the integrated pre-visit communication audit: workbook ... · workbook with questionnaire and...

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R E S E A R C H I N F O R M I N G P L A N N I N G A N D P R A C T I C E

The Integrated Pre-Visit Communication Audit:

workbook with questionnaire and summary tables

M i k e R e i d , G l e n C R o y a n d S t e p h e n W e a R i n G

Workbook with Questionnaire and Summary Tables

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Disclaimer The technical reports present data and its analysis, meta-studies and conceptual studies, and are considered to be of value to industry, government or other researchers. Unlike the Sustainable Tourism Cooperative Research Centre’s (STCRC’s) Monograph series, these reports have not been subjected to an external peer review process. As such, the scientific accuracy and merit of the research reported here is the responsibility of the authors, who should be contacted for clarification of any content. Author contact details are at the back of this report. The views and opinions of the authors expressed in the reports or by the authors if you contact them do not necessarily state or reflect those of the STCRC. While all reasonable efforts have been made to gather the most current and appropriate information, the STCRC does not give any warranty as to the correctness, completeness or suitability of the information, and disclaims all responsibility for and shall in no event be liable for any errors or for any loss or damage that might be suffered as a consequence of any person acting or refraining from acting or otherwise relying on this information.

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National Library of Australia Cataloguing-in-Publication Entry Author: Reid, Mike, 1964- Title: The integrated pre-visit communication audit: workbook with questionnaire and summary tables / Mike Reid, Glen Croy, Stephen Wearing. ISBNs: 9781921658211 (pbk.) 9781921658716 (pdf) Notes: Bibliography. Subjects: Protected areas—Australia—Marketing. National parks and reserves—Australia—Marketing. Other Authors/Contributors: Croy, W. Glen. Wearing, Stephen. CRC for Sustainable Tourism. Dewey Number: 333.78170994

Copyright © CRC for Sustainable Tourism Pty Ltd 2009 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. Any enquiries should be directed to: General Manager, Communications and Industry Extension or Publishing Manager, [email protected] First published in Australia in 2009 by CRC for Sustainable Tourism Pty Ltd Printed in Australia (Gold Coast, Queensland)

Acknowledgements The Sustainable Tourism Cooperative Research Centre, established and supported under the Australian Government’s Cooperative Research Centres Program, funded this research.

The authors would like to specifically acknowledge the assistance of the following industry reference group

members for their contribution and support across all phases of this project. • Mr Rod Quartermain, Tourism Branch Manager, Department of Environment and Conservation (DEC),

Western Australia. • Mr Peter Grant, Tasmania Parks and Wildlife Service. • Ms Jacqui de Kievit, formally of Parks Victoria and now at Adz@twork.

They are also grateful to the many parks, wildlife and tourism managers who supported the interview, survey

and case study efforts of the team. The authors recognise that finding time to complete questionnaires and provide time for involvement in interviews and discussions can be difficult in the face of increasing numbers of requests for such information.

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THE INTEGRATED PRE-VISIT COMMUNICATION AUDIT

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CONTENTS

THE IPCM PROCESS ____________________________________________________________________ 1 OVERALL SATISFACTION WITH PREVISIT COMMUNICATION ___________________________ 3 PHASE 1 QUESTIONS: STRATEGY FOUNDATIONS ________________________________________ 4

VISION AND MISSION ____________________________________________________________________ 4 INTERNAL STAKEHOLDER INTEGRATION______________________________________________________ 5 EXTERNAL STAKEHOLDER INTEGRATION _____________________________________________________ 6

PHASE 2 QUESTIONS: STRATEGY DEVELOPMENT _______________________________________ 7 VISITOR CONNECTIVITY __________________________________________________________________ 7 CLARITY OF OBJECTIVES _________________________________________________________________ 8 PLANNING PROCESS _____________________________________________________________________ 9

PHASE 3 QUESTIONS: STRATEGY IMPLEMENTATION___________________________________ 10 STRATEGIC CONSISTENCY________________________________________________________________ 10

RESOURCE COMMITMENT FOR IMC ___________________________________________________ 11 OVERALL SATISFACTION WITH IPCM _________________________________________________ 13

ACTIONS ARISING: SATISFACTION WITH IPCM OUTCOMES ______________________________________ 14 PHASE 1: STRATEGY FOUNDATIONS ___________________________________________________ 15

VISION AND MISSION ___________________________________________________________________ 15 ACTIONS ARISING: VISION AND MISSION ____________________________________________________ 16 INTERNAL INTEGRATION_________________________________________________________________ 17 ACTIONS ARISING: INTERNAL INTEGRATION _________________________________________________ 18 EXTERNAL INTEGRATION ________________________________________________________________ 19 ACTIONS ARISING: EXTERNAL INTEGRATION _________________________________________________ 20

PHASE 2: STRATEGY DEVELOPMENT __________________________________________________ 20 VISITOR CONNECTIVITY _________________________________________________________________ 20 ACTIONS ARISING: VISITOR CONNECTIVITY __________________________________________________ 22 CLARITY OF OBJECTIVES ________________________________________________________________ 22 ACTIONS ARISING: CLARITY OF OBJECTIVES _________________________________________________ 24 PLANNING PROCESS ____________________________________________________________________ 25 ACTIONS ARISING: PLANNING PROCESS _____________________________________________________ 26

PHASE 3: STRATEGY IMPLEMENTATION _______________________________________________ 26 STRATEGIC CONSISTENCY________________________________________________________________ 26 ACTIONS ARISING: STRATEGIC CONSISTENCY ________________________________________________ 28 RESOURCE COMMITMENT FOR IMC ________________________________________________________ 28 ACTIONS ARISING: RESOURCE COMMITMENT FOR IMC _________________________________________ 30


1

Chapter 1

INTRODUCTION

This workbook first outlines the procedure for collecting and analysing data for The Integrated Pre-Visit Communication (IPCM) Audit. Second, this workbook also provides the individual questionnaire for completion by the nominated respondents or audit participants. Finally, it provides IPCM data analysis worksheets and outlines how the data is to be integrated and analysed.

Prior to undertaking the IPCM outlined in this workbook it is recommended that users read the associated IPCM user guide (www.crctourism.com.au) and the associated IPCM Microsoft Excel spreadsheet (www.crctourism.com.au). The Microsoft Excel file also contains the questionnaire and the summary analysis sheets that automatically populate the tables and summarise the item ratings. These are located on the Tools and Products page of the website.

The IPCM Process The following seven steps underpin the IPCM audit process. Nevertheless, managers are free to undertake the exercise as they see fit and as appropriate for their organisation.

1. Determine who will answer the questionnaire.

The participants should have significant involvement in the planning and implementation of marketing or pre-visit communication activities of the organisation. There could be anywhere from 1–5 staff involved in completing the associated IPCM questionnaire.

2. Print and distribute IPCM audit questionnaire.

Sufficient copies should be printed or photocopied and distributed to participants. It is also advisable to download the associated IPCM Excel spreadsheet (also found on the STCRC website: www.crctourism.com.au).

3. Provide a briefing on the aims of the exercise.

All participants should be briefed as a group as to the aim of the IPCM audit. That is, the desire for a realistic ‘warts-and-all’ assessment of how well the organisation plans, resources and implements pre-visit communication and how satisfied managers and staff are with the outcomes of current communication strategies and actions.

4. Each participant completes the questionnaire.

Participants should be asked to reflect on pre-visit communication practices and management prior to answering the questionnaire and have sufficient time to adequately consider and answer each question—thus answering the questionnaire may take anywhere from 20 minutes to 2 days depending on the desired scope of the exercise. Each participant should have the same amount of time to answer the questionnaire. Each participant should be encouraged to review any documentation or marketing collateral they feel is appropriate in order to formulate responses—but should refrain at this stage from discussing their answers with others.

5. The questionnaire submission should be confidential and no names should be ascribed to the responses provided by various participants.

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Discussion with and between participants about audit questionnaire responses should not be undertaken until all questionnaires have been completed and data entered. No participant should be forced to highlight their own individual responses unless willing to do so.

6. Data for each question and set of questions should be tabulated and averaged.

This can be undertaken using a simple pen, paper and calculator approach (using the worksheets). The data can also be entered into the Microsoft Excel file that accompanies this workbook (www.crctourism.com.au) and calculation and charting will take place automatically.

7. Results should be discussed as a team and actions formulated and agreed on as a team.

The auditor needs to provide a tabulated report for the team to use as a basis for discussion on critical issues regarding the management and implementation of pre-visit communication, and the determination of action priorities and subsequent actions to be undertaken (this can be printed from the accompanying IPCM Analysis Spreadsheet found at www.crctourism.com.au ). At least two meetings are required in order to consider and formulate responses:

a. Meeting one should be based around tabulated responses—what seems to be working well and what needs addressing. This determination can be based on the overall average for each item or set of items. Another way of looking at the data that encourages attention to diversity is to focus on the range of scores. For example if one item has been rated 1 or 2 by some participants and 4 or 5 by others then this can be a point of discussion by the team. The outcome of this meeting is to highlight priority areas for further evaluation or for action. Remember to celebrate the areas where people feel pre-visit communication is functioning at a high level.

b. The second meeting is where the team meets to finalise the desired actions and activities and to assign responsibility for completion of these. Obviously any further meetings can be scheduled as needed to address audit outcomes and actions.

In summary, each selected participant should complete the questionnaire for submission to the person in charge of the audit. Participants should give each of the questions careful consideration and answer truthfully—the aim of the audit questionnaire is to help identify those areas that are not performing as well as you would like them to and to consider ways to improve pre-visit communication management. Participants should also note any insights or comments regarding the performance of an area that will help explain ratings.




3

Chapter 2

IPCM QUESTIONNAIRE

Please print the following 9 pages (the questionnaire) and distribute to each participant.

Overall Satisfaction with Previsit Communication Please score your level of satisfaction with the management and outcomes of pre-visit communication in your organisation. Please answer all questions even if they appear similar.

1 = highly dissatisfied, 2 = dissatisfied, 3 =neither satisfied nor dissatisfied, 4 = satisfied, 5 = highly satisfied.

Items Score

1 Overall satisfaction with visitor or customer responses to our pre-visit communication activities? 1 2 3 4 5

2 Overall satisfaction with communication stakeholder relationships? 1 2 3 4 5

3 Overall satisfaction with the planning of pre-visit communication activities and strategy? 1 2 3 4 5

4 Overall satisfaction with implementation of pre-visit communication activities and strategy? 1 2 3 4 5

5 Overall satisfaction with resources allocated to pre-visit communication activities and strategy? 1 2 3 4 5

Comment and insights (please explain the ratings above):


4

Phase 1 Questions: Strategy Foundations

This section includes questions on the tasks of setting a vision and mission to help focus pre-visit communication and build linkages between internal and external stakeholders.

Vision and Mission These questions relate to having a clear mission and vision statement that guides the pre-visit communication efforts of your organisation. Please answer all questions even if they appear similar. 1 = strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree.

Items Score

1 We have a well articulated vision and mission statement related to promoting national parks and protected areas?

1 2 3 4 5

2 Our vision and mission statement balances conservation values with generating visitor demand?

1 2 3 4 5

3 Our vision and mission statement is a key consideration in pre-visit communication planning?

1 2 3 4 5

4 Our vision and mission statement is actively promoted to internal stakeholders?

1 2 3 4 5

5 Our vision and mission statement is actively promoted to our other government stakeholders?

1 2 3 4 5

6 Our vision and mission statement is actively promoted to our industry stakeholders?

1 2 3 4 5



5

Internal Stakeholder Integration These questions relate to the degree to which you work across many internal groups, in an integrated way, to effect integrated pre-visit communications. Please answer all questions even if they appear similar.

1 = strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree.

Items Score

1 Senior management champions the importance of pre-visit communication throughout the whole organisation? 1 2 3 4 5

2 There is a clear understanding of the need to coordinate messages to our key stakeholders about managing protected area visitation? 1 2 3 4 5

3 There is clear articulation of the roles and responsibilities of each person in relation to pre-visit communication strategy and activities?

1 2 3 4 5

4 The planning of our pre-visit communication strategy, campaign, and activities involves people from many different parts of the organisation?

1 2 3 4 5

5 All people and groups involved in planning pre-visit communication strategy and campaigns work cooperatively? 1 2 3 4 5



6

External Stakeholder Integration These questions relate to the degree to which you work across many external groups, in an integrated way, to effect integrated pre-visit communications. Please answer all questions even if they appear similar.

1 = strongly disagree, 2 = disagree, 3= neither agree nor disagree, 4 = agree, 5 =strongly agree.

Items Score

1 There is clear alignment between state and regional tourism plans and our own marketing plans for protected areas? 1 2 3 4 5

2 We proactively manage relationships with all other protected area management stakeholders involved in pre-visit communication related activities?

1 2 3 4 5

3 We proactively manage relationships with all state and regional government tourism stakeholders involved in pre-visit communication related activities?

1 2 3 4 5

4 We proactively manage relationships with other nature-based tourism operators, involved in pre-visit communication related activities?

1 2 3 4 5



7

Phase 2 Questions: Strategy Development This section includes questions on the activities related to understanding visitors or target visitor segments, setting goals and objectives, and undertaking the pre-visit communication planning process.

Visitor Connectivity These questions relate to how well the voice of potential visitors and other key industry stakeholders, is heard in your organisation. Please answer all questions even if they appear similar.

1= strongly disagree, 2 = disagree, 3= neither agree nor disagree, 4=agree, 5 = strongly agree.

Items Score

1 We have excellent visitor segment profiles that provide clear direction for targeting communication to the different segments? 1 2 3 4 5

2 We conduct our own primary research to understand the pre-visit decision-making process of our targeted visitor segments? 1 2 3 4 5

3 We conduct our own primary research to understand the needs and wants of our key industry stakeholders (e.g. media channels, tour operators).

1 2 3 4 5

4 We have an excellent program in place to facilitate visitor segment feedback (e.g. complaints and compliments, desired experiences, needs and wants)?

1 2 3 4 5

5 We actively seek and review market research insights about potential visitor segments, from our key industry stakeholders (e.g. media channels, tour operators, government agencies)?

1 2 3 4 5

6 We have influence over what research is done by our tourism-related partners to improve our understanding of visitor segments. 1 2 3 4 5



8

Clarity of Objectives These questions relate to the clarity of objectives guiding pre-visit communication planning and activities. Please answer all questions even if they appear similar.

1= strongly disagree, 2 = disagree, 3= neither agree nor disagree, 4=agree, 5 =strongly agree.

Items Score

1 We have a clear product portfolio strategy—we know which products (e.g. parks and experiences) will be promoted to different visitor segments?

1 2 3 4 5

2 We have clear long-term strategic objectives for the development and management of each visitor segment we target? 1 2 3 4 5

3 We have clear park related communication objectives for targeting different visitor segments (e.g. create awareness, increase visitation, demarketing)?

1 2 3 4 5

4 The communication objectives we have set for each visitor segment about our parks and protected area products are realistic and achievable?

1 2 3 4 5

5

We have clear performance indicators for every individual communication campaign we implement (e.g. specific product, park, or issue awareness, number of bookings, % increase in visitor numbers)?

1 2 3 4 5

6 We can easily determine the response by a targeted visitor segment to our total communication efforts with them? 1 2 3 4 5

7 We can determine the effectiveness of the different communication tools (e.g. brochure, website) we employ in a campaign targeted to a particular visitor segment?

1 2 3 4 5



9

Planning Process These questions relate to the pre-visit campaign planning process for visitor segments. Please answer all questions even if they appear similar.

1 = strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree

Items Score

1 We have a written marketing plan that strategically guides our pre-visit communication activities? 1 2 3 4 5

2 Our current pre-visit communication strategy is based on a realistic assessment of what we need to achieve and not just what we did in the previous year?

1 2 3 4 5

3

Our pre-visit communication planning strategically balances communicating with visitor segments and communicating with other stakeholders who carry messages on our behalf (e.g. media, operators, state tourism organisations)?

1 2 3 4 5

4 We conduct a SWOT analysis as part of our pre-visit strategy planning to help determine communication strategy and tactics for each visitor segment?

1 2 3 4 5

5 Our pre-visit communication strategy planning always evaluates how we might use all of the different communications tools (e.g. advertising, events, Internet, PR, SMS, email, RSS)?

1 2 3 4 5

6 Our pre-visit communication strategy is flexible, and enables us to take advantage of ad hoc opportunities to communicate with visitor segments?

1 2 3 4 5

7 We revisit our pre-visit communication strategy and implementation plan several times during the year, to see whether it is still relevant?

1 2 3 4 5



10

Phase 3 Questions: Strategy Implementation This section includes questions related to ensuring the strategic consistency of messages and facilitating resource allocation for pre-visit communication activities and programs.

Strategic Consistency These questions relate to the strategic consistency of the messages targeted to visitor segments. Please answer all questions even if they appear similar.


Items Score

1

The messages delivered through our marketing tools and collateral are strategically consistent. They have a consistent underlying theme that reinforces our values to the visitor segment being targeted?

1 2 3 4 5

2 The messages we deliver to visitor segments carefully balance experience values (e.g. nature, activity, fun and excitement) with sustainability and conservation?

1 2 3 4 5

3 We have established clear visual standards across all our marketing collateral (e.g. print and electronic formats)? 1 2 3 4 5

4 We strictly enforce out visual standards across all of our communication channels and industry stakeholders? 1 2 3 4 5

5 We ensure that all messages delivered on our behalf by tourism stakeholders and media channels are strategically consistent with our values?

1 2 3 4 5

6 We ensure that our marketing collateral and web content is constantly refreshed and updated? 1 2 3 4 5

7 We ensure that the marketing collateral and web content used by industry stakeholders accurately reflects our desired product messages?

1 2 3 4 5



11

Resource Commitment for IMC These questions relate to resources allocated to managing and implementing pre-visit communication activities. Please answer all questions even if they appear similar.


Items Score

1 Top management understands that pre-visit communication with visitor segments is an investment and not a cost? 1 2 3 4 5

2 Top management commits to maintaining highly skilled personnel to plan and implement our pre-visit communication campaigns? 1 2 3 4 5

3 We have regular training on the use and application of all mainstream communication tools (e.g. print, TV, radio, internet, PR)?

1 2 3 4 5

4 We have training on the use and application of emerging electronic communications tools (email, SMS, MMS, podcast, blog, etc)?

1 2 3 4 5

5 We have an appropriate level of funding available to achieve the communication objectives we have set for each visitor segment? 1 2 3 4 5

6 The budget available for each of our campaigns is based on the objectives we need to achieve for each visitor segment rather than a specified amount?

1 2 3 4 5

7 Extra funds can be easily made available to take advantage of ad hoc communication opportunities? 1 2 3 4 5

8 Adequate time is made available to plan and implement pre-visit communication campaigns? 1 2 3 4 5


Please now submit your completed questionnaire to the person responsible for coordinating data entry and analysis. Or, enter the data as required into associated worksheet or Excel file.


12

Chapter 3

IPCM SUMMARY TABLES

Once each participant has completed their questionnaire the data should be entered into the following tables or into the tables in the Microsoft Excel file. By using the Excel file the tables and exhibits displaying results will populate automatically. The resulting information is then used as the basis for the development of a workshop on improving pre-visit communication. Finally, the qualitative comments provided by each participant should be aggregated and summarised.

This worksheet provides an example of how data collected through the preceding questionnaire should be

entered and analysed.

Please enter your individual ratings (out of 5) for each IPCM question

Ratings are from 1= strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, 5 = strongly agree

Items Person

1

Person 2

Person 3

Person 4

Person 5

Average Item Score

1 Question1

Enter each participants data in an assigned column 5

4 3 5 4

Sum scores in this row and divide by number of participants = 4.2

2 Question 2 5 4 3 3 4 3.8

3 Question 3 5 2 3 5 4 3.8

4 Question 4 5 4 4 5 4 4.4

5 Question 5 3 3 3 2 4 3

Overall Averaged Item Score

Sum scores in this column and divide by number of items i.e. five (5) = (3.84)


13

Overall Satisfaction with IPCM Prior to answering questions specifically about IPCM activities and behaviours it is important to reflect on the process over the last planning period. It is important to be critical of both performance and behaviours.

Please enter individual satisfaction ratings (out of 5) for each IPCM question

Person Person Person Person Person Items

1 2 3 4 5

Ave Item Score

1 Overall satisfaction with visitor or customer responses to our pre-visit communication activities?

2 Overall satisfaction with communication stakeholder relationships?

3 Overall satisfaction with the planning of pre-visit communication activities and strategy?

4

Overall satisfaction with implementation of pre-visit communication activities and strategy?

5 Overall satisfaction with resources allocated to pre-visit communication activities and strategy?

Overall averaged Item Score

Summary of insights and comments:


14

Actions Arising: Satisfaction with IPCM Outcomes

State the actions to be undertaken to improve or reinforce this aspect of IPCM

Person Responsible

Date Due

Key Performance Indicators

Action 1

Action 2

Action 3

Action 4


15

Phase 1: Strategy Foundations

Vision and Mission Having a vision and mission statement to help focus, guide and legitimise how integrated pre-visit communications fits into the organisation is central to shaping satisfactory outcomes.

Please enter individual vision and mission ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1

We have a well articulated vision and mission statement related to promoting national parks and protected areas?

2 Our vision and mission statement balances conservation values with generating visitor demand?

3 Our vision and mission statement is a key consideration in pre-visit communication planning?

4 Our vision and mission statement is actively promoted to internal stakeholders?

5 Our vision and mission statement is actively promoted to our other government stakeholders?

6 Our vision and mission statement is actively promoted to our industry stakeholders?




16

Actions Arising: Vision and Mission


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4


17

Internal Integration Internal integration including both vertical (different levels of management and staff) and horizontal communication and cooperation (across different organisational areas) is essential for ensuring that consistent and coordinated pre-visit messages about protected area visitation are promoted.

Please enter individual internal integration ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1 Senior management champions the importance of pre-visit communication throughout the whole organisation?

2

There is a clear understanding of the need to coordinate messages to our key stakeholders about managing protected area visitation?

3

There is clear articulation of the roles and responsibilities of each person in relation to pre-visit communications strategy and activities?

4

The planning of our pre-visit communication strategy, campaigns, and activities involves people from many different parts of the organisation?

5

All people and groups involved in planning pre-visit communication strategy and campaigns work cooperatively?




18

Actions Arising: Internal Integration


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4


19

External Integration External stakeholder integration calls for proactive management of the relationships between other organisations that national park and protected area managers must deal with and who are also involved in delivering pre-visit messages to potential visitors. Strengths in cross-organisation integration help achieve consistent messages, enable leveraging of media channels, and enable insights to be shared about how best to target particular groups of visitors.

Please enter individual external integration ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1

There is clear alignment between state and regional tourism plans and our own marketing plans for protected areas?

2

We proactively manage relationships with all other protected area management stakeholders involved in pre-visit communication related activities?

3

We proactively manage relationships with all state and regional government tourism stakeholders involved in pre-visit communication related activities?

4

We proactively manage relationships with other nature-based tourism operators, involved in pre-visit communication related activities?




20

Actions Arising: External Integration


Person Responsible

Date

Due


Action 1

Action 2

Action 3

Action 4

Phase 2: Strategy Development

Visitor Connectivity Visitor connectivity relates the activities that aid the organisation in hearing the voice of the customer or visitor to help direct pre-visit communication activities. Importantly, this construct extends to incorporating the ability to develop a dialogue between the organisation and visitors or potential visitors.


21

Please enter individual visitor connectivity ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1

We have excellent visitor segment profiles that provide clear direction in targeting communication to the different segments?

2

We conduct high quality primary research to understand the pre-visit decision-making process of our targeted visitor segments?

3

We conduct our own primary research to understand the needs and wants of our key industry stakeholders (e.g. media channels, tour operators)?

4

We have an excellent program in place to facilitate visitor segment feedback (e.g. complaints and compliments, desired experiences, needs and wants)?

5

We actively seek and review market research insights about potential visitor segments from our key industry stakeholders (e.g. media channels, tour operators, government agencies)?

6

We have influence over what research is done by our tourism-related partners to improve our understanding of visitor segments?




22

Actions Arising: Visitor Connectivity


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4

Clarity of Objectives Development of pre-visit communication strategy is predicated on having clear objectives related to visitor segments to target, products to market (protected areas, national parks and their associated experience value), and marketing objectives associated with each product, for example, increasing visitation, adjusting knowledge of experiences available etc. Associated with this is the explicit identification of what will be measured to determine how well communication activities have influenced target visitor segments’ behaviours and perceptions.


23

Please enter individual clarity of objectives ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1

We have a clear product portfolio strategy—we know which products (e.g. parks and experiences) will be promoted to different visitor segments?

2 We have clear long-term strategic objectives for the development and management of each visitor segment we target?

3

We have clear park related communication objectives for targeting different visitor segments (e.g. create awareness, increase visitation)?

4

The communication objectives we have set for each visitor segment about our parks and protected area products are realistic and achievable?

5

We have clear performance indicators for every individual communication campaign we implement (e.g. specific product, park, or issue awareness, number of bookings, % increase in visitor numbers)?

6 We can easily determine the response by a targeted visitor segment to our total communication efforts with them?

7

We can determine the effectiveness of the different communication tools (e.g. brochure, website) we employ in a campaign targeted to a particular visitor segment?




24

Actions Arising: Clarity of Objectives


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4


25

Planning Process Development of pre-visit communication strategy requires that organisations commit their plan to paper. Having a written guide that directs activities is important as is the use of SWOT analysis to ensure that annual planning reflects market conditions rather than purely management supposition. Plans must be flexible however in order to take advantage of ad hoc communication opportunities.

Please enter individual planning process ratings (out of 5) for each IPCM question

Person Person Person Person Person Items 1 2 3 4 5

Ave Item Score

1 We have a written marketing plan that strategically guides our pre-visit communication activities?

2

Our current pre-visit communication strategy is based on a realistic assessment of what we need to achieve and not just what we did in the previous year?

3

Our pre-visit communication planning strategically balances communicating with visitor segments and communicating with other stakeholders (e.g. media, operators, state tourism organsiation/s) who carry messages on our behalf?

4

We conduct a SWOT analysis as part of our pre-visit strategy planning to help determine communication strategy and tactics for each visitor segment?

5

Our pre-visit communication strategy planning always evaluates how we might use all of the different communications tools (e.g. advertising, events, Internet, PR, SMS, email, RSS)?

6

Our pre-visit communication strategy is flexible, and enables us to take advantage of ad hoc opportunities to communicate with visitor segments?

7

We revisit our pre-visit communication strategy and implementation plan several times during the year, to see whether it is still relevant?




26

Actions Arising: Planning Process


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4

Phase 3: Strategy Implementation

Strategic Consistency Strategic consistency reflects the planned coordination by a particular entity of all pre-visit messages they send related to their offer, regardless of what media channels (controllable or leveraged) they employ.


27

Please enter individual strategic consistency ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1

The messages delivered through our marketing tools and collateral are strategically consistent. They have a consistent underlying theme that reinforces our values to the visitor segment being targeted?

2

The messages we deliver to visitor segments carefully balance experience values (e.g. nature, activity, fun and excitement) with sustainability and conservation?

3

We have established clear visual standards across all our marketing collateral (e.g. print and electronic formats)?

4 We strictly enforce out visual standards across all of our communication channels and industry stakeholders?

5

We ensure that all messages delivered, on our behalf by tourism stakeholders and media channels are strategically consistent with our values?

6 We ensure that our marketing collateral and web content is constantly refreshed and updated?

7

We ensure that the marketing collateral and web content used by industry stakeholders accurately reflects our desired product messages?




28

Actions Arising: Strategic Consistency


Person Responsible

Date Due


Action 1

Action 2

Action 3

Action 4

Resource Commitment for IMC Availability of resources is a significant issue in undertaking pre-visit communication. Resourcing relates to the availability of adequate resources for the pre-visit communication tasks asked of the entity, for example, provision of time, skilled and knowledgeable staff, and sufficient funding.


29

Please enter individual resource commitment ratings (out of 5) for each IPCM question


1 2 3 4 5

Ave Item Score

1 Top management understands that pre-visit communication with visitor segments is an investment and not a cost?

2

Top management commits to maintaining highly skilled personnel to plan and implement our pre-visit communication campaigns?

3 We have regular training on the use and application of all mainstream communication tools (e.g. print, TV, radio, internet, PR)?

4 We have training on the use and application of emerging electronic communications tools (email, SMS, MMS, podcast, blog, etc)?

5

We have an appropriate level of funding available to achieve the communication objectives we have set for each visitor segment?

6

The budget available for each of our campaigns is based on the objectives we need to achieve for each visitor segment rather than a specified amount?

7 Extra funds can be easily made available to take advantage of ad hoc communication opportunities?

8 Adequate time is made available to plan and implement pre-visit communication campaigns?




30

Actions Arising: Resource Commitment for IMC


Person Responsible

Date

Due


Action 1

Action 2

Action 3

Action 4

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• Travel and tourism industry• Academic researchers• Government policy makers

• New products, services and technologies• Uptake of research finding by business, government and academe• Improved business productivity• Industry-ready post-graduate students• Public good benefits for tourism destinations

I N D U S T R Y P A R T N E R S U N I V E R S I T Y P A R T N E R S C O M M E R C I A L I S A T I O N

TOURISM NT NORTHERN TERRITORYAUSTRALIA

EC3, a wholly-owned subsidiary company, takes the outcomes from the relevant STCRC research; develops them for market; and delivers them to industry as products and services. EC3 delivers significant benefits to the STCRC through the provision of a wide range of business services both nationally and internationally.

K E Y E C 3 P R O D U C T S

Chairman: Stephen GreggChief Executive: Ian KeanDirector of Research: Prof. David Simmons

CRC for Sustainable Tourism Pty LtdGold Coast Campus Griffith University Queensland 4222 Australia ABN 53 077 407 286

Telephone: +61 7 5552 8172 Facsimile: +61 7 5552 8171Website: www.crctourism.com.auBookshop: www.crctourism.com.au/bookshopEmail: [email protected]

www.crctourism.com.au

The Integrated Pre-VisitCommunication Audit: workbook

As a result of the increasing influence of tourism, natural and protected area

management continues to evolve from management primarily focused around on-site

management and conservation to one that more broadly encompasses a greater range

of holistic recreation and tourism experiences. In dealing with this evolution national

parks and protected area managers are now required to balance on-site interpretation

activities with pre-visit marketing and demand management activities.

NationalNational parks and protected area managers are now challenged to be more strategic

and integrated in their pre-visit communications efforts. Pre-visit communication

activities must add up to more than a series of isolated events such as the dissemination

of an occasional publication, press release or online message. Being strategic requires

managers to be more deliberate, innovative, proactive, and less reactive in their

communications practices.

AsAs a result of this change, managers need to better understand the concept of integrated

pre-visit communication and how to evaluate their capacity to develop, implement and

monitor this aspect of their business. The Integrated Pre-Visit Communication audit

(IPCM) is a tool that can be used to help meet this need. The IPCM audit does not focus

on the results or outcomes of an organisation’s communication practices after they are

implemented. Nor does it focus on the target audiences. Rather, it focuses on the

organisation itself, its practices and its capacity to undertake effective pre-visit

communication. communication.

the integrated pre-visit communication audit: workbook ... · workbook with questionnaire and...

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