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gold coast
Destination
Management Plan
april 2005
Margaret Keech MP, Minister for Tourism, Fair Trading and Wine Industry Development
Since 1998, the Queensland Government has pursued a Smart State agenda, which promotes and
develops our strengths in science, research, education and innovation.
That agenda has no limits and we are using Smart State innovation to improve the way we do many
things.
Tourism embraces this ethos well by harnessing the skills, the experience and the knowledge of
Government, industry and the community to unite in driving one of the state’s largest job-creating
industries.
The Destination Management Planning initiative is a great example of innovative thinking.
It is Tourism Queensland’s smart plan for working closely with all tourism stakeholders to develop a
stronger, more robust tourism industry.
The Destination Management Planning program ensures Queensland is well-placed to maximise
tourism’s benefits by promoting a prosperous future, continued industry growth, wealth generation
and job creation.
Peter Beattie MP
Premier and Minister For Trade
Global tourism and travel are predicted to grow at an unprecedented rate over the next 20 years.
These visitors will be looking for new and different experiences.
If Queensland is to take advantage of such a dynamic and competitive environment, we need to
start the planning process now.
The Beattie Government, through Tourism Queensland, has embarked on an ambitious program
of reform, moving from destination marketing to destination management as the new driver of
sustainable tourism development.
This is an exciting new approach to strategic tourism planning.
Queensland’s 12 tourism destinations will have their own strategic planning tool, each individually
tailored for the destination.
Destination Management Plans will provide focus and direction through a collaborative approach to
planning and management.
They will ensure destinations mature and expand in a planned and managed way as we move to
meet increasing demands for services, infrastructure and new tourism experiences.
I commend this Destination Management Plan to you as an important platform for industry
cooperation and a sustainable tourism future.
Margaret Keech MP
Minister for Tourism, Fair Trading and Wine Industry Development
In response to the changing, dynamic tourism business system Tourism Queensland (TQ)
has embarked on a new process of strategic planning. The process considers the alignment
“Tourism Queensland has and cohesion of corporate business with the needs of the tourism industry and key industry
stakeholders. The outcome of the program provides a new perspective on tourism industry
embarked on a new process
leadership, in keeping with the organisation’s goal to facilitate sustainable tourism growth and
industry profitability.
of corporate strategic
In practical terms, this strategy is being delivered through the production of a suite of
planning” Destination Management Plans (DMPs). Drawing on available research and a broad base of
knowledge, skills and experience, each DMP is tailored to meet the development and marketing
needs of each destination and tuned to meet the needs of target markets.
This document represents the outcome of destination management planning for the Gold Coast.
It is intended as directional rather than a prescriptive document, to be used as a guiding tool
for the development of strategies and business plans, and as a springboard for further planning
and discussion between partners and stakeholders. It has been developed in the context of
the Queensland Government priorities for the delivery of Government services, the Queensland
Government Strategy for Growing Tourism and the Tourism Queensland Corporate Plan.
The Gold Coast is one of Australia’s premier holiday destinations. It is famous for its beaches,
surf, theme parks, shopping, nightlife and hinterland and has been attracting Australian
2
families for many decades. The region has capitalised on its attractive environment, climate
and lifestyle to develop a highly specialised economy that is dominated by the tourism industry.
Tourism Queensland will continue to strive to enhance the development and marketing of the
Gold Coast in partnership with the RTO, industry, Government and the community. Over the
next three years, TQ will focus efforts on the issues identified within this plan. Specifically
these issues are to:
■ Maintain the Gold Coast’s position as Australia’s premier holiday destination and increase
market share of high yield domestic and international market segments.
■ Strengthen partnerships with key stakeholders in the region to enable a more coordinated
and strategic approach to destination development.
■ Focus destination branding activities towards high yielding segments in the domestic
geographic markets of Sydney and Melbourne.
■ Ensure the effectiveness of the Gold Coast branding and its alignment with the
destination’s positioning.
■ Continue cooperative marketing programs to provide cost effective opportunities for
industry partners to benefit from working with the destination brand.
■ Encourage transport planners to consider the needs of tourists in future planning
activities.
■ Nurture growth opportunities within niche market segments such as education tourism,
backpackers, food and wine tourism, events and ecotourism.
The Gold Coast Destination Management Plan has been developed over a lengthy period of
research and consultation and will be used as the basis to engage regional tourism stakeholders
on tourism development and marketing issues. The key ideas and strategies in this plan will
be implemented through the annual business plans of TQ in partnership with the RTO and key
industry partners. It is envisaged that these ideas and strategies will also inform the action plans
of all stakeholders with an interest in a consistent, research based approach to the sustainable
and profitable development of tourism in the region.
Appendices
1.1 INTRODUCTION
The Queensland tourism industry environment is a dynamic business system subject to the influences of global
circumstances, Government and business priorities, changing communities and market trends.
In response to this changing world Tourism Queensland (TQ) has embarked on a new process of strategic planning. The
process considers the alignment and cohesion of corporate business with the needs of the tourism industry and key
industry stakeholders. The outcome of the program provides a new perspective on tourism industry leadership, in keeping
with the organisation’s goal to facilitate sustainable tourism growth and industry profitability.
The cornerstone of the program is TQ’s commitment to a destination approach to the development and marketing of
Queensland visitor regions. This approach recognises that the State consists of a number of diverse tourist destinations,
each with distinctive and differing development and marketing needs.
In practical terms, this approach is delivered through the production of a suite of Destination Management Plans.
Specialist planning teams, working with industry input, have produced a Destination Management Plan (DMP) for each
designated Queensland destination. Drawing on all the available research and broad ranging knowledge, skills and
4 experience, each DMP is tailored to meet the development and marketing needs of the destination and tuned to meet the
needs of target markets.
This document represents the outcome of destination management planning for the Gold Coast. It has been developed in
the context of the Queensland Government priorities for the delivery of Government services, the Queensland Government
Strategy for Growing Tourism and the Tourism Queensland Corporate Plan.
Section One of the plan outlines the background and purpose of Destination Management Planning and sets the planning
context as an aspect of the Queensland Government tourism agenda. Section Two embodies all the relevant research,
knowledge and experience that has been gathered and accumulated by the planning teams and refines this into a simple
SWOT table that represents a succinct situation analysis. Based on this analysis and the issues arising, Section Three
proposes a strategic direction and set of actionable strategies for the realisation of sustainable tourism growth and industry
profitability over the short to medium term.
The development of this plan has drawn on all the available research data and involved a range of people from within the
organisation as well as industry representatives associated with the destination. As a TQ planning initiative the document
substantially represents a TQ perspective. As such, the outcomes of this plan feed directly into TQ planning processes
where annual business plans become the annual action plans of the DMP. For partners and key stakeholders, the DMP is
intended as a guiding document to be used as a tool to inform decision-making and guide effective tourism development
and marketing at a destination level, consistent with an informed view of the needs and interests of visitors.
Destination Management Planning is a dynamic, ongoing planning process that takes a research based, integrated
perspective of destination development and marketing. To ensure currency and relevancy, the DMPs will be updated
regularly with the latest research, destination information and tourism trends.
The objectives of the Growing Tourism Strategy are divided into four main categories:
1. Infrastructure
■ Foster strategic investment in ‘hard’, ‘soft’ and ‘innovation and technology’ tourism infrastructure and services
■ Gain recognition of the importance of tourism to economic development and employment growth
■ Deliver high quality tourism experiences to Queensland visitors
2. The Environment
■ Seek and promote the environmental, economic and social sustainability of the industry
■ Develop a sustainable nature-based sector built on the State’s natural advantages
3. Market Trends
■ Promote Queensland as a quality tourism destination to domestic and international visitor markets, based on timely
and accurate market data
■ Recognise and promote diversity in the development of the tourism industry
TQ Corporate Priorities: Stakeholders; External Services; Our People; Processes and Systems
The Corporate Plan is implemented through the annual business plans of each department and business unit. Industry
and Government input into the planning process is sought through a variety of forums and committees.
Destination Management Planning is an evolution of the destination marketing initiative and represents a more integrated
approach to understanding destination needs and the delivery of services. Plans for each destination have been developed
after a lengthy process of planning, consultation, feedback and review. As indicated in the model below, it is intended that
the DMPs will directly link with TQ’s annual business plans and provide a strategic platform to guide the strategies and
business plans of industry stakeholders.
TQ Business
Plans
1st Draft 2nd Draft Completed
DMP DMP DMP
Stakeholder
Internal Drivers Business Plans
External Drivers
Evaluation
Marketing Domestic and International destination based consumer and trade marketing
Government/industry liaison and advocacy
Road Tourism promotion
Food and Wine Tourism promotion
Where Else But Queensland State brand promotion
Special Interest Tourism Government/industry liaison; industry planning and promotion for special
interest tourism segments; product development
Cultural Tourism Government/industry liaison; industry planning and advocacy; product
development
Events Tourism Government/industry liaison; industry planning and advocacy; product
development
Cruise Shipping Queensland Cruise Shipping Plan
7
Government/industry liaison and business development framework
Road Tourism Drive Tourism Program
Roads and Road Tourism product development
Policy and Planning Government/industry liaison; policy and regulation issues; industry standards
and accreditation; investment; tourism input into whole-of-government
strategies; Growing Tourism – coordination of TQ input and involvement; visitor
safety, including the National Visitor Safety Program, Tourist Oriented Policing,
and beach safety programs; training and skills development initiatives; Visitor
Information Centre accreditation and the Queensland Visitor Information
Centre Signage Policy; Tourism in Protected Areas
Aviation Queensland Commercial and Tourism Aviation Plan
Government framework focused on growing international and domestic air
services to Queensland destinations
Research Queensland performance monitoring; forecasting; consumer and market
trends; R-TAM
Sustainable Tourism Destination development; government/industry liaison; industry planning and
advocacy; product development
Queensland Ecotourism Plan 2003-2008
Tourism Queensland Indigenous Tourism Strategy
In addition to the strategies above, it is acknowledged that there are a range of whole-of-state strategies undertaken by
various Government Departments that have some impact on tourism and tourism service delivery. For further information
on these TQ whole-of-state strategies refer to the Destination Management Planning Knowledge Bank at
www.tq.com.au/knowledgebank.
The table below outlines some of the issues in the macro environment that will have an impact on tourism in Queensland:
GLOBAL TRENDS
INDUSTRY TRENDS
■ Short break holidays ■ More frequent holidays ■ Drive holidays ■ On-line revolution for information & booking holidays
■ Unstable global environment and impacts on travel behaviour ■ Predicted growth in international travel
■ Relaxed travel impediments in developing international markets ■ Highly competitive national travel environment
■ Market fragmentation and the emergence of more special interest markets ■ Low cost air travel
The implications of these environmental issues for this destination have been summarised as part of the SWOT analysis
which appears in Section 2.10 of this plan.
The tourism business system is built around a core base of industry operators, Local Government Authorities and
regional and local tourism organisations. Tourism Queensland is the Government Agency responsible for guiding tourism
development and marketing at a State level. At the regional level, 14 Regional Tourism Organisations (RTOs) play a role in
partnering with regional stakeholders including industry, Local Government and community to coordinate tourism efforts.
The whole system is underpinned by customers and residents whose support is essential for the tourism industry to
function.
There are a number of organisations involved in the coordination of tourism in Queensland, each with complementary
roles and responsibilities. The framework below generally outlines the structure and function of the key coordinating
agencies.
Tourism Organisations
SUSTAINABLE
DEPARTMENT OF INDUSTRY, TOURISM & RESOURCES (DITR) TOURISM COOPERATIVE
RESEARCH CENTRE
NATIONAL
interests of tourism
GROWING TOURISM UNIT (GT) (in DTFTWID) TOURISM QUEENSLAND (TQ) (Statutory Authority)
•Industry leadership
Coordinates implementation of the Queensland Government’s • Markets Queensland internationally and domestically • Industry education and
Strategy for Growing Tourism • Facilitates destinational development - research, policy and industry planning training
• Facilitates product development and distribution • Professional advice
• Provides advice to industry and government • Raise industry standards
• Industry promotion
REGIONAL
LOCAL GOVERNMENT AUTHORITIES (LGAs) LOCAL TOURISM ORGANISATIONS (LTOs) VISITOR INFORMATION CENTRES (VICs)
LOCAL
• Provides tourism infrastructure and facilities • Aims to enhance visitor experiences • Provides current information on local attractions,
• Facilitates and supports development and • Conducts marketing activities activities and events
promotion of tourism • Liaises with community, Local Government and • Makes reservations for visitors
RTOs • Provides up-to-date advice on local travel
Contacts and further information on organisations involved in tourism can be found in the Queensland Tourism Industry
Directory available on the TQ web site: www.tq.com.au/qtid.
Located in southeast Queensland, Australia, just one hour south of Brisbane (Queensland’s capital city), the Gold Coast
stretches from Cabarita Beach in New South Wales, west to Beaudesert, north to Beenleigh and east to South Stradbroke
Island.
The region features 70 kilometres of uninterrupted coastline and is fringed by rainforest hinterland, including World
Heritage listed National Parks. The Gold Coast has a strong linear city base that reveals a close alignment with the
coastline, Pacific Highway and the mountain ranges that all run parallel to the coast.
The region has capitalised on its attractive environment, climate and lifestyle and has a highly specialised economy that
is dominated by the tourism industry.
10
2.1.2 Community Profile and Economic Base
This destination profile incorporates data from a number of sources, including the Local Government Area Profiles
(OESR), Contribution of Visitor Expenditure to the Queensland Regional Economies (OESR), Tourist Accommodation
(ABS) and Regional Statistics (ABS). This analysis utilises the most recent data available at the time of printing. More
recent data will be available in the on-line version of this document at www.tq.com.au/knowledgebank.
The Gold Coast region incorporates the two Local Government Areas (LGAs) of the Gold Coast City and the Shire of
Beaudesert. The region covers only 0.25% (4,261 km2) of the total area of Queensland and yet is home to 13% of the
State’s population (479,671 persons at 31 December 2001). Within the region, the Gold Coast City contains most of
the region’s population (89% or 425,418 persons). The annual average rate of population change for the five years to
December 2001 was 3.5%, compared with 1.7% for the State.
The main industry on the Gold Coast1 is Finance, Insurance, Property and Business Services, which accounted for 16%
($1,143 million) of the Gross Regional Product (GRP) over the 1998 to 1999 financial year. The other main industry
contributors to the Gold Coast GRP in 1998-99 were Retail and Wholesale Trade (12%), and Government Administration,
Defence, Education, Health and Community Services (12%). The Accommodation, Cafes and Restaurants sector
contributed 5% ($488 million) to the GRP of the Gold Coast.
In the Gold Coast region in 1998, the largest number of businesses were in the Finance, Insurance, Property and
Business Services sector (5,687 businesses or 24% of all businesses), followed by Retail and Wholesale Trade (5,605
businesses or 23%), and Construction (3,630 businesses or 15%).
In terms of employment the Retail and Wholesale Trade sector employed the largest share of people on the Gold Coast in
2001 (22% or 44,861 persons). The second largest employer was the Government Administration, Defence, Education,
Health and Community Services sector, which employed a further 17% of the workforce (34,963 persons).
1
The Gross Regional Product (GRP) estimates are generated at the Statistical Division level. The Gold Coast is one region within the Brisbane-Moreton
Statistical Division. Economic GRP data specific to the Gold Coast region have been separated out by OESR.
This contribution by tourism to the Gold Coast economy (14.5% of GRP) was similar to the economic contribution for
Tropical North Qld (14.4%), and was only surpassed by the significant role of tourism in the economy of the Sunshine
Coast (16%).
In terms of the total contribution of tourism to Queensland’s GSP, the revenue generated by tourism on the Gold Coast
($1,388 million), established the region as the second largest contributor (22% of GSP), placed only behind Brisbane
(28%).
The main industries that contributed to tourism revenue within the Gold Coast during 1998-99 were Accommodation,
Cafes and Restaurants, which contributed one quarter of the region’s tourism revenue ($355 million or 26%), and Retail
and Wholesale Trade, which accounted for almost another quarter ($311 million or 22%).
The Accommodation, Cafes and Restaurants sector was by far the most reliant on tourism, with 73% of its revenue
generated by tourism. Next most reliant was the Retail and Wholesale Trade sector (26%).
Tourism is an important industry for the region in terms of employment. On the Gold Coast 19% of all employment (or
27,690 full-time equivalent positions) over the period 1998-99 was related to tourism. In terms of the total amount of
tourism-related employment in Queensland, the level of employment generated by tourism on the Gold Coast established
the region as the second largest contributor to the State’s tourism employment (19%). The other main contributing
regions were the Sunshine Coast (20%) and Tropical North Queensland (16%).
Almost half of the tourism-related employment on the Gold Coast was within the Retail and Wholesale Trade sector 11
(11,873 positions, or 43%). An additional third of tourism employment was in the Accommodation, Cafes and
Restaurants sector (33% or 9,143 positions). In employment terms, this sector had the highest reliance on tourism, with
over two-thirds of all full-time equivalent positions in the industry attributable to tourism (72%).
There were 36,600 actual tourism-related positions in the region during 1998-99. At that time 8,416 persons were
employed in the Gold Coast’s accommodation establishments2. Most of those employed in these accommodation
establishments were employed in Gold Coast City (96%).
2
Tourist accommodation includes hotels, motels, guest houses and serviced apartments with 15 or more rooms or units.
Another competitive strength is that the Gold Coast is a well-established, mature holiday destination, supported by a
strong industry and distribution network, making the product very accessible. With regard to international competitors for
domestic markets, the destination has the advantage of proximity and relative safety.
12
Some limitations to competitiveness in domestic markets centre around negative perceptions in the marketplace, including
views that the Gold Coast is busy and crowded, has too many tourists, is over-commercialised and over-developed,
expensive, has lots of teenagers and suffers from shadows on the beach cast by the high rise buildings.
In terms of the domestic market, the Gold Coast’s performance in recent years has been extremely strong. The weak
Australian dollar and world events has impeded Australians’ overseas travel and aided a surge in domestic tourism.
Queensland and particularly the Gold Coast have benefited from these conditions. However as the economy now shows
signs of slowing and the Australian dollar has strengthened, international travel has become more affordable, and it is
expected that Queensland and the Gold Coast will see a softening of the domestic travel market.
In view of the competitive strengths and weaknesses of the destination, the following regions are perceived to be primary
competitors for domestic markets:
■ Sunshine Coast
■ Northern New South Wales (NSW)
■ Tropical North Queensland/Whitsundays/Cairns
■ Sydney/Melbourne
■ South East Asia/Pacific (including Bali, Fiji, Vanuatu, Hawaii, Phuket)
■ Ski Holidays (NSW, Victoria, New Zealand)
The positioning map on the following page assists in placing the Gold Coast amongst the current competition in terms of
perceived appeal and ability to compete for key domestic markets. Competitor destinations are also ranked according to
their significance on a scale of 1 to 5, where 1 represents an extremely significant competitor. This is intended as a guide
only, in order to gain an educated insight into where the Gold Coast is placed in relation to its perceived competitors.
Competitiveness
With reference to the positioning map above, all identified competitor destinations rank below the Gold Coast in terms
of competitiveness. This is due to the fact that the Gold Coast is a well-established, mature holiday destination with a
diversity of quality accommodation and attractions, supported by good tourism services. The strength of its industry base, 13
distribution network and marketing resources enable the Gold Coast to compete effectively in the marketplace.
The Sunshine Coast and Northern NSW should not be discounted however, and remain strong competitors. The strong
competitive elements of the Sunshine Coast and Northern NSW are largely focused around the relaxed and natural appeal
of these destinations compared to the Gold Coast. The Sunshine Coast and Northern NSW both boast beautiful beaches
with a relaxed natural environment, a scenic hinterland, affordable low-rise accommodation, laid back and safe lifestyles,
and complementary arts and craft businesses. The proximity of these areas to the capital city markets of Brisbane and
Sydney is also a strong competitive point. In recent years, the Sunshine Coast has also increased its competitiveness
due to increasing infrastructure development, industry and Local Government investment, more active marketing and
improved air access. However, in view of the current considerable disparity in visitor numbers, it is not expected that either
the Sunshine Coast or Northern NSW would out-rank the Gold Coast in competitiveness in its target markets within the
next five years.
Appeal
Although the Gold Coast is one of Australia’s premier holiday destinations, South East Asia/Pacific and Tropical North
Queensland/Whitsundays rank higher in terms of appeal. Travel to these exotic destinations is accompanied by a high
aspirational element (or “brag” factor – where visitors like to boast that they have been there). In addition, the thrill of
shopping overseas, duty free shopping and experiencing new cultures is difficult for the Gold Coast to compete with in
terms of destination appeal.
According to research, potential visitors from long-haul markets (US/UK/Europe) are primarily motivated for an overall
Australian experience. These visitors are more likely to take in a number of Australian and Queensland destinations during
their stay in the country. Conversely, potential visitors from short-haul markets (Asia/Japan/New Zealand) are more likely to
have a preference for a specific Queensland destination.
Domestic:
Sydney / Melbourne / Perth
New Zealand International: Queensland Destinations: • Beaches
South Pacific / Fiji / Hawaii Gold Coast • Apartments
UK Cairns • “Glitz and Glamour”
Europe Brisbane • Rainforest
Sunshine Coast
Domestic:
Sydney / Melbourne / Adelaide / Perth
From an international market perspective, the Gold Coast has a wide range of competitors, depending on the particular
source market, as indicated in the above table. With regard to longer haul source markets, the Gold Coast is a key element
of an Australian and Queensland holiday experience and competes along with Australia and Queensland. In shorter haul
markets the Gold Coast’s main competitors are more immediate and definable. For Japanese visitors, Hawaii and Guam
are very real competitors. For Asians, other intra-Asian destinations offering a beach holiday experience, such as Thailand
and Indonesia are primary competitors. In the New Zealand market, the Gold Coast directly competes with a number of
international destinations in addition to Australian competitor destinations offering a similar beach holiday experience.
The profile incorporates data from a number of different sources, including the National Visitor Survey (NVS), International
Visitor Survey (IVS), Survey of Tourist Accommodation (STA), Regional Tourism Activity Monitor (R-TAM), and the
Contribution of International and Domestic Visitor Expenditure to the Queensland Regional Economies 1998-1999.
Visitors
International
18%
Interstate
42%
15
Intrastate
40%
Purpose of Visit
■ The holiday/leisure market accounted for 64% of the total visitors to the Gold Coast (2,754,968) and 67% of all
visitor nights spent in the region (14,974,428) in the year ending June 2004. A further 26% of visitors (1,102,092)
and 21% of nights (4,727,069) were accounted for by the visiting friends and relatives market over the same period.
■ The business market represented 8% of the total visitors to the Gold Coast (348,984) and accounted for 7% of visitor
nights (1,521,689) in the year ending June 2004.
4,000
1,000
All visitors
Holiday/leisure visitors
0
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
Visitor Nights
■ In the year ended June 2004, the number of domestic visitor nights spent on the Gold Coast totalled 16,148,000
(21% of the total domestic visitor nights spent in Queensland). Of these, 69% were for the purpose of holiday/leisure
(11,179,000).
■ The Gold Coast has experienced an increase in domestic visitor nights since the year ending June 2001 (average
annual growth rate of 3.4%). The number of domestic visitor nights spent in Queensland over this period increased
at an average annual rate of 1.4%.
16 ■ The number of domestic holiday/leisure nights spent on the Gold Coast increased between the year ending June
2001 and the year ending June 2004 (average annual growth rate of 0.8%).
20,000
17,434
16,844 16,366 16,853
15,949 16,148
16,000 14,596
12,000 13,336
11,986 12,308
10,904 11,156 11,349 11,179
8,000
6.0
5.2 5.3 5.2 5.2
5.7 5.0
5.0 4.7
4.7 4.6
4.3 4.9
4.5 4.7 4.6
4.5
4.0 4.3
3.5 3.5
3.3 3.9 3.8
3.6
3.0 3.3 3.3
3.1 3.1
2.9
2.5
2.0
Holiday/leisure visitors
Business visitors
1.0
All visitors
VFR visitors
0.0
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
Regional Dispersion
■ In the year ended June 2004, 14% of the overnight holiday/leisure visitors to the Gold Coast went on a daytrip within
the Gold Coast region. Twelve percent (12%) of the overnight holiday/leisure visitors to the Gold Coast went on a
daytrip to Brisbane.
■ A further 10% of the overnight holiday leisure visitors to the Gold Coast went on a day trip to the Gold Coast
hinterland and surrounding areas in the year ending June 2004.
Source Markets 17
■ The Gold Coast’s top five domestic markets in the year ending June 2004 were Brisbane (31%), Sydney (18%),
Queensland (excluding Brisbane, 18%), New South Wales (excluding Sydney, 11%) and Melbourne (11%).
■ The Queensland (excluding Brisbane) market showed the highest increase in visitation between the year ending
June 2001 and the year ending June 2004 (average annual growth rate of 9.7%). While most domestic markets
showed strong growth during this period, the Brisbane, New South Wales (excluding Sydney) and Victorian (excluding
Melbourne) markets showed negative growth (average annual declines of 4.1%, 3.0% and 2.1% respectively).
■ The Gold Coast’s top five source markets, in terms of total domestic visitor nights, were Sydney (3,281,000),
Melbourne (3,141,000), Brisbane (2,776,000), New South Wales (excluding Sydney, 2,522,000) and Queensland
(excluding Brisbane, 1,991,000).
■ The profile for domestic holiday/leisure visitors, in terms of major source markets, was similar to that for total
domestic visitors overall (see table below).
1,200,000
1,000,000 869,750
861,037
770,776 764,027
800,000 752,909
709,635
678,215
736,033 721,941
600,000
647,891 654,085 610,968
606,493
18
400,000 555,397
All visitors
200,000
Holiday/leisure visitors
0
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
Visitor Nights
■ In the year ended June 2004, there were 6,359,078 international visitor nights spent on the Gold Coast (23% of the
total international visitor nights spent in Queensland). Of these, 60% were from the holiday/leisure market (3,795,428).
■ The Gold Coast experienced an increase in international visitor nights between the year ending June 2001 and the
year ending June 2004 (average annual growth rate of 1.4%). Over the same period, the number of international
visitor nights spent in Queensland remained stable.
■ International holiday/leisure nights spent at the Gold Coast declined slightly between the year ending June 2001 and
the year ending June 2004 (average annual decline of 0.3%).
2,000,000
All visitors
1,000,000 Holiday/leisure visitors
0
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
10.0
8.8
8.4
8.1
8.0 7.3 7.2
7.0 7.0
6.0
6.0 6.2
5.5
5.2 5.2 5.2 5.1
4.0
2.0
All visitors
Holiday/leisure visitors
0.0
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
19
Source Markets
■ The Gold Coast’s top five international markets in the year ending June 2004 were Japan (25% of visitors to the
region), New Zealand (19%), the United Kingdom (9%), China (8%) and Europe (excluding the United Kingdom and
Germany, 7%).
■ Of the top five source markets, the Chinese, United Kingdom and New Zealand markets showed an increase in
visitation to the Gold Coast between the year ended June 2001 and the year ended June 2004 (average annual
growth rates of 16.9%, 3.6% and 0.7% respectively). There were decreases in the number of visitors from Japan
and Europe (excluding the United Kingdom and Germany) during this period.
■ In terms of visitor nights, the Gold Coast’s top five international markets in the year ended June 2004 were Japan
(1,779,041 visitor nights), New Zealand (1,242,985 visitor nights), the United Kingdom (643,302 visitor nights),
Europe (excluding the United Kingdom and Germany, 618,193 visitor nights) and the United States of America
(408,853 visitor nights).
■ The profile for international holiday/leisure visitors, in terms of major source markets, was similar to that for
international visitors overall.
■ The Gold Coast’s top five international holiday/leisure visitor markets in the year ending June 2004 were Japan (27%
of international holiday/leisure visitors), New Zealand (16%), China (9%), the United Kingdom (9%) and Europe
(excluding the United Kingdom and Germany, 6%).
■ Similarly to the total international market, there was an increase in holiday/leisure visitors from China, the United
Kingdom and New Zealand to the Gold Coast between the year ending June 2001 and the year ending June 2004
(average annual growth rates of 18.5%, 5.3% and 1.1% respectively). There were declines in holiday/leisure
visitation to the Gold Coast from the Japan and Europe (excluding the United Kingdom and Germany) markets over
this period.
■ The Gold Coast’s top five source markets for international holiday/leisure visitor nights were Japan (1,345,174 visitor
nights), New Zealand (859,166 visitor nights), the United Kingdom (341,772 visitor nights), Europe (excluding the
United Kingdom and Germany, 192,887 visitor nights) and Singapore (135,435 visitor nights).
■ The average room occupancy in Gold Coast commercial accommodation has been trending slightly upwards
between the year ending June 2003 and the year ending June 2004.
■ Room occupancy in Gold Coast establishments averaged 68.3% in the year ended June 2004, up 3.5 percentage
points on the average room occupancy experienced in the year ended June 2003.
■ Between the year ended June 2003 and the year ended June 2004, there have been increases in the average room
occupancy experienced in Gold Coast serviced apartments and licensed hotels, whilst average occupancy in motels
and guest houses decreased slightly.
3
Note: The inclusion of additional establishments that were not included in previous STA data releases has resulted in a break in the time series between
the March 2003 and June 2003 quarters.
6,000 80%
5,000 70%
4,000
60%
3,000
50%
2,000
40%
1,000
0 30%
YE Jun YE Dec YE Jun YE Dec YE Jun YE Dec YE Jun
2001 2001 2002 2002 2003 2003 2004
Sub-Sector Occupancy
Overall, monthly room occupancy levels in Gold Coast 4 star hotels were similar to occupancy levels in Gold Coast 5 star
hotels over the year ending 2004.
The average room occupancy in Gold Coast 5 star hotels peaked at 80% in January 2004, while occupancy in Gold Coast
4 star hotels peaked at 90% during the same month. 21
The lowest average monthly occupancy in Gold Coast 4 star hotels occurred in May 2004 (64%), while the lowest
occupancy in the Gold Coast 5 star hotels occurred in June 2004 (51%).
Seasonality
■ Over the past three years, monthly occupancy levels in commercial accommodation on the Gold Coast were lowest
during the months of May and June.
■ During this period, the highest average monthly occupancy levels occurred in January.
80%
70%
60%
50%
40%
30%
20%
10%
0%
Jun-01
Aug-01
Oct-01
Dec-01
Feb-02
Apr-02
Aug-02
Jun-02
Oct-02
Dec-02
Feb-03
Apr-03
Jun-03
Aug-03
Oct-03
Dec-03
Feb-04
Apr-04
Jun-04
■ Domestic visitation to the Gold Coast was highest in the December 2003 quarter and the March quarter 2004.
Visitation was lowest in the June 2004 quarter.
■ Holiday/leisure visitors tend to follow a similar pattern of visitation as all domestic visitors to the Gold Coast.
■ The Gold Coast received the largest proportion of international visitors during the December 2003 quarter.
■ The lowest international visitation to the Gold Coast occurred in the September 2003 quarter.
■ International holiday/leisure visitors tend to follow a similar pattern of visitation as all international visitors to
the Gold Coast.
Brisbane
Gold Coast
Sunshine Coast
Mackay/Whitsundays
Northern
Wide Bay/Burnett
Fitzroy
Interstate Markets5:
Beach Holiday – This holiday type accounts for 31% of Gold Coast interstate visitation and is a popular holiday for the
growing family group. This is a large and traditional market for the Gold Coast.
VFR – 14% of interstate visitors are on a VFR holiday. While it is a sizeable market, a gradual easing off since mid-2003
has been observed. TQ does not proactively seek to attract this low-spend market.
5
Source: Derived by BDA Marketing Planning from Roy Morgan Singles Source, March 2004
Getaway – This holiday type accounts for 15% of interstate visitors. There has been leverage with this market type since
September 2003.
Special Events – 9% of interstate visitors come to the Gold Coast for the purpose of a special event. Lexmark Indy 300,
held over one week each year in October, is the chief Gold Coast event which attracts interstate visitors.
Intrastate Markets6:
Short Break – 41% of the Gold Coast’s intrastate visitors are on a Short Break. There was some falling away of this market
in late 2003. The Gold Coast’s proximity to Brisbane makes it an ideal short break destination for Brisbane residents. Both
coastal and hinterland short break stays are popular with the intrastate market.
VFR – 26% of intrastate visitors are on a VFR holiday. There was strong growth in this market in 2003.
Beach Holiday – There has been some lift in this market which accounted for nearly 18% of visitation in December 2003.
This is a favourable sign in view of this market’s longer stays and high spend.
Business / MICE:
The destination is well resourced to meet the needs of the business traveller. The new Gold Coast Convention Centre,
which opened in 2004, will continue to bolster the already successful convention market to the Gold Coast. While TQ
currently does not actively pursue MICE business, Gold Coast Convention Bureau, a division of Gold Coast Tourism
performs this role.
24
Based on an understanding of the size and yield potential of each of the above markets, the chart below assists in
categorising visitor markets according to perceived productivity potential and identifying appropriate market development
strategies.
MARKET
YIELD
High POTENTIAL Low
I II
Business/MICE
Beach Holiday I= Maximise opportunities/
High Getaway invest for growth
II = Opportunistic market
MARKET development/selective investment
GROWTH
IV III III = Hold/prune/reconsider investment
POTENTIAL
VFR IV = Maintain position/
Short Break manage for earnings
Special Events
Big Tour
Low
27
Tourism Queensland’s domestic marketing activities seek to implement a marketing strategy designed to enhance the
domestic leisure marketing of the Gold Coast region, in partnership with Gold Coast Tourism (GCT) and industry.
Since the launch of the initial domestic leisure marketing strategy in 1997, TQ has undertaken a comprehensive
campaign in target leisure markets, with the primary aim of raising awareness and preference for the destination. Tourism
Queensland conducts general destination awareness activities as well as providing opportunities for operators and industry
to participate in cooperative campaigns and partnership advertising.
In 2004, Gold Coast Tourism embarked on a process with the objective of producing a Gold Coast brand which could be
utilised in both the domestic and international leisure markets, as well as the business tourism market. The result of this
process is the creation of the “Very Gold Coast Very GC” brand, which aims to further differentiate the Gold Coast from its
competitor destinations by displaying the vibrant, sophisticated style of the region and enhancing its aspirational qualities.
The Very GC brand is designed to attract higher yield target markets and drive awareness of the Gold Coast as a complete
28 tourist destination with a full variety of experiences.
Tourism Queensland in partnership with Gold Coast Tourism will launch the Very GC campaign domestically to consumers
through a comprehensive marketing campaign beginning in March 2005. The campaign will incorporate cinema
advertising, newspaper supplements, magazines, outdoor advertising, and online marketing. The creative elements of the
campaign feature animation and imagery to communicate the distinguished and sophisticated personality of
the Gold Coast.
It should be noted that in addition to being part of the Gold Coast region and branding, in terms of marketing promotion
the Gold Coast hinterland area also falls within the South East Queensland (SEQ) Country destination – defined as the
non-coastal areas and ‘country experiences’ within a 200 to 250 kilometre drive radius of Brisbane. The initial SEQ Country
destination marketing strategy completed in 1997 identified that the non-coastal areas would benefit from a collaborative
approach rather than a competitive approach to marketing and development. SEQ Country marketing activity primarily targets
Brisbane residents. A separate destination management plan exists for SEQ Country. Gold Coast Tourism has expressed an
interest in developing a closer working relationship in the future with SEQ Country in co-operative marketing activities.
The Very GC campaign consists of brand advertising, stand alone advertising, cooperative advertising and media
relations activities. The brand strategy consists mainly of cinema, outdoor and print advertising in the key geographical
markets of Sydney and Melbourne. The main message of this brand activity is to increase awareness of the Gold Coast
as a sophisticated tourist destination and to bring the destination to the top of the consumers’ mind, motivating them to
investigate Gold Coast holiday options.
The second component of the marketing strategy consists of stand alone cooperative marketing activity whereby members
of the GCT can access TQ rates if they incorporate the branding elements into their advertising. This partnership helps in
extending the brand coverage in the market place. It also provides good value advertising to assist industry operators to
extend their marketing budgets. The success of this activity is demonstrated by the high level of commitment from Gold
Coast operators, with in excess of $1M invested in cooperative stand-alone advertising placements for the year 2003/04.
The third component of the marketing strategy is cooperative advertising campaigns. This activity provides industry with
the opportunity to participate in and benefit from the association of their product with the campaign. This is an ideal
method of generating awareness for the destination as well as generating bookings for industry.
TQ operates nine international offices servicing the international travel industry in key overseas markets. Offices are
located in Los Angeles, Auckland, Munich, London, Singapore, Tokyo, Taipei, Hong Kong and Seoul. They actively
promote Queensland as a premier tourist destination in rapidly growing international markets. Emerging markets, such as
the Middle East and South Africa, are serviced by the International Department in Brisbane.
The TQ International Marketing Department seeks to enhance the international marketing efforts of industry partners by:
■ Providing advice and introduction to international travel trade contacts
■ Including products in Tourism Queensland brochures tailored to the specific needs of the international market
■ Participating in travel road shows that introduce Queensland product to international travel agents, wholesalers and
media
■ Helping to develop inbound itineraries and products for international distribution
29
Marketing activities in international marketing regions for the Gold Coast are summarised as:
Japan
■ Campaign activity by TQ is usually collaborative with GCT, the travel trade and airline partners. There is large degree
of familiarisation activity in the form of trade and Visiting Journalist Program (VJP) familiarisations.
■ Coop activity out of Australia as part of “Australia Gold 2010” has included photo shoots, product brochures and PR
initiatives aimed at stimulating demand and awareness of the Gold Coast.
■ The Gold Coast is also supported through TQ attendance at major trade shows such as JAM and JATA World Fair as
well as the TQ Japan Market Newsletter and the bi monthly TQ Tokyo E-Newsletter.
■ TQ collateral includes: Japanese language Gold Coast destination brochure; promotional postcards; Queensland golf
guide in Japanese; walking maps; posters; AO-produced video in Japanese; Education Manual in Japanese; and
other co-op brochures for the destination.
Asia
■ Campaign activity by TQ is almost always in the form of co-op marketing with GCT or as part of the Australian Airlines
campaign budgets.
■ Familiarisation activity is as follows: Australian (and other) Airlines – both Media and Trade, Golf familiarisations
(mostly Taiwan and Korea), Education familiarisations, Backpacker familiarisations (Korea), TQ’s VJP, and pre and
post Australian Tourism Exchange touring. Each of these markets also visits the Gold Coast yearly to do market
briefings.
■ TQ runs Missions into Market in which the industry participates. Tourism Australia also holds in market missions
and in market TQ representation helps to assist the industry with their attendance (generally South East Queensland
product and Tropical North Queensland product).
■ The Gold Coast is also promoted through TQ’s representation at the major trade shows annually in Singapore: NATAS
(National Association of Travel Agents Singapore) and MITF (Malaysia International Tourism Fair).
■ TQ hosts International gateway Websites promoting Gold Coast:
TQ Singapore - http://www.queensland.com.sg/tq.cfm
TQ Hong Kong (in Chinese Mandarin and English) - http://www.queensland.com.hk
TQ Korea - http://www.queensland.or.kr/
Middle East
■ The “Gold Coast, Australia” branding is used for this market.
■ Generic Queensland trade publications and radio promotions are used. Product from this region has also been
incorporated into co-op campaigns including newspaper, radio and publications.
■ TQ and product are represented at the main trade show/mission undertaken in the market (Arabian Travel Mart and
Tourism Australia Roadshow). Approximately 10 Queensland product representatives attend the event each year.
■ The Qld Specialist Program, a distance-learning programme for the industry, is active in the region.
■ This region is also included in familiarisation itineraries (Trade, VJP and Qld Specialists familiarisations).
Western Hemisphere
■ “Southern Queensland” is the collective name used to market Gold Coast, Sunshine Coast, Brisbane and Fraser
Island in the long-haul markets (i.e. North America, UK and Europe).
■ Gold Coast product participates with TQ in familiarisation programs from the Western Hemisphere markets such as
Queensland on Stage and Discover Australia.
■ The Gold Coast is supported by the presence of TQ at major trade shows such as Queensland on Tour in Europe and
in the UK, Corroboree and ITB.
■ TQ organises specialised missions to market such as the US South East Queensland mission.
■ GCT and product participate in the Western Hemisphere module of ATE.
30 New Zealand
■ The Gold Coast region is very active in this market. Gold Coast Tourism visits New Zealand with members for
roadshows/movie nights and also attends OzTalk NZ. GCT undertakes a very active media campaign.
■ Sunlover Holidays are active sellers in the NZ marketplace.
There are also a number of negative perceptions of the Gold Coast. Although these perceptions exist in the domestic
market they also have implications for international market. These perceptions include:
■ The Gold Coast is too busy and crowded
■ The Gold Coast has too many tourists
■ The Gold Coast is too commercialised and overdeveloped
■ The Gold Coast is expensive
Twenty-two percent (22%) would like to spend a holiday at the Gold Coast in the next two years and 9% intend to spend
at least one night at the Gold Coast on their next trip. Nine percent (9%) of the respondents had spent at least one night at
the Gold Coast in the last 12 months.
The Gold Coast has a conversion rate of 40% (visitation/preference). This rate is the third highest of the major regions,
behind Brisbane (62%) and the Sunshine Coast (40%).
70%
60%
50%
40%
30%
20%
10%
31
0%
Ad Recall Preference Intention Visitation Conversion
Attractions – The region has a wide array of natural and built attractions. There is scope to capitalise on the increasing
interest in nature-based tourism experiences by encouraging the development of appropriate nature-based attractions.
The range and variety of Theme Parks and the world famous Gold Coast beaches assist in the overall competitive
advantage for the region.
Tours and Activities – There is a wide array of tours and activities available. However, there is scope for more specialised
tours that emphasise core attributes, such as nature, adventure, wine, food, arts and culture. In addition, there is a need
to develop night-time activities and tour options, particularly those which cater for the family market.
Access and Transport – Road and air access to the Gold Coast is good. There is easy connectivity with Brisbane and
32 excellent road connections to major southern markets. The region is well serviced by the major transport providers
including:
■ Qantas/JetStar, Virgin Blue, Australian Airlines, Freedom Air
■ QR
■ Coach Companies; the Bus Transit Centre
The Gold Coast Airport is well serviced with a number of direct connections with international markets in Asia and
increasing domestic services. Located only 50 minutes drive from the Gold Coast, Brisbane Airport is another option for
travellers and offers a rail service linking the airport with the Gold Coast’s six train stations.
Intra-destination access, however, is variable. The North/South transportation corridor needs to be improved and the East/
West links need to be better developed. Internal public transport is adequate, however, additional public transport services
would help alleviate many internal transportation issues, particularly East/West access from Robina to the Gold Coast, and
within the higher density coastal strip.
Jetstar
Melbourne-Gold Coast 39 services per week
Sydney-Gold Coast 63 services per week (9 daily)
Virgin Blue
Adelaide-Gold Coast 7 services per week (daily)
Canberra-Gold Coast 4 services per week
Melbourne-Gold Coast 42 services per week (6 daily)
Perth-Gold Coast 3 services per week
Sydney-Gold Coast 65 per week
Australian Airlines operates a daily international service from Cairns to the Gold Coast using a Boeing 767-300 (271
seats), which connects to the airline’s network into Cairns. Australian Airlines currently provides 25 services per week from
six Asian destinations to Cairns.
Events and Festivals – The Gold Coast hosts several high profile national and international events, including Gold Coast
Indy, Magic Millions and the Gold Coast Airport Marathon.
Hospitality and Retail Services – The region is well catered for with hospitality infrastructure. The Gold Coast has a wide
range and quality of retail services. Trading hours are an issue and need to be extended to cater for the “after hours”
tourist trade despite the Surfers Paradise shopping precinct offering late night shopping with trading until 9pm seven days
a week.
Special Interest Pursuits – There are many opportunities for Special Interest Pursuits on the Gold Coast, such as soft
adventure, fishing, diving, surfing, marathons and motor sports (Indy). However more research, development and
marketing is required.
Tourist Information and Services – Tourism information and booking services are well catered for. There are two
accredited Visitor Information Centres (VICs) on the Gold Coast located at Coolangatta and Surfers Paradise.
33
Signage – The overall standard of signage on the coastal precincts is adequate, although variable. However directional
signage linking the coastal area to the hinterland needs improvement.
2.6.2 Hinterland
Accommodation – The Gold Coast Hinterland is well serviced with a range of accommodation options that are appropriate
for the current niche markets, including farm stays, B&B’s, motels, caravan parks, camp grounds, guest houses and
cottages/cabins. There are a small number of accommodation properties capable of servicing the C&I market, eg.
Kooralbyn Hotel Resort and Eagle Heights Hotel Motel at Tamborine. The R-TAM research conducted on the Gold Coast
does not currently cover the hinterland region. Finally, there are limited linkages between B&B operators and the wineries.
Attractions – The region contains the CERRA World Heritage Area, several National Parks and State Forests with good
visitor access and facilities as well as strong consumer appeal. The CERRA World Heritage area incorporates Lamington
National Park, Tamborine National Park, Mt Barney, Mt Maroon and Springbrook National Park. The region also boasts a
number of freshwater fishing creeks and rivers, eg. Darlington Park, Kerry, Glanagan Reserve Rathdowney and Bigriggen
Reserve Rathdowney. Consumer research indicates that the natural beauty and the unique landscape have strong appeal
for the current market. With the additional numbers of tourists predicted, there could be a time when the infrastructure
within the National Parks no longer meets the requirements of the visitors. This includes access to some sites, including
the Glow Worm Caves at Natural Arch. However such restrictions may also create an opportunity to develop a tourism
business to access non-National Park glow worms.
There are seven wineries within the Gold Coast hinterland region with variable tourism infrastructure, eg. restaurant and cellar-
door facilities. The region has positioned itself to capture the international day tour market off the Coastal strip, combining the
local wine, food and produce as a total niche experience. The region has also positioned itself well for the day trip market from
Brisbane and surrounds, as well as Gold Coast and Northern NSW hinterland, offering an alternative lunch/dinner experience
as well as a wedding or celebration site (for further information refer to the Tourism Queensland Wine Research 2003). There is
also a good variety of high quality local produce grown in the region, including avocado, rhubarb and kiwi fruit.
The Hinterland region is renowned for attracting high quality art and craft exhibitions at Gallery Walk, Tamborine Mountain.
In addition, the region has a number of heritage and historic attractions, eg. historic churches, unique country pubs and
various sites linked to the historic timber industry.
Tours and Activities – There is a small number of commercial tour operators in the region who adequately service the
current market. The region is accessed by a number of coach operators from Brisbane, Gold Coast and Northern NSW.
In particular the café and gallery scene in Tamborine is a popular visitor experience. While key activities within the region
are bushwalking and bird watching, the stocked creeks and rivers provide a popular fishing activity. The fish types include
Australian Bass, Mullet, Spangled Perch and the endangered Mary River Cod. Horse trail riding is also a popular activity in
the region. Opportunities also exist to further encourage backpacker tour operators to service the hinterland region.
Access and Transport – Road access and conditions in the Hinterland region are generally good. Although the distances
between main attractions are reasonable, there is inadequate interpretive road signage at key points. A transport audit
may assist to identify non self-drive services and gaps. Opportunities also exist to develop self guided interpretive devices
such as maps, brochures and audio guides for the hinterland region.
The region also has access to Gold Coast and Brisbane Airports, which are serviced by a number of international and
domestic airlines.
Events and Festivals – Sports tourism, especially equestrian and rodeo exist in the region, eg. Beaudesert Country and
Horse Festival and Beaudesert Rodeo. There are also some winery/food/music events in the region that reflect the regional
culture, eg. Great Grape Guzzlers Gourmet and Gluttony Feast, Strings at Sunset and A Day on the Green. In addition,
there are a number of fresh produce markets in the region, eg. Jimboomba, Tamborine Mountain and Beaudesert.
Opportunities exist to further develop the events calendar.
34 Hospitality and Retail Services – While there is a range in the level of understanding of the principles and business and
tourism, the level of hospitality service is reasonable in the region, although there is room for improvement in some areas.
This provides an opportunity to develop a coordinated education plan – in the business of tourism.
Special Interest Pursuits – The key focus for visitation to the region is the CERRA World Heritage Area which allows
visitors to participate in a range of activities including bushwalking, bird watching and sightseeing. In addition food and
wine also provides a range of special interest activities and attractions. The region also has a number of historic buildings
and attractions, as well as a number of health resorts including Golden Door Health Retreat and Camp Eden Health
Retreat that are of interest to particular niche markets. Potential exists to grow niche markets for small meetings and
groups, fresh water fishing and sporting facilities.
Tourist Information and Services – There is a lack of understanding of the distribution network by the Hinterland region
industry, eg. payment of commissions. There are four accredited VIC’s in the Gold Coast Hinterland, two in Beaudesert,
one in Canungra and one on Tamborine Mountain. However there is limited networking between these VICs. There is also
an emerging visitor information centre booking facility on Tamborine through a non-accredited information centre.
Customer Service and Training – There is an inconsistency in the quality of service delivery, and the hours/days of
operation across the region. There is also a range in the level of understanding of the principles and business and tourism
that provides an opportunity to develop a coordinated education plan – in the business of tourism.
Signage – Directional signage to and within the hinterland region needs improvement. To address this issue the GCCC
and BS in partnership with DMR have produced directional signage for a food and wine touring route throughout the
Hinterland that was completed in mid 2004.
Welcome/gateway signage for the region also requires attention. There is currently potential to develop generic trail/route
markers similar to those used for walking trails.
An audit of all signage in the hinterland region would provide a base level of signage and enable a gap analysis and signage
strategy to be developed. Part of the audit could incorporate a review of the Scenic Rim and Northern Rivers signage.
TQ recognises Gold Coast Tourism (GCT) as the official Regional Tourism Organisation (RTO) and a vital link with local
tourist organisations, operators, Government and the community. GCT is TQ’s principle partner in destination marketing
activities. The RTO contributes financially to cooperative domestic marketing activity with TQ and is an important partner
in the planning and implementation of development initiatives. The region has embraced the destination approach to
marketing and development, and contributes significant investment to ensure success. There is room for GCT and TQ to
develop a better understanding of each other’s organisations to take better advantage of their resources and to ensure that
both organisations are working towards the same goals.
In addition to the RTO, other key stakeholders in the Gold Coast include:
Local Government – The GCCC has a designated tourism department within the Economic Development and Major
Projects portfolio and is a major stakeholder in tourism on the Gold Coast and significantly contributes to growing tourism
for the region through its strong focus on tourism development projects and its close working relationship with GCT.
BSC are involved in tourism development and have a designated tourism officer coordinating activities for the shire. There
is recognition of the value of the tourism industry, although there is always scope to improve regional coordination of
tourism planning and infrastructure development.
State Government Bodies – State Government representation in the Gold Coast region is strong and many departments
and agencies have recognised the importance of tourism to the development and growth of the region. A positive aspect 35
of this recognition is the provision funds for planning, infrastructure development and business expertise to emerging
tourism ventures. The RMCN is a key coordinating committee which brings together state government managers from a
range of industries to assist agencies in achieving economic, social and environmental benefits for Queensland regions by
coordinating priority cross agency initiatives. The RMCN aligns services with government priorities and community needs
by supporting collaboration across government agencies and with local government, businesses and communities.
Federal Government –
■ Area Consultative Committee (ACC) - The ACC works in partnership with the Department of Transport and Regional
Services to identify opportunities, priorities and development strategies for their regions. The ACC has resources that could
be utilised for regional tourism development priorities.
■ Tourism Australia - TQ works closely with Tourism Australia on marketing initiatives for this destination in
international markets and in domestic markets through the See Australia program.
Local Tourism Organisations (LTOs) – There are four LTOs in the Gold Coast Region: Beaudesert Tourism, Canungra
Information and Historical Association, Tamborine Mountain Natural History Association Inc and Tweed Coolangatta
Tourism Inc. The focus of these LTOs is at the local level.
Chambers of Commerce – Local lobby voice for business development in the region.
Industry – Opportunity exits to develop networks of tourism businesses throughout the region.
Industry Associations – Includes organisations including ATEC, QTIC, QBBA, QHA and AHA.
Transport Providers (QR, Qantas, JetStar, Virgin Blue, Australian Airlines, Freedom Air, Coach Companies, Gold Coast
Airport and the Bus Transit Centre) – The region heavily relies on the services of the aforementioned transport providers.
QR, Qantas and Virgin Blue each have divisions that sell holiday packages which include Gold Coast deals.
Overall relationships with each of these stakeholders or stakeholder groups vary and often develop on a project-by-project
basis. As any one of these groups, or stakeholders within each group, has the potential to influence or be influenced
by the destination management program, it is acknowledged that it is important to look for opportunities to enhance
relationships and develop synergies. Generally efforts should be made to raise the awareness and profile of tourism
amongst these groups to ensure the upmost consideration of the needs and interests of the industry.
36
While tourism for the Gold Coast is a major economic contributor, some concern has been expressed by the local
community with respect to social impacts of some major events on the Gold Coast and the environmental impacts
associated with significant development activity on the Gold Coast.
Policy, Planning and Regulation – GCCC is supportive of appropriate and sustainable new tourism developments as
outlined in “Gold Coast – Our Tourism City” policy document. The introduction of the Integrated Planning Act will provide
the platform for effective and appropriate tourism development. In addition GCCC has a designated tourism department
- Tourism Branch, within the Economic Development and Major Projects portfolio. There is recognition of the value of the
tourism industry, although there is always scope to improve regional coordination of tourism planning and infrastructure
development.
Community Services and Amenities – The Gold Coast has well established community services in line with big city
infrastructure. Service providers will need to continue to monitor services to ensure the needs of the growing community 37
are met.
As a mature destination, the Gold Coast exhibits an abundance of utilities and amenities for the local community. Due to
ageing public infrastructure, utilities need to keep pace with tourist and community demand, eg. water, and integrated
planned development as opposed to incremental patch-work development.
2.8.2 Hinterland
Tourism Impacts and Support – Community support for tourism varies across the region, eg. ‘No Way Cable Way’
Community Group. It should be noted that primary industries are still the dominant economic driver in this region.
Many hinterland operators and businesses do not perceive there to be significant benefit in the branding that GCT
has developed for the region. They also do not relate to being known as a Gold Coast business. There is a lack of
understanding of how tourism impacts, both in a positive and negative way, on the economy, environment and community.
Gold Coast Tourism and Tourism Queensland are investigating ways to address these issues and increase industry
participation in Gold Coast marketing activities and create awareness in the community of the impacts of tourism.
Policy, Planning and Regulation – Beaudesert Shire Council and Gold Coast City Council are supportive of tourism
development in the hinterland, but the region would benefit from a more formal communication channel between
economic development officers, Council planning officers, the local tourism organisations and the RTO to identify tourism
product development, which could include a tourism advisory group consisting of Council representatives, a board
representative and industry.
Community Services and Amenities – Due to the geographic location of the region, the Gold Coast Hinterland is well
serviced with community services and facilities from the Gold Coast, Logan, Brisbane and Beaudesert regions. Although
there are fewer amenities available in smaller towns, in most cases, this is adequate for current market needs although
the increase of tourists into the region could lessen the availability of community services to local residents. Tamborine
Mountain has a number of art galleries and both Tamborine and Beaudesert have libraries, including an on-line library
facility. Currently, retail trading hours are limited on weekends and in the holiday season.
It will be important to ensure Local Governments are aware of possible future demands on services and infrastructure due
to increased tourism numbers, and plan accordingly.
38
TQ, through the Destination Management Division, works to coordinate the tourism response on a range of initiatives to
foster sustainable tourism growth in the destination. Key issues include:
■ Regulation of inbound tourism operators - TQ has worked closely with the Queensland Office of Fair Trading, the
Australian Tourism Export Council, key Australian and Queensland Government agencies and industry associations to
develop and implement a range of initiatives aimed at improving standards in Queensland’s inbound tourism sector,
including the regulation of inbound tourism operators (through the Tourism Services Act 2003), an international
visitor consumer education program and extensive input into the development of the industry-based voluntary draft
Tourism Export Code of Conduct .
■ Tourism Skills Development Guide – This guide has been developed for use principally by tourism skills 39
development facilitators at regional and sectoral levels to improve the identification of skills needs in the tourism
industry and to assist in developing programs to meet those needs.
■ National Visitor Safety Program - Queensland has in place a range of initiatives to improve the safety of visitors to
Queensland, including the National Visitor Safety Program. This program includes a coordinated series of initiatives
aimed at improving the safety of international visitors to Queensland and Australia including the Safety Tips for
Visitors to Australia video and booklet.
■ Tourism Orientated Policing (TOP) - The TOP project is a joint initiative of TQ and the Queensland Police Service
(QPS). Stage one of TOP project was undertaken in 2002 and involved research of tourist safety and security issues
and the past and future potential responses to tourist-related crime. Specifically for the Gold Coast, stage two of the
project will include a range of Japanese-oriented initiatives amongst other activities
■ Tourism Assistance Database (TAD) – The TAD provides a list of funding grants and programs which may be
relevant to tourism businesses and organisations. Grants and payments include a variety of State, Federal and
Commonwealth sources. The TAD is available on line at www.tq.com.au/tad
■ Tourism in Protected Areas (TIPA) - A working group comprising Government and industry representatives has
developed a series of recommendations and is working with the QPWS to improve the management of commercial
tourism operations in Queensland’s protected area network of National Parks, state forests and marine parks.
2.9.2 Access
Domestic Aviation:
TQ’s Aviation Unit regularly monitors and assesses seat capacity levels into the Gold Coast and other Queensland
destinations and works with airport partners to address any shortage of seat capacity into destinations.
International Aviation:
In partnership with the various Queensland international airports, TQ’s Aviation Unit works to optimise seat capacity into
Queensland destinations from international airports. A significant part of this work involves the production of business
cases to airlines that contain detailed market information and analysis and highlight the opportunities available should
an airline either commence services or increase services to Queensland. In addition, TQ works in partnership with
Queensland international airports and airlines to identify potential opportunities for international charter services into
Queensland airports.
2.9.3 Infrastructure
TQ works closely with stakeholders on furthering infrastructure development in the destination. There are a number of
important public infrastructure projects in the Gold Coast region that have recently been completed or currently under
construction, which will contribute significantly to the further growth of tourism, including:
■ Rainforest Way - The Rainforest Way is being developed as a key touring route in south east Queensland - northern
NSW. The Rainforest Way provides opportunities to travel through the area and visit many of the outstanding National
Parks that make up the Central Eastern Rainforest Reserves of Australia (CERRA) World Heritage Area.
■ Rainforest Interpretative Centre - The concept for developing a World Heritage/Rainforest Interpretative Centre and
40 Visitor Information Centre located in Nerang began with community consultation in 2002. The GCCC in partnership
with TQ commissioned a pre-feasibility study to determine the best approach. The report was presented to Council
in May 2002. In June 2003 GCCC awarded a tender to develop a full feasibility study for the proposed Centre.
Following the completion of the feasibility study, GCCC formalised the establishment of a locally based steering
committee in December 2004 to take the project forward. The committee is under the chairmanship of the Mayor,
with representatives from the local community, environmental interests and industry. The objective of the steering
committee is to further develop the project with a focus on issues such as investment attraction, finalisation of site
selection and further refinement of the concept.
■ GCCC Signage Strategy - The Sustainable Development Unit has been working with the Gold Coast City Council
and other stakeholders including Main Roads, Beaudesert Shire Council, Gold Coast Tourism, Brisbane Marketing
and the Gold Coast Hinterland Wine Country Association to produce a workable signage strategy for the region. The
implementation of the Food and Wine Tourist Drive completed in July 2004 was an outcome of these discussions.
■ Gold Coast Convention Centre - Construction for the new Gold Coast Convention Centre was completed in mid 2004,
which has consolidate Broadbeach as a major business and tourism centre of the Gold Coast.
2.9.5 Research
TQ has a range of research and information which is made available to the tourism industry through the website
www.tq.com.au/research, including: 41
■ Research that tracks and forecasts tourism demand and supply for Queensland and its destinations
■ Estimates of the contribution of tourism to Queensland and its destinations
■ Tools that model the impact of shocks or tourism policy initiatives on the Queensland economy
■ Standard visitor surveys that profile visitors to Queensland destinations as well as identifying issues with tourism
infrastructure, and tourism product and services
■ Research that profiles market and accommodation sectors
■ Research that assists market segmentation, and the positioning and branding of destinations
Strengths Weaknesses
Community Profile Tourism contributes 14.5% towards the local There is a perceived risk of damage to the
economy environment and local pristine environment by
tourists and the tourism industry
Destination Domestic overnight visitors increased by an There was negative growth out of New South Wales
Performance average annual rate of 3.4% between year (ex Sydney), Victoria (ex Melbourne) and Brisbane
ending June 2001 and June 2004 in holiday/leisure visitation between the year
ending June 2001 and June 2004
Visitors from Queensland excluding Brisbane International visitors decreased at an average
showed the greatest growth in holiday/leisure annual rate of 4.7% between year ending June
visitation between the year ending June 2001 2001 and June 2004, with international holiday/
and June 2004 leisure visitors dropping by 6.0%
In the year ending June 2004, the average
length of stay for international visitors was 8.4
nights, an increase of 1.4 nights compared to
the year ending June 2001
42 The Chinese, UK and New Zealand showed
and average increase in visitation from the
period June 2001 and June 2004 (16.9%,
3.6%, 0.7% respectively)
An increase of 24% in passenger numbers to
Gold Coast Airport, from 2.23 million in the
year ending September 2003 to 2.773 million
in the year ending September 2004
Over the past 3 years, the highest average Over the past 3 years, monthly occupancy levels
monthly occupancy levels occurred in January were lowest during the May and June
Marketing Internationally Gold Coast is a well-known Internationally Gold Coast is not as aspirational for
destination for the short-haul markets due to the long-haul markets as similar experiences are
its diverse range of experiences available closer to home
Strong investment by Gold Coast operators in Not an aspirational destination for the domestic
TQ stand-alone advertising program - market
$1M in 03/04
Strong publicity generated via TQ’s Destination
Publicity Unit – valued at $20M in 03/04
Highest level of advertising recall (62%) and Conversion rate is moderate (36%)
highest preference level (22%) of all
Queensland destinations
Beach holiday market is strong
Strong capability to grow MICE business,
especially with the recent opening of
Convention & Exhibition Centre
Good distribution of Gold Coast product
Positive consumer perceptions, eg. carefree, Negative consumer perceptions, eg. all high rises,
fun, friendly, active, entertaining, warm, confident over-commercialisation, crime and safety issues
Councils, Government, Community Groups, A feeling in some organisations/departments that
organisations and agencies work well together the coastal section of the region is developed
enough and is not in need of more work
Strengths Weaknesses
Tourism Services Good range of accommodation Ageing existing strata title accommodation
Good level of destination research data, Increasing proportion of accommodation stock
including R-TAM shifting from tourism to longer-term residential rental
Wide array of built and natural attractions Lack of night time activities and tour options
World class beaches Internal transport congestion, particularly on the
coastal strip and during peak periods
Access by road and air is good Intra-destinational signage is variable
Some tourism events have an international Tourism events such as Indy and Schoolies have
profile, such as Indy and Magic Millions. significant negative impacts
Other significant events include Schoolies.
Wide array of festivals and events appealing Trading hours and days do not always suit the
to a broad market base visitor market
Good hospitality infrastructure
Wide array of existing special interest activities
Existing relationship between wine and food
providers
Easy access to booking facilities
Community Services Strong community support for Tourism on the
Coastal strip as documented in the Gold Coast
Visioning Project
GCCC is supportive of appropriate new tourism
development as outlined in ‘Gold Coast, Our
Tourism City’ Policy document
Gold Coast has well established community
services
Strengths Weaknesses
Tourism Services Good range of accommodation Low mid-week occupancy
Wide array of built and natural attractions No R-TAM research in the Hinterland
Increasing profile for Health Retreats Lack of understanding of the distribution network,
eg. commissions
Designated World Heritage Area (CERRA) Variable standard of National Park facilities and
maintenance
Increasing number of wineries with cellar doors The non coastal community is divided between
those involved in the tourism industry and those in
agriculture, horticulture and the equestrian industries
Growing number of niche tours and activities Trading hours and days do not suit the visitor
across the region market
Access by road and air is good Intra-destinational signage is variable
44 Gold Coast Hinterland themed route program Limited networking between the 4 accredited VICs
Wide array of festivals and events appealing No accurate tourism information provision in BSC
to a broad market base due the inability for accredited VICs to communicate
Good hospitality infrastructure
Wide array of existing special interest activities
Community Services GCCC is supportive of appropriate new tourism Community support for tourism varies within the
development as outlined in ‘Gold Coast, Hinterland, eg. NO Way Cableway
Our Tourism City’ Policy document
Due to the geographic proximity to major Primary industries are still the dominant economic
centers, the hinterland has access to well driver in this region
established community services
Many operators and businesses do not relate to the
branding that GCT has developed for the region
and do not relate to being a GC business
There is a lack of understanding of how tourism
impacts, both in a positive and negative way, on
the economy, community and general business
Less amenities available in the small towns and
this may decrease with increased tourists
Stakeholders and Strong investment by State and Local The industry in the Hinterland is emerging
Partnerships Government in tourism
GCCC Tourism Branch within the Economic
Development and Major Projects Portfolio
Opportunites Threats
Industry Trends Tendency to short break holidays Continued travel market fragmentation
Trends in travel patterns for more Increasing expectations of quality experiences and
frequent holidays customer service
Internet and E-commerce developments – Increased competition through greater access to
implications for access, distribution and direct information due to internet
booking channels
Competitors The Gold Coast is more competitive than its Increasing competitiveness of competitor
key competitor destinations destinations, i.e. Sunshine Coast and Northern NSW
Stronger appeal of Gold Coast in relation to Stronger appeal of some competitor destinations,
key competitor destinations i.e. SE Asia, TNQ and Whitsundays
Yield potential of the growing Beach Holiday Strengthening Aussie dollar and increasing
market is high affordability of overseas travel
Legal/Political Instability in global political climate - threat of Instability in global political climate - threat of war
war and terrorism and terrorism
Federal/State/Local Government involvement Lack of coordination between all levels of
and policies on tourism and environment Government regarding tourism
Government recognition of the benefits of Native Title – potential impact on National Parks
tourism and key natural attractions
Public liability insurance - potential impact on
events, attractions and operators
Variable commitment level for tourism within Local
Government
Potential for the Commonwealth to bypass State 45
Governments and deal directly with regional bodies
Policies on environmental protection – limits
development options and tourist access
Socio Cultural Perception of domestic safety in the context High level of competition for disposable income
of the global threat of war and terrorism
Ageing population with increased disposable
income and leisure time
Interstate migration – increasing population
and VFR
Increased work pressures and desire for
work/life balance
Traditional family structure changing –
smaller family units and more couples
Population growth in urban and coastal areas,
eg. in the source markets of SEQ
Economic Increased consumer confidence and Variable value of Australian dollar and impact on
implications for holiday spending exchange rates
Availability of public funds – to enhance the
range, diversity and standard of tourism
infrastructure
Environmental Increased tourism leverage off the value of Impacts of natural disasters, including cyclones,
World Heritage and other protected areas fire and drought
Increased awareness of the values of the Land clearing – impacts on attractiveness and
natural environment and sustainability environmental reputation
Access and visitor infrastructure in National Parks
Technology Rapid innovation in Falling behind in communication and distribution
communication/distribution technologies technologies
Rapid innovation in transportation technologies
Based on this analysis, the following section outlines Tourism Queensland’s strategic response to the situation with the
aim to recommend the most effective strategies that will better position the destination in the marketplace for longer-term
tourism benefit. It outlines market targeting and positioning strategies appropriate to the circumstances and a range
of specific operational strategies to better focus development and marketing efforts, and enhance the prospects for
sustainable tourism growth and development. Key strategic topics arising from this analysis that will be addressed in the
following section include: International Marketing, Domestic Marketing, Development and Partnerships.
46
Tourism Queensland and GCT will strive to enhance the development and marketing of the Gold Coast in partnership
with industry, Government and the community. This will be achieved through the promotion of the Very GC marketing
campaign to key domestic and international markets. The development of the Gold Coast will be achieved through
identification of sustainable development opportunities and working with key stakeholders to advance these opportunities.
Over the next three years TQ will focus its efforts on the key issues identified within this plan. Specifically these issues are
to:
■ Maintain the Gold Coast’s position as Australia’s premier holiday destination and increase market share of high yield
domestic and international market segments.
■ Strengthen partnerships with key stakeholders in the region to enable a more coordinated and strategic approach to
destination development
■ Focus destination branding activities towards high yielding segments in the domestic geographic markets of Sydney
and Melbourne. 47
■ Ensure the effectiveness of the Gold Coast branding and its alignment with the destination’s positioning
■ Continue cooperative marketing programs to provide cost effective opportunities for industry partners to benefit from
working with the destination brand
■ Encourage transport planners to consider the needs of tourists in future planning activities
■ Nurture growth opportunities within niche market segments such as backpackers, food and wine tourism, events,
ecotourism education tourism
Key Market
TQ utilises a Brian Dermott and Associates (BDA) targeting strategy that effectively filters out low yield travellers and
those who do not identify the Gold Coast as a preferable holiday destination. This filtering process identifies high yielding
segments referred to as most profitable prospects. By targeting these high yielding segments, TQ ensures its marketing
activities achieve the highest return on investment.
Beach Holiday Typical Aussie summer Sydney Spent $200 or greater per Recommended
holiday, 2 weeks of sun, Melbourne night on last trip or a total of Target Market
surf and entertainment $2000 or greater on last trip
Big Tour 2 week touring, Sydney Spent $200 or greater per Not Recommended
mostly by car Melbourne night on last trip or a total of
$2000 or greater on last trip
Getaway 1-2 week holiday escape to Sydney Spent $200 or greater per Recommended
unwind, a one stop holiday Melbourne night on last trip or a total of Target Market
48 $2000 or greater on last trip
VFR Primary purpose of trip is Sydney Spent $200 or greater per Not Recommended
to visit friends or relatives Melbourne night on last trip or a total of
$2000 or greater on last trip
Short Breaks Short stay holiday, 1-3 Sydney Spent $200 or greater per Not Recommended
night stay, rest and relaxation Melbourne night on last trip or a total of
$2000 or greater on last trip
Fly and Stay Fly to resorts for a week of Sydney Spent $200 or greater per Not Recommended
indulgent and luxurious Melbourne night on last trip or a total of
relaxation $2000 or greater on last trip
Grand Tour The trip of a lifetime Sydney Spent $200 or greater per Not Recommended
Melbourne night on last trip or a total of
$2000 or greater on last trip
Education Short haul international visitation based on short term English language classes.
Young single women, and couples aged between 25 and 34 years.
Long haul markets (eg. US.)
Food and Couples aged over 25 from Brisbane/SEQ for a short break or daytrip.
Wine Tourism May travel with friends or hire a tour bus.
They want to experience an authentic regional wine and food experience or event.
Backpacker International visitors staying in youth hostels or backpacker accommodation
Ecotourism Mid life couples and singles from Japan, NZ, US, UK, Europe and Asia
Primary Markets
Japan Office ladies (OLs) Primary Aged: 30-39 Primarily women without children, who seek
“healing”/wellness, shopping, sightseeing, resorts,
Young office ladies Primary Aged: 20-29 rejuvenation, relaxation, natural/ scenic attractions
(YOLs) and education. Average stay is 1 week.
Families Primary Wish to spend family time together. See natural wonders, visit wildlife
parks/zoos and visit amusement/ theme parks. Rest and relax at 1 or
2 destinations and prefer standard hotel accommodation.
Honeymooners Primary Couples between 18-34 years, travelling for honeymoons/overseas
weddings. Appeals are natural wonders, experiencing different
customs, famous sights/ places, natural environment, special interest
activities and quality beach resorts.
Education market Primary Interested in the English language, skill development and specialised
courses. Other activities are interaction with locals, homestay, nature,
adventure and sightseeing.
MICE Primary Businessmen and professionals, aged 35-60 years. Includes
company travel for meetings, incentives, conventions and 49
exhibitions, and pre and post convention tourism experiences.
Special interest travel Secondary Small or large groups travelling for a key interest/pursuit, eg.
birdwatching, hiking/walking, golf, hobby-based clubs.
Jukunen Secondary Aged: 50-64 See themselves as ‘young, active and healthy’.
Silvers Secondary Aged: 65-79 Interested in visiting natural/scenic and historic/
cultural attractions. Long stay is on the increase.
New Zealand Experienced Primary Young couples and singles who like to visit for a short city break,
youthful traveller an event or a beach/resort holiday.
Empty nesters Primary Non-retired couples travelling without children who are looking to
experience ‘real Australia’. They are likely to visit city gateways,
experience new destinations, interact with locals and attend events.
Korea Honeymooners Primary Middle class couples aged 25-35 years. Desired experiences are
resort accommodation, theme parks, wildlife and relaxation.
GIT Primary Middle class group travellers aged over 25 years. Price driven
segment that stay in 3 to 4-star accommodation and require a
Korean-speaking guide. Desired package inclusions are nature,
wildlife and the icon cities.
FIT Primary Experienced travellers aged 20-45 years, with bi-lingual language
ability. Utilise accommodation from backpackers to 4-star and are
longer stay visitors. Desire a relaxing experience, the opportunity to
mingle with locals and travel by coach.
Golf tours Primary Upper income small groups aged between 30-55 years. They
prefer to play in signature courses and the focus is on quality
accommodation and meals.
Incentive groups Secondary Company paid trip for reward purposes. Range from budget to high
quality depends on the corporation and the travelling group. Desired
experiences include golf, shopping, Australian wildlife and Theme
Parks.
50
Destination Image/Personality
■ Vibrant
■ Sophisticated
■ Confident
■ Chic
■ Luxurious
■ Entertaining 51
■ Engaging
Competitive Differences
The Gold Coast truly has a uniquely sophisticated style- world class beaches, an abundance of quality activities and
attractions, a range of theme parks, exciting nightlife, varied shopping experiences and a wide range of luxurious
accommodation options. Behind the dunes, the Gold Coast hinterland offers quaint country towns and villages, wineries,
art galleries and craft centres and World Heritage pristine rainforest.
Positioning Statement
“Australia’s Gold Coast, the most vibrant experience you will ever have. Australia’s Gold Coast is a microcosm of the
Australian lifestyle. Rich in colour and diversity, the region is synonymous with glorious weather, health, vitality and
life itself. The environment is as diverse as the people creating an atmosphere of freedom, excitement and passion.”
Destination Brand
International Positioning
From an international market perspective the focus is on positioning “Australia’s Gold Coast” as a safe holiday experience
with amazing beaches, access to nature-based attractions and activities in the hinterland region, combined with a range
of shopping experiences and other built attractions such as theme parks. In short-haul Asian and Japanese markets,
the Gold Coast can be considered as a stand-alone destination as are therefore marketed under the Very GC branding
campaign. Research undertaken in Japan has revealed a high level of appeal for the Very GC brand. From the point of
view of longer haul markets, the Gold Coast is positioned as an intrinsic part of a diverse “Southern Queensland” holiday
experience. Further information on positioning for specific source markets can be found in the Tourism Queensland
International Blueprints.
52
Marketing
- International
Goal: Enhance sustainable tourism industry growth and profitability through a strategic destination approach to the
distribution of tourism information, products and services in key international markets
Marketing
- Domestic
Goal: Enhance sustainable tourism industry growth and profitability through a strategic destination approach to
marketing in key domestic markets
Development - Coastal
Goal: Enhance sustainable tourism industry growth and profitability through a strategic approach to tourism research,
policy and planning and the enhancement of visitor products, services and infrastructure
Development - Hinterland
Goal: Enhance sustainable tourism industry growth and profitability through a strategic approach to tourism research,
policy and planning and the enhancement of visitor products, services and infrastructure
Partnerships
Goal: Enhance sustainable tourism industry growth and profitability through effective partnerships and alliances with
key government, industry and community stakeholders
3.5 IMPLEMENTATION
The Gold Coast Destination Management Plan has been developed over a lengthy period of research and consultation and
will be used as the basis to engage regional tourism stakeholders on tourism development and marketing issues. It is not
intended as a regional tourism plan but as a strategic directional document to guide the planning processes and programs
of Tourism Queensland and key stakeholders.
The plan will be distributed through TQ and the RTO and will be available on-line through TQ’s Destination Knowledge
Bank, along with a range of supporting material. As discussion and development proceeds and as new research becomes
available, the plans will be reviewed and refreshed on a regular basis.
The key ideas and strategies in this plan will be implemented through the annual business plans of TQ in partnership with
the RTO and key industry partners. It is envisaged that these ideas and strategies will also inform the action plans of all
stakeholders with an interest in a consistent, research based approach to the sustainable and profitable development of
tourism in the region.
59
Length Travel Type of Motivation or
of Stay Party Transport Special Interest
• Day trip • Single • Self drive • Rest/relax
• 1-2 nights • Couple • Fly • Action/adventure
• 3-7 nights • Young families • Fly/Drive • Health
• 8-14 nights • Family/friends with kids • Coach – Group • Social
• 15 nights + • Family/friends without kids • Coach – FIT • Family
• Group touring party • Train • Culture/heritage
• In transit • Sports
• Shopping
• Special event
• Eco/nature-based
• Type of special interest or
specific product appeal
Socio-economic Household
Groupings Lifecycle Stages
A - Higher managerial, admin or professional • Young singles (under 45 years)
$60,000 + p.a. no children
B - Middle managerial, admin or professional • Young couples (under 45 years)
$45,000 - $60,000 p.a. no children
C1 - Supervisor or clerical, jnr manager • Young parents (under 45 years)
$35,000 - $45,000 p.a. with children
C2 - Skilled workers • Mid-life families (45-64 years)
$25,000 - $45,000 p.a. children at home
D - Semi-skilled and unskilled workers • Mid-life household (45-64 years)
$25,000 - $35,000 p.a. no children at home
EF - Pensioners, unemployed, casual/part-time workers • Older households - Persons aged 65+ or retired
less than $25,000 p.a.