CASE STUDY: Based on the Tourism Australia revival plan, one of the key strategic recommendations was to stimulate demand for Australian Tourism and Hospitality. What is apparent is that the pace of return of tourism traffic from Australia’s traditional source markets is likely to vary across markets, segments, and purpose of visit due to differences in consumer sentiment, economic conditions, and access availability. It is expected that VFR (Visiting Friends & Relatives) and essential business travel will recover at a faster pace than leisure and discretionary business travel. This presents a particular challenge for the allocation and timing of destination marketing resources involving a reset of marketing strategy rather than a continuation of what went before. Will Australia’s brand messaging need to be tailored to a post-Covid consumer? Are the country’s 4 regional brands robust and compelling? Is adequate funding being allocated by the Treasurer to destination marketing campaigns? The growth scenario planning within the strategy suggests that International tourism will offer quicker and better returns than Domestic tourism and tourism from their nearest neighbour, New Zealand. A successful relaunch of international marketing will require a doubling of budget, increased support for carriers, and a more comprehensive research and data collection programme to inform and provide more agile destination and business marketing decisions together with tracking the effectiveness of investment in marketing programmes. PRESENTATION TASK Based on the above, as a member of a team of 3, you are required to participate in a debate, in a boardroom style setup. You will be placed in one of two teams: Group A, a group of business leaders suggesting that immediate marketing should concentrate on domestic tourism or Group B, a group of business leaders suggesting that immediate marketing should concentrate on international tourism. Within the debate each group should present at least 3 factors (one per group member) to support their argument, with the aim of identifying and arguing a position on the various factors that will impact Australia’s Tourism & Hospitality industry revival with its immediate marketing plan. (100 marks) GROUP SIZE: You will work in groups of 3 people. No group may exceed three members under any circumstances. You will need to confirm your group membership during class in the 8th week of the semester. It is highly advisable to finalise your group as early as possible. Your lecturer will advise you which position of the debate your group will need to argue a position on. Debate Simulation Length: Group Position Debate length Time for Q&A Group A Business Leaders: For immediate domestic tourism & Hospitality marketing 12 Minutes 3 minutes for each group to ask any relevant questions (6 minutes in total) Group B Business Leaders: For immediate international tourism & Hospitality marketing 12 Minutes If your group consists of only two members, the time allocated for your debate will be reduced to 8 minutes. ASSESSMENT CRITERIA Successful delivery of a key factor that supports Australia’s Tourism & Hospitality industry growth and development revival in relation to the impact and challenges of the Covid-19 Pandemic: 20 marks – Clear explanation of the factor 20 marks – Clear analysis of the factor 20 marks – Use of evidence and data 20 marks – Persuasiveness of argument Up to 80 marks Debating/speaking skills including asking and answering questions Up to 20 marks POINTS TO CONSIDER: • In terms of the factors, an understanding of the forces that could shape or pose threats to the immediate marketing plan for Tourism & Hospitality growth and development should be demonstrated. Three factors need to be explained (one per group member) with an insightful analysis of the challenges/impact the factors will have on Australia’s Tourism & Hospitality Industry. • Your presentation content is down to the decisions that the groups makes, but you may choose to consider some of the content suggested below: Arguments for immediate domestic tourism & Hospitality marketing: o Visiting friends and relatives domestically will recover at a fast pace o Domestic leisure and business travel may recover at a faster pace than international travel o Psychological impact on willingness to travel internationally o Advancements in technology limit the growth and revival of international business travel o Domestic market may assist in the survival of businesses and restore employment within Ireland o The economic importance for the revival of the domestic market o Domestic Market could be stimulated with a staycation voucher and extra autumn bank holiday. o First green shoots of international market may not be seen until Q2 2021 o Successful relaunch of international marketing will be more costly Arguments for immediate international tourism & Hospitality marketing: o Domestic market will be bruised by the economic fallout of Covid-19 o Domestic market experience dampened by social distancing o Window of opportunity for domestic market is limited by the school calendar and reduced disposable income o International travel may recover at a faster pace than domestic travel o International market may offer quicker returns. o In 2019 Overseas visitors generated more in revenue against Domestic visitors o The economic importance for the revival of the International market o International may assist in the survival of businesses and restore employment within Ireland more quickly READING LIST: Evans. (2015). Strategic Management for Tourism, Hospitality and Events. Oxon: Routledge. Cook, R. A., Hsu, C. H., & Taylor, L. (2018). Tourism: The Business of Hospitaloty and Travel, Global Edition. Harlow: Perason. Wetherley, P., & Otter, D. (2018). The Business Environment; themes and issues in a globalizing world. Oxford: Oxford University Press.
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