dominica tourism marketing plan
TRANSCRIPT
Dominica Tourism Destination Marketing Plan Kristy Morris
Dominica Tourism Destination Marketing Plan
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Dominica Tourism Destination Marketing Plan Kristy Morris
Dominica Tourism Destination Marketing Plan
By:
Kristy Morris
Submitted to
Lecturer Jennifer Barrow
TOUR 6050 Strategic Marketing for Tourism and Hospitality
Department of Management Studies
Faculty of Social Sciences
Cave Hill, University of the West Indies
November 3, 2014
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Dominica Tourism Destination Marketing Plan Kristy Morris
Executive Summary
The main purpose of this tourism destination marketing plan for the Caribbean island of Dominica is to provide strategic direction for tourism marketers to improve Dominica’s overall tourism product and marketing efforts. First, the overall goals are outlined which serve the purpose of enhancing the tourism product of Dominica from a marketing perspective. They involve introducing strategies to promote Dominica as an appealing destination and as a result, will increase Dominica’s share of global visitors. Secondly, the tourism product is observed using the Six (6) A’s framework (Buhalis, 2000). It was discovered that tourism development has been slow in Dominica compared to neighboring islands. It is also suggested that Dominica develop a new positioning strategy featuring brand personality and emotional benefits. Throughout the situational analysis, the top three (3) source markets for Dominica were discovered. They include the French West Indies, the US and the Commonwealth Caribbean. Additionally, Dominica’s product offering attracts nature and adventure tourists.
It was also observed that experience tourism is currently one of the fastest growing segments of the industry. A competition analysis was conducted to observe the main competitor destinations of Dominica, which include Guadeloupe, Martinique and St. Lucia. Based on the research findings, a marketing plan was then created. The marketing plan objectives include; to diversify the tourism product to achieve greater tourist arrivals during slower tourism months, to generate nature tourists from other source markets and to reposition Dominica as a nature destination with more emphasis on cultural experiences. The strategies to achieve the objectives include the following:
Product Strategy 1: Use nature as the focal point to offer diversified experiences for visitors.
Product Strategy 2: Appeal to a global market using enhanced cultural activities and events.
Price Strategy 1: Conduct market research to determine how much travelers are willing to spend on an eco-tourist destination.
Price Strategy 2: Constantly monitor prices in competitor destinations. Distribution Strategy: Encourage more personal engagement through channels
using a selective distribution strategy. Advertising Strategy: Use new brand positioning to feature Dominica as a “must
visit” all natural experience destination. Sales Promotion Strategy: Stimulate consumers to make bookings with direct
referrals from social media. Public Relations Strategy: Maximise positive media coverage of Dominica. Personal Selling Strategy: Develop relationships with international niche segment
groups to encourage travel to Dominica.
Lastly, it was observed that Dominica can focus on being an eco-tourist destination showcasing a natural way of living life and offering great experiences at the same time to visitors.
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Table of Contents
Introduction 1Goals 1
Situational Analysis 1-4 Tourism Product 1Market Positioning 2SWOT Analysis 2
Market Analysis 4-6Geographic Regions 4Market Segments 4 Market Trends 5
Competition Analysis 6 Marketing Planning 6-12
Objectives 7 Target Market 7 Marketing Mix 8
Product 8 Price 9 Place (Distribution) 9Promotion 10
Implementation & Control 12 Conclusion 13 Reference List 13-15Appendices 16-28
Appendix A: Dominica’s Tourism Product 6 A’s Framework 16Appendix B: Introduction to Marketing Activity Tables 17Appendix C: Product Strategy 1 Action Plans 18Appendix D: Product Strategy 2 Action Plans 19Appendix E: Price Strategy 1 Action Plans 20Appendix F: Price Strategy 2 Action Plans 21Appendix G: Advertising Strategy Action Plans 22Appendix H: Sales Promotion Strategy Action Plans 23Appendix I: Public Relations Strategy Action Plans 24Appendix J: Personal Selling Strategy Action Plans 25Appendix K: Distribution Strategy Action Plans 26Appendix L: Cont’d Distribution Strategy Action Plans 27 Appendix M: Dominica Year 1 Estimated Marketing Budget 28
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Introduction
The tourism industry is considered to be one of the most important pillars to the
economy of Dominica (Dominica Ministry of Tourism, 2013). It is imperative for tourism
officials to not only use marketing as a tool to attract visitors to Dominica, but also use it as a
method to enhance destination sustainability (Buhalis, 2000). The purpose of this destination-
marketing plan is to provide the framework and strategic direction for tourism stakeholders to
improve Dominica’s overall tourism product and marketing efforts.
Goals
The main goals of this plan include:
1. Discover opportunities to enhance the tourism product of Dominica through
sustainable practices.
2. Provide integrated marketing strategies to promote Dominica as an appealing
competitive destination.
3. To increase Dominica’s share of global visitors, primarily focusing on niche market
segments.
Situational Analysis
Tourism Product
According to Briggs (2001), the first step in developing a marketing plan is to
conduct an analysis of the current product being offered. Buhalis (2000) claims that
destinations are mixtures of tourism products providing an integrated experience to
consumers. Dominica’s tourism product is comprised of environment based natural
attractions, facilities, amenities, services and supporting economic infrastructure. To
evaluate Dominica’s tourism product further, the Six (6) A’s Framework by Buhalis
(2000) is located in Appendix A.
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Due to Dominica’s landmass being mostly volcanic and with the lack of
traditional white sand beaches, tourism development has been slow in comparison to
neighboring islands. However, there was a small growth in cruise tourism due to the
development of modern docking and waterfront facilities (Dominica Ministry of
Tourism, 2013).
Market Positioning
The Discover Dominica Authority (2013), has branded the country as “The
Nature Island” placing emphasis on its natural characteristics. This approach seems to
be somewhat effective for a small island developing state (SIDS) like Dominica, as it
tends to attract the alternative allocentric eco-tourist (Nathan Associates Inc., 2010).
Although Dominica has unique natural tourism assets, it has not always been
positioned in a way to reap larger numbers in this segment. According to Kozak and
Baloglu (2011), positioning strategies do not have to be limited to functional attributes
of a destination consisting of attractions, facilities, services and friendly people.
Dominica can also position itself based on emotional benefits and brand
personality (Bhat and Reddy, 1998). A new positioning strategy for Dominica could
appeal to those markets seeking self-discovery, potentially shifting the positioning
from “The Nature Island” to “Discover Your Natural Self or “Experience The Natural
Way of Life.”
SWOT Analysis
After observing the existing literature, a SWOT analysis was conducted to determine
the internal and external factors influencing the marketing of Dominica’s tourism product.
Strengths
A rugged terrain well suited for adventure, eco and nature activities;
Strong and unique cultural heritage due to the mixture of English, French,
African and Carib peoples (Discover Dominica Authority, 2013);
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Various accommodation types ranging from luxury resorts, hotels, and intimate
villas, cottages and apartments (Discover Dominica Authority, 2013);
Diverse combination of entertainment consisting of local festivities and
celebrated international performances (Discover Dominica Authority, 2013);
Existing brand awareness, internationally and nationally known as “The Nature
Island”;
Active and engaging social media platforms;
Weaknesses
Absence of structured, consistent marketing research and data collection for effective decision-making (Nathan Associates Inc.);
Existing widespread confusion among mainstream market segments between Dominica and the Dominican Republic (Robert Cleverdon Associates, 2002);
Lack of direct air access for international travelers;
Difficulties associated with intra-regional transportation in particular to air
travel
Inconsistent signage in road systems, also very limited signage for tourist
attractions (Dominica Ministry of Tourism, 2013);
Opportunities
Collaborating more with all stakeholders to promote a wholesome and vibrant
tourism product;
Developing packaging and promoting health and wellness tourism embracing
natural elements of Dominica;
Establish further promoting of cruise tourism;
Enhancing cultural tourism by promoting festivals, village feasts and local
cuisine on a wider scale;
Threats
Limited air access along with high airfares to Dominica;
Traditional source markets now becoming direct competition;
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The spread of contagious diseases that restrict global travel;
Potential natural disasters;
Market Analysis
Geographic Regions
Tourism arrivals only amounted to 78, 277 visitors in 2013 resulting in US$82
million in tourism receipts (UWTO, 2014). The top three (3) source markets for
Dominica include travelers from the French West Indies, the US, and Commonwealth
Caribbean (Dominica Ministry of Tourism, 2013). Figure 1 displays a table with each
geographic region and their total number of visitors.
Figure 1: Geographic segmentation of top three source markets
Region Stay Over Arrivals
French West Indies 22,373
US 18,049
Commonwealth Caribbean 11,918
Source: Dominica Ministry of Tourism 2013 Statistics
Market Segments
Based on Dominica’s product offering it tends to attract two main types of
travelers, which include nature and adventure tourists (Dominica Ministry of Tourism,
2013). The WTO (2014) describes nature or eco-tourists as travelers classified as “dinks”
(double income, no kids), “empty nesters” (mid aged couples whose children have left
home); and “seniors”. Eco-tourists are usually more prosperous, well educated, mature and
environmentally conscious. They are also typically experienced overseas travelers with a
goal of seeing, experiencing and appreciating the natural environment. They tend to be
older than 30 and are equally split between males and females (Robert Cleverdon
Associates, 2002).
On the other hand, adventure tourists are classified by the WTO (2014) as “young”,
“dinks” and “empty nesters”. Typical adventure tourists are well educated, well travelled,
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aged 40 or younger, and are at the peak of their careers with a high disposable income.
They are also split between males and females. (Robert Cleverdon Associates, 2002).
Market Trends
According to the UNWTO’s (2014) long term forecast, international tourist arrivals
are projected to increase by 3.3% annually through to 2030. This forecast creates some
opportunities for Dominica. Market trends involve a growing component of the market
desiring “experiential” tourism (Dominica Ministry of Tourism, 2013). The UNWTO (2014)
identifies this as one of the fastest growing segments of the industry. Based on these positive
forecasts, Dominica has an opportunity to grow its tourism sector. Its niche tourism product of
nature, heritage, cultural and soft adventure resources is effectively placed to meet the
demands from tourists searching for experiential tourism products in those areas. Moreover,
Dominica can market itself as one of the few culturally authentic destinations in the Caribbean
(Dominica Ministry of Tourism, 2013).
From a technological perspective, the interest in experiential tourism has been
enhanced with new technology available to customers and tourism industry organisations
(Dominica Ministry of Tourism, 2013). Differentiated products and services can be offered
online to specific market segments. Destinations can target specific groups and match them
with their resources through web-based portals and offer assistance to trip planning and
fulfillment. This trend is evident in the creation of online promotional techniques and the
capability for customers to make and personalize bookings through various travel websites.
Consumers nowadays are more empowered and play an active role in the creation of their
travel experiences (Prahalad and Ramaswamy, 2004). Therefore, it is important for
destination marketers to predict consumer needs to foster enhanced experiences and provide
more value for their customers (Neuhofer, Buhalis, Ladkin, 2014).
Competition Analysis
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According to Kotler et al. (2010), it is necessary for marketers to not only adapt to the
needs of customers, but also adapt to the strategies of other companies catering to similar
markets. According to the Dominica Ministry of Tourism (2013), three (3) current
competitors for Dominica are Guadeloupe, St. Lucia and Martinique. These are all considered
to be nature-based eco-tourist destinations within the region and they all feature emphasis on
Creole culture, similar to Dominica.
Guadeloupe recently introduced marketing strategies to tap into the US market by
opening a tourism destination office in New York and offering direct flights from the US to
Guadeloupe (Brittel, 2013). On the other hand St. Lucia is placing effort into expanding its
UK market by creating more business relationships with UK tour operators (St. Lucia
Tourism Board, 2014).
As Martinique experiences challenges with air connectivity from the US to
Martinique, attempts to tap into the US market are being made by expanding their cruise ship
ports to attract Miami based cruise lines (Myers, 2013). Dominica contains a wide variety of
unique natural assets that appeal to an increasing number of visitors. These unique natural
features are in short supply in competitor countries, which gives Dominica a competitive
advantage in exploiting this market (Robert Cleverdon Associates, 2002).
Apart from promoting its natural elements, Dominica can also consider diversifying its
product offerings to appeal to new markets (Nathan Associates Inc., 2010).
Marketing Planning
Objectives
According to Briggs (2001), marketing objectives for destination marketing
managers should be related to positioning or new product development. Other
literature by Kotler et al., (2010) states that marketing objectives should be
quantitative, time specific and profit margin specific. The following marketing
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objectives can be used to guide marketing managers in Dominica in enhancing
marketing coordination for the short term.
To diversify the tourism product of Dominica to achieve greater tourist arrivals
during slower tourism months (Discover Dominica Authority, 2013).
To generate more nature tourists from other source markets (Nathan Associates
Inc., 2010).
To re-position Dominica as a nature destination with emphasis on its wide
range of diverse cultural experiences (Dominica Ministry of Tourism, 2013).
Target Market
Cooper et al., (2005) suggest that the target market is a reference point for
making marketing decisions in terms of how the marketing mix should be planned.
Origanisations can create target markets using two approaches. The first approach uses
undifferentiated marketing that targets the whole market with some marketing mix.
The second involves concentrated marketing, which targets one segment with one
marketing mix (Wood, 2004). According to Nathan Associates Inc. (2010), Dominica
has the capability to expand to new markets using a concentrated marketing approach.
Apart from improving air access issues for travelers in existing markets,
Dominica can make attempts to target other markets that are a source of nature
tourists, such as France, Italy and the Netherlands (Nathan Associates Inc., 2010).
Additionally, more efforts can also be made to target students and educational groups
who would appeal to learning in a natural setting (Nathan Associates Inc., 2010).
Market research can be conducted based on these groups to determine which
geographic areas contain travelers who would appeal to Dominica.
Following that, a market and feasibility study can be undertaken for these two
target groups to determine the forecasted return on investment and growth potential
based on traveler origin and airlift access factors. The market study will help
destination marketers in Dominica observe how nature tourists make their purchasing
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decisions and the feasibility study will signify which groups are most profitable in
targeting (Nathan Associates Inc., 2010).
Marketing Mix
Kotler (2000) describes the marketing mix as the set of marketing tools
organisations use to pursue its marketing objectives in the target market. The
marketing mix refers to the decisions made in relation to the 4 P’s that consist of the
Product, Price, Promotion and Place. The following sections propose strategies for
each supported with action plans located in Appendix B-L.
Product
The product includes everything from intangible services or tangible products
that consumers obtain to satisfy their wants and needs (Cooper et al., 2005). The
overall tourism product of Dominica can be enhanced using the following strategies.
Product Strategy 1: Use nature as the focal point to offer diversified experiences for visitors.
The primary tourism attractions are mainly nature-based, however other products can be
developed out of them (Dominica Ministry of Tourism, 2013). Additionally, according to
Robert Cleverdon Associates, (2002), consumer demand for tourism based around natural
features of a destination will continue to grow faster than mainstream holiday demand. Please
see Appendix C for action plans to support this strategy.
Product Strategy 2: Appeal to a global market using enhanced cultural activities and events.
Keefe (2003) suggests that there is a new interest among travelers to engage in cultural
experiences during their trips. Existing literature by Hinds (2014) and Marketo Inc. (2012)
both state that special cultural events can help build destination brand awareness and
positively engage visitors on a deeper level. Please see Appendix D for action plans to support
this strategy.
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Price
After the tourism product is enhanced, the price indicates how much
consumers will pay to utilize tourism products and services in Dominica (Ehmke,
Fulton and Lusk, 2005). Using the following strategies can help tourism marketers
determine the right price to set the tourism product.
Price Strategy 1: Conduct market research to determine how much travelers are willing to spend on an eco-tourist destination.
Crouch (1991) states that it is evident that international travelers are sensitive to price.
However, Nathan Associates Inc. (2010) mentions that there is no accurate information
pertaining to how price sensitive eco-tourists are to trips specifically to Dominica. Due to the
ongoing changes in the market, conducting market research in this area is necessary on a
continuous scale. (Pirnar, Bulut & Eris, 2012) Please see Appendix E for action plans to
support this strategy.
Price Strategy 2: Constantly monitor prices in competitor destinations.
Existing literature states that in tourism destinations, the price entails the travel costs to and
from, as well as the costs incurred within a destination (Dwyer, Forsyth and Rao, 2001).
According to Forsyth and Dwyer (2009), it is important to pay attention to prices in other eco-
tourism destinations as the impact of competing destinations has a positive influence on the
demand for international tourism. For example a rise in price to one destination can increase
visitor numbers in substitute destinations (Forsyth and Dwyer, 2009). Please see Appendix F
for action plans to support this strategy.
Place (Distribution)
The place involves the distribution process of the product. Kotler et al., (2010)
describes a distribution channel as a set of independent companies involved in the
process of making the product or service available to the customer.
Distribution Strategy: Encourage more personal engagement through channels
using a selective distribution strategy.
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The purpose of this strategy is to develop stronger connections for both direct and indirect
distribution channels for Dominica to create better value for consumers (Nathan Associates
Inc., 2010). Please see Appendix G for action plans to support this strategy.
Promotion
Morgan1996) describes promotional activities as any action created to
encourage or advance sales of the product or service. This is done by communicating a
message about the product to the target market. The message can be delivered to
consumers in person or through the media. The choice of media is often referred to as
the communications mix (Morgan, 1996). The following strategies can be used as a
guide in creating an effective promotional mix.
Advertising
According to Kotler et al., (2010), advertising is any paid form of non-personal
presentation and promotion of ideas, goods, or services by an identified
sponsor.
Advertising Strategy: Use new brand positioning to feature Dominica as a “must visit” all natural experience destination.
The focus of this strategy is to increase awareness and generate interest in
developing markets. According to Kozak and Baloglu (2011), the brand image
can be integrated using ongoing communication platforms such as:
- Social media
- Official destination website
- Event sponsorship
- Specialty publications and collateral material
- Trade show displays
- Print advertisements
Please see Appendix H for action plans to support this strategy.
Sales
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Kotler et al., (2010), describes sales promotions as a diverse collection of
incentive tools created to stimulate a faster and greater purchase of a product or service
by consumers.
Sales Promotion Strategy: Stimulate consumers to make bookings with direct
referrals from social media.
This strategy can help improve social media and engagement and build Dominica’s
brand awareness to social media users (Shankman, 2013). Please see Appendix I for
action plans to support this strategy
Publicity & Public Relations
Publicity involves communication in a news story about an organization
passed on through the media at no cost. Public Relations is creating good relations
with the public and appropriately handling unfavorable events or rumors (Kotler,
2000).
Public Relations Strategy: Maximise positive media coverage of Dominica.
This strategy will help Dominica be featured in the news to build more awareness. Media
outlets covering culture and environmental aspects can be targeted as they can provide
regular exposure. Increased media coverage can lead to an increased awareness of
Dominica as an enhanced nature based cultural destination (Duncanson et al., 2010).
Please see Appendix J for action plans to support this strategy.
Personal Selling
Personal selling is a presentation by an organisation’s sales team to make sales and
build customer relationships (Kotler, 2000).
Personal Selling Strategy: Develop relationships with international niche segment
groups to encourage travel to Dominica.
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This strategy can help market Dominica’s natural setting as an attraction for educational
and other travel groups who appeal to eco-tourist destinations. (Nathan Associates Inc.,
2010). Please see Appendix K and L for action plans to support this strategy.
Implementation and Control
As the last part of the marketing plan, constant monitoring of marketing expenditure is
needed to ensure that budgets are not exceeded. A budget outlining the total estimated costs is
located in Appendix M. The performance of the marketing mix should also be continuously
evaluated to ensure the plan is achieving its objectives (Davidson and Rogers, 2006). Briggs
(2001) also suggests that a market research program be developed to gather information
towards the end of the first year to evaluate and review marketing activities to enable
appropriate planning for the following year.
Conclusion
In essence, Dominica can focus on being an eco-tourist destination showcasing a
natural way of living life and offering great experiences for its visitors. According to Robert
Cleverdon Associates (2001), most travelers favor more natural destination experiences.
Dominica can promote its tourism product in a way that reflects a unique way of conducting
everyday life in an environmentally sustainable way. (Dominica Ministry of Tourism, 2013)
This concept can transcend in all local businesses and throughout communities so that the
entire country benefits. At the same time, tourists are able to see Dominica live up to the true
meaning of its creed.
(Word Count: 2,998)
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References
Bhat, S and Reddy, S. "Symbolic and functional positioning of brands." Journal of Consumer Marketing 15, no. 1 (1998): 32-43.
Briggs, S. Successful Tourism Marketing: A Practical Handbook . Vol. 2. Kogan Page Limited , 2001.
Brittel, A. Growing the Guadeloupe Islands . 2013. http://www.caribjournal.com/2013/01/21/growing-the-guadeloupe-islands-brand/#.
Buhalis, D. "Marketing the compeitive destination of the future." Tourism Management , 2000, 1-16.
Caribbean Tourism Organization . Latest Tourism Statistics Tables. 2014. http://www.onecaribbean.org/statistics/latest-tourism-statistics-tables/.
Caribbean Tourism Organization. "Latest Tourism Statistics Tables 2013." 2014. http://www.onecaribbean.org/statistics/latest-tourism-statistics-tables/ (accessed 10 30, 2014).
Chemonics International., Dominca Sustainable Tourism Policy & Marketing Strategy. (2007): 14-15
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Davidson, R. and Rogers, T. Marketing Destinations and Venues for Conferences, Conventions and Business Events. Oxford: Butterworth-Heinemann, 2006.
Delphis Ltd. Information For Passengers Arriving in Dominica On Cruise Ships. 2014. http://www.avirtualdominica.com/cruiseships.cfm#todo (Accessed October 30, 2014).
Discover Dominica Authority . We are Dominica . 2013. http://www.dominica.dm/index.php/where-is-dominica (Accessed October 18 , 2014).
Dominica Yellow Pages . Find a Business . 2012. http://dominicayp.com.Dominica Ministry of Tourism. National Tourism Policy 2020. CHL Consulting Ltd. , 2013, 1-19.
Duncanson, D., Watling, E., Penn, T., Mackenzie, I. City of Armadale Tourism Destination Marketing Strategy . Kirkgate Consulting , 2010.
Dwyer, L., Forsyth, P. and Rao, P. "The Price Competitiveness of International Tourism Destinations." OECD Seminar On Purchasing Power Parties . Washington, DC, 2001.
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Ehmke, C., Fulton, J. and Lusk, J. "Marketing's 4 P's: First Step For Entrepreneurs." 2005: 1-2.
Forsyth, P., and Dwyer, L. "Tourism Price Competitiveness ." World Economic Forum , New South Wales , 2012.
Garrod, Fyall and. Tourism Marketing: A Collaborative Approach. North York, Ontario: Channel View Publications , 2005.
Keefe, C. Travelers' Desire To Experience History And Culture Stronger Than Ever. 2002. http://www.hospitalitynet.org/news/4016407.html.
Kotler, P. "Developing the Marketing Mix ." Pearsoned.ca. http://www.pearsoned.ca/highered/divisions/virtual_tours/kotler/kotler_ch13.pdf. Marketing Management: Analysis, Planning, and Control . Vol. 8. Prentice Hall Inc. , 1991.
Kotler, P., Bowen, J., Makens, J. Marketing for Hospitality and Tourism . Prentice Hall , 2010.
Marketo Inc. "The Definitive Guide to Event Marketing ." 2012.
Morgan, M. Marketing for Leisure and Tourism. . Hertfordshire: Prentice Hall, 1996.
Myers, G. Martinique's challenge: Luring U.S. visitors . 2013. http://www.travelweekly.com/Caribbean-Travel/Luring-US-visitors-a-challenge-for-Martinique/.
Nathan Associates Inc. "Dominica National Investment Strategy and Action Plan." 2010.
Neuhofer, B., Buhalis, D., Ladkin, A. "A typology of technology enhanced experiences." International Journal of Tourism Research , 2014: 1-11.
Pirnar, I., Bulut, C. and Eris, E.D. "Improving the performance and competitiveness of tourism establishments by means of innovations: trends and applications." 1st International Conference Competition and Innovation in Tourism . 2012. 133-143.
Prahalad, CK. and Ramaswamy, V. "The Future of Competition: Co-creating unique value with customers." 2004
Robert Cleverdon Associates,. "The Waitukubuli National Trail: Market Profile and Marketing Strategic Analysis." Waitukbuli Ecological Foundation , January 2002.
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St. Lucia Tourism Board . St. Lucia To Upgrade And Expand Tourism Sector. September 2014. http://www.govt.lc/news/saint-lucia-to-upgrade-and-expand-tourism-sector.
The International Eco-Tourism Soceity. Membership Policies . 2014. http://www.ecotourism.org/membership-policies. UNWTO . "Tourism Highlights 2014 Edition." World Tourism Organization , 2014 .
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World Travel & Tourism Council. "Dominica Tourism Economic Impact Report." 2014, 1-9.
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Appendices
Appendix A: Dominica’s Tourism Product Evaluation using the Six (6) A’s Framework
(Buhalis, 2000)
Attractions
Morne Trois Pitons National Park World Heritage Site, rivers, lakes, streams and waterfalls, only island in the Caribbean with 9 volcanic areas, tropical rainforests and black sand beaches (Discover Dominica Authority, 2013).
ActivitiesHiking, diving, whale watching, yachting, heritage and cultural events sporting events, fishing, bird watching and golf (Discover Dominica Authority, 2013).
AccessibilityTwo regional airports, cruise ship terminal, fairly accessible main road networks, more development needed in secondary and feeder roads (Dominica Ministry of Tourism, 2013.
AmenitiesSelective range of small and medium sized resorts, guest houses and inns (Discover Dominica Authority, 2013).
Available Packages
Wide range of cultural and nature based tours available (Discover Dominica Authority, 2013). Online bookings can be made via some online travel agents (OTA’s), unable to make bookings directly on official destination website; selective distribution strategy.
Ancillary Services
1 main general hospital, several health clinics, 2 telecommunication companies, 6 banks, also several money transfer agents (Dominica Yellow Pages, 2012).
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Appendix B: Marketing Activity Timetables
The following tables have been broken down into actions that correspond to each
strategy. It is also relevant to prioritize these actions in different categories based on
importance and when they should be completed with an assumption of being implemented in
November 2014. They consist of the following:
Priority A Complete by May 2015. (6 months project or less)
Priority B Complete by January 2016. (8 months project)
Priority C Complete by November 2016. (10 months project)
Priority D Ongoing project, no completion date.
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Appendix C: Product Strategy 1: Use nature as the focal point to offer diversified experiences for visitors.Action Plans Description Estimated Cost Measurement of
SuccessStakeholders
InvolvedPriority
Enhance nature based health and wellness tourism.
Create linkages with local hot spring operators,
herbalists and alternative medicine practitioners (Dominica Ministry of
Tourism, 2013).
Employee on the
job time.
Coordination between all stakeholders and
increased tourist numbers engaging in health and wellness
activities.
Discover Dominica Authority &
Dominica Ministry of as well as local
private stakeholders.
A
Strengthen educational tourism.
Design and promote nature based education and
research travel packages for visitors.
(Dominica Ministry of Tourism, 2013).
Employee on the job time.
Number of educational tourist
arrivals.
Discover Dominica Authority
B
Attend trade shows and conferences
Network and generate leads with event planners for nature based small-
scaled meetings and conferences (Dominica Ministry of Tourism,
2013).
$30,000
*Includes all travel estimates for 2 employees,
trade show registration fee
and booth rental.
Established business relationships with
event planners.
Discover Dominica
Authority
A
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Appendix D: Product Strategy 2: Appeal to a global market using enhanced cultural activities and events.
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders
InvolvedPriority
Collaborate with Guadeloupe,
Martinique and St. Lucia tourism and
special events officials to host a Creole Culinary
Festival.
Chefs from around the region come together and feature
various creole inspired meals. This can be a twelve (12) day festival where travelers spend 3 (days) experiencing creole cuisine in each participating country. To increase visitor numbers doing the slower
months, this festival should take place during September,
which is the month that generates the least amount of tourist arrivals in all four (4) of the islands (CTO, 2014).
$500,000
* Includes estimated
$125,000 festival cost per country.
Increased tourist arrivals in September for all
countries.
Caribbean Chefs, tourism officials
and event planners from Guadeloupe,
Martinique, St. Lucia & Dominica.
C
Continue to create linkages with local
tourism stakeholders to offer packaged
cultural day tours to cruise ship
passengers. (Delphis Ltd., 2014).
Reach out to local tour guides and propose opportunities to collaborate with each other
offering various tour components to cruise tourists.
Employee on the job time.
Increased sales among local tour operators.
Discover Dominica Authority
A
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Dominica Tourism Destination Marketing Plan Kristy Morris
Appendix E: Price Strategy 1: Conduct proper market research to determine how much travelers are willing to spend on an eco-tourist destination.
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders
InvolvedPriority
Gather a list of potential eco-
tourism consumers in various
geographic regions, then create and
distribute questionnaires to that specific list.
The questionnaire can be hosted online through an online survey
tool to determine price sensitivity of travelers and other trends in the eco-tourist market
segment.
$790 per year
* Based on actual SurveyMonkey.com
Platinum Pricing for organisations.
Survey indicating the price sensitivity of
eco-tourists.
Discover Dominica Authority; Dominica Ministry of Tourism
D
After conducting the research, create projected financial
statements.
Use the average price figures for a trip to Dominica proposed by survey participants to determine the amount of profit that can be generated from visitors in the future based on new spending
patterns and market trends.
Employee on the job time.
Accurate sales projections of new nature based source
markets.
Discover Dominica Authority; Dominica Ministry of Tourism
D
Appendix F: Price Strategy 2: Constantly monitor prices in competitor destinations.
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Dominica Tourism Destination Marketing Plan Kristy Morris
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders Involved Priority
Make observations of prices competitors are offering to their
customers.
View prices of tourist activities on competitor
booking websites and from making general information
request calls.
Employee on the job time.
(minimum cost)
Competitor prices observed to aid in
decision making of setting prices for
Dominica.
Discover Dominica Authority
D
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Dominica Tourism Destination Marketing Plan Kristy Morris
Appendix G: Distribution Strategy: Encourage more personal engagement through channels using a selective distribution
strategy.
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders
InvolvedPriority
Create relationships with eco-tourist tour operators who have
well-established marketing channels
in eco-tourist market.
Set up meetings with eco-tourist travel operators such as
ResponsibleTravel.com.Also, attend tourism and
travel conventions to network with tour
operators and travel companies in this market segment.
$1,700
*Includes all travel expenses for 1 employee.
Established partnerships.
Discover Dominica Authority & Eco-
tourism tour operators.
B
Establish partnerships with
Guadeloupe, Martinique, St. Maarten and St. Lucia to create
collaboration with European travelers.
Create collaborative marketing campaigns
with Guadeloupe, Martinique, St. Maarten
and St. Lucia to promote appealing
travel packages where visitors fly directly to
any of those destinations and stop
over to Dominica for a few days during their
trip.
Joint marketing fee to be
determined with other
destinations.
Established engagement and collaboration.
Discover Dominica Authority &
tourism officials from respective
destinations.
C
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Dominica Tourism Destination Marketing Plan Kristy Morris
Appendix H: Sales Promotion Strategy: Stimulate consumers to make bookings with direct referrals from social media.
Action Plans Description Estimated Cost
Measurement of Success
Stakeholders Involved
Priority
Feature sales promotions via
Dominica Facebook page, Twitter and Instagram. This
activity should go along with the continuation of
current social media campaigns.
Plan and schedule social media posts to be released at prime times (6pm-10pm) to generate the most
views. A sample posts can be; “Dreaming of a natural paradise?
Book with us before the weekend to received special discounts your trip!
Contact us for more details.#DiscoverDominica
#DiscoverYourNaturalSelf”
$60,000
* Estimate based on trip
discounts up to $60,000.
The amount of feedback generated from social
media users.
Discover Dominica Authority
A
Continue to encourage the
creation of user generated on social
media sites.
Encourage visitors to post and share their vacation photos on social media by posting a status like;“Taking a hike up our famous
Waitukubuli National Trail? Tag us in your pictures, we’d love to see
your shots!#DiscoverDominica
#ExperienceTheNaturalWayOfLife”
No cost The amount of feedback generated from social
media users.
Discover Dominica Authority
A
Appendix I: Public Relations Strategy: Maximize positive media coverage of Dominica.
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Dominica Tourism Destination Marketing Plan Kristy Morris
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders
InvolvedPriority
Ensure there is up to date information on
the Discover Dominica website.
Keep the information up to date on a regular basis
and also link all social media sites to official
destination site for users to view more
information about Dominica.
Any other third party sites featuring outdated
information about Dominica, should be contacted and request that the information be updated or removed.
Employee on the job time.
Increased traffic to website.
Discover Dominica Authority
A
Use collaborative marketing between the DDA and local stakeholders to cut marketing costs and
reach wider audiences (Fyall and
Garrod, 2005).
Provide support to local hotels, restaurants,
attractions and special events to enable more
maximized coverage of their products and
services.
Cost varied between
stakeholders.
Effective collaboration and support.
Discover Dominica
Authority & private
stakeholders.
B
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Dominica Tourism Destination Marketing Plan Kristy Morris
Appendix J: Personal Selling Strategy: Develop relationships with international niche segment groups to encourage travel to
Dominica.
Action Plans Description Estimated CostMeasurement of
SuccessStakeholders
InvolvedPriority
Before contacting customers, create
personalized targeted messages for niche
segments.
Create messages that address their rational and emotional needs, and portray how the
unique characteristics of Dominica can be the right destination to satisfy their wants
and needs.
Employee on the job time.
Compilation of sales script template.
Discover Dominica Authority
A
Use sales script to contact niche
segments and arrange for a sales meeting.
Reach out to groups such as international
school boards to build relationships
and provide the incentive to
encourage student exchange trips in
Dominica.
Employee on the job time.
Leads generated. Discover Dominica Authority
A
Appendix K: Advertising Strategy: Use new brand positioning to promote Dominica as a “must see” all natural experience destination.
Action Plans Description Estimated CostMeasurement
of SuccessStakeholders
InvolvedPriority
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Dominica Tourism Destination Marketing Plan Kristy Morris
Create new online tourism destination videos appealing to different segments.
Gather various natural and cultural aspects of Dominica and show how they can be applied to various niche
segments. After gathering these aspects, create a series
of short 2 minute or less videos appealing to each
segment. (Eg. Nature based health and wellness video
appealing to leisure travelers, nature based small
events and conferences video appealing to event
planners etc.)
$ 23,000,000
*Estimate based on the average cost of online video ads in 2013 obtained from Media Dynamics, a
consulting and publishing company.
($23 per 1,000,000 viewers)
Large amount of media
impressions based on
number of views and likes.
Discover Dominica
Authority and outsourced
media publishing
company (if desired).
B
Expand Dominica’s brand using
alternative media and publications.
Use traditional media to promote Dominica’s new brand. Use magazine and newspaper ads in specific geographic areas based on previous research to target
niche segments.
$34,000* Estimate based on
newspaper ad for $24,000 per month plus $10,000 per
month magazine ad. (Figures derived from averages of print companies searched online)
Increase in tourist arrivals.
Discover Dominica
Authority and other
international publishing companies.
B
Appendix L: (Cont’d) Distribution Strategy: Encourage more personal engagement through channels using a selective
distribution strategy.
Measurement of Stakeholders Involved Priority
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Dominica Tourism Destination Marketing Plan Kristy Morris
Action Plans Description Estimated Cost SuccessIncrease Dominica’s presence in eco-tourist associations or consortia groups.
Become an active member of the International Eco-Tourism Society. Active membership in these groups will not only provide networking opportunities, but will allow Dominica’s tourism officials to gain knowledge and advice from other ecotourism stakeholders in other destinations (The International Eco-Tourism Soceity, 2014).
$80 per year
*Based on actual International Eco-Tourism Society membership fee.
Membership approved. Discover Dominica Authority
A
Convert tourism traffic on Dominica’s official destination website from “lookers” to “bookers”. (Chemonics International, 2007)
Develop an integrated Destination Management System (DMS) on official destination website to allow direct bookings for accommodation, transportation (air and ground), attractions and restaurants (Chemonics International, 2007).
Cost to be determined from software solutions company.
More bookings made directly on discoverdominica.com
Discover Dominica Authority
C
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Dominica Tourism Destination Marketing Plan Kristy Morris
Appendix M: Dominica Year 1 Estimated Marketing Budget
Category Estimated Cost per unit
Estimated Subtotal Percentage of Total Budget
AdvertisingNewspaper Ad (for 3 months)
$72,000 $72,000
Magazine Ad(for 3 months)
$30,000 $30,000
Video Campaign $23,000,000 $23,000,000Total Advertising Cost
$23,102,000 97%
ResearchSurvey Software $790 $790Total Research $790 0.3%DistributionTour Operator Travel Meetings
$1,700 $1,700
Consortia Membership Fee
$80 $80
Total Distribution $1,780 0.7%TradeTrade Show (travel, registration and booth rental cost)
$30,000 $30,000
Total Trade $30,000 0.13%Sales PromotionsTrip giveaways $60,000 $60,000Total Sales Promotions
$60,000 0.25%
Special EventsCreole Culinary Festival
$500,000 $500,000
Total Special Events
$500,000 2%
Grand Estimated Marketing Total
$23,694,570
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