MRTB have revised its description of its overarching target audience, to have greater alignment to the Murray s experiences and attributes and future growth potential.the following new target markets are based on strong potential geographic areas, cross all age groups (yet skew younger) and are based around experience motivations.these include: - Inspired by Nature: caravan and camping enthusiasts, nature based tourists and outdoor adventurers. - Creative Opinion Leaders: history and heritage enthusiast, events and business events attendees. - Food and Wine Lifestyles which cross over all the above categories. - International leisure travellers and experience seekers: seeking iconic Australian experiences. Geographically, Melbourne and regional Victoria will continue to be a strong domestic focus of marketing activity, along with an increased focus into growth areas of NSW, Adelaide and Canberra. Internationally there will be an increase in focus on the growth markets of New Zealand, UK and Asia. The development of this plan was supported by Destination NSW, Tourism Victoria, the board of the MRTB and in consultation with all tourism sub destinations and 15 local councils.the regional stakeholders have been instrumental in the development of this strategy and new brand direction, to ensure unity in thought and direction of the region. The plan commences with a clarification of roles within the regions tourism organisations to ensure all stakeholders can maximise opportunities and work cohesively to increase overall awareness and visitation to the Murray region. This plan aims to create an overarching direction for the Murray region and its sub regions.this commences with repositioning the region to refresh visitor perception to a more active and engaging destination for the younger family and new market segments.the key of this strategy is to align brand, product and marketing to attract visitation to the region and ensure visitor satisfaction, dispersal, yield and loyalty. Murray Regional Tourism Board 3

3 SITUATION ANALYSIS 3.1 Tourism Contribution 3.2 Tourism Trends The Murray region is unique in that it crosses over two states;;victoria and New South Wales. The NSW side of the Murray region currently receives 5% of visitors coming to regional NSW and 4.1% of visitor nights and is ranked 7th out of 12 overall in market share for visitors to regional NSW and 6th in visitor nights (NVS YE Dec 2012). Further breakdown: 2.8 Million (54%) are domestic day trips = Direct Tourism Expenditure $257M 2.2 million (45%) are overnight visitors = Direct Tourism Expenditure $715M 51,000 (1%) are international visitors 1% = Direct Tourism Expenditure $23M Over the past 10 years there has been a significant decline in total visitation and especially overnight stays and visitors aged 15 44 years of age. Forecasts for the region over the next 10 years indicates that the Murray region will result in only a small growth rate, yet still not reach 2001 figures, unless it makes a considered effort towards: Attracting an increase of international visitors through the promotion of its icon the Murray River Attracting mid-life and young families through refreshing the existing product and brand to make it more engaging for these markets. The Murray region on the Victorian side is the largest region in size, and currently receives 15% of the visitors coming to regional Victoria and 17% of the visitor nights, second only to the Great Ocean Road. 2011 saw a reduction of 4.65% in visitation due to severe floods across the region yet has recovered well in YE Dec 2012. (Source of average contribution per visit from TRA s visitor expenditure model for Australian regions 2010) 15-24 Years 45-64 Years 25-44 Years 65 Years + Snapshot of visitation to the Murray Total Total Projection 100% Source: Data Insights (NVS & IVS) Visitor Arrivals YE June 2010-2012 Overnight Overnight 90% 16% 11% Projection 14% Year Visitor Arrivals Visitor Nights Visitor Expenditure in the Murray YE June 2012 4.9 Million visitors 8.5 million nights $1.17 billion (excluding international visitors) YE June 2011 4.46 million visitors 7.6 million nights $1.09 billion (excluding International visitors) YE June 2010 4.67 million visitors 8.45 million nights $1.18 billion (excluding International visitors) 4 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017 Visitors (000 s) 6.000 5.000 4.000 3.000 2.000 1.000 Daytrips International 0 0% Daytrips Projection International Projection 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Years 80% 70% 60% 50% 40% 30% 20% 10% 36% 31% 17% 30% 33% 22% 29% 36% 24% 2001 2011 2021 Projection

Primary Destinations Iconic Heritage Attractions Major Tourist Golf Courses 3.3 The Murray Region The Murray is a diverse holiday destination with abundant natural attractions and a rich history. The region spans along the Murray River from Albury Wodonga in the east to Mildura Wentworth in the west and crosses into 2 states, Victoria and New South Wales. It has 5 primary destinations, and key experience/attraction nodes based on the region s core product strengths as outlined in the map to the right. Due to the Murray region s sheer size and diversity, it has been further broken down into 5 sub regions as explained in the chart to the right. SOUTH AUSTRALIA Mildura Wentworth VICTORIA Robinvale Swan Hill Koondrook Barham Moama Echuca Deniliquin Tocumwal Barooga Cobram Mulwala Yarrawonga Albur odonga Lakes & WaterSports National Parks Wineries NEW SOUTH WALES Corowa Holbrook y W Wymah Visitation statistics change, due to the variations in each sub region s marketing activity and available tourism product. Product strengths for each sub region also vary, as outlined in the chart to the right. From an accommodation perspective, the Murray region has a clear strength in the caravan and camping market, simply due to its amount and variety of options and capacity on offer throughout the region. When considering bed spaces, the region has predominantly motel or self-catering stock. Current accommodation availability assists in determining possible target markets for the region;; eg. young to mid-life families looking for value and self-catering options and experience seekers for nature, adventure, caravan and camping and water sports. Region MRTB Councils Current Visitation Product Strengths Accommodation Capacity Western Murray Mildura, Wentworth 750,000 + Mid Western Balranald, Wakool, Gannawarra, Swan Hill 600,000 Central Murray Deniliquin, Murray, Campaspe 1.3m Mid East Murray Berrigan, Corowa, Moira 800,000 Eastern Murray Greater Hume, Albury City, Wodonga City 1.5m 43 natural attractions (including 25 national and state parks), history and heritage sites, water activities, events and food and wine (not farm gate) 34 natural attractions (including Australia s largest inland island, gunbower island and ramsar wetlands site central murray state forests), golf, history and heritage, water sports. History and heritage, water activities, food and wine, events Water activities, nature activities, golf, 18 natural attractions (including Barmah national park and Murray Valley National Park) Arts and culture, golf, water sports, wine and business events 12, 248 pax, 5127 beds predominantly caravan parks, self-contained & motels 10,394 pax, 2457 beds predominantly motels & caravan parks 14,921 pax, 4856 beds predominantly caravan parks, self-contained & motels 20,203 pax, 5700 beds predominantly caravan parks & self-contained 10,298 pax, 5259 beds predominantly hotel & motels Murray Regional Tourism Board 5

3 SITUATION ANALYSIS Continued 3.4 Product Strengths The table to the right provides a comparison of four differing views of the tourism product strengths of the Murray: The Murray Regional Tourism Board s perception. The results of the product audit from the Murray Destination Management Plan. The results of the visitor survey undertaken at the region s Visitor Information Centres and other key locations. The results of the Colmar Brunton s Consumer Research, which survey 1,000 people about holiday preferences and perceptions of the Murray region. According to this table, the Murray region s primary strength across all research is History & Heritage with product strength in all sub regions. Golf, Nature and Food & Wine could be also concluded as key strengths for the Murray Region with product in most sub regions. According to consumer research on perception of the region: Water Sports and Fishing have been also identified as strengths for the region and from a regional product strength are interrelated within nature and adventure in which most subregions have identified secondary or emerging strengths. These strengths are also the Murray s competitive advantages when comparing to other destinations within Victoria and NSW. TABLE 1 COMPARATIVE PRODUCT STRENGTHS Tourism Sector Product Audit Visitor Survey Consumer Research Food & Wine Secondary Primary Primary Fishing N/A Secondary Primary Private Vehicle Touring N/A Secondary N/A Motorised Water Spor ts N/A Low Primary Houseboats N/A Secondary N/A Nature Secondary Primary Primary Arts & Culture Emerging Low Low Indigenous Emerging Low N/A Golf Primary Secondary Secondary Adventure Emerging Low Secondary History & Heritage Primary Primary Primary Festivals & Events Secondary Secondary N/A Business Events Secondary N/A N/A 6 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

3.5 The Murray Regions Unique Selling Proposition Attributes The Murray River Range of outdoor activities Iconic river experiences Sunny temperate climate Living history Golf experiences Iconic and diverse natural landscapes Diverse calendar of events The fact that it is the world s 3rd largest navigable river behind the Amazon & Nile already enables global iconic status. Life source of Australia s Food Bowl. Boating, fishing, water skiing, kayaking, cycling, walking. Mulwala Water Ski Club is considered one of the best water skiing facilities in the world. Canoeing and kayaking the region offers a variety of options from level five rapids to quiet scenic trails. Unique experiences to the region - The Murray region has the largest collection of active paddle steamers and house boats in the world, recreational fishing for the legendary Murray River Cod largest freshwater fish in Australia. The region experiences on average 120 clear days each year.this can be used in messaging especially in cooler months. A quintessentially Australian experience;; with stories of Aboriginal culture dating back 1000 s of years, to European explorers, pioneers, cattlemen and bushrangers to stories of inland settlements along Australia s largest inland river highway. A golfing haven - 67 golf courses to suit every handicap and style. Produced legendary golfers Stuar t Appleby, Marcus Fraser and Lindsey Wright. The region offers 120 natural tourism assets that offer a diversity of experiences from lush wetlands at Barmah National Park and Hattah Kulkyne NP, to iconic river red gum forests and semi-arid areas such as Perry Sandhills and Mungo National Park as well as 63 adventure and nature based operators. Diverse events calendar - world renowned events such as the Murray Marathon and Southern 80 s Waterski Race to unique cultural events such as Riverboats Festival, Deni Ute Muster and Henty Field Days. Murray Regional Tourism Board 7

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 4.1 Vision & Mission The Murray Strategic Marketing Plan has aligned its marketing vision and mission to reflect the key aims within the MRTB s key Mission and Vision s: Vision for the 2013 2017 Murray Regional Strategic Marketing Plan By 2020 the Murray region will take its rightful place as one of Australia s most vibrant and iconic tourism destinations featuring the legendary Murray River and stunning National Parks and as a gateway to the Australian Outback a must see destination for both Australian and international visitors. Mission for the 2013 2017 Murray Regional Strategic Marketing Plan The MRTB will strive towards increasing awareness of the Murray region, its brand and key experience and product attributes within the region s core target markets.the MRTB will provide market leadership and activity in key areas of opportunity, and support the region s destinations in market activity to increase visitation through: Providing strong overarching brand and marketing assets for the region. Providing robust and innovative brand awareness activity in core market segments for the Murray region. Providing leadership and marketing activity in areas where there has been market failure or emerging market opportunity. Supporting destination tactical marketing activity that attracts visitation increases, and are in line with MRTB s core objectives. Increase visitation in line with national and state objectives of achieving double the visitation expenditure by 2020. 8 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.2 The New Brand Position Brand Vision Vision of the brand is to become a nationally and internationally recognised consumer brand that immediately connects consumer perception with the national and international significance of the river, its authentic Australian history and the expanse of unique active and energetic experiences interspersed with a generous optimistic personality. The brand will reflect the MRTB s marketing vision as one of Australia s most vibrant and iconic tourism destinations featuring the legendary Murray River and stunning National Parks and as a gateway to the Australian Outback a must see destination for both Australian and international visitors. The brand s messaging and imagery will exemplify a re-connection and re-engagement of potential visitors with the region and showcase the energetic nature of the region and all that it offers and its unique connection with the legendary Murray River. Its focus is to connect with younger demographics, especially younger families, couples and friendship groups whilst still maintaining trust with the region s large existing older market. The overarching focus of the new brand will be on the Murray River itself, as the centre and launch pad of all activity and is the unique selling point of the area. The brand will be easily recognisable and communicated across various channels: all digital channels and traditional marketing channels and will be an overarching brand device, with flexibility to be used by all destination stakeholders. Murray Region Tourism Board s Role Brand Pyramid Alive with Legendary River Stories Full of Life, Generous, Genuine Respect for nature & the outdoors, Giving Re-Energised, Refreshed, Connected Participate & Share in a choice of year round outdoor experiences & events. Connection to Australia s iconic river & the abundance of experiences. (Via above plus stories of the river, region & people.) 1. The Majestic Murray River & Water-ways: Beauty & expansiveness of river & river setting;; 2. Range of accessible outdoor recreational activities: Boating, Fishing, Water Skiing, Kayaking, Golfing, Cycling,Walking. 3. Iconic River Experiences: Houseboats & Paddlesteamers. 4. Sunny &Temperature Climate: Warm, Stable weather conditions, year round. 5. Living History: Pioneering Heritage Stories. 6. Golf Experiences, Ideal climate, relaxed, scenic & accessible courses close to the river. 7. Natural land-scapes: Iconic River Red Gum Bush-Land, Wetlands, Mungo National Park. 8. Diverse calendar of authentic events: Murray Marathon, Riverboats Jazz Festival, Southern 80, Deniliquin Ute Muster. Murray Regional Tourism Board 9

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.3 Marketing Goals & Objectives The key marketing goals & objectives for the next 5 years are: Overarching aim: Demonstrate leadership and engagement, enabling the Murray region and its stakeholders to contribute to the Australian 2020 tourism objective of doubling tourism expenditure by 2020. How? Goal Objective KPI 1. Create Demand a. Demonstrate Industry leadership by providing digital tools and strong brand and knowledge assets: an integrated digital platform, rich information content, photography/film library, branded print & digital collateral. b. Reposition the Murray region to a more vibrant, iconic must visit holiday destination in Australia, through dedicated brand and region awareness campaigns. c. Build the Murray region s brand credibility through an integrated Public Relations local legends program for whole of region and individual destinations. 2. Increase visitation a. Develop regional marketing opportunities programs to market the region as a whole and tap into the relevant target markets and niche markets. 3. Increase overnight visitors yield and dispersal 4. Build key marketing partnerships 5. Reduce impacts of future crisis b. Take a lead role in marketing in key niche areas of international, business events and events and other areas where there is identified opportunity for increasing overnight visitation and spend. a. Develop and promote digital consumer travel tools and packages that encourage an increase in spend and visitor nights spent in the region. Development of a suite of branded collateral that is co-operatively funded and utilised by all regional stakeholders. Increase overall Murray brand awareness and engagement by min 10% in 4 years in all key experience markets. Measurement: RAPS & direct consumer brand research. Min. $20M media value and over 6M overall reach for the Murray per annum. Measurement: Annual PR reports + direct consumer brand research. Increase industry co-operative campaigns in core markets by 15% per annum. Measurement: annual marketing reports. Increase overall visitation to the region by min 7% per annum Measurement: Data insights (IVS,NVS) + marketing conversion reports. Increase awareness, visitor nights and spend of a min 5% per annum through touring and travel tools and product packages. Measurement: touring package and download reports. b. Suppor t Murray destination dispersal activity and yield programs. Increase overall daily visitor spend by 8% per annum and average length of stay 10% per annum Measurement: Data insights (IVS,NVS) + destination dispersal/yield reports. a. Improve regional collaboration with key partners and source and develop new partnerships to enable growth in visitation and visitor spend. Minimum 80% regional collaboration and an increase of 25% in market opportunities derived from partnerships Measurement: Marketing partnership reports. b. Offer leadership and market research resources to stakeholders. Annual improvement in research results especially in overnight visitation from core experience sectors, yield and spend. a. Continually review and implement an overarching crisis communications plan for the Murray to negate any loss of reputation and visitation. The successful use of crisis strategy with least effect on region s reputation Measurement: Crisis report + visitations statistics per crisis period. 10 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.4 Structure & Roles Regional Tourism & MRTB LOCAL GOVERNMENTS INVESTMENT ATTRACTION TOURISM FUNDING TOURISM VICTORIA & DESTINATION NSW REGIONAL MARKETING EVENT DEVELOPMENT POLICY ADVOCACY REGIONAL TOURISM BOARD (RTB) OVERARCHING STRATEGIC DIRECTION REGIONAL MARKETING PRODUCT DEVELOPMENT REGIONAL TOURISM ASSOCIATIONS (RTAs) DESTINATION MARKETING LOCAL TOURISM ASSOCIATIONS (LTAs) INDUSTRY REPRESENTATION PRODUCT DEVELOPMENT INDUSTRY DEVELOPMENT INDUSTRY DEVELOPMENT VISITOR SERVICING INDUSTRY DEVELOPMENT PLANNING & RESEARCH PRODUCT DEVELOPMENT INDUSTRY NETWORKING TOURISM OPERATORS & VISITOR INFORMATION CENTRES Industry Professional Development Marketing the Murray Region Infrastructure & Product Development Murray Regional Tourism Board Partnerships & Stakeholder Relationships Advocacy & Leadership WORKING RELATIONSHIP DIRECT RELATIONSHIP The above industry structure is Tourism Victoria s model for Regional Victoria. The only recommended change is for MRTB to also develop partnerships direct with larger Industry groups within the region to develop and market core experience sectors more effectively. Murray Regional Tourism Board 11

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.4 Structure & Roles Regional Tourism & MRTB Continued MRTB Marketing Roles & Responsibilities Marketing responsibilities for the region: Development of an overarching Murray region brand and assets. Murray region brand awareness activity within core markets and support destination tactical marketing activity that attracts visitation increases and which is in line with MRTB s core objectives. Overarching co-operative brand and tactical marketing activity to attract new visitation from emerging markets and targeting market segments where there is market opportunity or where market stagnancy has occurred. Extend Murray destination reach through providing co-operative marketing activity opportunities either negotiated by MRTB for the region or through opportunities that are presented by Destination NSW or Tourism Victoria. Provide Murray region market research visitor qualitative and quantitative Data Insights, Regional Awareness and Perceptions Study (RAPS) to Murray destinations to assist in tactical marketing directions. Provide overarching PR support for events and Murray destinations. Provide leadership and advocacy towards product development that fits within the whole of region structures. Regional Stakeholder Communications: MRTB will develop overarching annual marketing and professional development opportunities, to coincide with LGA and RTA s budgeting processes. MRTB will meet with State Tourism Organisations (NSW and VIC) regularly. Quarterly newsletters - to LGA and RTA s and participating operators reminders of upcoming marketing activity and new opportunities.these will also be posted on the MRTB corporate site once developed. Hold Tourism Managers Forums every 2 months, for review of current activity, report on MRTB results, other MRTB activity. RTA/LGA Marketing Roles & Responsibilities Marketing responsibilities for Murray destinations: Destination and tactical marketing that is co-ordinated and aligned with the Murray region s overarching brand and strategy. Ensuring appropriate tracking of tactical activity is reported, as per the Murray region s marketing evaluation toolkit and funding outlines. Representation, promotion and servicing local tourism groups - ensuring these groups have access to opportunities provided by the MRTB. Visitor servicing and dispersal programs to increase yield. Undertake and participate in destination visitor & operator research to feed into overarching Murray region research programs. Assist tourism businesses to maximise revenue from visitors. Development and updates of destination imagery and footage to be used in RTA and MRTB programs. Provide MRTB with annual marketing activity plans for more co-ordinated program between MRTB and destinations. Communication Responsibilities with MRTB: Attend Tourism Managers Forums every 2 months for review of current activity, to report back on local results, to be updated or workshop other MRTB activity Tourism Managers Forum review of MRTB marketing and professional development activity plan for the next financial year. Tourism managers to respond with feedback on marketing prospectus by due dates. RTA s to send out co-ordinated MRTB and RTA marketing opportunities to operators for participation consideration. 12 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.5 Target Markets As part of the MRTB s recent brand review, MRTB s revised description of its overarching target audience is: Interested, open and active people who find the demands of modern life often compromise their relationships with themselves and those around them. They view regional Victorian holidays as the chance to get back to nature and the beautiful simplicity that brings.these people are happy to travel for new experiences that ll keep everyone happy with reasons to be active, involved and engaged.they cross all age groups and demographics yet predominantly are well educated, higher in affluence and travel for short breaks. Through a detailed consultation process with stakeholders, this audience has been segmented further to identify core target markets for the region. Recommended target markets are: Market segment by experience Geographic Age groups/ Lifecycles Lifecycles Inspired by Nature: Caravan & camping enthusiasts Inspired by Nature: eco-tourists, nature enthusiasts Inspired by Nature: Outdoor adventurers: water sports, golf Creative Opinion Leaders: History and heritage enthusiasts Creative Opinion Leaders: Events and business events Food and Wine Lifestylers - these can cross over into the above categories VIC, NSW, ACT, SA All age groups All lifecycles VIC, NSW, ACT 25 44 Young families, active mid-life empty nesters & self-funded retirees VIC, NSW 19 44, 45-64 Young families, self-funded retirees VIC, NSW 25 44, 45-64 Young families, active mid-life, empty nesters VIC, NSW, ACT, SA 25 44, 45-64 Young to mid-life social groups, golf enthusiasts, other club members VIC, NSW, ACT, SA 25 44, 45-64 Young to midlife couples, social groups, empty nesters International Travellers Australian experiences New Zealand, United Kingdom & United States of America All age groups All lifecycles Murray Regional Tourism Board 13

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.6 Strategy & Implementation GOAL 1 CREATE DEMAND BUILD BRAND AWARENESS OF THE MURRAY REGION Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? All markets 1a. Demonstrate industry leadership by providing digital tools and strong brand and knowledge assets. Develop strong overarching brand assets that are integrated by all destinations as a united voice to consumers and epitomises the Murray as an active, engaging destination. Refine new brand guidelines & manage brand usage by stakeholders. Develop brand photo/film stock and accessible online imagery libraries. Develop core print and digital marketing collateral (Holiday Planner,Trade manuals, Interactive maps). 2013 - ongoing 2013 - ongoing 2013 - ongoing Full stakeholder integration of brand into co-operative marketing activity. A film and image library that reflects the Legendary River Stories brand utilised by all stakeholders. Distribution and downloads of collateral indicate effectiveness. Create a suite of brand awareness and tactical templates to suit key target niche markets. - Nature, - Golf, - Caravan & camping, - History & Heritage, - Adventure Waterspor ts & - Food and wine - Business events & events 2013 - ongoing Brand templates that are utilised by all stakeholders. Develop a Murray region digital platform that will unite the destinations in the region under one banner and act as a one stop information source on the Murray for the consumer. Develop and manage a Murray central digital platform, including a series of destination sites, regional experience focus sites and social media sites: mobile enabled, advanced search functionality, interactive mapping, tactical promotional and booking capabilities and advanced analytics. 2013 ongoing Core functionality and content of website completed and launched by end of 2013 SEO ranking to continually reach first position by 2014. Encourage destination support & adoption. 2013-2014 100% Destination integration to platform. 14 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.6 Strategy & Implementation Continued GOAL 1 CREATE DEMAND BUILD BRAND AWARENESS OF THE MURRAY REGION (Continued) Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? All markets 1a. Demonstrate industry leadership by providing digital tools and strong brand and knowledge assets. Develop and share rich digital content to increase destination appeal and ignite interest and visitation. Develop and upload digital cross region link content such as virtual touring and geocaching routes, within Murray experience themes. Engage with State and National Parks agencies, historical societies, caravan park, golf and food and wine groups to develop the above experience based content. 2013 ongoing 2013 ongoing Page views for touring routes should increase by min 7% annually. Establish project relationships with at least 5 groups. Ensure there is shared destination content cross regional, and between state and Australian tourism websites and the Australian Tourism Data Warehouse. 2013 ongoing Development of co-operative content for experience touring routes. Encourage third party and social related content uploads to create an evolving and engaging content driven platform. 2014 ongoing 10% increase editorial and tags between sites annually Social and third party web engagement should increase by min 5% per annum. All markets 1b. Reposition the Murray region to a more vibrant, iconic must visit holiday destination in Australia. Communicate the Murray region as a one of Australia s most vibrant and iconic tourism destinations: destination/brand appeal campaigns featuring legendary river stories and through local legends/ personalities to core markets. Dedicated seasonal brand campaigns, utilising PR, social media and online advertising as well as limited print and broadcast advertising to drive people to interact, engage and build content with the Murray digital platform. Extending brand campaign into niche marketing opportunities: - Nature, River Experiences, Food & wine 2014 2017 Consumer perception reports (RAPS) increase overall unprompted Murray region awareness by 15% in 4 years and 10% from each experience group 2013 2015 Increase engagement levels by min 25% each year - levels through social media - You Tube, Facebook, pinterest - number of followers, likes, shares, downloads. - History & Heritage, Adventure, Caravan & Camping 2015 2016 - All markets 2016-2017 Reach an average of 1,000 unique visitors a month to campaign sites on web platform Murray Regional Tourism Board Strategic Marketing Plan 2013-2017 Murray Regional Tourism Board 15

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.6 Strategy & Implementation Continued GOAL 1 CREATE DEMAND BUILD BRAND AWARENESS OF THE MURRAY REGION (Continued) Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? All markets 1c. Reposition the Murray region to a more vibrant, iconic must visit holiday destination in Australia. Communicate the Murray region as a one of Australia s most vibrant and iconic tourism destinations: destination/brand appeal campaigns featuring legendary river stories and through local legends/ personalities to core markets. Develop databases in core market segments for regular direct marketing activity additional destination buy in opportunity. Leverage off relevant key marketing campaigns implemented by Tourism Victoria, Destination NSW and Tourism Australia. 2013 - Ongoing Annually Size of each segment database Number of direct marketing activity to each database conversion levels. Integration levels and results of national campaigns. Build credibility and consumer profile of the region through PR campaigns using local legends and consumer ambassadors. Continue a multifaceted PR program that builds the regions brand, MRTB s profile, and supports activity within destinations and events. Engagement of local legends for each experience focus areas. Dedicated PR program linking local legends and brand activity outlined above Development of film series of legendary river stories based on core strengths for live streaming and TV broadcast pick up 2013-2014 Engagement of at least one high profile local legend for each of the core experiences 2013-2017 Integration level of local legend within PR branding activity Tracking: reach and value 2016-2017 Reach versus value views of live streamed show pick up of TV broadcasted show 16 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.6 Strategy & Implementation GOAL 2 INCREASE VISITATION Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? Murray stakeholders destinations and tourism operators 2a. Develop regional marketing opportunities/ program to market the region as a whole and tap into the relevant target markets and niche markets. Establish co-operative marketing programs that encourage and assist Murray destinations to link with whole of Murray region brand activity. Develop an annual co-operative partnership program, that is linked to seasonal brand campaigns offering negotiated media/marketing tactical opportunities. Co-ordinate and manage regional representation at a minimum 4 core consumer shows. 2013 Ongoing 2013 - Ongoing Uptake by 100% of destinations into the co-operative partnership program. Destination participation rate & investment. Awareness reach. Awareness levels / in show enquiries / conversions to bookings (visitation). Source avenues to develop a competitive marketing funding program with strong conversion KPI s - to encourage and assist destinations with tactical activity linked with brand, and ensure the Murray region contributes to the 2020 vision of doubling visitation numbers and spend. 2015-2017 Achieve roll out of program by 2016. Uptake of program by destinations. Min 5% increase in visitation from supported tactical. Murray Regional Tourism Board 17

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.6 Strategy & Implementation GOAL 2 INCREASE VISITATION (Continued) Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? International 2b. Take a lead role in marketing the Murray region in key niche markets of international, business events and events and other areas where there is identified opportunity for increasing overnight visitation and spend. KPI for international : Increase awareness in the NZ and UK markets and double over night visitation and spend of international visitors in 4 years. International markets: Continue to support and increase international activity through Sydney Melbournel Touring (SMT) - Heritage Drive. Develop and implement a structured direction for international marketing. Promote the Murray region s key international destination hubs Mildura, Echuca and Albury, via wholesale and inbound trade channels. Explore additional avenues to increase the Murray region s exposure with SMT. Increase international ready product involvement into SMT program. Engage a consultant to develop an international Murray region strategy industry consultation. Implement strategy. Co-ordinate co-operative participation in Tri States Walkabout and the Australian Tourism Exchange (ATE) and host media and trade famils to the region. 2013 2013-2014 Integration of Murray product in international trade programs. Increase in international visitation via Data Insights from key SMT markets. 2014 2015 Delivery of a comprehensive international strategy. Successful implementation of strategy activities. 2015 2017 Number of contacts developed through tradeshows + conversion to brochured Murray product. In co-operation with Tourism Victoria and Destination NSW, source co-operative marketing opportunities into NZ and the UK Focus on unique river and heritage experiences paddle steamers, house boating. Co-operative campaign results and conversions. Assist in the development and promotion of new international touring programs: Source to Sea a uniquely Australian product on one of the world s longest river systems. Market research into viability of the Murray Source to Sea project, Assist in lobbying for the project to become national landscapes program. Development of marketing partnerships with NSW, SA and VIC tourism. 2014-2017 Positive results from research. Success in Murray becoming accepted as a national landscape. Tri state Partnership for project. 18 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.6 Strategy & Implementation GOAL 2 INCREASE VISITATION (Continued) Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? Creative Increase of awareness of the Murray Business events: Opinion Leaders - Business and Events region by 15% and total business confirmed by 10% in 4 years Develop a structured direction to attract Business events to the Murray region. Engage a consultant to develop a business events strategy including a bidding support program to suppor t key destinations to increase attraction of business events to the region. 2014 2015 Delivery of a detailed business events strategy Number of suppor t requests versus number of confirmed business = $ value EI. Implement program. 2015 2017 Develop key business and events collateral for the whole of the Murray region. Partner with current active destinations to develop a Murray region planners guide digital. Development of a dedicated business and events section on Murray regions digital platform with search engine and enquiry portal. 2015 2017 2014 2015 Level of destination support to guide. Level and standard of content of business events section of platform. Conduct a business events focused co-operative marketing campaign feeding into brand campaign MRTB to support industry participation at key business events shows eg. AIME, Meeting Mart. Host legendary Murray events for key corporate planners, association event planners and Professional Corporate Organisers in Melbourne/Sydney. Dedicated campaign - print, PR and digital Negotiate media familiarisations with Key Business events media. 2014 - Ongoing Number of contacts/leads gathered at shows/awareness levels versus conversion rates. 2015 2017 Number of buyers attending, conversion of business, media coverage. 2014 2017 Level of destination support for campaigns Media coverage and value. Murray Regional Tourism Board 19

4.6 Strategy & Implementation GOAL 3 INCREASE OVERNIGHT VISITORS YIELD & DISPERSAL Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? All markets 3a. Develop and promote digital consumer travel tools and packages that encourage an increase in visitor nights spent in regions and spend Develop and promote touring experiences through the Murray region east west Encourage and promote packages within campaigns that focus on increasing visitor nights and spend. Promote east west touring out touring on programs, via digital platforms (mobile site/app), third party websites,vic displays, Official Visitor Guides and targeted PR Develop and launch a Murray region geocache campaign to core markets to drive visitation to the region. 2013 Ongoing Monthly - annual web visitation to touring pages, downloads of touring itineraries, visitation stats (indication of increases but not necessarily in core markets) 2015-2017 Annual increases in number of people on geocache routes, length of time spent per person and web engagement Support destinations to create programs to improve dispersal recommendations and destination yield packaging Co-ordinate with airlines, destinations and touring route product to develop opportunities for fly in/out drive program and packages and;; Promote packages through domestic wholesale/retail channels 2014-2017 Successful airline + touring route product packaging Annual increases in the number of packages booked, visitation and spend 3b. Suppor t Murray destination dispersal activity and yield programs. Offer in kind support in conducting annual Murray region familiarisations for VIC staff and key operators to improve knowledge/ encourage dispersal recommendations. 2013 2017 Number of famils, Number of regional staff attending versus increase in touring on recommendations Assist in sourcing and co-ordinating potential funding suppor t for the creation of marketing programs aimed at existing local or targeted markets (VFR, day trippers, events) with a focus at increasing length of visitor stay and spend. 2013 - Ongoing Results of destination marketing programs: return visitation, conversions of day trippers to overnight visitors, increase in spend per market. Murray Regional Tourism Board 21

4 MURRAY STRATEGIC MARKETING PLAN 2013-2017 Continued 4.6 Strategy & Implementation Continued GOAL 4 BUILD KEY PARTNERSHIPS Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? Stakeholders Regional Tourism Managers/ LGA s 4a. Improve regional collaboration with key partners and source and develop new partnerships to enable growth in visitation and visitor spend. MRTB will be the conduit between State tourism organisations and regional stakeholders. Maintain effective working relationships with state government, regular meetings with Tourism Victoria and Destination NSW regional marketing managers and parks agencies. Hold regular Tourism Manager Forums and regular marketing update e-newsletters / industry webpage Min. quarterly Min Quarterly Number of attendees versus input Level of co-operative participation - at least 80% Develop an assistance program to undertake core marketing activity at cost for destinations with limited tourism capability. 2014 onwards Level of pick up by destinations for this service. Develop working relationships with state, national and international niche market associations and organisations. Explore and develop member and partnerships with Business Events Victoria,Victorian Events Industry Council, Boating Industry Association, Caravanning Association of Australia, Australian golf associations, great rivers global destinations, golf regions. 2013 Ongoing Annually increase the nuumber of opportunities derived from these relationships 4b. Offer leadership and market research resources to stakeholders. Continue to supply visitation research to stakeholders. Undertake regular tourism health checks specifically focused on new target sectors. Quarterly NVS, IVS updates - direct mail and digital platform 2013 ongoing Overall visitation, visitor nights and spend improvements of at least 7% per annum Health check audits biannually Biannually Overall improvements in core sector visitation 5% per annum Explore the potential for further co-operative marketing research into identified key projects. Source funding for: Market research into current visitor dispersal and yield per experience sector throughout the Murray region. Market research into visitation and value of motorhome, holiday homes and house boats to identify new markets. Research on river levels and access as well as use of tracks and trails that can guide core marketing efforts. 2013-2014 2014 2015 2015 2016 Results to set benchmark for improvements in dispersal and yield Results leading to new markets Results leading to development of Source to Sea (S2S) project. 22 Murray Regional Tourism Board Strategic Marketing Plan 2013-2017

4.6 Strategy & Implementation GOAL 5 REDUCE IMPACTS OF FUTURE CRISIS Target Markets Objective Strategies Actions / Implementation Timing Measurement Who? What we want to achieve? What we will do? How will we do it? When? How will we measure success? Stakeholders/ Regional Tourism Managers/ LGA s/ operators 5a. Continue to review and implement an overarching crisis communications plan for the Murray region to negate any loss of reputation and visitation. To develop a robust communications plan for the whole of region that is tried and tested by all stakeholders. Crisis team regularly meet for review and updates. Half yearly Attendance and actions of meetings Test crisis strategy mock test with destinations to ensure delivery of plan. Ensure that communication and recovery plan has ongoing funding internally, to be accessed if and when required. 2013 Annually Annually Level of involvement and results of tests Amount is adjusted CPI annually Workshops with all stakeholders on the Murray regions and the two State Governments crisis management processes. Annually ongoing Number of workshops/attendance Murray Regional Tourism Board 23

24 Murray Regional Tourism Board I Strategic Marketi Plan 201 3-2017

4.7 Proposed Avenues for Funding for the Murray Regional Tourism Board Government Related Regional Marketing Funding Streams: Tourism Victoria RMP funding Destination NSW funding program for regional brand awareness and related tactical Increased Local Government contribution Suggested additional funding streams: RTO/ Local Government contribution towards key identified research programs outlined on page 19. Sponsorship and marketing packages offered to golf groups, national caravan parks organisations, food and wine groups, nature based groups Marketing assistance program for destinations with limited resourcing and capability additional fees Industry contribution: Co-operative buy in from industry groups (golf groups, hotel chains, etc) and destinations for tactical marketing activity in MRTB focus markets international, business events, events, golf MRTB direct marketing and digital tactical opportunities additional fees Website representation or destination website hosting within the overarching Murray region digital platform Dedicated PR support program for low resourced destinations reduced rates 4.8 Evaluation The implementation of the Murray Regional Tourism Board s Strategic Marketing Plan must be measured, evaluated and reported on. The progress of the plan will be measured against the actions & implementation in the above strategy. It is recommended to undertake an annual review of the strategic marketing plan, both at activity level and overall awareness and visitation levels, to identify areas of under achievement or effectiveness. The implementation plan for the following years will be adjusted accordingly. Overall evaluation will be measured by the following reports: 1. Brand & Destination Awareness RAPS and Direct Consumer research every 2 4 years Brand marketing activities reports (reporting on reach versus call to action engagement, tracking for this is outlined in the above strategy) - quarterly PR reports (reach and value, tracking for this is outlined in the above strategy) - quarterly 2.Visitation Data Insights reports on visitation (IVS, NVS) Industry Health Audit Marketing activities reports in MRTB focus markets (reporting on reach versus call to action engagement versus tactical results, tracking for this is outlined in the above strategy) quarterly Reports on integration of marketing opportunities into destination tactical campaigns (tracking for this is outlined in the above strategy) Final results of destination co-operative tactical campaigns, as part of funding program agreements. (Tracking for this is outlined in the above strategy) 3. Yield & Dispersal Visitor attraction and dispersal research results Touring route awareness report (tracking for this is outlined in the above strategy) 4. Partnerships - stakeholders: Annual stakeholder satisfaction survey results 5. Crisis management: End of year report on crisis management actions & activity. Murray Regional Tourism Board 25

MURRAY REGIONAL TOURISM BOARD STRATEGIC MARKETING PLAN 2013-2017 THE MIGHTY MURRAY RIVER NE W S O U T H W A L E S / V I C T O R I A A US TR A L I A