JAMAICA TOURIST BOARD

1
JAMAICA TOURIST BOARD

• CORPORATE PLAN
• MARKET STRATEGY
• 2003/04 2004/05

2
TOURISM PERFORMANCEIN 2003OVERVIEW
3
PERFORMANCE 2003

• Since September 11 of 2001, activities in the
  tourism industry have been more related to
  strategies for generating recovery in arrivals
  and earnings

• Following a path of steady recovery throughout
  the year 2002, the process was further retarded
  by the build up to USA/Iraqi-led war, and the
  actual war itself that took place earlier in
  2003.

4
PERFORMANCE 2003

• The industry performed relatively well during
  2003. The main contributing factors to this
  performance are

• Increased airlift from the main market areas

• The sustained level of advertising and
  promotional activities

• The perception of the Caribbean as a safe area.

5
PERFORMANCE 2003
6
PERFORMANCE 2003
7
PERFORMANCE 2003
8
PERFORMANCE 2003

• Contd
• The average hotel room occupancy rate should be
  about 60

• Total capacity in the accommodation stands at
  24,239 rooms, of which

• 16,723 are in hotels and

• 7,516 in villas, guesthouses and apartments.

9
MISSION STATEMENT

• To develop and market the tourism industry so
  that JAMAICA remains the premier Caribbean
  tourism destination.

10
VISION STATEMENT

• To be the most efficient and respected public
  sector agency, dedicated to the marketing of the
  destination and to enabling the tourism industry
  to achieve sustainable growth and development.

11
CORPORATE OBJECTIVES2003/04 TO 2005/06

• Over the next three years, the JTB will seek to
  achieve the following objectives

• Increase stopover arrivals by 7.0 per annum.

• Increase cruise passenger arrivals by 10.3 per
  annum.

• Increase gross foreign exchange earnings by 8.0
  per annum.

12
PROJECTED VISITOR ARRIVALS EXPENDITUREFISCAL
YEAR
13
CORPORATE OBJECTIVES2003/04 TO 2005/06

• Over the next three years, the JTB will seek to
  achieve the following objectives

• Increase stopover arrivals by 7.0 per annum.

• Increase cruise passenger arrivals by 10.3 per
  annum.

• Increase gross foreign exchange earnings by 8.0
  per annum.

• Achieve an overall annual average hotel room
  occupancy rate of 63 percent by 2005/06.

14
CORPORATE OBJECTIVES2003/04 TO 2005/06

• Work with other agencies in the public and
  private sectors to
• Reduce the level of visitor harassment.
• Increase the level of visitor satisfaction.
• Increase the contribution of tourism to the
  national economy.

15
VISITOR ARRIVAL TARGETS

• The targets for 2004 are as follow
• Fiscal Year 2004/05
• Stopovers.1,479,364 ( 6.6)
• Cruise Passengers.1,328,055 (16.0)
• Gross Visitor ExpenditureUS1,504M
  (10.3)
• Calendar Year 2004
• Stopovers.1,456,045 ( 7.3)
• Cruise Passengers.1,296,998 (17.5)
• Gross Visitor ExpenditureUS1,465M
  (11.0)

16
STOPOVER ARRIVALS TARGETS
Primary Mkts - Includes UK, Germany, Italy,
Holland Spain Secondary Mkts - Includes France,
Austria, Belgium, Switzerland Tertiary Mkts -
Denmark, Finland, Norway, Sweden, Spain
17
STOPOVER ARRIVALS TARGETS
18
STOPOVER ARRIVALS TARGETS
19
ASSUMPTIONS

• The targeted growth in visitor arrivals is based
  on certain assumptions
• Promotional budget will be adequate and
  available on a timely basis to keep Jamaica
  prominent in the marketplace.
• Rooms scheduled to come on stream will largely
  generate additional business.
• The obstacles that tend to constrain growth
  crime, visitor harassment, and poor
  infrastructure, can be minimized or eliminated.
• An adequate number of airseats will be available
  from each targetted region.

20
STRATEGIC OBJECTIVES

• Over the next three years, the JTB will employ a
  range of strategies in its programme of
  operation.
• The strategies may be categorized according to
  functional areas
• Marketing Strategies
• Citizen Service Strategies
• Human Resources Strategies
• Financial Strategies
• Sustainable Development Strategies
• Information Technology Strategies

21
Marketing Strategies

• Target those market segments that hold good
  potential for business to Jamaica.
• Promote Jamaica as a distinctive and preferred
  destination through public relations programmes
  and through advertising in the electronic and
  print media.

22
Marketing Strategies

• Establish and maintain close links with trade
  partners, travel agents, tour operators and
  airline personnel.
• Collaborate with the private sector hoteliers,
  attractions and transportation operators etc., to
  effectively market Jamaica and to ensure that the
  product is in tandem with recognized consumer
  needs.

23
Marketing Strategies

• Promote special events that can attract visitors
  throughout the year and enhance the image of the
  destination overseas.
• Achieve greater integration with JamVac and JRS
  so that the combined efforts of these agencies
  will have full impact in the marketplace.

24
Marketing Strategies

• Secure adequate scheduled and chartered airseats
  to Jamaica from targeted airlines and tour
  operators in the international markets.
• Exploit the advantages of Internet technology to
  market Jamaica.

25
Citizen Service Strategies

• Promote a greater awareness, locally, of the
  importance of tourism in the Jamaican economy
  through the local communication programmes.
• Market Jamaica to Jamaicans.

26
Human Resources Strategies

• Complete restructuring of the JTB to create a
  lean and cost-effective organization.
• Undertake staff development and training to
  ensure that the JTB maintains a cadre of
  qualified and motivated staff who will carry out
  the functions of the organization in the most
  effective way.

27
Financial Strategies

• Manage the finances and assets of the JTB so
  that accountability and transparency are
  observed, and that maximum benefit accrues to the
  country from the budgetary allocation.
• Achieve maximum impact for the promotional
  dollar spent in the marketplace.

28
Sustainable Development Strategies

• Play a key role in encouraging greater care of
  the environment and the maintenance of a
  desirable ecological balance in resort areas.
• Work in conjunction with other agencies to
  develop and market cultural/heritage tourism in a
  manner compatible with the recognition of, and
  the respect for our rich national heritage and
  history.

29
Information Technology Strategies

• Track industry performance and gather market
  intelligence so that new and emerging consumer
  trends are determined and strategies are modified
  accordingly.
• Maintain a comprehensive tourism database to aid
  decision-making and policy formulation at both
  government and private sector levels.
• Enhance the organizations capabilities to
  exploit the Internet and related technologies as
  a marketing channel .

30
Information Technology Strategies

• Act as facilitator for industry operators,
  especially those of small enterprises, to
  understand and effectively market their products
  through electronic commerce.
• Continue the development of a Management
  Information System that will enhance the
  effectiveness of the organization.
• Build a database of a sample of visitors with
  email addresses.

31
S.W.O.T(Strengths, Weaknesses, Opportunities,
Threats) Analysis

• The fundamental strategy is to accentuate the
  positives, reduce the negatives as far as
  possible, exploit the opportunities, and at the
  same time, recognize the threats.

32
S.W.O.T

• STRENGTHS
• Diversity of natural attractions, topography,
  flora, fauna, and accommodation.
• Warmth/hospitality of people
• Climate
• Proximity to the USA/Canada
• English-speaking
• Easily trained staff
• Cultural/historical heritage i.e. exotic
  cuisine, music, art, etc.
• Airlift, including the National Airline Air
  Jamaica
• JTBs Website

33
S.W.O.T

• WEAKNESSES
• Image in the marketplace C unsafe destination,
  all-inclusive/ couples destination .
• Insufficient scheduled air service from some
  markets e.g. Europe
• Lack of man-made attractions/ development of
  natural attractions
• Lack of enough large facilities to adequately
  host large meetings and conventions over 300
  people.

34
S.W.O.T

• OPPORTUNITIES
• Growing number of two-income families more
  income
• Earlier retirement - more healthy/active
  retirees travelling
• gtYuppie Market/more spending power
• Reduced air travel time (more direct flights,
  charters)
• Improved standards of living in main markets

35
S.W.O.T

• OPPORTUNITIES

• Growing special interest, cruise, conference and
  incentive markets
• VFR market
• Domestic tourism
• Cruise passengers as potential stopovers.
• Europe
• New infrastructure development/privatization

36
S.W.O.T

• THREATS
• High Crime Rate
• Growth of competition
• Pollution of Environment
• Visitor Harassment
• Cuba

37
THE MARKETS

• The marketing and sales programmes and
  activities are developed and planned so as to
  focus on
• The Geographic regions
• The Americas USA, Canada, Latin America and
  the Caribbean
• Europe primary secondary markets

38
THE MARKETS

• Selected Market Segments

• Honeymoon
• Nature Tourism
• African American
• Groups/Convention

• The Family Market
• Sports (golf, cricket, football)
• Overseas Jamaicans

39
MAJOR PROGRAMMES/ACTIVITIES
Priority areas

• Completion of the reorganization of the JTB
• Review and appointment of global advertising
  agency
• Implementation of marketing programmes

40
MARKETING

• The marketing progammes and activities are
  informed by research and are designed to support
  the strategies that were mentioned earlier.
• There are three main components
• Sales
• Advertising
• Public Relations

41
Sales Activities

• The objective is to generate and maintain
  interest in Jamaica by the travel distribution
  network, including
• tour operators,
• retail travel agents,
• airline representatives and others who sell
  Jamaica.

42
Sales Activities

• Activities, which have in the past delivered good
  return on investment, will be pursued and
  increased. These include
• Blitzes
• Seminars
• Fly-ins and familiarization tours
• Trade and consumer shows

43
Advertising

• The advertising programme is designed to create
  attention, interest, desire and action among core
  constituencies, resulting in increased visitor
  arrivals to Jamaica.

44
Advertising

• An appropriate mix of media channels will be used
  to communicate messages to the various targeted
  audiences. These include
• Electronic media (network and cable TV, radio,
  cinema screens)
• Print (magazines and newspapers)
• The website
• Television advertising frequencies will be
  strategically structured so as to give the
  impression that Jamaica enjoys an extended
  presence on TV.

45
Public Relations

• The JTB has just appointed two public relations
  agencies

• Ruder and Finn for the Americas
• Financial Dynamics Europe

46
Public Relations

• Programme for the Americas
• The Genius of Jamaica

The framework from which we will generate
positive media coverage through uniquely Jamaican
themes that have substance, news and
entertainment value
47
The Genius of Jamaica

• This programme
• Identifies key niches
• Includes each of Jamaicas six distinctive resort
  area products
• Helps manage Jamaicas reputation, shaping and
  re-shaping opinions every day
• Sets Jamaica apart more than a beacha country
  rich in art, music, literature, beauty,
  unforgettable cuisine, etc.

48
The Genius of Jamaica

• This programme
• Imparts an aspirational aura that says come,
  let us inspire you
• Enables us to showcase the very best Jamaica has
  to offer
• Gives consumers new reasons to consider/return to
  Jamaica
• Speaks to resilient and influential affluent
  market

49
The Genius of Jamaica

• Themes
• Jamaican Design
• Jamaican Fine Arts
• Jamaican Music
• Jamaican Literature
• Jamaicas Beauty

• Jamaican Cuisine
• Jamaican Performing Arts
• Jamaican Sports
• Jamaican Hospitality Industry

50
Programme for Europe

• Jamaica Look Again
• An Integrated Communications Strategy
• Four main components coordinated through a
  Press Office
• Consumer programme
• Trade programme
• Affinity programme
• Opinion Former Programme

51
Jamaica Look Again

• Programme Objectives
• Raise visibility of JTB
• Enhance consumer understanding
• Drive holiday bookings
• Change perceptions among opinion formers
• Boost innovation and yield from tourism
• Raise the profile of Jamaica among trade
  professional.

52
A detailed programme structure by department will
be included in the Corporate Plan 2004/05