Strategic Plan: 2010-2012

Tourism has the most direct and immediate impact on Hawai‘i’s economy and our community.

In response to the changing market, the Hawai‘i Tourism Authority (HTA), an agency of the State of Hawai‘i, must also change the way we conduct business, to deal with both the short-term current crisis facing Hawai‘i’s tourism industry and the longer-term challenge of achieving a healthy and sustainable industry that provides maximum benefits to Hawai‘i’s community. While the problems we face are numerous, complicated and evolving, this HTA Strategic Plan: 2010-2012 is intended to be responsive in a way that is effective and efficient while being respectful and sensitive to the needs of the community.

Hawai‘i Tourism AuthorityStrategic Plan: 2010-2012

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Inherent in this plan is the recognition that a successful, sustainable tourism industry must respect Hawai‘i’s host culture, its customs and its history.

Indeed, the values of the Hawaiian culture have been at the core of Hawai‘i’s success in tourism. Consequently, we must preserve the dignity of the host culture and recognize Hawai‘i’s multi-cultural diversity while we adopt new ways of doing business in order for Hawai‘i to remain competitive in the global environment.

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HTA

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Our strategic goal is to optimize

benefits for Hawai‘i that integrates

the interests of visitors, the community

and the visitor industry.

To reach this goal, we must continue to drive demand to Hawai‘i; to deliver on the Hawai‘i brand promise and experience; and, continue to respect our Native Hawaiian culture and m -alama Hawai‘i and its people.

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Overarching Strategic Goal

To “optimize” benefits for Hawai‘i that integrates the interests of visitors, the community and the visitor industry.

Short-Term (2010)Market Condition:“Crisis” posture

Objectives:> Focus on increasing arrivals and driving demand to grow market share;> Tactical marketing approach with a goal of conversion within targeted market segments;

> Maximize marketing programs by leveraging industry partnerships;

> Support the uniqueness of Hawai‘i’s tourism product and deliver a quality visitor experience; and,

> Effect change at HTA consistent with its evolution towards becoming a knowledge-based organization.

Long-Term (2011-2012)Market Condition:Economy in recovery

Objectives:> Re-focus on visitor spending through new markets and growth in market share in existing markets;

> Return to advancing Hawai‘i Tourism Strategic Plan: 2005-2015 (TSP) strategic initiatives, especially those in which HTA

has a lead role: Marketing, Tourism Product Development, Research and Planning and Communications and Outreach; and,

> Strengthen HTA’s position as a knowledge-based organization utilizing a research-based decision-making model.

Page 1 December 21, 2009

HTA Strategic Plan: 2010-2012 Tourism is the most impactful and immediate way to fix Hawai‘i’s struggling economy. In this rapidly changing market, the Hawai‘i Tourism Authority (HTA) must also change the way we conduct business, to deal with both the short-term current crisis facing Hawai‘i’s tourism industry and the longer-term challenge of achieving a healthy and sustainable industry that provides maximum benefits to Hawai‘i’s community. While the problems we face are numerous, complicated and evolving, this HTA Strategic Plan: 2010-2012 is intended to be responsive in a way that is effective and efficient while being respectful and sensitive to the needs of the community. Inherent in this plan is the recognition that a successful, sustainable tourism industry must respect Hawai‘i’s host culture, its customs and its history. Indeed, the values of the Hawaiian culture have been at the core of Hawai‘i’s success in tourism. Consequently, we must preserve the dignity of this culture and recognize Hawai‘i’s multi-cultural diversity while we adopt new ways of doing business in order for Hawai‘i to remain competitive in the global environment. Overarching Strategic Goal To “optimize” benefits for Hawai‘i that integrates the interests of visitors, the community and the visitor industry. Short-Term (2010) Market Condition: - “Crisis” posture

Objectives: - Focus on increasing arrivals and driving demand to grow market share; - Tactical marketing approach with a goal of conversion within targeted market segments; - Maximize marketing programs by leveraging industry partnerships; - Support the uniqueness of Hawai‘i’s tourism product and deliver a quality visitor experience; and, - Effect change at HTA consistent with its evolution towards becoming a knowledge-based organization. Long-Term (2011-2012) Market Condition: - Economy in recovery

Objectives: - Re-focus on visitor spending through new markets and growth in market share in existing markets; - Return to advancing Hawai‘i Tourism Strategic Plan: 2005-2015 (TSP) strategic initiatives, especially those in which

HTA has a lead role: Marketing, Tourism Product Development, Research and Planning and Communications and Outreach; and,

- Strengthen HTA’s position as a knowledge-based organization utilizing a research-based decision-making model. Short-Term (2010) Long-Term (2011-2012) Goal - 6.7 million visitor arrivals

- $188 per person per day (PPPD) - $11.8 billion of total statewide economic

impact in direct visitor spending

- $202 PPPD - 6.9 million visitor arrivals - $13 billion of total statewide economic impact in

direct visitor spending Strategic Directive Stabilize Hawai‘i’s visitor industry by

growing market share and generating visitor arrivals in the short-term.

Continue to grow market share in existing markets, grow new markets, invest in all TSP initiatives and increase visitor expenditures to provide a long-term healthy and sustainable visitor industry.

Marketing - Leisure Visitors - Focus on key/core markets

- Optimize new market opportunities - Research-based selection of markets to cultivate - Increase # of first-time visitors

- Business Visitors - Recapture market share - Optimize new market opportunities

- Position Hawai‘i as a global center for business - Expand industries to be solicited

Hawai‘i Tourism AuthorityStrategic Plan: 2010-2012

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Page 2 December 21, 2009

Short-Term (2010) Long-Term (2011-2012) - Air Access Increase air seats and routes by creating

demand - Sustain lift while increasing market share in new and

emerging markets - Monitor airline yield and load factor to ensure

sustainability - Cruise Ship

Access Regain itinerary placement Increase annual trips to Hawai‘i

- In-Market Representation

- Direct marketing contractors to take innovative approaches to current market conditions - Develop and issue request for proposal (RFP) solicitation for marketing contractors and execute contracts - Re-evaluate the marketing structure

Embed key performance indicators (KPI), targets and goals into RFP and contracts

- Sports Develop a sports marketing strategy while supporting existing events

Broader diversification of sports events in alignment with the sports marketing strategy

Tourism Product Development

- Maintain and evaluate core product development programs

- Develop and implement KPI for overall tourism product development programs

- Integrate community and visitor needs while respecting and embracing the host culture

- Better integration of product offerings with marketing

- Continue to monitor product quality

- Utilize KPI findings to evaluate programs - Enhance and sustain product offerings with host

culture values - Increase support for product development efforts to

increase visitor activities and spending

Research and Planning

- Evaluate and analyze market conditions - Tourism research, market intelligence and

KPI support strategies and tactics

- Develop criteria for mining data that will assist KPI, directives and identifying industry trends

- Sustain efforts to undertake, organize, analyze and make available research to educate and empower stakeholders and facilitate decision-making

Communications and Outreach

- Step up communications to stakeholders about tourism with focus on HTA carrying out its new role as a knowledge-based organization to provide visitor research and market intelligence and serving as a data source

- Facilitate interaction among stakeholders to address tourism issues collectively

- Establish consistent messaging and “voice” across all communication mediums

- Provide critical tourism-related information on a broad basis that enables policies and programs for decision-makers in the community, government and industry

- Facilitate interaction and communications between stakeholders

- Communicate to broader community as an advocate for Hawai‘i tourism

Organizational Alignment

- Develop and issue an RFP solicitation for contractors and execute contracts

- Develop a tourism product development strategy in alignment with long-term goals

- Coordinate, integrate and present tourism - research to stakeholders

Perform at optimal level – HTA strategic roles fully integrated with research-based decision-making and strategic planning model

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12

Hawai‘i Tourism Authority 1801 Kalakaua Avenue | Honolulu, HI 96815 | www.hawaiitourismauthority.org