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Gold Coast DMP05

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    g o l d c o a s tD e s t i n a t i o n

    M a n a g e m e n t Pl a na p r i l 2 0 0 5

    w w w . t q . c o m . a u / k n o w l e d g e b a n k

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    G O L D C O A S T D E S T I N A T I O N M A N A G E M E N T P L A NT O U R I S M Q U E E N S L A N D 2 0 0 5

    F o r e w o r d

    Since 1998, the Queensland Government has pursued a Smart State agenda, which promotes and

    develops our strengths in science, research, education and innovation.

    That agenda has no limits and we are using Smart State innovation to improve the way we do many

    things.

    Tourism embraces this ethos well by harnessing the skills, the experience and the knowledge of

    Government, industry and the community to unite in driving one of the states largest job-creating

    industries.

    The Destination Management Planning initiative is a great example of innovative thinking.

    It is Tourism Queenslands smart plan for working closely with all tourism stakeholders to develop a

    stronger, more robust tourism industry.

    The Destination Management Planning program ensures Queensland is well-placed to maximise

    tourisms benefits by promoting a prosperous future, continued industry growth, wealth generation

    and job creation.

    Peter Beattie MP

    Premier and Minister For Trade

    Global tourism and travel are predicted to grow at an unprecedented rate over the next 20 years.

    These visitors will be looking for new and different experiences.

    If Queensland is to take advantage of such a dynamic and competitive environment, we need to

    start the planning process now.

    The Beattie Government, through Tourism Queensland, has embarked on an ambitious program

    of reform, moving from destination marketing to destination management as the new driver of

    sustainable tourism development.

    This is an exciting new approach to strategic tourism planning.

    Queenslands 12 tourism destinations will have their own strategic planning tool, each individually

    tailored for the destination.

    Destination Management Plans will provide focus and direction through a collaborative approach to

    planning and management.

    They will ensure destinations mature and expand in a planned and managed way as we move to

    meet increasing demands for services, infrastructure and new tourism experiences.

    I commend this Destination Management Plan to you as an important platform for industry

    cooperation and a sustainable tourism future.

    Margaret Keech MP

    Minister for Tourism, Fair Trading and Wine Industry Development

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    Tourism Queensland has

    embarked on a new process

    of corporate strategic

    planning

    In response to the changing, dynamic tourism business system Tourism Queensland (TQ)

    has embarked on a new process of strategic planning. The process considers the alignment

    and cohesion of corporate business with the needs of the tourism industry and key industry

    stakeholders. The outcome of the program provides a new perspective on tourism industry

    leadership, in keeping with the organisations goal to facilitate sustainable tourism growth and

    industry profitabili ty.

    In practical terms, this strategy is being delivered through the production of a suite of

    Destination Management Plans (DMPs). Drawing on available research and a broad base of

    knowledge, skills and experience, each DMP is tailored to meet the development and marketing

    needs of each destination and tuned to meet the needs of target markets.

    This document represents the outcome of destination management planning for the Gold Coast.

    It is intended as directional rather than a prescriptive document, to be used as a guiding tool

    for the development of strategies and business plans, and as a springboard for further planning

    and discussion between partners and stakeholders. It has been developed in the context of

    the Queensland Government priorities for the delivery of Government services, the Queensland

    Government Strategy for Growing Tourism and the Tourism Queensland Corporate Plan.

    The Gold Coast is one of Australias premier holiday destinations. It is famous for its beaches,

    surf, theme parks, shopping, nightlife and hinterland and has been attracting Australian

    families for many decades. The region has capitalised on its attractive environment, climate

    and lifestyle to develop a highly specialised economy that is dominated by the tourism industry.

    Tourism Queensland will continue to strive to enhance the development and marketing of the

    Gold Coast in partnership with the RTO, industry, Government and the community. Over the

    next three years, TQ will focus efforts on the issues identified within this plan. Specifically

    these issues are to:

    Maintain the Gold Coasts position as Australias premier holiday destination and increase

    market share of high yield domestic and international market segments.

    Strengthen partnerships with key stakeholders in the region to enable a more coordinated

    and strategic approach to destination development.

    Focus destination branding activities towards high yielding segments in the domestic

    geographic markets of Sydney and Melbourne.

    Ensure the effectiveness of the Gold Coast branding and its alignment with the

    destinations positioning.

    Continue cooperative marketing programs to provide cost effective opportunities for

    industry partners to benefit from working with the destination brand.

    Encourage transport planners to consider the needs of tourists in future planning

    activities.

    Nurture growth opportunities within niche market segments such as education tourism,

    backpackers, food and wine tourism, events and ecotourism.

    The Gold Coast Destination Management Plan has been developed over a lengthy period of

    research and consultation and will be used as the basis to engage regional tourism stakeholders

    on tourism development and marketing issues. The key ideas and strategies in this plan will

    be implemented through the annual business plans of TQ in partnership with the RTO and key

    industry partners. It is envisaged that these ideas and strategies will also inform the action plansof all stakeholders with an interest in a consistent, research based approach to the sustainable

    and profitable development of tourism in the region.

    E x e c u t i v e S u m m a r y

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    G O L D C O A S T D E S T I N A T I O N M A N A G E M E N T P L A NT O U R I S M Q U E E N S L A N D 2 0 0 5

    Executive Summary ..............................................................................................2

    Section 1: Destination Management Planning

    1.1 Introduction ........................................................................................ 4

    1.2 Planning Context ......... ......... ......... .......... ......... ......... ......... ......... ......... 5

    1.3 Queensland Tourism Business Environment .... .... .... .... .... .... .... .... .... .... .... 8

    1.4 The Queensland Tourism Industry ......... .......... ......... ......... ......... .......... .. 9

    Section 2: Destination Analysis

    2.1 Destination Description.......................................................................10

    2.2 Competitor Analysis ............................................................................12

    2.3 Destination Performance .....................................................................15

    2.4 Destination Market Analysis ................................................................23

    2.5 Destination Marketing .......... ......... ......... ......... ......... .......... ......... ........ 28

    2.6 Tourism Services Analysis .............. .......... ......... ......... ......... ......... ....... 32

    2.7 Stakeholders and Partnerships ......... ......... ......... .......... ......... ......... ..... 35

    2.8 Community Services Analysis ............... .......... ......... ......... ......... .......... 37

    2.9 Destination Development ....................................................................39

    2.10 SWOT Analysis.................................................................................42

    2.11 Summary and Strategic Implications .......... ......... ......... ......... .......... ... 46

    Section 3: Strategic Vision

    3.1 Destination Outlook ............................................................................47

    3.2 Targeting Strategy ..............................................................................48

    3.3 Destination Positioning .......................................................................51

    3.4 Operational Goals and Strategies ............... ......... .......... ......... ......... ..... 53

    3.5 Implementation .................................................................................56

    Appendices

    Appendix 1. Data Sources .......... ......... ......... ......... ......... .......... ......... ........ 57

    Appendix 2. Acronyms ..............................................................................58

    Appendix 3. Market Segmentation ........ .......... ......... ......... ......... ......... ....... 59

    C o n t e n t s

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    S E C T I O N 1 :D e s t i n a t i o n M a n a g e m e n t P l a n n i n g

    1.1 INTRODUCTIONThe Queensland tourism industry environment is a dynamic business system subject to the influences of global

    circumstances, Government and business priorities, changing communities and market trends.

    In response to this changing world Tourism Queensland (TQ) has embarked on a new process of strategic planning. The

    process considers the alignment and cohesion of corporate business with the needs of the tourism industry and key

    industry stakeholders. The outcome of the program provides a new perspective on tourism industry leadership, in keepingwith the organisations goal to facilitate sustainable tourism growth and industry profitability.

    The cornerstone of the program is TQs commitment to a destination approach to the development and marketing of

    Queensland visitor regions. This approach recognises that the State consists of a number of diverse tourist destinations,

    each with distinctive and differing development and marketing needs.

    In practical terms, this approach is delivered through the production of a suite of Destination Management Plans.

    Specialist planning teams, working with industry input, have produced a Destination Management Plan (DMP) for each

    designated Queensland destination. Drawing on all the available research and broad ranging knowledge, skills and

    experience, each DMP is tailored to meet the development and marketing needs of the destination and tuned to meet the

    needs of target markets.

    This document represents the outcome of destination management planning for the Gold Coast. It has been developed in

    the context of the Queensland Government priorities for the delivery of Government services, the Queensland Government

    Strategy for Growing Tourism and the Tourism Queensland Corporate Plan.

    1.1.1 This PlanThis Destination Management Plan is intended as directional rather than a prescriptive document, to be used as a guiding

    tool for the development of strategies and business plans and as a springboard for further planning and discussion

    between partners and stakeholders.

    Section One of the plan outlines the background and purpose of Destination Management Planning and sets the planning

    context as an aspect of the Queensland Government tourism agenda. Section Two embodies all the relevant research,

    knowledge and experience that has been gathered and accumulated by the planning teams and refines this into a simple

    SWOT table that represents a succinct situation analysis. Based on this analysis and the issues arising, Section Three

    proposes a strategic direction and set of actionable strategies for the realisation of sustainable tourism growth and industry

    profitability over the short to medium term.

    The development of this plan has drawn on all the available research data and involved a range of people from within the

    organisation as well as industry representatives associated with the destination. As a TQ planning initiative the document

    substantially represents a TQ perspective. As such, the outcomes of this plan feed directly into TQ planning processes

    where annual business plans become the annual action plans of the DMP. For partners and key stakeholders, the DMP is

    intended as a guiding document to be used as a tool to inform decision-making and guide effective tourism development

    and marketing at a destination level, consistent with an informed view of the needs and interests of visitors.

    Destination Management Planning is a dynamic, ongoing planning process that takes a research based, integrated

    perspective of destination development and marketing. To ensure currency and relevancy, the DMPs will be updatedregularly with the latest research, destination information and tourism trends.

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    1.2 PLANNING CONTEXTTourism Queensland is a statutory authority of the Queensland Government established under the jurisdiction of the

    Department of Tourism, Fair Trading and Wine Industry Development. TQ provides leadership and guidance to the

    States tourism industry and delivers the Queensland Governments tourism agenda through an integrated approach to

    tourism policy, destination development and marketing. Destination Management Planning occurs in the context of the

    Queensland Government priorities for the delivery of Government services, the Queensland Government Strategy for

    Growing Tourism and the Tourism Queensland Corporate Plan.

    1.2.1 State Government PrioritiesThe Queensland Government is committed to a range of priorities to provide more focus for the delivery of Government

    services. These are:

    Priority One: Improved health care and strengthening services to the community

    Priority Two: Realising the Smart State through education, skills and innovation

    Priority Three: Protecting our children and public safety

    Priority Four: Managing urban growth and building Queenslands regions Priority Five: Protecting the environment for a sustainable future

    Priority Six: Growing a diverse economy and creating jobs

    Priority Seven: Delivering responsive government

    1.2.2 Queensland Government Strategy for Growing TourismThe Queensland Government Strategy for Growing Tourism outlines the broad strategic direction for developing tourism in

    a sustainable manner. The Strategy aims to incorporate industrys needs into and across all areas of Government policy,

    planning and operations and foster cooperation and collaboration between key agencies on tourism issues. It establishes

    linkages with other whole-of-government policy initiatives and provides a mechanism for ensuring that the efforts of

    individual Government Departments are directed towards the achievement of the Governments priorities. Growing Tourism

    is implemented through TQ and the Department of Tourism, Fair Trading and Wine Industry Development.

    The objectives of the Growing Tourism Strategy are divided into four main categories:

    1. Infrastructure

    Foster strategic investment in hard, soft and innovation and technology tourism infrastructure and services

    Gain recognition of the importance of tourism to economic development and employment growth

    Deliver high quality tourism experiences to Queensland visitors

    2. The Environment

    Seek and promote the environmental, economic and social sustainability of the industry

    Develop a sustainable nature-based sector built on the States natural advantages

    3. Market Trends

    Promote Queensland as a quality tourism destination to domestic and international visitor markets, based on timely

    and accurate market data

    Recognise and promote diversity in the development of the tourism industry

    4. Government Leadership and Coordination

    Provide strong and proactive leadership in the continuing development of the States tourism industry

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    1.2.3 Tourism Queensland Corporate PlanThe TQ Corporate Plan outlines the organisations strategic direction for the next four years. It is formulated and

    implemented through a process of business and financial planning and updated annually to ensure it is aligned with the

    latest industry trends and Government priorities. The Plans main functions are to:

    Provide a strategic framework for operations and resource allocation

    Provide departments with a framework for the development of business (operational) plans

    Communicate strategies to Government, the tourism industry and Queenslanders

    TQ Vision: To be a recognised and respected international leader in Destination Management

    and champion of worlds best practice in sustainable tourism values and services.

    TQ Mission: To work in partnership with Government, Industry and Community stakeholders

    to maximise sustainable tourism growth for the economic and

    social benefit of all Queenslanders

    TQ Corporate Priorities: Stakeholders; External Services; Our People; Processes and Systems

    The Corporate Plan is implemented through the annual business plans of each department and business unit. Industry

    and Government input into the planning process is sought through a variety of forums and committees.

    1.2.4 Tourism Queensland Destination Management PlanningFollowing the success of the destination marketing initiative established in 1997, TQ remains committed to a destination

    approach to the development and marketing of Queensland destinations. The destination approach is a proven and

    effective management system that enables the organisation to best meet its market, industry and Government obligations.

    This approach recognises that Queensland consists of a number of discrete visitor destinations, each with distinct and

    differing development and marketing needs. These destinations are identified as: Brisbane, Bundaberg, Central Queensland, Fraser Coast, Gold Coast, Mackay, Outback, South East Queensland

    Country, Sunshine Coast, Townsville, Tropical North Queensland, Whitsundays

    Destination Management Planning is an evolution of the destination marketing initiative and represents a more integrated

    approach to understanding destination needs and the delivery of services. Plans for each destination have been developed

    after a lengthy process of planning, consultation, feedback and review. As indicated in the model below, it is intended that

    the DMPs will directly link with TQs annual business plans and provide a strategic platform to guide the strategies and

    business plans of industry stakeholders.

    Destination Management Planning Model

    1st DraftDMP

    2nd DraftDMP

    CompletedDMP

    TQ BusinessPlans

    StakeholderBusiness Plans

    Evaluation

    Internal DriversExternal Drivers

    Feedback TQ Planning TeamsResearch

    RTO FeedbackStakeholder Feedback

    TQ Sign OffRTO Sign Off

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    1.2.5 Tourism Queensland Whole-of-State StrategiesWhilst each Destination Management Plan focuses on the specific needs and interests of each destination, there are a

    number of TQ policies and strategic issues that are addressed and advanced on a whole-of-state basis. The whole-of-state

    strategies outlined below are relevant to all destinations and are identified and actioned in the annual business plans of

    the appropriate TQ department or business unit. For a full explanation of the range of duties and responsibilities of TQ

    departments log on to www.tq.com.au.

    AREA OF BUSINESS WHOLE-OF-STATE STRATEGIES

    Marketing Domestic and International destination based consumer and trade marketing

    Government/industry liaison and advocacy

    Road Tourism promotion

    Food and Wine Tourism promotion

    Where Else But Queensland State brand promotion

    Special Interest Tourism Government/industry liaison; industry planning and promotion for special

    interest tourism segments; product development

    Cultural Tourism Government/industry liaison; industry planning and advocacy; product

    development

    Events Tourism Government/industry liaison; industry planning and advocacy; product

    development

    Cruise Shipping Queensland Cruise Shipping Plan

    Government/industry liaison and business development framework

    Road Tourism Drive Tourism Program

    Roads and Road Tourism product development

    Policy and Planning Government/industry liaison; policy and regulation issues; industry standards

    and accreditation; investment; tourism input into whole-of-government

    strategies; Growing Tourism coordination of TQ input and involvement; visitor

    safety, including the National Visitor Safety Program, Tourist Oriented Policing,

    and beach safety programs; training and skills development initiatives; Visitor

    Information Centre accreditation and the Queensland Visitor Information

    Centre Signage Policy; Tourism in Protected Areas

    Aviation Queensland Commercial and Tourism Aviation Plan

    Government framework focused on growing international and domestic air

    services to Queensland destinations

    Research Queensland performance monitoring; forecasting; consumer and market

    trends; R-TAM

    Sustainable Tourism Destination development; government/industry liaison; industry planning and

    advocacy; product development

    Queensland Ecotourism Plan 2003-2008

    Tourism Queensland Indigenous Tourism Strategy

    In addition to the strategies above, it is acknowledged that there are a range of whole-of-state strategies undertaken by

    various Government Departments that have some impact on tourism and tourism service delivery. For further information

    on these TQ whole-of-state strategies refer to the Destination Management Planning Knowledge Bank atwww.tq.com.au/knowledgebank.

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    1.3 QUEENSLAND TOURISM BUSINESS ENVIRONMENTTourism is an open dynamic system subject to variable global, national and regional influences and trends. While many of

    these factors exist outside the destinations direct sphere of influence, they can still impact on travel and tourism business

    at the destination level. Depending on the issues and the response to them, influencing factors in the external operating

    environment can pose a threat or offer an opportunity to enhance sustainable tourism business.

    The table below outlines some of the issues in the macro environment that will have an impact on tourism in Queensland:

    The implications of these environmental issues for this destination have been summarised as part of the SWOT analysis

    which appears in Section 2.10 of this plan.

    Travel,

    Tourism, Tourists

    & Host

    Communities

    ECONOMIC TRENDS Globalisation

    Fluctuating global economy Variable exchange rates and the

    value of the $AUD Variable interest rates Fluctuating fuel prices Decline in traditional industries Polarisation of wealth

    NATURAL ENVIRONMENT Global warming/climate change Increased awareness of

    environmental sustainability Increased interest in nature-based

    tourism Impacts of tourism on natural

    environments Natural disasters Environmental degradation

    POLITICAL/LEGAL TRENDS Recognition of tourism by

    Government and community Policies on environment Policies on Native Title Threat of war and terrorism Land clearing Public Liability insurance costs

    SOCIAL AND CULTURAL TRENDS Changing family structure

    Ageing population Increasing number of hours

    worked Flexible work arrangements Interest in balanced lifestyle Safety and security Population growth in developed

    countries Population growth in urban and

    coastal areas Health risks

    TECHNOLOGY TRENDS Uptake of the internet Interactive TV Mobile technology Convergence of communication Innovations in transport - speed,

    comfort, safety

    COMPETITIVE TRENDS Global on-line revolution Competition for discretionary

    income Greater number of substitutes for

    travel Greater competition in tourism

    INDUSTRY TRENDS Short break holidays More frequent holidays Drive holidays On-line revolution for information & booking holidays

    Unstable global environment and impacts on travel behaviour Predicted growth in international travelRelaxed travel impediments in developing international markets Highly competitive national travel environment

    Market fragmentation and the emergence of more special interest markets Low cost air travel

    GLOBAL TRENDS

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    1.4 THE QUEENSLAND TOURISM INDUSTRYAs Queenslands second largest industry and largest employer, tourism contributes significantly to the economic well being

    of the State. As a multifaceted, many layered service industry tourism is made up of a wide variety of private and public

    sector stakeholders that are either directly or indirectly engaged in the business of tourism. For Queensland to continue

    to secure the benefits that tourism has to offer, it is important that there is strong coordination and linkages between the

    various sectors of business and Government throughout the State.

    The tourism business system is built around a core base of industry operators, Local Government Authorities and

    regional and local tourism organisations. Tourism Queensland is the Government Agency responsible for guiding tourism

    development and marketing at a State level. At the regional level, 14 Regional Tourism Organisations (RTOs) play a role in

    partnering with regional stakeholders including industry, Local Government and community to coordinate tourism efforts.

    The whole system is underpinned by customers and residents whose support is essential for the tourism industry to

    function.

    There are a number of organisations involved in the coordination of tourism in Queensland, each with complementaryroles and responsibilities. The framework below generally outlines the structure and function of the key coordinating

    agencies.

    Tourism Organisations

    Contacts and further information on organisations involved in tourism can be found in the Queensland Tourism Industry

    Directory available on the TQ web site: www.tq.com.au/qtid.

    DEPARTMENT OF INDUSTRY, TOURISM & RESOURCES (DITR)

    DEPARTMENT OF TOURISM, FAIR TRADING & WINE INDUSTRY DEVELOPMENT (DTFTWID)

    LOCAL GOVERNMENT AUTHORITIES (LGAs)

    Provides tourism infrastructure and facilities

    Facilitates and supports development andpromotion of tourism

    LOCAL TOURISM ORGANISATIONS (LTOs)

    Aims to enhance visitor experiences

    Conducts marketing activities Liaises with community, Local Government and

    RTOs

    VISITOR INFORMATION CENTRES (VICs)

    Provides current information on local attractions,

    activities and events Makes reservations for visitors Provides up-to-date advice on local travel

    REGIONAL TOURISM ORGANISATIONS (RTOs)

    Provides regional marketing, leadership and development Coordinates industry, Local Government and community destination marketing activities

    GROWING TOURISM UNIT (GT) (in DTFTWID)

    Coordinates implementation of the Queensland GovernmentsStrategy for Growing Tourism

    TOURISM QUEENSLAND (TQ) (Statutory Authority)

    Markets Queensland internationally and domestically Facilitates destinational development - research, policy and industry planning

    Facili tates product development and distribution Provides advice to industry and government

    SUSTAINABLETOURISM COOPERATIVE

    RESEARCH CENTRE(STCRC)

    (Research Partnership)

    Develops knowledgeand innovation for

    business, community and

    government

    INDUSTRY

    ASSOCIATIONS(NATIONAL, STATE,SECTOR SPECIFIC)

    Lobby voice - ensuringgovernment considers the

    interests of tourism Industry leadership

    Industry education andtraining

    Professional advice Raise industry standards

    Industry promotion Networking opportunites

    TOURISM AUSTRALIA(Statutory Authority)

    Responsible for international and domestictourism marketing as well as the delivery of

    research and forecasts for the tourism sector

    TOURISM DIVISION(in DITR)

    Develops and implementsFederal Governmentpolicy and programs

    LOC

    AL

    STATE

    REGIONAL

    NATIONAL

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    T O U R I S M Q U E E N S L A N D 2 0 0 5

    2.1 DESTINATION DESCRIPTION

    2.1.1 General DescriptionThe Gold Coast is one of Australias premier holiday destinations. It is famous for its beaches, surf, theme parks,

    shopping, nightlife and hinterland and has been attracting Australian families for many decades.

    Located in southeast Queensland, Australia, just one hour south of Brisbane (Queenslands capital city), the Gold Coast

    stretches from Cabarita Beach in New South Wales, west to Beaudesert, north to Beenleigh and east to South Stradbroke

    Island.

    The region features 70 kilometres of uninterrupted coastline and is fringed by rainforest hinterland, including World

    Heritage listed National Parks. The Gold Coast has a strong linear city base that reveals a close alignment with the

    coastline, Pacific Highway and the mountain ranges that all run parallel to the coast.

    The region has capitalised on its attractive environment, climate and lifestyle and has a highly specialised economy that

    is dominated by the tourism industry.

    2.1.2 Community Profile and Economic BaseThis destination profile incorporates data from a number of sources, including the Local Government Area Profiles

    (OESR), Contribution of Visitor Expenditure to the Queensland Regional Economies (OESR), Tourist Accommodation

    (ABS) and Regional Statistics (ABS). This analysis utilises the most recent data available at the time of printing. More

    recent data will be available in the on-line version of this document at www.tq.com.au/knowledgebank.

    The Gold Coast region incorporates the two Local Government Areas (LGAs) of the Gold Coast City and the Shire of

    Beaudesert. The region covers only 0.25% (4,261 km2) of the total area of Queensland and yet is home to 13% of the

    States population (479,671 persons at 31 December 2001). Within the region, the Gold Coast City contains most of

    the regions population (89% or 425,418 persons). The annual average rate of population change for the five years to

    December 2001 was 3.5%, compared with 1.7% for the State.

    The main industry on the Gold Coast1 is Finance, Insurance, Property and Business Services, which accounted for 16%

    ($1,143 million) of the Gross Regional Product (GRP) over the 1998 to 1999 financial year. The other main industry

    contributors to the Gold Coast GRP in 1998-99 were Retail and Wholesale Trade (12%), and Government Administration,

    Defence, Education, Health and Community Services (12%). The Accommodation, Cafes and Restaurants sectorcontributed 5% ($488 million) to the GRP of the Gold Coast.

    In the Gold Coast region in 1998, the largest number of businesses were in the Finance, Insurance, Property and

    Business Services sector (5,687 businesses or 24% of all businesses), followed by Retail and Wholesale Trade (5,605

    businesses or 23%), and Construction (3,630 businesses or 15%).

    In terms of employment the Retail and Wholesale Trade sector employed the largest share of people on the Gold Coast in

    2001 (22% or 44,861 persons). The second largest employer was the Government Administration, Defence, Education,

    Health and Community Services sector, which employed a further 17% of the workforce (34,963 persons).

    S E C T I O N 2 :D e s t i n a t i o n A n a l y s i s

    1 The Gross Regional Product (GRP) estimates are generated at the Statistical Division level. The Gold Coast is one region within the Brisbane-MoretonStatistical Division. Economic GRP data specific to the Gold Coast region have been separated out by OESR.

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    The Tourism SectorDuring the 1998-99 period tourism contributed 14.5% ($1,388 million) to the GRP of the Gold Coast. This was

    significantly higher than the Queensland average, with tourism contributing 6.4% ($6,292 million) to Gross State Product(GSP) over the same period.

    This contribution by tourism to the Gold Coast economy (14.5% of GRP) was similar to the economic contribution for

    Tropical North Qld (14.4%), and was only surpassed by the significant role of tourism in the economy of the Sunshine

    Coast (16%).

    In terms of the total contribution of tourism to Queenslands GSP, the revenue generated by tourism on the Gold Coast

    ($1,388 million), established the region as the second largest contributor (22% of GSP), placed only behind Brisbane

    (28%).

    The main industries that contributed to tourism revenue within the Gold Coast during 1998-99 were Accommodation,

    Cafes and Restaurants, which contributed one quarter of the regions tourism revenue ($355 million or 26%), and Retail

    and Wholesale Trade, which accounted for almost another quarter ($311 million or 22%).

    The Accommodation, Cafes and Restaurants sector was by far the most reliant on tourism, with 73% of its revenue

    generated by tourism. Next most reliant was the Retail and Wholesale Trade sector (26%).

    Tourism is an important industry for the region in terms of employment. On the Gold Coast 19% of all employment (or

    27,690 full-time equivalent positions) over the period 1998-99 was related to tourism. In terms of the total amount of

    tourism-related employment in Queensland, the level of employment generated by tourism on the Gold Coast established

    the region as the second largest contributor to the States tourism employment (19%). The other main contributing

    regions were the Sunshine Coast (20%) and Tropical North Queensland (16%).

    Almost half of the tourism-related employment on the Gold Coast was within the Retail and Wholesale Trade sector

    (11,873 positions, or 43%). An additional third of tourism employment was in the Accommodation, Cafes and

    Restaurants sector (33% or 9,143 positions). In employment terms, this sector had the highest reliance on tourism, with

    over two-thirds of all full-time equivalent positions in the industry attributable to tourism (72%).

    There were 36,600 actual tourism-related positions in the region during 1998-99. At that time 8,416 persons were

    employed in the Gold Coasts accommodation establishments2. Most of those employed in these accommodation

    establishments were employed in Gold Coast City (96%).

    2 Tourist accommodation includes hotels, motels, guest houses and serviced apartments with 15 or more rooms or units.

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    2.2 COMPETITOR ANALYSISThe following summary outlines the general domestic and international competitive environments in which the Gold

    Coast operates. It describes the distinctive attributes and characteristics of the destination and identifies key competitor

    destinations. This summary represents a Tourism Queensland perspective based on available research, consultation and

    field experience.

    2.2.1 Domestic Competitive EnvironmentThe chief competitive strengths of the Gold Coast as identified by Roy Morgan research (2004) are its:

    variety of theme parks

    luxury accommodation

    range of restaurants and dining options

    accessibility

    nightlife

    variety of events and entertainment

    vibrancy beaches

    shopping

    variety of sightseeing opportunities

    ability to accommodate children

    tropical climate

    Another competitive strength is that the Gold Coast is a well-established, mature holiday destination, supported by a

    strong industry and distribution network, making the product very accessible. With regard to international competitors for

    domestic markets, the destination has the advantage of proximity and relative safety.

    Some limitations to competitiveness in domestic markets centre around negative perceptions in the marketplace, including

    views that the Gold Coast is busy and crowded, has too many tourists, is over-commercialised and over-developed,expensive, has lots of teenagers and suffers from shadows on the beach cast by the high rise buildings.

    In terms of the domestic market, the Gold Coasts performance in recent years has been extremely strong. The weak

    Australian dollar and world events has impeded Australians overseas travel and aided a surge in domestic tourism.

    Queensland and particularly the Gold Coast have benefited from these conditions. However as the economy now shows

    signs of slowing and the Australian dollar has strengthened, international travel has become more affordable, and it is

    expected that Queensland and the Gold Coast will see a softening of the domestic travel market.

    In view of the competitive strengths and weaknesses of the destination, the following regions are perceived to be primary

    competitors for domestic markets:

    Sunshine Coast

    Northern New South Wales (NSW)

    Tropical North Queensland/Whitsundays/Cairns

    Sydney/Melbourne

    South East Asia/Pacific (including Bali, Fiji, Vanuatu, Hawaii, Phuket)

    Ski Holidays (NSW, Victoria, New Zealand)

    The positioning map on the following page assists in placing the Gold Coast amongst the current competition in terms of

    perceived appeal and ability to compete for key domestic markets. Competitor destinations are also ranked according to

    their significance on a scale of 1 to 5, where 1 represents an extremely significant competitor. This is intended as a guide

    only, in order to gain an educated insight into where the Gold Coast is placed in relation to its perceived competitors.

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    CompetitivenessWith reference to the positioning map above, all identified competitor destinations rank below the Gold Coast in terms

    of competitiveness. This is due to the fact that the Gold Coast is a well-established, mature holiday destination with a

    diversity of quality accommodation and attractions, supported by good tourism services. The strength of its industry base,

    distribution network and marketing resources enable the Gold Coast to compete effectively in the marketplace.

    The Sunshine Coast and Northern NSW should not be discounted however, and remain strong competitors. The strong

    competitive elements of the Sunshine Coast and Northern NSW are largely focused around the relaxed and natural appeal

    of these destinations compared to the Gold Coast. The Sunshine Coast and Northern NSW both boast beautiful beaches

    with a relaxed natural environment, a scenic hinterland, affordable low-rise accommodation, laid back and safe lifestyles,

    and complementary arts and craft businesses. The proximity of these areas to the capital city markets of Brisbane and

    Sydney is also a strong competitive point. In recent years, the Sunshine Coast has also increased its competitiveness

    due to increasing infrastructure development, industry and Local Government investment, more active marketing and

    improved air access. However, in view of the current considerable disparity in visitor numbers, it is not expected that either

    the Sunshine Coast or Northern NSW would out-rank the Gold Coast in competitiveness in its target markets within the

    next five years.

    Appeal

    Although the Gold Coast is one of Australias premier holiday destinations, South East Asia/Pacific and Tropical North

    Queensland/Whitsundays rank higher in terms of appeal. Travel to these exotic destinations is accompanied by a high

    aspirational element (or brag factor where visitors like to boast that they have been there). In addition, the thrill of

    shopping overseas, duty free shopping and experiencing new cultures is difficult for the Gold Coast to compete with in

    terms of destination appeal.

    I II

    IV III

    Competitor Destination Overall Competitive Ranking

    Sunshine Coast 1Northern NSW 2

    Sydney (SYD) 3

    Melbourne (MEL) 3

    South East Asia/ Pacific 3

    Tropical North Qld/Whitsundays/Cairns 3

    Ski Holidays 5

    Legend

    I = More Appeal/More Competitive

    II = Less Appeal/More Competitive

    III = Less Appeal/Less Competitive

    IV = More Appeal/Less Competitive

    GC

    SE Asia/Pacific

    Tropical North Qld/Whitsundays

    MORE

    COMPETITIVENESS

    LESSMORE

    APPEAL

    LESS

    Sunshine CoastNothern NSW

    SYD/MELSki holidays

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    2.2.2 International Competitive EnvironmentThe table below illustrates the relative positioning and competitor sets for the major international source markets for

    Queensland. This table is drawn from the TQ International Marketing Guide, which is based on available research,

    consultation and field experience.

    According to research, potential visitors from long-haul markets (US/UK/Europe) are primarily motivated for an overall

    Australian experience. These visitors are more likely to take in a number of Australian and Queensland destinations during

    their stay in the country. Conversely, potential visitors from short-haul markets (Asia/Japan/New Zealand) are more likely to

    have a preference for a specific Queensland destination.

    Source Market General Competitive Preferred Destination Brisbane Competitive

    Region Environment (Aust/Qld) Strengths

    US / Options within Australia. Australian Experiences World Heritage listed

    Americas The consumers competitive mindset is rainforest with easy access

    based on an Australian content. Therefore Queensland Destinations Surfing beaches

    each QLD destination needs to consider its (appealing to 18-35 segmentcompetitive advantage in relation to Climate (particularly

    Australian competitors. appealing to snow bird

    segment)

    UK & Ireland / Options within Australia. Australian Experiences World Heritage listed

    Nordic Region The consumers competitive mindset is rainforest with easy access

    basedon an Australian content. Therefore Queensland Destinations Surfing beaches

    each QLD destination needs to consider its (appealing to 18-35 segment)

    competitive advantage in relation to Climate (particularly

    Australian competitors. appealing to snow bird

    segment)

    Europe Options within Australia. Australian Experiences World Heritage listed

    The consumers competitive mindset is rainforest with easy access

    based on an Australian content. Therefore Queensland Destinations Surfing beaches

    each QLD destination needs to consider its (appealing to 18-35 segment)competitive advantage in relation to Climate (particularly

    Australian competitors. appealing to snow bird

    segment)

    Japan International: Queensland Destinations: Beaches

    Hawaii / Guam / Saipan Cairns Shopping

    Gold Coast Theme Parks

    Domestic: Whitsundays

    Sydney

    Asia International: Queensland Destinations: Beaches

    Intra Asia Gold Coast Shopping

    Europe Other South East Qld Casino

    US Cairns Theme Parks

    Domestic:

    Sydney / Melbourne / Perth

    New Zealand International: Queensland Destinations: Beaches

    South Pacific / Fiji / Hawaii Gold Coast Apartments

    UK Cairns Glitz and Glamour

    Europe Brisbane Rainforest

    Sunshine Coast

    Domestic:

    Sydney / Melbourne / Adelaide / Perth

    From an international market perspective, the Gold Coast has a wide range of competitors, depending on the particular

    source market, as indicated in the above table. With regard to longer haul source markets, the Gold Coast is a key element

    of an Australian and Queensland holiday experience and competes along with Australia and Queensland. In shorter haulmarkets the Gold Coasts main competitors are more immediate and definable. For Japanese visitors, Hawaii and Guam

    are very real competitors. For Asians, other intra-Asian destinations offering a beach holiday experience, such as Thailand

    and Indonesia are primary competitors. In the New Zealand market, the Gold Coast directly competes with a number of

    international destinations in addition to Australian competitor destinations offering a similar beach holiday experience.

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    2.3 DESTINATION PERFORMANCEThis section presents a profile of the tourism performance of the Gold Coast based on available research sources. Drawn

    from the Tourism Queensland Regional Updates, the report provides a synopsis of visitor trends in the destination.

    The profile incorporates data from a number of different sources, including the National Visitor Survey (NVS), International

    Visitor Survey (IVS), Survey of Tourist Accommodation (STA), Regional Tourism Activity Monitor (R-TAM), and the

    Contribution of International and Domestic Visitor Expenditure to the Queensland Regional Economies 1998-1999.

    2.3.1 Total VisitorsOrigin

    In the year ended June 2004, there were 4,284,909 visitors to the Gold Coast. Of these, 42% were interstate visitors

    (1,805,000), 40% were intrastate visitors (1,727,000) and 18% were international visitors (752,909).

    In the year ended June 2004, 22,507,078 visitor nights were spent at the Gold Coast, with 51% originating from the

    interstate market (11,381,000), 28% from the international market (6,359,078) and 21% from the intrastate market

    (4,767,000).

    GOLD COAST MARKET PROPORTIONS

    12 MONTHS TO JUNE 2004

    Purpose of Visit

    The holiday/leisure market accounted for 64% of the total visitors to the Gold Coast (2,754,968) and 67% of all

    visitor nights spent in the region (14,974,428) in the year ending June 2004. A further 26% of visitors (1,102,092)

    and 21% of nights (4,727,069) were accounted for by the visiting friends and relatives market over the same period.

    The business market represented 8% of the total visitors to the Gold Coast (348,984) and accounted for 7% of visitor

    nights (1,521,689) in the year ending June 2004.

    2.3.2 Domestic MarketVisitors

    In the year ending June 2004, there were 3,532,000 domestic overnight visitors to the Gold Coast (21% of the total

    domestic visitors to Queensland). Of these, 61% were holiday/leisure visitors (2,144,000).

    The number of domestic overnight visitors to the Gold Coast increased at an average annual rate of 1.0% between

    the year ending June 2001 and the year ending June 2004. By comparison, the average annual growth rate for

    domestic visitors to Queensland was 1.3% over the period.

    Domestic holiday/leisure visitors to the Gold Coast decreased at an average annual rate of 2.5% between the year

    ending June 2001 and the year ending June 2004.

    Visitors

    International

    18%Interstate

    42%

    Intrastate

    40%

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    DOMESTIC VISITORS (000) GOLD COAST

    2001-2004

    Visitor Nights

    In the year ended June 2004, the number of domestic visitor nights spent on the Gold Coast totalled 16,148,000

    (21% of the total domestic visitor nights spent in Queensland). Of these, 69% were for the purpose of holiday/leisure

    (11,179,000).

    The Gold Coast has experienced an increase in domestic visitor nights since the year ending June 2001 (average

    annual growth rate of 3.4%). The number of domestic visitor nights spent in Queensland over this period increased

    at an average annual rate of 1.4%.

    The number of domestic holiday/leisure nights spent on the Gold Coast increased between the year ending June

    2001 and the year ending June 2004 (average annual growth rate of 0.8%).

    DOMESTIC VISITOR NIGHTS (000) GOLD COAST

    2001-2004

    Average Length of Stay

    The average length of stay on the Gold Coast for all domestic visitors was 4.6 nights in the year ended June 2004.

    The domestic holiday/leisure market had a longer average length of stay at 5.2 nights.

    The average length of stay on the Gold Coast by the domestic business market increased from the year ending June

    2001 to the year ending June 2004. There was a decrease in the average length of stay of the visiting friends and

    relatives market during this period, while the average length of stay of the holiday/leisure market increased slightly.

    3,5323,6253,6323,5513,5443,542

    3,432

    2,1442,1882,2242,3152,331

    2,3122,313

    0

    1,000

    2,000

    3,000

    4,000

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    All visitors

    Holiday/leisure visitors

    16,14816,85316,36616,844

    17,43415,949

    14,596

    11,17911,34911,15612,308

    13,33611,986

    10,904

    0

    4,000

    8,000

    12,000

    16,000

    20,000

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    All visitors

    Holiday/leisure visitors

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    DOMESTIC VISITORS AVERAGE LENGTH OF STAY (NIGHTS) BY PURPOSE OF VISIT

    2001-2004

    Regional Dispersion

    In the year ended June 2004, 14% of the overnight holiday/leisure visitors to the Gold Coast went on a daytrip within

    the Gold Coast region. Twelve percent (12%) of the overnight holiday/leisure visitors to the Gold Coast went on a

    daytrip to Brisbane.

    A further 10% of the overnight holiday leisure visitors to the Gold Coast went on a day trip to the Gold Coast

    hinterland and surrounding areas in the year ending June 2004.

    Source Markets

    The Gold Coasts top five domestic markets in the year ending June 2004 were Brisbane (31%), Sydney (18%),

    Queensland (excluding Brisbane, 18%), New South Wales (excluding Sydney, 11%) and Melbourne (11%). The Queensland (excluding Brisbane) market showed the highest increase in visitation between the year ending

    June 2001 and the year ending June 2004 (average annual growth rate of 9.7%). While most domestic markets

    showed strong growth during this period, the Brisbane, New South Wales (excluding Sydney) and Victorian (excluding

    Melbourne) markets showed negative growth (average annual declines of 4.1%, 3.0% and 2.1% respectively).

    The Gold Coasts top five source markets, in terms of total domestic visitor nights, were Sydney (3,281,000),

    Melbourne (3,141,000), Brisbane (2,776,000), New South Wales (excluding Sydney, 2,522,000) and Queensland

    (excluding Brisbane, 1,991,000).

    The profile for domestic holiday/leisure visitors, in terms of major source markets, was similar to that for total

    domestic visitors overall (see table below).

    SOURCE MARKETS FOR DOMESTIC HOLIDAY/LEISURE VISITORS TO THE BRISBANE REGION

    Place of Residence Holiday/Leisure % of Domestic Holiday/ Avg. Annual Growth Holiday/Leisure

    Visitor Numbers (000) Leisure Visitors to Rate - Visitor Numbers Visitor Nights

    the Gold Coast (YE Jun 01 (000)

    - YE Jun 04)

    Brisbane 689 32% -6.8% 2,058

    Sydney 409 19% 0.2% 2,440

    QLD (excl. Brisbane) 358 17% 4.1% 1,109

    Melbourne 271 13% 6.9% 2,157

    NSW (excl. Sydney) 186 9% -12.1% 1,749

    Victoria (excl. Melbourne) 69 3% -4.8% 596

    Other Australia 163 8% 0.2% 1,069

    4.7

    5.25.7

    5.35.0

    5.2 5.2

    4.3

    4.7

    3.1

    2.5

    3.13.3

    2.9

    4.34.5

    4.6

    4.64.54.7

    4.9

    3.33.6

    3.83.93.5

    3.33.5

    0.0

    1.0

    2.0

    3.0

    4.0

    5.0

    6.0

    YE Jun2001

    YE Dec2001

    YE Jun2002

    YE Dec2002

    YE Jun2003

    YE Dec2003

    YE Jun2004

    Holiday/leisure visitors

    Business visitors

    All visitors

    VFR visitors

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    Visitors from Melbourne showed the greatest growth in holiday/leisure visitation to the Gold Coast between the year

    ending June 2001 and the year ending June 2004 (average annual growth rate of 6.9%).

    The Gold Coasts top five source markets, in terms of holiday/leisure visitor nights, were Sydney (2,440,000),

    Melbourne (2,157,000), Brisbane (2,058,000), New South Wales (excluding Sydney, 1,749,000) and Queensland

    (excluding Brisbane, 1,109,000).

    2.3.3 International MarketVisitors

    In the year ended June 2004, there were 752,909 international visitors to the Gold Coast (39% of the total

    international visitors to Queensland). Of these, 81% were holiday/leisure visitors (610,968).

    The number of international visitors to the Gold Coast decreased at an average annual rate of 4.7% between the

    year ending June 2001 and the year ending June 2004. The average annual growth rate for international visitation to

    Queensland was 0.9% over the same period.

    International holiday/leisure visitors to the Gold Coast also decreased between the year ended June 2001 and the

    year ended June 2004, at an average annual rate of 6.0%.

    INTERNATIONAL VISITORS GOLD COAST

    2001-2004

    Visitor Nights

    In the year ended June 2004, there were 6,359,078 international visitor nights spent on the Gold Coast (23% of the

    total international visitor nights spent in Queensland). Of these, 60% were from the holiday/leisure market (3,795,428).

    The Gold Coast experienced an increase in international visitor nights between the year ending June 2001 and the

    year ending June 2004 (average annual growth rate of 1.4%). Over the same period, the number of international

    visitor nights spent in Queensland remained stable.

    International holiday/leisure nights spent at the Gold Coast declined slightly between the year ending June 2001 and

    the year ending June 2004 (average annual decline of 0.3%).

    INTERNATIONAL VISITOR NIGHTS GOLD COAST

    2001-2004

    869,750

    861,037

    770,776 764,027709,635

    678,215

    752,909

    736,033 721,941

    647,891 654,085 606,493

    555,397

    610,968

    0

    200,000

    400,000

    600,000

    800,000

    1,000,000

    1,200,000

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    All visitorsHoliday/leisure visitors

    6,359,078

    5,953,353

    5,739,970

    5,319,527

    5,533,4336,297,445

    6,094,277

    3,795,428

    3,328,820

    3,310,463

    3,327,587

    3,384,984

    3,760,155

    3,835,121

    0

    1,000,000

    2,000,000

    3,000,000

    4,000,000

    5,000,000

    6,000,000

    7,000,000

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    All visitors

    Holiday/leisure visitors

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    Average Length of Stay In the year ending June 2004, the average length of stay on the Gold Coast for all international visitors was 8.4

    nights. This was a 1.4 night increase from the international average length of stay in the year ending June 2001.

    The holiday/leisure market spent an average of 6.2 nights on the Gold Coast in the year ending June 2004, a 1.0

    night increase from the year ending June 2001.

    INTERNATIONAL VISITORS AVERAGE LENGTH OF STAY (NIGHTS)

    BY PURPOSE OF VISIT - 2001-2004

    Source Markets

    The Gold Coasts top five international markets in the year ending June 2004 were Japan (25% of visitors to theregion), New Zealand (19%), the United Kingdom (9%), China (8%) and Europe (excluding the United Kingdom and

    Germany, 7%).

    Of the top five source markets, the Chinese, United Kingdom and New Zealand markets showed an increase in

    visitation to the Gold Coast between the year ended June 2001 and the year ended June 2004 (average annual

    growth rates of 16.9%, 3.6% and 0.7% respectively). There were decreases in the number of visitors from Japan

    and Europe (excluding the United Kingdom and Germany) during this period.

    In terms of visitor nights, the Gold Coasts top five international markets in the year ended June 2004 were Japan

    (1,779,041 visitor nights), New Zealand (1,242,985 visitor nights), the United Kingdom (643,302 visitor nights),

    Europe (excluding the United Kingdom and Germany, 618,193 visitor nights) and the United States of America

    (408,853 visitor nights).

    The profile for international holiday/leisure visitors, in terms of major source markets, was similar to that for

    international visitors overall.

    The Gold Coasts top five international holiday/leisure visitor markets in the year ending June 2004 were Japan (27%

    of international holiday/leisure visitors), New Zealand (16%), China (9%), the United Kingdom (9%) and Europe

    (excluding the United Kingdom and Germany, 6%).

    Similarly to the total international market, there was an increase in holiday/leisure visitors from China, the United

    Kingdom and New Zealand to the Gold Coast between the year ending June 2001 and the year ending June 2004

    (average annual growth rates of 18.5%, 5.3% and 1.1% respectively). There were declines in holiday/leisure

    visitation to the Gold Coast from the Japan and Europe (excluding the United Kingdom and Germany) markets over

    this period.

    The Gold Coasts top five source markets for international holiday/leisure visitor nights were Japan (1,345,174 visitor

    nights), New Zealand (859,166 visitor nights), the United Kingdom (341,772 visitor nights), Europe (excluding the

    United Kingdom and Germany, 192,887 visitor nights) and Singapore (135,435 visitor nights).

    7.07.3 7.2 7.0

    8.1

    8.88.4

    5.2 5.2 5.2 5.15.5

    6.0 6.2

    0.0

    2.0

    4.0

    6.0

    8.0

    10.0

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    All visitors

    Holiday/leisure visitors

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    TOP 5 SOURCE MARKETS FOR INTERNATIONAL HOLIDAY/LEISURE VISITORS TO THE GOLD COAST

    Country of Residence Holiday/Leisure % of International Avg. Annual Growth Holiday/Leisure

    Visitor Numbers Holiday/Leisure Rate - Visitor Visitor Nights

    Visitors to the Numbers

    Gold Coast (YE Jun 01 - YE Jun 04)

    Japan 167,859 27% -13.2% 1,345,174

    New Zealand 100,122 16% 1.1% 859,166

    China 54,490 9% 18.5% 122,252

    United Kingdom 54,472 9% 5.3% 341,772

    Europe (excl. UK & 37,750 6% -6.8% 192,887

    Germany)

    2.3.4 Commercial Accommodation3

    Regional Occupancy and Yield

    The Gold Coasts stock of hotel, motel, guest house and serviced apartment guest rooms totalled 13,175 as at June

    2004.

    The number of room nights sold on the Gold Coast in the year ending June 2004 totalled 3,329,900, an increase of

    4.0% from the year ending June 2003.

    The average daily room rate for Gold Coast establishments was $116.21 in the year ending June 2004, $6.24 higher

    than in the year ending June 2003.

    COMMERCIAL ACCOMMODATION OCCUPANCY BY ESTABLISHMENT TYPE

    Licenced Motels & Guest Serviced Total

    Motels Houses Apartments Establishments

    Rooms Available 6,169 1,672 5,334 13,175

    Room Nights Sold 1,543,100 395,100 1,391,800 3,329,900

    Avg. Daily Room Rate $134.15 $91.65 $103.29 $116.21

    Change in Dollars - Avg +$3.27 +$8.21 +$6.16 +$6.24

    Daily Room Rate

    (YE Jun 03 - YE Jun 04)

    Occupancy Rate 68.4% 62.7% 70.0% 68.3%

    Percentage Point +6.8 -0.8 +1.0 +3.5

    Change - Occupancy(YE Jun 03 - YE Jun 04)

    The average room occupancy in Gold Coast commercial accommodation has been trending slightly upwards

    between the year ending June 2003 and the year ending June 2004.

    Room occupancy in Gold Coast establishments averaged 68.3% in the year ended June 2004, up 3.5 percentage

    points on the average room occupancy experienced in the year ended June 2003.

    Between the year ended June 2003 and the year ended June 2004, there have been increases in the average room

    occupancy experienced in Gold Coast serviced apartments and licensed hotels, whilst average occupancy in motels

    and guest houses decreased slightly.

    3 Note: The inclusion of additional establishments that were not included in previous STA data releases has resulted in a break in the time series betweenthe March 2003 and June 2003 quarters.

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    The average yield per room night available on the Gold Coast has been trending upwards from the year ending June

    2001 to the year ending June 2004

    The average yield was $79.37 per room night available in Gold Coast hotels, motels, guest houses and serviced

    apartments in the year ended June 2004. This was higher than the average yield in Queensland ($75.31 per room

    night available) in the year ended June 2004

    COMMERCIAL ACCOMMODATION OCCUPANCY GOLD COAST

    Sub-Sector Occupancy

    Overall, monthly room occupancy levels in Gold Coast 4 star hotels were similar to occupancy levels in Gold Coast 5 star

    hotels over the year ending 2004.

    The average room occupancy in Gold Coast 5 star hotels peaked at 80% in January 2004, while occupancy in Gold Coast

    4 star hotels peaked at 90% during the same month.

    The lowest average monthly occupancy in Gold Coast 4 star hotels occurred in May 2004 (64%), while the lowest

    occupancy in the Gold Coast 5 star hotels occurred in June 2004 (51%).

    Seasonality

    Over the past three years, monthly occupancy levels in commercial accommodation on the Gold Coast were lowest

    during the months of May and June.

    During this period, the highest average monthly occupancy levels occurred in January.

    COMMERCIAL ACCOMMODATION SEASONALITY GOLD COAST

    Domestic visitation to the Gold Coast was highest in the December 2003 quarter and the March quarter 2004.

    Visitation was lowest in the June 2004 quarter.

    Holiday/leisure visitors tend to follow a similar pattern of visitation as all domestic visitors to the Gold Coast.

    The Gold Coast received the largest proportion of international visitors during the December 2003 quarter. The lowest international visitation to the Gold Coast occurred in the September 2003 quarter.

    International holiday/leisure visitors tend to follow a similar pattern of visitation as all international visitors to

    the Gold Coast.

    0

    1,000

    2,000

    3,000

    4,000

    5,000

    6,000

    YE Jun

    2001

    YE Dec

    2001

    YE Jun

    2002

    YE Dec

    2002

    YE Jun

    2003

    YE Dec

    2003

    YE Jun

    2004

    30%

    40%

    50%

    60%

    70%

    80%

    Rm nights occupied Rm nights avail Occupancy

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    80%

    90%

    Jun-01

    Aug-01

    Oct-01

    Dec-01

    Feb-02

    Apr-02

    Jun-02

    Aug-02

    Oct-02

    Dec-02

    Feb-03

    Apr-03

    Jun-03

    Aug-03

    Oct-03

    Dec-03

    Feb-04

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    Jun-04

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    2.3.5 Economic ImpactsInternational and Domestic Visitor Expenditure

    International and domestic visitor expenditure on the Gold Coast accounted for 23% of all tourism expenditure in

    Queensland and amounted to a total of $3,108 million during 1998-1999.

    The majority of the visitor expenditure on the Gold Coast (66%) was generated by domestic overnight tourism

    ($2,063 million).

    The amount of expenditure generated by interstate overnight visitors ($1,421 million) to the Gold Coast was above

    that generated by intrastate ($642 million) and international visitors ($723 million).

    The expenditure generated by domestic day trip visitors to the Gold Coast totalled $322 million during 1998-1999.

    PERCENTAGE OF VISITOR EXPENDITURE IN QUEENSLAND BY REGION

    0% 5% 10% 15% 20% 25% 30%

    Outback

    Darling Downs

    Fitzroy

    Wide Bay/Burnett

    Northern

    Mackay/Whitsundays

    Sunshine Coast

    Tropical North Qld

    Gold Coast

    Brisbane

    All visitors

    Holiday/leisure visitors

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    2.4 DESTINATION MARKET ANALYSISThis section profiles the current visitor markets for the Gold Coast and identifies a number of potential or emerging

    market opportunities. The data is compiled by Tourism Queensland, based on available research, consultation and field

    experience.

    2.4.1 Domestic MarketsThe following table outlines the profiles of the current domestic visitor market segments. The segments are characterised

    by a range of variables including holiday type (based on the Brian Dermott and Associates (BDA) Holiday Typology

    adopted by TQ) as well as demographic, geographic and other salient factors. For details on the market segmentation

    variables refer to Appendix 3.

    Holiday Geographic Demographic Length Travel Type of Destination

    Type Source Characteristics of Stay Party Transport Experience

    Beach Sydney Young parents 2 weeks Families Fly (interstate) Typical Aussie summer

    Holiday Melbourne (under 45 years) Fly/drive holiday, 2 weeks ofBrisbane with school and (interstate) sun, surf and

    pre-school aged children, Self-drive entertainment

    AB demographic (regional)

    Short Break Brisbane Young couples 1-3 nights Couples Fly (interstate) Short stay holiday,

    South-east QLD (under 45 years) Families Fly/drive rest and relaxation,

    Northern NSW with no children, (interstate) family time

    Sydney Young parents Self-drive

    Melbourne (under 45 years) (regional)

    with children

    Getaway Brisbane Young couples 1-2 weeks Couples Fly (interstate) Holiday to escape and

    Sydney (under 45 years) Fly/drive unwind,

    Melbourne with no children (interstate) a one stop holiday

    Regional QLD Mid-life households Self-driveRegional NSW (45 65 years) (regional)

    with no children at home,

    AB demographic

    VFR Brisbane Young parents Varies Couples Fly (interstate) Low cost holiday

    Sydney (under 45 years) Families Fly/drive with friends and relatives

    Melbourne with children, (interstate)

    Regional QLD Young and mid-life Self-drive

    Regional NSW couples with no children (regional)

    Special Brisbane Young singles, Up to 1 week Singles Fly (interstate) Away for an event

    Events Sydney Young couples Couples Fly/drive sports, motor or special

    Melbourne (under 45 years) Groups (interstate) interest

    Regional QLD with no children, Self-drive

    Regional NSW Mid-life households (regional)

    (45-65 years) withno children at home,

    AB demographic

    Big Tour Sydney Mid-life households 2 weeks Couples Mostly by car Two weeks of touring

    Melbourne Families

    Business Nationwide Mid-life households 1-3 nights Singles Fly Business

    / MICE Groups

    Interstate Markets5:

    Beach Holiday This holiday type accounts for 31% of Gold Coast interstate visitation and is a popular holiday for the

    growing family group. This is a large and traditional market for the Gold Coast.

    VFR 14% of interstate visitors are on a VFR holiday. While it is a sizeable market, a gradual easing off since mid-2003has been observed. TQ does not proactively seek to attract this low-spend market.

    5 Source: Derived by BDA Marketing Planning from Roy Morgan Singles Source, March 2004

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    Big Tour 12% of interstate visitors to the Gold Coast are on a Big Tour holiday. There has been some drop off in this

    market since mid-2003.

    Getaway This holiday type accounts for 15% of interstate visitors. There has been leverage with this market type since

    September 2003.

    Special Events 9% of interstate visitors come to the Gold Coast for the purpose of a special event. Lexmark Indy 300,

    held over one week each year in October, is the chief Gold Coast event which attracts interstate visitors.

    Intrastate Markets6:

    Short Break 41% of the Gold Coasts intrastate visitors are on a Short Break. There was some falling away of this market

    in late 2003. The Gold Coasts proximity to Brisbane makes it an ideal short break destination for Brisbane residents. Both

    coastal and hinterland short break stays are popular with the intrastate market.

    VFR 26% of intrastate visitors are on a VFR holiday. There was strong growth in this market in 2003.

    Beach Holiday There has been some lift in this market which accounted for nearly 18% of visitation in December 2003.

    This is a favourable sign in view of this markets longer stays and high spend.

    Business / MICE:

    The destination is well resourced to meet the needs of the business traveller. The new Gold Coast Convention Centre,

    which opened in 2004, will continue to bolster the already successful convention market to the Gold Coast. While TQ

    currently does not actively pursue MICE business, Gold Coast Convention Bureau, a division of Gold Coast Tourism

    performs this role.

    Based on an understanding of the size and yield potential of each of the above markets, the chart below assists in

    categorising visitor markets according to perceived productivity potential and identifying appropriate market developmentstrategies.

    The above chart indicates the following strategies are appropriate:

    Maximise growth opportunities for the Beach Holiday, Getaway and Business/MICE markets.

    Convert more Beach Holiday Couples - The Beach Holiday market is already strong but is mostly comprised of

    families. There is potential to convert more couples within this market, particularly to fill the non-school holidayperiods.

    Convert more Getaways - There is potential to convert more of the lucrative Getaway market. Particularly within

    the Short Break market, there is potential to convert these 2-3 night stays into 4-5 night Getaways.

    I = Maximise opportunities/invest for growth

    II = Opportunistic marketdevelopment/selective investment

    III = Hold/prune/reconsider investment

    IV = Maintain position/manage for earnings

    I

    Business/MICEBeach HolidayGetaway

    II

    IV

    VFRShort BreakSpecial EventsBig Tour

    II I

    MARKET

    GROWTHPOTENTIAL

    High Low

    High

    Low

    MARKETYIELD

    POTENTIAL

    6 Source: Derived by BDA Marketing Planning from Roy Morgan Singles Source, March 2004

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    Maximise growth opportunities for Business Tourism - In view of this markets high spend and the opening of the

    Gold Coast Convention Centre in 2004, the growth potential of business tourism is significant.

    Maintain position or investment in VFR, Short Break, Special Events and Big Tour markets.

    Maintain position in VFR market - While the VFR market generates expenditure on activities (eg. shopping, day

    trips, restaurants), there is no benefit for the accommodation sector. Further, this market will continue for the Gold

    Coast without requiring a specific strategy or investment and therefore is not a priority market.

    Maintain position in the Short Break market - The Short Break market will remain strong, largely because of the

    Gold Coasts proximity to Brisbane, so dedicating significant investment to pursuing this market is unnecessary.

    Maintain investment in Special Events - While Special Events are not necessarily the sole reason for motivating

    consumers to holiday on the Gold Coast, they are an important component of the destinations appeal to both the

    interstate and intrastate markets and a strategy which continues to promote the Gold Coasts substantial event

    calendar is recommended.

    Maintain investment in Big Tour - Accounting for 12% of interstate visitation, the Big Tour market is significant

    but there is less opportunity for leverage with this market compared to the priority markets, i.e. the larger Beach

    Holiday market and the higher spend Getaway market.

    2.4.2 International MarketsThe following table provides information on the top five current international holiday/leisure source markets for the Gold

    Coast, as identified through the International Visitor Survey (Section 2.3.3). For each source country or region, the main

    market segments that currently visit the destination are identified and a brief description provided. It is recommended that

    these market segments be realistically considered in terms of the significance of international visitation to the Gold Coast

    (refer to Section 2.3.1) and the proportion of visitors from each of these primary international source markets (refer to

    Section 2.3.3).

    Source Market Visitor DesiredCountry/Region Segments Characteristics Experiences

    Japan Honeymooners Young couples Appeals are: natural wonders,experiencing

    Aged: 18-34 years different customs, famous sights/places,

    For honeymoons natural environment, special interest

    & overseas weddings activities and quality beach resorts.

    Office ladies (OLs) Single or married Are particularly attracted to healing/wellness

    women without children eg. spa. Other interests are sightseeing,

    Aged: 30 39 rejuvenation, relaxation, resorts, shopping,

    Young office ladies Single or married women natural/scenic attractions, World Heritage

    (YOLs) without children areas and education. The majority book a one

    Aged: 20 - 29 week free-plan packaged tour.

    Families Parents travelling with children Wish to spend more time together as a family.

    They are most interested in seeing natural

    wonders, visiting wildlife parks/zoos, visiting

    amusement/ theme parks. Focus on rest

    and relaxation, at 1 or 2 destinations, with

    standard hotel accommodation.

    Education market Language Study Tour Interested in the English language, skill

    School Excursion development and specialised courses. Other

    (Junior/High School) desired activities include nature, interaction

    Mother/Child Study Programs with locals, adventure, homestay and other

    Short-term Technical sightseeing.

    College/University

    Jukunen Single or married See themselves as young, active and healthy

    women and men and are interested in visiting natural/scenic

    Aged: 50 - 64 attractions (eg. World Heritage areas), visiting

    Silvers Single or married historic/cultural attractions and shopping.

    women and men Long Stay/Slow Stay concepts are increasingAged: 65 - 79 in popularity.

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    SIT Small or large groups travelling Includes birdwatching, hiking/walking, golf

    for a key interest or pursuit and hobby-based clubs.

    MICE Businessmen and professionals Company travel for meetings, incentives,

    Aged: 35 - 60 years conventions and exhibitions. Includes preand post convention tourism experiences.

    New Zealand Experienced Couples and singles Likely to visit gateways for a short break, eg.

    youthful traveller Travel without children urban escape, event. Also seek beach and

    Age: 30 - 45 years resort holidays for fun and outdoor activities.

    Experienced FIT travellers They are influenced by price, familiarity and

    climate.

    Empty nesters Non-retired couples Likely to visit gateways for city excitement

    Age: 45 - 64 years and events. They enjoy experiencing new

    Travel without children destinations and interacting with the

    Discerning & experienced travellers locals looking for the real Australia.

    Family Parents travelling with children, Generally travel during the school holiday

    from toddlers to young adults periods to a mono destination for 7-10 days.

    Desired attractions include theme parks,shopping and beaches.

    Convention and Businessmen and professionals Includes meetings, incentives, conventions

    business Age: 35 - 60 years and exhibitions, although the focus is on

    corporate meetings. Plus pre and post

    convention tourism experiences.

    United Kingdom Comfort adventures Predominantly post family Seek a combination of engaging in new

    High income cultures and taking a holiday. Other appeals

    Defined more by behaviour are sights and quality service.

    Self challengers Pre & post family Desire immersion into a new culture to enable

    High income self-development and growth, as well as

    Defined more by behaviour getting close to nature and meeting new people.

    Youth market Young people taking a gap year Seek adventure, meeting new people, trying

    before or after university new things & often a working holiday

    Long Stay Mature traveller Seek comfortable accommodation, oftenEscaping the Northern winter apartment style. They want to live the

    Stay over 3 weeks Australian lifestyle - food, wine & beach.

    Europe Active explorers Aged: 30 - 64 years Like to experience unique and authentic

    (excl. UK & No dependent children attractions that demonstrate the real Australia,

    Germany) within a safe context, i.e. quality facilities.

    Backpacker/Youth Age: 20 - 29 years Seek unique destinations that offer active,

    No dependent children adventurous and exciting attractions. Like to

    Long stay visitors immerse themselves in the destination,

    Purpose: holiday, VFR, interact with the locals and get off the beaten

    working holiday track.

    Korea FIT Aged: 20-45 Util ise various types of accommodation, from

    Have extensive travel experience backpackers to 4-star. They are longer stay

    and bi-l ingual language ability visitors who desire a relaxing experience, theopportunity to mingle with the locals and often

    travel by coach.

    GIT Aged: 25 + Price driven segment that require a Korean-

    Income: middle class speaking guide and stay in 3 to 4-star

    accommodation. Desired package inclusions

    are nature, wildlife and icon cities.

    Honeymooners Aged: 25-35 Choose resort accommodation, with resort

    Income: middle class honeymoons popular at Coran Cove Resort.

    Desired experiences are theme parks, wildlife

    and relaxation.

    Golf tours Aged: 30-55 Often travel in small groups. They prefer to

    Income: Upper income group play in signature courses and the focus is on

    quality accommodation and meals.

    Incentive groups Company paid trip for Range from budget to high quality dependsreward purposes on the corporation and the travelling group.

    Desired experiences include golf, shopping,

    Australian wildlife and Theme Parks.

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    Potential International Market SegmentsThe following list identifies potential or emerging international visitor market segments which, after further investigation,

    may offer prospects for development:

    Health Tourism/Beach Break - Young Couples and Mid-life Households from Asia/Japan/US/Europe

    Education Tourism - Young Single Women and Young Couples

    Ecotourism - Mid-life Couples and Singles from Japan/Asia/ Germany

    Backpackers - Singles and Small Groups from North Asia/US

    Long stay - Mid-life and Older Households from North America

    Long stay - Families from the Middle East

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    2.5 DESTINATION MARKETINGThis section represents a review of Tourism Queensland domestic and international marketing activities for the Gold Coast.

    It does not represent all the marketing activity that might occur in or on behalf of the destination but only those activities

    conducted or coordinated by TQ in association with the Regional Tourism Organisation (RTO) and industry partners. The

    information is drawn from reports prepared by the TQ domestic and international marketing teams responsible for this

    destination. TQ marketing activities are conducted in conjunction with Tourism Australia, the RTO, local tourism marketing

    committees and industry operators.

    2.5.1 Marketing Program and Campaign Tracking DomesticOne of the goals of TQ is to facilitate industry growth through a strategic approach to the marketing of Queensland.

    Tourism Queenslands domestic marketing activities seek to implement a marketing strategy designed to enhance the

    domestic leisure marketing of the Gold Coast region, in partnership with Gold Coast Tourism (GCT) and industry.

    Since the launch of the initial domestic leisure marketing strategy in 1997, TQ has undertaken a comprehensivecampaign in target leisure markets, with the primary aim of raising awareness and preference for the destination. Tourism

    Queensland conducts general destination awareness activities as well as providing opportunities for operators and industry

    to participate in cooperative campaigns and partnership advertising.

    In 2004, Gold Coast Tourism embarked on a process with the objective of producing a Gold Coast brand which could be

    utilised in both the domestic and international leisure markets, as well as the business tourism market. The result of this

    process is the creation of the Very Gold Coast Very GC brand, which aims to further differentiate the Gold Coast from its

    competitor destinations by displaying the vibrant, sophisticated style of the region and enhancing its aspirational qualities.

    The Very GC brand is designed to attract higher yield target markets and drive awareness of the Gold Coast as a complete

    tourist destination with a full variety of experiences.

    Tourism Queensland in partnership with Gold Coast Tourism will launch the Very GC campaign domestically to consumersthrough a comprehensive marketing campaign beginning in March 2005. The campaign will incorporate cinema

    advertising, newspaper supplements, magazines, outdoor advertising, and online marketing. The creative elements of the

    campaign feature animation and imagery to communicate the distinguished and sophisticated personality of

    the Gold Coast.

    It should be noted that in addition to being part of the Gold Coast region and branding, in terms of marketing promotion

    the Gold Coast hinterland area also falls within the South East Queensland (SEQ) Country destination defined as the

    non-coastal areas and country experiences within a 200 to 250 kilometre drive radius of Brisbane. The initial SEQ Country

    destination marketing strategy completed in 1997 identified that the non-coastal areas would benefit from a collaborative

    approach rather than a competitive approach to marketing and development. SEQ Country marketing activity primarily targets

    Brisbane residents. A separate destination management plan exists for SEQ Country. Gold Coast Tourism has expressed an

    interest in developing a closer working relationship in the future with SEQ Country in co-operative marketing activities