Marketing Factors In Sustainable Tourism In New Zealand

2188 Words 9 Pages
INTRODUCTION
Tourism is a central part of New Zealand 's economy. More than Two and a half million visitors come to New Zealand each year to experience world-class products and services. They travel to the furthest regions of the country and many also pursue business and immigration opportunities while they are here.
New Zealand has been awarded ‘Overall Winner’ in the prestigious Virgin Holidays Responsible Tourism Awards in 2008. It had competed alongside 1,900 international nominees, New Zealand came out on top demonstrating international recognition of the quality of the New Zealand Tourism Strategy 2015 (NZTS 2015). The Judges present for those awards said “New Zealand is the overall winner for proving that it is possible to develop a
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The strength of the New Zealand brand means it has maintained its position in an increasingly crowded tourism market. However, more investment in international marketing would help encourage prospective visitors to travel to New Zealand now, rather than later. This involves focusing on the traditional key markets, as well as important new ones.
International marketing requires a long–term approach. It takes a long time to create awareness of a country brand, then to translate that into actual travel. Different markets also require different approaches, although in all cases there is an increasing need to use advanced technology.
The Government’s existing investment in New Zealand’s primary tourism markets already has good return. The return on investment in the Australian market is $26 for every $1 spent, while in the UK the return is $11 for every $1 spent and in the US it is $16 for every $1 spent (Ministry of Tourism,
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This has worked in the Australian market, and it needs to be the focus for emerging markets such as India and China, where people tend to travel outside the high season anyway.
Business travellers are another source of shoulder and off–season visitors. They already tend to travel outside the busiest period, and products could be developed to encourage them to extend their stay. Conferences and conventions are another source of shoulder and off–season demand.
These kinds of events generate high expenditure and often include add–on leisure travel.
Building this market is one way of managing seasonality. However, this cannot happen until we have a venue that can cater for major conventions, most likely in Auckland.
Arts, culture, and heritage tourism also have a role to play in broadening our off–season appeal, as does cruise travel. So does providing all–weather options, which have advantages during the high season as well (Ministry of Tourism and Tourism Industry Association,

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