BALLARAT TOURISM MARKETING STRATEGY

BALLARAT TOURISM

MARKETING STRATEGY

October 1995

This i~ a true cop•; of th d M; . , f I · · · !l amen :nent approved by the •• ru.ster Ol' p ruiuJnu fl:nd l.Ot::ill Government on

1 5 OCT 1996 ~~ Lt.>.igh Phillips Co-ordim..itor Amendment Services

Office of P!annmg and Heritage Department of lnfrastmcture

EXECUTIVE SUMMARY

BALLARAT

Readers seeking a short summary should read the SWOT analysis on

pages 114 -119 and refer to the Strategy Overview after page 123.

•:. ,· ..

1. INTRODUCTION 1

1.1 Background ........... · ................................. 1

1.2. Project Objectives ...................................... 1

1.2.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1.2.2 Ballarat Tourism Board ................................. 2

1.2.3 Sovereign Hill ........................................ 2

1.3. Information Sources ... ) ................................. 3

1.3.1 Sources - Ballarat ..................................... 3

1.3.2 Sources - Sovereign Hill ............................... 4

1.3.3 BOA Marketing Indicators ............................... 5

2. THE MARKET 8

2.1 Victorian Tourism - New Trends ........................... 8

2.2 Victoria Domestic Tourism Marketing . . . . . . . . . . . . . . . . . . . . . 11

2.2.1 Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.2.2 Adspend & Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

n\,_ ' 2.2.3 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 i :

2.3 The Ballarat Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

2.4 Marketing Status ....................... · .... ~ . . . . . . . . . . 16

2.4.1 Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

2.4.2 Preference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

2.4.3 Visitation ................. ~ . . . . . . . . . . . . . . . . . . . . . . . . 21

2.4.4 'Trial' & Repeat Frequency (data on Sovereign Hill only) . . . . 24

2.4.5 Product Life Cycle - Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . 26

2.4.6 Product Life Cycle - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . 27

,1 \

2.4.7 Visitation Product Life Cycle - Sovereign Hill & Ballarat . . . . . 28

2.5 Market Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

2.5.1 Domestic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

2.5.2 Inbound ................................ ·. . . . . . . . . . . 30

2.6 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3. VISITOR TRENDS 32

3.1 Origin (at least 1 night, non-business, 40 kms +from home) 32

3.1.1 Domestic Tourists - Goldfields . . . . . . . . . . . . . . . . . . . . . . . . . 32

3.1.2 Domestic Tourists - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . 34

3.1.3 Inbound Tourists - Goldfields & Sovereign Hill . . . . . . . . . . . . 35

3.1.4 Visitors to Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

3.2 Group Type Inbound . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

3.3 Purpose of Trip - Goldfields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

3.4 Purpose of Trip - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . . . . . 40

3.5 Reason for Visit - Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

3.6 Seasonality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

3. 7 Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

· 3.8 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

4. CONSUMER PROFILES 47

4.1 Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

4.2 Lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

4.3 Occupation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

4.3.1 Goldfields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

4.3.2 Occupation - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

4.4 Holiday Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

4.4.1 Domestic Tourists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

4.4.2 Inbound Tourists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

4.5 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

5. CONSUMER - DOMESTIC 54

5.1 Introduction to RMR Values Segmentation . . . . . . . . . . . . . . . . . 54

5.1.1 Segment Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

5.2 Summary of Tourism Victoria Targeting . . . . . . . . . . . . . . . . . . . 58

5.3 Goldfields & Sovereign Hill Compared . . . . . . . . . . . . . . . . . . . . 60

5.4 Segment Profile - Goldfields . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

5.5 Segment Profile - Sovereign Hill .............. _. . . . . . . . . . . 62

5.6 Profile Evolution - Visitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

5.7 Segment Profiles - Goldfields compared to Sovereign Hill . . . . . 65

5.8 Segment Profiles - Ballarat Daytrippers . . . . . . . . . . . . . . . . . . . 66

5.9 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

6. CONSUMERS - INBOUND 68

6.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

6.2 Asia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

6.2.1 General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

6.2.2 Asia - Singapore, Hong Kong, Malaysia . . . . . . . . . . . . . . . . . 70

6.2.3 Asia - Taiwan, Thailand, Korea . . . . . . . . . . . . . . . . . . . . . . . . . 72

6.3 Japan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

6.4 UK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 4

6.5 Germany . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

6.6 USA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

6. 7 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

7. CONSUMER ATTITUDES 79

7.1 Perceptions - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

7.2 Experience: Sovereign Hill. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

7.3 Experience: Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

7.4 Satisfaction: Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

7.5 Satisfaction: Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

7.6 Ballarat & Sovereign Hill; one product? . . . . . . . . . . . . . . . . . . . 86

7.7 Sovereign Hill & Eureka Attitudes . . . . . . . . . . . . . . . . . . . . . . . . 87

7.8 Ballarat Community Attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

7.9 Sovereign Hill and the Leisure Ladder . . . . . . . . . . . . . . . . . . . . 89

7 .10 Leisure Ladder - Motives by Values Segment . . . . . . . . . . . . . 95

7.11 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

8. STRATEGIC & DEVELOPMENT CONTEXT 97

8.1 Summary of Tourism Victoria Strategy: Domestic . . . . . . . . . . . 97

8.1.1 Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

8.1.2 Product Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

8.1.3 Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98

8.2 Tourism Victoria Strategy: International . . . . . . . . . . . . . . . . . . . 99

8.3 Summary of Goldfields Strategy . . . . . . . . . . . . . . . . . . . . . . . . 100

8.3.1 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

8.3.2 Recommendations: Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 101

8.3.3 Recommendations: Organisational Structure and Roles . . . . 103

\

8.3.4 Recommendations: Product DevelopmenV Infrastructure . . . 103

8.3.5 Recommendations: Visitor Servicing /Information Provision . . 104

8.3.6 Recommendations: Packaging and Promotion . . . . . . . . . . . . 104

8.3. 7 Other Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

8.3.8 Projections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

8.3.9 Monitoring and Evaluation Mechanisms . . . . . . . . . . . . . . . . . 105

8.4 Product Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

8.5 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

9. PERFORMANCE & PROJECTIONS 108

9.1 'Blood on the Southern Cross' . . . . . . . . . . . . . . . . . . . . . . . . . . 108

9.2 Projections - Sovereign Hill . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

9.3 Projections - Ballarat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

9.4 Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

9.5 Advertising Expenditure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

9.6 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113

10. S.W.O.T. . ........................................... 114

10.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114

10.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

10.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

10.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

11. OBJECTIVES

.11.1 Visitation - Sovereign Hill

11.2 Visitation - Ballarat

120

120

121

16.5 Step 2: Processing the Appeal

16.6 Step 3: Retrieval Cue

16.7 Step 4: Fitting Into Life

16.8 Step 5: Productivity Plan

16.9 Public Relations

16.10 Setting the Budget

17. NEXT STEPS

APPENDIX

135

136

137

138

143

143

144

1 INTRODUCTION

1.1 Background

• This is the final report on the Marketing Strategy developed jointly for the

Ballarat Tourism Board and Sovereign Hill.

• The development process and review dates are summarised in the

Appendix; BDA's collaboration was facilitated by Clemenger, Melbourne.

1.2. Project Objectives

1\, 1.2.1 General

• The Strategy should provide an enduring framework for Ballarat tourism:

To focus on holiday and VFR purposes only; the potential for the business

travel for conventions will be dealt with separately.

To understand the current status of inter-, intra and inbound tourism sectors

within Victoria and their likely development.

To identify the most profitable consumers with needs which match the existing

Ballarat tourism infrastructure and planned new investment.

To define the most productive ways of stimulating and sustaining new demand

(resources available for communication are extremely limited).

To plan within the Tourism Victoria Strategic Business Plan, Sept 1993.

To ensure that the principle qualitative beneficiaries of the Strategy are the

visitors, who should have a wonderfully satisfying experience during their visit.

To ensure that the principle commercial beneficiaries of the Strategy are the

businesses and employees of tourism related enterprises.

To develop strategies for product, 'pricing', distribution, communication,

research and planning, focusing especially on communication.

© ~ Ballarat Marketing Strategy Oct 1995 1

(

1.2.2 Ballarat Tourism Board

• Specific objectives:

To establish a Ballarat "identity".

To devote specific attention to events, conference and conventions.

To develop a framework for evaluating & prioretising development proposals.

To develop a framework for planning the development of the Eureka precinct,

for which a $3.5 million grant from the State Government has been won.

To develop a framework for an effective and interlinked structure for advertising

and promotion by the Board and individual tourism businesses.

To assess how Ballarat relates to the Goldfields, Great Ocean Road, Southern

Driving Route and other collaborative tourism marketing initiatives.

To achieve compatibility with the University of Ballarat School of Business'

recent 'Goldfields Tourism Strategy Plan'.

1.2.3 Sovereign Hill

• Specific Objectives:

To determine the Product Life Cycle in terms of both attendance and revenue.

To understand how the Product Life Cycle has been influenced by product

initiatives and external factors, including demand for Ballarat.

To focus on the optimisation of attendance rather than accessory businesses.

To provide a framework for launching product initiatives such as the new

Chinese themes, Gold Chamber and Gold Pour.

To assess the impact of infrastructure such as the Eureka Centre on demand.

To provide an enduring structure for advertising and promotions which minimise

wastage and generate a consistent emotive appeal.

© ~I Iii [iJ Ballarat Marketing Strategy Oct 1995 2

1.3. Information Sources

1.3.1 Sources - Ballarat

• There are gaps (eg day trips) & anomalies in all Australian tourism data and

interpretation & estimates must often be made, based on many inputs:

ABS information on tourist accommodation by City (business trips included).

Holiday accommodation component of the CPI and unpublished ABS has been

used to assess the Product Life Cycle for Ballarat in comparison with Victoria.

Overnight visitation to the Goldfields is measured by the DTM, based on a

continuous sample of 65,000 people interviewed at home.

Since 1990/91 Ballarat is reported in the 'Goldfields', bounded by Bendigo,

Daylesford, St Arnaud & Kilmore; visitors still identify places from a map.

Unpublished data shows that Ballarat accounts for nearly 40% of trips in the

region and Ballarat visitors account for a high proportion of other region trips.

The University of Ballarat also found strong linkages between towns within the

Goldfields, with high cross visitation.

The DTM is therefore the main indicator of Ballarat visitor information although

1993/4 is the latest available and no media or gee-demographic data is available.

The RMR Holiday Tracking Study is now carried on the DTM survey; it covers

holidays of 3 days + and also tracks 'Goldfields' visitors.

RMR also provides massive single source lifestyle and media usage data.

• The recent University of Ballarat Study covers many local topics but the

research content is not used in this report:

Access has been incomplete (development documents and the Summary).

Some findings are expressed in terms of the RMR Values Segments, although

there was no access to RMR data; these findings conflict with the actual data.

@ m Ballarat Marketing Strategy Oct 1995 3

' \ ...

1.3.2 Sources - Sovereign Hill

• Studies have been carried out in different formats by AGB, RMR, YCHW,

Newspoll, University of Ballarat and by Sovereign Hill.

This history is full of insights but the inconsistent nature of scope, sample,

questionnaire & presentation inhibits its value, especially trending.

It will be used as qualitative support for interpretation of the main data.

• For this, we will use the RMR Theme Park Tracking Study and the IVS:

Continuous single source data on the RMR Omnibus since 1993 and for 1991

and 1992 on the AGB Omnibus.

Sovereign Hill has purchased access to the RMR Theme Park data. The previous

three waves (AGB) are available from the BOA Library at no charge.

This source covers interstate and intrastate visitations and intentions of

Sovereign Hill in Australian context.

Inbound visitors can be defined within the International Visitor Survey (accessed

via CD-Mota); Sovereign Hill is included in this survey.

• Sovereign Hill has provided records of attendance and revenue; this

information is commercially sensitive and will be restricted in the report.

• BOA has also had some access to the unpublished ATC Segmentation

Studies of 15 overseas markets for 1993.

• Also some ATC country reports and the ATC database of visitor origin both

historic and forecast have been used.

• BOA has commissioned a literature search from Moninfo on historical parks

and open air museums, especially academic & consumer research.

Note: The lack of availability of the planned Victorian Regional Tourism Monitor is a serious handicap to this type of study, particularly with regard to day trips.

© [iiJ"i/[Q] Ballarat Marketing Strategy Oct 1995 4

I \

1.3.3 BDA Marketing Indicators

• RMR Holiday Tracking Survey was set up following the logic of the BOA

Marketing Funnel, which is a model based on marketing theory:

•

•

In the late SO's, Engel, Howard and Sheth showed that purchase was the output

of processing information as part of rational problem solving.

Identification of a need led to information gathering, formation of attitudes,

development of intention and finally purchase.

The process was cognitive decision making, which could be influenced at

various points.

In 1980 and 1988, Ehrenberg and Goodhardt proposed a 'low involvement' or

'simplified model', which suggested that consumers seldom behave rationally.

They have a low level of involvement in most purchases, and most behaviour is

habitual rather than subject to conscious selection.

Awareness of new products encourages trial, and repeat purchase is a result

only of satisfactory trial.

Trial is a function of curiosity aroused by awareness, with a minimum of rational

pre-purchase decision making.

BOA developed the "Marketing Funnel" to help understand and plan the

marketing process:

For products with a high level of consumer purchase involvement as well as a

· lower level of involvement, where aware=trial=satisfactory=repeat.

Demonstrates the progressive development of the decision process, from the

arousal of awareness through to purchase.

Shows the controllable and uncontrollable influences on whether a prospect

moves towards purchase or becomes distracted to a competitor:

© ~I Ill [j] Ballarat Marketing Strategy Oct 1995 5

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TARGET CUSTOMERS

AWARENESS Prompted : Know it when you say it Spontaneous: Comes quickly to mind

POSITIONING Knows how it fits into the scheme of things .. What kind of company - What kind of people use it - What sort of products it sells

CONSIDERATION Now rm in the market - Whafs available - What's important to me

SHOPPING Comparing the options,

benefits, prices

PURCHASE A product for me

EXPERIENCE Promise vs Reality

• Satisfaction Loyalty

'OOOPEOPLE

UNCONTROLLABLE FACTORS

Internal marketing programmes such as advertising, product and distribution

(availability) attempt to convert more people down to purchase

External influences such as the economy, or competitive activity work against

these programmes

Trial, the first purchase, represents the first measure of a successful programme

A satisfactory first product experience loops back for repeat purchase

In the case of Tourism, some adjustment needs to be made to the

description of the stages of the model.

• Advertising awareness:

For the States of Australia awareness cannot be measured in terms of simple

awareness such as for a new grocery product.

Instead, consumers are asked about advertising for holidays or travel they may

have read, seen or heard in the last month for States or Territories.

© I Iii I Ill Im I Ballarat Marketing Strategy Oct 1995 6

(

•

This measure captures awareness generated not just by main media but by

brochures, news items or any communication - including imagination I

Preference:

Consumers are asked about the places they would like to visit for a holiday of

three days or more within the next 2 years. 'Places' means Cities or attractions.

In practice, this measure is a reliable indicator of total preference, including

short breaks; the three day limit serves to impose a degree of commitment.

• Intention:

Measured as "places planning to stay on next holiday trip of 3+ nights"

The variation between intention and actual visit is a good indicator of VFR

visitation, where the planned holiday is replaced by a low cost stay with 'F or R'.

• Purchase behaviour:

•

Visits are measured as " all places visited for a holiday of 3 days or more in last

12 months" or "the last trip".

A quarterly indicator of Trips from the DTM is also included as a point of

reference and to demonstrate the relationship with the '3+ days' measure.

Unfortunately, the DTM is at least 6 months in arrears.

Adspend:

Adspend is measured as all adspend by Tourist Commissions and other

government tourism bodies throughout Australia.

It is expressed in mainly as share of total expenditure: share of Voice (SOV).

© ™ Ballarat Marketing Strategy Oct 1995 7

2 THEMARKET

2.1 Victorian Tourism - New Trends

• Victorian tourism - red - is growing, especially intrastate tourism (to Mar 95):

•

Interstate Non Business Trips

Total Interstate Trips

VIC Interstate Share

Victoria '000 CJ 9,318

9,042 ·~:;cJ:··-·~

iml61M94: ~.0%

:.11 _k.t1.,·~, ._,,,, .... ,:i

::~~J!. ~,1;i521 :~~~i~

VICTORIAN TOURISM OVERVIEW

Intrastate Non Business Trips Inbound Non Business Visitors

Total Intrastate Trips

VIC Intrastate Share

Victoria •ooo CJ

$0/S1 91192 921'33 93194 M 96 - ...... ""

" " "

Total Inbound Visitors '000 Victoria Inbound Share Victoria '000 CJ

Vic Share scales common other scales vary

""

1989 1990 tS51 1992 1993 1994 Scuce: BTR (IVS)

Intrastate tourism in Australia has fallen 1%, but in Victoria has increased

16%, with nearly 1.2 million more Victorian trips.

• Interstate tourism, where Tourism Victoria is spending most advertising

effort, has fallen 2% in a market down 3%; so Vic's share has grown slightly.

• Inbound tourism has grown 13% for Victoria, but the market increased 15%

so share fell again.

• Victoria accommodates 10.8 million trips/visitors, an average 29,500 per day;

eight out of ten are Victorians.

© I Iii I Iii I!] Ballarat Marketing Strategy Oct 1995 8

• A major change in long established Victorian tourism habits has occurred

over the last year, as fewer Victorians travel out of the State:

:g_ ·c

Non Business Interstate Trips '000 Trips - 12 MAT

2,800 ,.-----------------------------~ 9,000

Victorians Travelling Intrastate [RH] 8,000

2,400 7,000

2,200

Victorians Travelling Interstate 6,000

t- 2,000 g !?

6,000

1,800 4,000

1,600 3,000

1,400 Interstate Visitors to Victoria 2,000

Trip Deficit

Trend of outbound travel by Victorians has fallen sharply, causing stress among

northern tourism industry (NB overseas tourism thru Tullamarine is + 2% Q2/95).

The positive interstate trend has also slowed and intrastate tourism surged.

BOA has correlated Consumer Sentiment Index (RMR), unemployment and

various economic indicators with domestic tourism trends; none bettered 0.382.

However caused, Victoria's trip deficit has been running at less than half the

level of 1991 - worth well over $1 billion in retained spending.

Duration of trip and other detailed analysis (available separately) shows little

change for Victorians.

• The reason for such an unexpected change is the disturbance caused to

leisure patterns by the huge increase in trial of gambling ...


• •.• taking place in relatively positive economic conditions.

• In Victoria, there has been a dramatic increase in gambling:

Casino/Pokies Last Holiday trip 3 days +

Hol in Vic 240 +46%

Hol in Melb +32%

+60%

Visited Casino in last 12 months

Live Melb

154 +75%

~1i] 1994 • 1995 Source: RMR ~ HTS

26% of Melburnians and 15% of country people visited a casino in the last 12

months to June 1995 - a huge increase of 152% 175%.

This is not nearly up to the Hobart level - 41% visited there.

38% of Melburnians and 46% of country people visited a club with pokies.

There are also big increases in the gambling activity of 3 day + holiday visitors.

• It is likely that as the appeal wears off, the rate of revisit will decline, just as

with any new product; tourism patterns will be permanently changed:

The opening of the new casino building may trigger a new cycle of trial lasting

through 199617; however, the pokie cycle is likely to mature soon.

Trial of the New Media will also impact tourism habits over the next few years.

© I Ill I~[@ Ballarat Marketing Strategy Oct 1995 10

/

I \__

2.2 Victoria Domestic Tourism Marketing

2.2.1 Status

•

•

•

•

RMRC Holiday Tracking Study - Victoria Adspend sourced from AIM Data; Tourism Commission spending only

% Australians 3 month moving average

30

Preference 25

Trips• • 20 Visited • • •

15 Awareness ...... •,':"

10 ·I .. i

i .... i · .•• ]" ! 1 -. ••••• . • i j ! 1 I i f l r ! I

'

% Adspend

• 60

50

40

30

20

10

.. . j I ! I l I 5 ~~-'-'-'-"-'-"'-'"~~~~~~~~~~~~~'-'-'-LW.>-'-'--'-'-".ll..LI'--'-'-~""'-'.LI->....u.J'-"-'"-"""--~o

Trips = 'Xi share of annual non business trips ·Main Destination state S-W.- IJTR.DTM 1996

J A s 0 N D J 94 F M A M % Ad•p•nd(l 8.0 8.8 8.5 11.2 1'4.7 17.11 24.1 17.1 14.5 13.1 21.4

Awaren-- 124 1'8 122 1no 11.0 11.8 13.4 128 128 14.f 18.8

Prefer-no.- 25.0 2•2 24.5 24.7 25.3 2U 24.8 2U 24.f 25.2 2S.0

Intention . 10.4 1n1 11.11 120 120 128 122 125 10.11 11.1 10.e

Vhited - 18.S 17.8 17 ... 17.1 17.3 18.3 17.5 18.0 17.8 18.3 17.7

Trl119 • 21.0 21.1 21.S

J J A s 0 N D 28.8 24.11 25.0 18.5 1ae 1S.2 17.3

18.5 17.8 18.5 1•t8 13.11 14.7 14.8

24,8 2S.2 .... 2S.8 227 222 2S.2 10.4 10.8 10.8 11.0 11.0 10.8 1n8 17.4 17 • .C 17.0 17.1 18.3 15.GI 15.1

21.GI 229 25.2

J 95 F M 20.0 17.1 14.3

14.V 1U 122 2-4,5 24.11 .... 11.3 121 120

1~8 18.0 17.4

211.7

A M 17.2 20,11

11.8 127

2S.S 22.8

10.8 10.1

18.7 15.0

J 27.2

15.8

21.8

1ns

18.8

Goals

20% 27% 16%

This graphic shows how Vic's share of Intrastate tourism (+16%) and trips of

under 3 days surged in a depressed market, with indicators below target.

This is because the trips growth is not marketing programme driven •

A record level of SOV created the highest level of awareness for 9 months, '

but increased awareness of advertising is not yet converted into preference.

After an improvement in summer 1994, preference plummeted to its lowest

level; intentions went the same way, falling under 11%.

• Vic is falling further behind the objectives set in the 1993 Strategic Marketing

Plan; the trip performance is held up by intra, not interstate performance.


I ' "

2.2.2 Adspend & Productivity

• There has been a big rise in state tourism adspend over the last two years,

expenditure by state authorities increasing to $20 million:

Holiday Tracking Study - Awareness & Adspend QLD % Aware of Advertising -3MMA; State adspend 12MAT $'000

60

20,000

50

18,000 40 NT

30 16,000

20 14,000

\i1J .,.. ..... ,. ............. ,,.

VIC e 10 12,000

SA

July .... ··~ O<t . .. ••• '~. Fob .., ""' . ., ..... '"' .... ,.,. Cd ... • •• '~ Fob "" ""' . ., '~

" " 17 " " " " " ,,

" " " " " " " " " 10 " " " 17 17 " IC 12 " 12 11 11 12 " 13 12 " 17 " " 11 11 14 1' 11 11 14 12 12 12 " QL .. " .. " .. " 11 " " " " " .. .. 11 .. .. .. •• .. 44 " .. .. .. 10 10 11 10 • 7 7 • • • • • • • • ' ' • • • • • • • 11 12 12 11 10 • • • 7 7 7 7 7 7 7 • • • • • • • • •

TA$'1<11 17 17 1G 11 14 14 " 14 12 12 12 13 " 12 12 " 12 12 11 13 " 12 10 10 NT .. .. " " " " " " " " " 27 " " " " " " " .. .. " " " 3· 1Z1 '"

,., ,., 18,11 17.92 " 11.41 ''"1 "' ..... ... .. " 18,48 19,71 18,11 20,:ZO

Source: RMRC ·HTS; AIM Data

• This excludes any 'below the line spending', brochures etc, but usually the

relative proportion of non measured spend will be similar to the measured.

• The tourism industry adds to this expenditure, but the analysis1 has not .

been updated over this period; total spending will be around $200 million.

• The QTTC has steadily lost advertising awareness, the NTTC has risen.

• Tourism Victoria is fourth best, well up on NSW.

'Analysis of Tourism Industry Advertising Expenditure & Productivity Benchmarks' BDA 5.8.94


I

'" (~,

• Big changes are still occurring in state spending policies:

•

•

•

•

•

l-k>liday Tracking Study-Allspend $'000

NSW and Vic spend 12M\T

the most, with Vic Nf

only $400,00 behind

NSW; Queensland

pulling is back

significantly.

Victoria gaJlS most

!i TASINCTT •

'·~ L-=~-'=''~' ~~~~;;;;;l~;;;;;~-=;~7:=~~;_-_-_:~;;;;c.---_____ _Lf.

'" F • A • , , A • 0 N D ... F I I'll I A ., , for awareness at

~2 ger gerson, - . ... .... . .. '"' "'' ..... .... , .. . .. , ... , .. 14 -4,.Q ... (,414 ... ,., " . "" '"' ''" ... ... ' I

, .. '"' "" '"' .... , ... S,1811 :vw 4,l#J :l,~14,CZl . I ' ,. . .. .. U1 "' "' - "' .. ., .. .. 1164 "1.19111,ZQ: 1,:D\ \?11 . ... ... "' ... "' "' "' "' "' .. "' .. "' rn t111 '*' 1,'$1 Ul7

"' . "" "" , .. , .. "" , .. , .. , .. , .. ,., , ... , .. ,., , ... ;J.)):21:1,641

"'TIU• NSW about $1.70.

, .. ' "" ' , .. "" '"" , .. ' , .. ... ... z ,. \7IO 1,llZJ 1,Gll 1,at

Of course many other communications are involved in this effort, so relativities are the key. Brochures, promotions, distribution, famils etc cannot be measured; relative adspend may be an indicator of the total effort.

Marketing productivity

is also measured

by conversion of

preference into visits.

Victoria's record

performance is due

to falling preference

with good visitation.

120

NewSouth 'J'lales

80

60

South Australia

40

Preference IX> Visitation Conversion 3 month moving average

111

' !

112 114 113 ,

105 i '

~'-'--'--'-"-'-'--'--'--'---'--'-+,-'---'--'--'-.L...J'-l_L-'---'--'-.1..J

~~!8~~i~~~i~~l!8~~~~~~i~ Soun::e: ~-HlS

• But as discussed, the increase is from within the State thanks to the impact

of developments which encourage Victorians to holiday near home.

• There is no evidence that Tourism Victoria's expensive marketing efforts are

benefiting the Victorian tourism industry in terms of non business trips.


2.2.3 Implications

• Victoria is the only State generating more domestic tourism:

•

This appears to be related to changes in Victorians' tourism patterns caused by

new entertainment infrastructure, especially gambling.

The trial and retrial of new gambling facilities is likely to last for a while before

settling back; however, tourism patterns may be permanently changed.

More Victorians holidaying at home is a positive development which should be

exploited while it lasts; holiday preferences for Victoria have not increased.

Victoria is continuing to lose share of inbound visitors:

This will continue as Australia becomes more successful at converting offshore

preferences for 'Brand Australia' on target, centred on sun, surf, rock and reef.

Victoria will continue to enjoy growing visitor numbers, a high quality niche

market with strong VFR linkages and distinctive attractions (eg GOR) .

• Tourism Victoria is spending more than any other State to make non

Victorians aware of Victoria (per aware person):

But this programme has not yet met the marketing goals set •

In particular, increased awareness of the advertising is not converting into

increased desire to visit nor into more intention at a fast enough rate.

Penetration of high earning longer stay holidays is less than hoped for.

Barriers to conversion are likely to include lack of specific preference for

specific braggable attractions and destinations.

The welcome reductions of the trip deficit is more due to lower outbound travel

by Victorians (recession in 1993 and possibly gambling in 1995).

• The Tourism Victoria programme could support Ballarat or Sovereign Hill

more; but the current market trends and outlook are certainly positive.


2.3 The Ballarat Market

• BOA has used a variety of sources to model the current non business

demand level for Ballarat, by domestic and inbound visitors and type of trip:

•

Day Trip

Stay

THE BALLARA T TOURISM MARKET

Estimated Visitor Numbers 1994: 2,932,000

Domestic Stay Visitors: Commercial: 193,000 (7%)

VFR: 210,000 (7%)

Inbound Stay Visitors: 15,000 (1%)

In 1989, RMR estimated that 3.1 million Victorians made 42

million day trips'; aiiowing for population growth, Baiiarat has

about 6% of the market '"Mdtloutt11W1ltr

Refer Appendix for Model details, based on OTM1 ABS, IVS, Sovereign Hill etc

Ballarat is primarily a day visit destination, primarily from Melbourne;

Australians account for the vast majority of visitors.

• Of the 418,000 who stay in accommodation for varying lengths of time,

about half stay with friends or relatives.

• This level of visitation will have enormous economic impact on the region,

which can be calculated quite accurately:

When the new HES is available

And multiplier tables for Victorian tourism.


(__ ~-

2.4 Marketing Status

2.4.1 Awareness

• There is no measurement of awareness of Ballarat as a tourism destination:2

In 1993, Ballarat was found to be more successful in generating consumer

enquiries through its tourist office than the other towns in the region:

Ballarat 73 000 (over 80,000 in 1994)

Bendigo 47000

Maldon 23000

Castlemaine 10000

Maryborough 8000

However, awareness for the smaller attractions & events was low:

Average Low

Montrose Cottage

High Awareness

Sovereign Hill

Kryal Castle

Wildlife & Reptile Park

Fine Art Gallery Tuki Fishing/Farm Complex

Lake Wendouree/Gardens

Eureka Stockade

BOTSC

Golda's World of Dolls

Old Curiosity Shop

Creswick Dinosaur Park

• For Sovereign Hill, the AGB study of 1992 is the best source •

• Sovereign Hill (SH) enjoyed a reasonable level of top-of-mind awareness .

among Melbourne residents of 22% (AGB 1992):

Lower than Melbourne Zoo (36%) and Phillip Island (34%).

Close to Healesville Wildlife Sanctuary (24%).

Better then Puffing Billy (16%) and the State Art Gallery (11%).

2 Sources: GTSP Community Survey Questionnaire (03)


• Prompted awareness in Melbourne is highly satisfactory and competitive, in

the high 80s; Sovereign Hill is very well known by most potential visitors.3

• In 1991, AGB found that 31% of Australians (3.8 million people) had 'ever

visited' Sovereign Hill, suggesting national awareness of at least 50%:4

• This compares with 40% ever visiting Sea World.

• In 1989, RMR found 91% awareness of Sovereign Hill in Victoria, with 74%

having been and 56% intending to go in the future.5

• Venue Monitor ( 1994) (The more recent Venue Monitor is unreliable for identifying

(_ non-Metro venues because of ambiguous wording of question and is not used here)

measured prompted advertising awareness in Victoria and showed

Sovereign Hill with considerable cut-through:

l/

4th place in Victoria with 52% awareness in summer 1995.

Only beaten by the Casino (90%), Queen Victoria Market (61%) and Royal

Melbourne Zoo (61%).

The major factor was TV ads pend; recalled by 74%, with other media less

significant (TV scores strongly on these measures, whether used or not).

Three years after launch, BOTSC had created 77% awareness in Melbourne.

• There is no measure of inbound awareness, but it is likely to be low.

• Sovereign Hill is clearly very well known, probably as well known as any

other comparable man made attraction nationally and within the State ..

3

4

5

AGB 1992, Theme Park Visitors Wave 2 AGB 1991, Theme Park Visitors Wave 1 RMR 1989, Melbourne Parks & Waterways Study

© fWl Ill!]] Ballarat Marketing Strategy Oct 1995 17

\

'

c_, _,

2.4.2 Preference

• To determine the relative attraction of the Goldfields and Sovereign Hill,

'preference' for each is compared to other Victorian destinations:

Sovereign Hill: 'theme park most likely to go to in the next 12 months'; this is

the most demanding of two preference measures available .

Goldfields: 'place like to go for holiday of 3 days or more in the next two years';

this measures real interest in holiday visitation (implies overnight, not day trip).

Preference for Victoria; 0/o of Australians

Melbourne

Vic Snow

Great Ocean Rd

(Sov Hill)

Phillip Island

Grampians

Lakes Entr

Murray

Vic High

Wilsons Prom

Dand. I Yarra

Goldfields

Source: RMR • HTS

3.3 million people (23%), year to June 1995

5.7

Note: Preference ror Sovereign Hill measures theme park most likely to visit In next 12 months. Preference for other destinations is place like to visit for a holiday In next 2 years ...

• The Goldfields are 12th (223,000 people) and only 4 regions are lower:

•

Preferred regions are linked to specific activities or attractions with powerful

product images: Philip Island = Penguins, Snow= Skiing, GOR = Scenery etc

Sovereign Hill is 4th Victorian 'destination' (524,000 people) and 4th theme

park nationally after Movie-, Sea- and Dreamworld; a clear image.

@ ~ Ballarat Marketing Strategy Oct 1995 18

.~

,, .. I \ '·.

• Preference by origin is charted below:

Preference for Victoria; °lo of Australians 3.3 mllllon people (23%), year to June 1995

Melbourne

Vic Snow .. u

Preference for Victoria; °lo Melbourne Residents 800,000 peop!e (31%), year to June 1995

Melbourne

Vic Snow

Great Ocean Rd u Great Ocean Rd ,. (Sovlill) .,

Phillip Island

Grampians u

Lakes Entr ,, Mumy u

Vic High ,, WllsonsProm

Dand. / Yarra

Goldflelds

Preference for Victoria; °lo Vic Country Residents 261,000 people (26%), year to June 1995

Melbourne .. Vic Snow

Great Ocean Rd

(Sov lill)

Phllllp Island

Grampians

Uikes Entr ... Murray "'

Vic High "' Wllsons Prom ••• Oand. / Yarra

Goldfields

(Sov Hill) u Phillip Island

Gra!11)1ans

Lakes Entr "' Murray

Vic High u

Wilsons Prom. ••• Oand • I Yarra

Goldftelds

Preference for Victoria; °lo Interstate Residents 2.2 milllon (21%), year to June 1995

Melboumeiiiiii!E~===~···,. u .. u

Lakes Entr 1.1

Murray 1.1

Vic High 1.1

WlsonsProm

Dand.1 Yarra Goldfields

u

u

Preference f'or Sovereign H~I measures 'theme park most likely to visit in next 12 rronths.', Preference for other destinations is ' .. place ~ke to visit!« a hOllday in next2 ~ars. . .'

• Interpretation of this data must take account of two dimensions:

•

•

•

Penetration ("./o data labels), indicative of relative strength of appeal & saliency.

Absolute numbers (population in heading), indicative of visitation potential.

The Goldfields has a very low appeal in each area monitored; it is very likely

that Ballarat is the main component and will be even lower:

In numbers, Goldfields attract most from interstate, 73% of preferrers.

Among Melburnians and Victorian country residents, Sovereign Hill is by far

the most appealing destination, with GOR second.

Among lnterstaters, Victoria means Melbourne and the snow .

© [iij Ill@ Ballarat Marketing Strategy Oct 1995 19

(

• In the year to June 1995, 524,000 said Sovereign Hill would be the theme

park they would be most likely to visit in the next year; 3.7 % of Australians.

•

Compare S-world 6%, M-world 7%, D-world 4%.

Sovereign Hill attracts most from Melbourne, 49% of preferrers; Vic Country

supplies 20% of preferrers.

Interstate preference of 1.5% translates into 31% of preferrers I (RMR 1995).

In Melbourne (VM 1994), other free or lower cost venues are more popular:

Intention to visit Sovereign Hill within next 12 months at 11 % compares with the

Zoo (27%), Phillip Island (20%) .

It is also inferior to Healesville (13%) and is equalled by Puffing Billy.

SH's 1.4 average visits in last 6 months (small sample) are lower than major

Melbourne attractions eg Botanic Gardens 4.1, Victorian Art Centre 3.6, Zoo 2.0.

• 41% Melbumians who had visited Sovereign Hill in last 12 months intended

to revisit within the next year:

•

•

Evidence of high satisfaction - visitors are much more likely to want to visit.

Overall, 2+ Years was the average horizon for another visit.

Exit surveys conducted at Sovereign Hill revealed an even higher level of

intention to return - such is the power of the visit:

46% in total, with 57% Victorians definite.

Interstate intentions were lower, primarily because of distance.

Sovereign Hill is a powerful attraction to many Australians:

Comparable with other major attractions.

The appeal is greater than that of the Goldfields measured separately ; although

Sovereign Hill will also be a factor in the desire to visit the Goldfields.

© I Ill I ~I]] Ballarat Marketing Strategy Oct 1995 20

\ ___ .

2.4.3 Visitation

• Sovereign Hill is by far the biggest attraction in Ballarat, free or pay to go:

The Ballarat Product Claimed Attendance Figures; only Sovereign Hill data is audited

Sov Hill + BOTSC Eureka Stockade

Kryal Castle Gold Museum

Begonia Festival Tourist Info Ctr

Royal Sth Street Scout Jamboree Ballarat Wildlife

100,000 74,400

68,000 50,000 52,000

38,000 28,000 25,000 .

17,000

191,000 172,500

355,000

The Ballarat Botanic Gardens The ABS Population Survey Monitor does not include the Ballarat Botanic Gardens. However, the estimate of 1.5m provided to BOA is most unlikely to be accurate.

511,000

World Dinosaurs Fine Art Gallery

Swap Meet Montrose Cottage Eureka Exhibition

Old Curiosity Shop Ballarat Cup

Golda's World Dolls Easter Festivals

Basketball Toum't

16,000 13,000

In 1993, the Royal Botanic Gardens in Melbourne was visited by 1.13 m people, in Sydney 1.08 m.

12,000 7,000 3,500 3,000

These were far higher than regional gardens. More than 100,000 but Jess than 250,000 is more probable for Ballarat Gardens.

Source: BTB, Sov Hill; BOA cannot verify any claims except Sovereign Hill

• Bearing in mind that nearly 3 million people visit Ballarat, the penetration of

most attractions is low:

The vast majority who visit - especially for VFR - do not use any attractions.

The festivals do well in a relatively short period, but are seasonal.

There are also a number of very small attractions with fewer than 500 visitors

per month, compared to Sovereign Hill with nearly 10,000.

Enhancements to the Lake and Gardens precinct may not change this status.

• Sovereign Hill is the only attraction of standing, capable of identifying

Ballarat as a worthwhile tourism destination.

© Im Im Im I Ballarat Marketing Strategy Oct 1995 21

(

( '-····'

• Sovereign Hill is significant at the national level:

Aust War Museum

Power House

SA Museum

Sovereign Hill

Qld Museum

Australian Museum

Vic Museum

Nat Sci & Tech Cntr

History Trust SA

0

Source: Council of Aust Museum Directors

Top 1 O Museums 1993/94

200,000 400,000 600,000

No of Visitors

% Market Share of Theme Parks in last 4 weeks (June 95)

Wonderland

Movieworld

Seaworld

Sov Hill

Dreamworld

Wet'n Wild

Currumbin Bird

Old Syd Town

Gumbuya Park

Aus Wildlife Pk

Lone Pine Sanct

0

Source: RMR Theme Park Monitor June 96

5 10 15

% Visited

© [~I Iii@] Ballarat Marketing Strategy Oct 1995

931,428

800,000 1,000,000

21.1

20 25

22

.~

.~

.~

• Sovereign Hill counts as fourth biggest museum and theme park nationally

and is by far the most significant man-made, pay-to-go attraction in Victoria.

• Even among international visitors, Sovereign Hill is a strong performer:

Phillip Island Penguin Parade

187,621

Sovereign Hill

107,756 107,056

84,162 84,780

1989 1990 Source: BTR-IVS

Victorian Attractions International Visitors

216,981

12 Apostles I Great Ocean Road

111,945 90,63S

1991 1992

121,341

2,535

1993

264,988

136,768

114,000

1994

• Philip Island and the penguins continue to strengthen, with an excellent 2

year trend; although share of visitors is falling.

• Sovereign Hill's share of inbound visitors is falling even faster and has been

overtaken by Great Ocean Road.

Neither Ballarat nor Sovereign Hill is keeping up with the rapidly growing

inbound market.

These trends are primarily distribution driven; the Penguins and GOR are often

features of pre-purchased tour arrangements.

Tourism Victoria has considerable influence on this process.


( ___ .;

2.4.4 'Trial' & Repeat Frequency (data on Sovereign Hill only)

• Access has been arranged to the AGB Theme Park Monitor carried out in

Mar/Apr 1992 on a national sample of 4156 people aged 14 years and over:

After the transfer to RMR, the format was changed and ever visited I frequency

and motives were no longer included; this is the latest available data.

This study was conducted after the opening of Movieworld but before the start of

'Blood on the Southern Cross' (Jan 1993).

• 'Ever visited'/ trial of Sovereign Hill is extremely high, especially in Victoria:

% Ever Visited Total NSW/ VIC QLD SA ACT

Sea World 53 49 43 l~~j!,~§;tt~\\ 42

Sovereign Hill 39 17 ;t,~i~~~~~1 ~~~~~~: 14 75

Old Sydney Town 35 ::~;~~~t~~~~~/~~ 16 22 25

• Sea World is the most visited theme park, it has been there longest:

•

It is also situated in the centre of a major holiday tourism region supported with

massive infrastructure, far greater than will ever exist for Victoria.

But 80% of Victorians have ever visited Sovereign Hill compared with lower

proportions of home state residents sampling Old Sydney Town & Sea World.

Sovereign Hill reached a ceiling of trial three years or longer ago.

6 month share of the state market is also very strong for Sovereign Hill:

% Visits last six Total months

Sea World

Sovereign Hill

Old Sydney Town

NSW/ ACT

VIC QLD SA

• Sovereign Hill captured 30% of all the visits made by Victorians to theme

parks, by far the highest; also no 1 for South Australians too.


"'--··

• But the frequency reported in the last 6 months was lower than other parks:

Average visit Total frequency (state

last six months data n/a)

Sea World 1.3

Sovereign Hill 1.2

Old Sydney Town 1.5

Wonderland 1.6

AGB (1992 SH survey) found that "Melbourne ever-visited" averaged 2.2 times

Only 17% had visited four+ times, these accounted for a quarter of all visits.

Exit surveys in 1995 suggested that 47% of all visitors (including inbound) were

on their first visit, but 37% had been 3 or more times (Vic visitors: 17% and 50%).

• Visits tend to be spaced over many years, regardless of origin:

70% of visits had been more than 3 years ago, over 25% more than 10 years.

Time elapsing between visits is growing: 12 months 16%, 1-2 years 22%, 3-4

years 27%, 4+ years 34%; however this may also be the growth effect.

• Sovereign Hill conforms to the familiar cyclical pattern of theme park

visitation, with frequent new 'rides' necessary to achieve revisits:

•

18 months after spending $83M on Movieworld, the new Batman ride cost $12M

and now a new roller coaster is being built.

Regular reinvestment is necessary to maintain market share although more

profit can often be made on a lower level of higher spending visitation.

The majority of visits from Victoria are made by car, mainly at weekends,

arriving before midday, with an average stay of 4.8 hours.

• Theme park rule of thumb is that 80% of the visitors are in the park by midday.

• Overall, a visit to Sovereign Hill 'lasts longer' than to similar attractions.

© [il1Jiiijj} Ballarat Marketing Strategy Oct 1995 25

{ \

2.4.5 Product Life Cycle - Ballarat

• Ballarat enjoyed a steady rise in demand over 10 years to 1990, driven by

strong growth in accommodation infrastructure (correlation 98%):

•

•

BALLARAT ACCOMMODATION TRENDS

Guest Nights Beds vs Guest Nights - 12MAT

3,000 Pearso"n ProcluCt Mome.nt Correlation= 0,98 R•0.95 R =D.98

! ! Golden· City Motel Gold Sovereign Motor Inn

2,600 Lake View Ballarat Main ·Lead Motor Inn Colony Brewery Tap Motor Inn

Woodnians's km i! Motor Inn ~ Allred Motor Inn ~ 2,000 .8 § z Balwaren

Bal Miners Retreat

! 1,600 --'..f~·

. ! I tawan~ Lodge renovated Arch Bakery Hill

, I Mi Buniriyong Homestead Lodge Peppinella Begonia City Motor Inn

Victoriana ! Motor Inn

CLOSES RENOVATED

11' B&B'J opened 90-95

(1 OOyrs old) Cralgs Royal Hotel The George Lake Terrace

Number of Beds

! I Mt Buninyong Homestead Lodge Central City Motor Inn

Wool shed Boutique Hotel

Her Majesty's ; . ; Theatre (reopens) Sov !Hiii L<j<lge Extension Sov Hill Lodge Ext. ;(86 1"09ms)

I ! (50 rooms) \ :

f ! ! ! !

360,000

300,000

160,000

1,000 ~-~-~--o.ov Hili Lodge-~-~-~-~~-~-~---~-~~ 80 81 82 i(84 rooms) 86 87 88

Two cycles of growth to 1990, now

nights and takings are slow.

The lack of net new beds has caused

demand to stagnate (occupancy fallen

from 49% in '80 to only 34%).

89 90 91 92 93 94 95

Ballarat PLC Tourist.Accommodation~ HotelslMote&I

~---=™="~"""~·=·'=""~·~·rro~M=-'~""'=r:___~ *·000 ::::~ "'·""

l2$l,OOO

• 1 a 200,000 CPI Adjusted Takings $000

•ooo J , ... ~ 7,000 i

~ ..,, 1

' 15,000 ~

100,000 u-.................... - ................. _._ ............. ......., 4,000 &

• The earnings have followed nights faithfully when deflated by CPI, showing

little value leveraging took place (no more income per night).

• Ballarat needs new accommodation development to trigger a new cycle.

© l:!!!Tu!JBJ Ballarat Marketing Strategy Oct 1995 26

(

-~

2.4.6 Product Life Cycle - Sovereign Hill

• Sovereign Hill displays a classic Product Life Cycle, with 'Blood on the

Southern Cross' arriving on cue to extend the maturing cycle:

•

SOVEREIGN HILL: VISITOR TRENDS Annual Visits '000

550 ,--~~~~.,--~...,.-~~~~~-.~~~,,---~~~~~~~~~~~~-

500

450

400

INTR

350

. . •

• ' ' • ' . . • • • Sovereign Hill (Incl BOTSC) .. ~ . ... · :

•' . .. • • •• .. •

• ,.-i· ............. _ .. "/····· :

•'' : ·' : . -· • • • • • • .'· : ' • • Sovereign Hlll (Exel BOTSCJ

-~ : : .• ~ - I .... : : :

: : : . . ' . . ' • • • • • • Cycle 1: 10 yrs· : : : ' : Cycle 2: 1s vrs to date .>- : • - -

~-'--~~~·~ --:''--~~~~--...... ----~·:-----·------·;------~·:--------1--GROwrH : ir

• ::::J "' 3 :~

72fl3 74

DECLINE 6

RE-ENTRY : GROWlli 3 5

MATIJRITY ; DECLINE 3 : 4

• 76fl7 78179 BOl81 62183 84185 86J87 88189 90J91 9293 94195

Sovereign Hill is now passed the maturity phase, with strong support from

BOTSC as underlying demand for the main park cycles down.

Energetic management and creative re-investment has extended the cycles and

avoided stagnation; but in 1996, it will be time for another re-entry.

There are barriers to visitation rising above the present levels:

Lack of critical mass of attractions, low preference for Ballarat and the

Goldfields and remoteness from a large tourist centre (cf Gold Coast).

And BOTSC has confirmed that repeat visits can be attracted by new shows.


r··

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2.4.7 Visitation Product Life Cycle - Sovereign Hill & Ballarat

• Overlaying the Ballarat cycle on Sovereign Hill shows a close correlation:

•

550

500

450

400

350

300

INTR

SOVEREIGN HILL: VISITOR TRENDS Annual Visits '000

Pearson Product Moment Correlation 0.82

Cycle 1: 10 yrs ,./ • t ,/ . . ,

Sovereign Hill (Incl BOTSC) ' ' ' L···· .... ... .. ' .. ' . ' .. ' . '

, .. .\.-' -. •

' ' ' . • • • . •

_,, .. .-·-·•"": ........ -····-········-

:sanarat Visitor Nights :(Accommodation Base) . . • • ' . ' . ' . ' . • • • • • • • • . • .

• Cycle 2: 1s yrs to date :~ : _, .. /·

~-GROWTH----~@~-,-~~.'---O-E-CL-IN-E---,ji-R-S-ENTR---Y~:--G_RO_WTH ______ :,__M_/\f_U_R_ITY_,..: __ o_E_CL-IN_E __ 4

3 :!< ·: 6 3: 5 : 3: 4 250 ~~~~~·~ ~~~~~~~~~~~·~~~~~~·~~~~·~~~~~

72fi3 7..,,~ 76177 76179 80/81 82183 84185 86187 88189 90/91 92133 94195

It is apparent that the lack of new accommodation infrastructure may have

limited the growth of the BOTSC initiative, despite the low occupancy:

Because of the late finish to the show, it is demanding of accommodation.

This is not a matter of physical room to sleep, rather the experiential appeal of

interesting new places to stay; as much a part of the experience as the show.

The lack of investment in Ballarat may have made the destination less attractive

than other places ·such as Melbourne - with plenty of new product.

• This slowness to build appealing new beds - added value beds - may also

have limited Ballarat's ability to exploit the surge in intrastate tourism.

© I El I llJ [@ Ballarat Marketing Strategy Oct 1995 28

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2.5 Market Forecast

2.5.1 Domestic

• Domestic non business tourism is forecast to grow at an average annual

rate of 1.9%; 5 million more domestic trips are forecast by 1999 on 1993:

Forecast of Domestic Tourism '000,000 Trips

85 86 87 88 89 90 91 92 93 94e 95e 96e 97e 98e 99e Total - 45 45 45 47 46 50 49 48 48 49 50 51 52 53 54 NonBusineS&o 38 39 38 40 39 43 41 40 40 41 42 43 43 44 45

Sou~e: Tourism Forecasting Council Aug 1994

• The BTR finds6 that tourism activity is related to real household disposable

income and unemployment-1% more income gives 0.4% more tourism.

•

6

The resulting straight line forecast should be treated with caution:

Surges in activity and changes to pattern are also driven by changes to the

relative attractiveness of destinations, especially from new infrastructure.

Examples include the 'Spirit of Tasmania' for Tasmania, Movieworld for the Gold

Coast & the Casino for Melbourne; visitation is the outcome of trial and revisit .

Tourism Forecasting Council - domestic forecast August 1994

© 00 Ill I ril I Ballarat Marketing Strategy Oct 1995 29

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2.5.2 Inbound

• BOA has prepared this forecast of inbound trips to Victoria based on ATC

growth estimates applied to actuals up to 1994; the outlook is for 14% pa:

Forecast of Visitors to Victoria

~ .9

300

~ 200 0

~

100

USNCAN-JAPAN -CH/HKf!W.. UK -GERMANl.<.

89 90

126 112

120 124

30 42

38 33

102 99

91 92 93 94

126 123 116 128

114 89 96 103

37 46 92 101

33 37 43 60

97 93 97 102

Souroe: BTR Visitation with ATC Growth Forecast applied

'000 Visitors

96 96 97

141 163 166

114 130 149

132 166 1n

68 66 76

116 128 142

Hong Kong, China & Taiwan

98 99 00 01 1n 189 206 217

172 193 220 236

202 226 269 267

86 97 113 126

167 172 192 206

02 03 04 223 229 236

246 263 263

312 339 370

136 147 160

218 228 240

• The traditional origins of UK & Eire are expected to decline in share but

continue to grow.

• Chinese Asian origins will become the most important to Victoria, the

Japanese becoming less significant as Cairns and Sydney develop.

• But Germany and the USA will all continue to make steady progress.

• Inbound demand is very sensitive to external disturbance - wars, strikes etc

- and again the straight lines should be seen as indicative.

© l!!J II.I 00 Ballarat Marketing Strategy Oct 1995 30

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2.6 Implications

• Ballarat visitation benefits from the presence of Sovereign Hill, one of

Australia's main man made attractions and a leading one in the State.

• Festivals and events concentrate visitation into seasons but otherwise the

Ballarat product comprises many low profile attractions.

•

•

•

•

Ballarat tourism has grown with the development of infrastructure but over

the last five years this has slowed, causing stagnation in the local industry.

This lack of fresh product appeal has possibly prevented Ballarat from

exploiting the rise in intrastate tourism to the fullest extent.

Sovereign Hill achieved a remarkable penetration of Victorians (over 80% &

39% of Australians) and a high market share (30% of Vic visits) in 1992.

The growth since then from the new investment in 'Blood on the Southern

Cross' shows that revisits and new visits have been successfully won.

• .It also shows that relevant re-investment works as well for Sovereign Hill as

well as for other theme parks; no investment results in decline.

• Although the management of the Sovereign Hill Cycle has been masterful,

there are clear signs that a new 'trigger' will be required soon.

• Even with a new trigger, Sovereign Hill visitation will depend on external ·

critical mass factors - on all the other things to enjoy in Ballarat.

• Equally, the appeal of Ballarat will depend to a great extent on the

performance and vigour of its main attraction - Sovereign Hill.

• Outlook for tourism growth is strong; intrastate tourism will always provide

the critical volume, with interstate, Asia, UK and USA providing support.

© I Ill Im Im I Ballarat Marketing Strategy Oct 1995 31

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3. VISITOR TRENDS

3.1 Origin (at least 1 night, non-business, 40 kms +from home)

3.1.1 Domestic Tourists - Goldfields

• Australian visitors to the Goldfields come mainly (89%) from Victoria:

•

•

Domestic Visitors to Goldfields 1993/94 %SHARE

Melbourne 693 50.1%

Vic C'try 39.4%

NSW/ACT 5.3%

SA 2.8%

QLD 1.5%

WA 10 INTERSTATE 0.4% ACCOUNTS

Tasmania 4 FOR ONLY 10.5% 0.4%

NT 1 0.1%

0 200 400 600 800

'000 Trips Source: BTR-DTM

Melbourne contributes half the visitors, which is normal for regional centres •

Interstate tourism is related more to the relative population size of the origin

State:

© I Ill I w I t:i1 I Ballarat Marketing Strategy Oct 1995 32

•

0 0 ?

The Goldfields trend is encouraging, with growth of around a third, and

Melbourne is supplying more and more visitors:

Domestic Trends Trips to Victorian Goldfields Region

1,300 ~-----------~

1,200

Domestic Trends Trips to Victorian Goldtields Region by Origin

BOO

700 693

§ 1,100

l • ~ .. c ~

0 0

,g 1,000 l'l. ;:

900

Victorian Goldfields Region

800 '--'---------'--------'-' 1992 1993 1994

200

146 -104 100 INTERSTA E -·~------~-----~ 91/92 92/93 93/94

~~BTR-OTM sourc.; BTR-NS

This trend is subject to a very small sample and is liable to fluctuation, so

should be treated as indicative only.

Although no formal tracking is undertaken, Melbourne provides an even higher

proportion of day trips, contributing the bulk of visitors.

• The recent lift in Sovereign Hill may have boosted the Goldfields appeal:

BOTSC prompting VFR reunions.

Promotion which increased conversion of Goldfields preference relative to other

destinations in Victoria.

© I Ill I Ill[~ Ballarat Marketing Strategy Oct 1995 33

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3.1.2 Domestic Tourists - Sovereign Hill

• Melbourne is also the prime source of domestic visitors:

VIC

Melbourne

Vic Country

Ballarat

NSW

NSW Country

Sydney

SA

QLD

Rest Of Aust

Domestic Visitors to Sovereign Hill Share of domestic visitors, 1994/95

INTERSTATE ACCOUNTS FOR24.4%

OF DOMESTIC VISITORS

S~urce: Sovereign Hill postcode analysis

75.6

• Ballarat residents account for 11% of visitors and a good proportion of them

would be hosting a friend or relative.

• Note that visitors from interstate to Sovereign Hill account for a quarter of

domestic visitors, compared to only 11 % of those staying in the Goldfields.

This may show the pulling power of SH into the region, but the difficulty of

comparing day trips with overnight mean this cannot be conclusive.

NSW is the main interstate origin, well ahead of Qld, the home of theme parks.

Vic Country provides twice as many visitors as NSW, emphasising the

importance of the local market.

However, the preference for Sovereign Hill in NSW particularly is not being

converted, a lost opportunity for Victoria.


, '

3.1.3 Inbound Tourists - Goldfields & Sovereign Hill

• This chart compares Sovereign Hill with the Goldfields:

ASIA (Ex Japan)

Europe

UK & Ireland

USA/Canada

Japan

New Zealand

Other

Source: BTR-IVS

International Visitors Goldfields vs Sovereign Hill

33.3

Goldfield: 30,000 Sovereign Hill:114,000

'000 Visitors

• Goldfields • Sovereign Hill

• Although a day visit not an overnight stay, Sovereign Hill is nearly four times

~ (__ more popular than Goldfields, especially strong with Asians.

International Visitor Trends

• Goldfields, on the other hand, Victorian Goldflelds vs Sovereign Hill

30.5 120

appeals strongly to visitors to " 30.0

ii 1 115

Europe and New Zealand, c 29,5 ~ j ~

thanks to the VFR connections. .. 21.0 110 5

~ 107 107 I c

" ;g 29.5 105 .s

" " • Both destinations are following ~ 2B,O ~ ~ > , ..

a similar trend, recovering from 27,5

27.0 .. the dip in 1991: 1989 1990 1991 1992 1993 1994

.. in•:ITA.M.,ttt ..

© ™ Bailarat Marketing Strategy Oct 1995 35

(

• Overseas visitors account for a quarter of Sovereign Hill visitors - not that

far off Melbourne residents:

Origin of Visitors to Sovereign Hill 1994/95

Melbourne

Overseas

Vic Country

NSW

Balla rat

Sth Aust

Queensland

Rest of Aust

0 5 10 15 20 25 % of Visitors

Source: Sov Hill

Excludes Don't Know etc

• Although the performance with

Asians has been strong, share

of other origins has been variable:

•

•

European demand is strong, but j • visitors from the UK /Ireland are

tending to fall away.

And from USA/Canada, a clear

decline compared to Victoria.

•

lntematlonal VS.ilor Tr.nchi

--""'-"-'""_w_-_"' __ D8!

1111 1fft '911 1HZ UU UM

-

29.6

30 35

ltc!emiltlonal \lb.Hor Trends _,._,,.

• The appeal of Sovereign Hill to people from these countries may be a shared

historical perspective and culture.

@ [!)Ill I!] Ballarat Marketing Strategy Oct 1995 36

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3.1.4 Visitors to Ballarat

• In 1991 & 1995, the University surveyed visitors to Ballarat; different

methodologies and time periods invalidate direct comparisons:

In 1991 there was face to face sampling at the Tourism Centre, the Lake & Bridge

Mall in Sept/October of 270 visitors; an overweighting to locals occurred.

In 1995, self completion forms were distributed from accommodation,

attractions, retail & info centre; overweighting to overnighters occurred (80%}.

The graphic is more revealing of the different profiles of the samples than of any

changes between the years:

Visitors to Ballarat by Origin % responses; 1991 - face to face, ex Gold N=270; 1995 self completion N=434

Melbourne

Country Vic

Interstate

Overseas

• 1991 • 1995 Source:BTA Survey 1991

• Melbourne provides the most visitors in each sample and the strong

presence of interstaters in the 1995 sample shows the national appeal of

Ballarat.


(

3.2 Group Type Inbound (This information not available for domestic tourism)

• Sovereign Hill welcomes more groups, a benefit of the inbound distribution

systems; these groups are mainly pre-sold through wholesalers:

•

International Visitors

Group Tours 5 Year sample 1989-93

Holiday group


Travel Party 5 Year sample 1989-93

11.0 Unaccompanied

Adult Couples

Friends/Relatives

39.5

39.9

Sporting/special int • Goldfields

Other Group Tour

% of Visitors Source: BTR~VS : Note Goldfields 2 year sample

Parents & children

Bus associates 1.6

1.2

% of Visitors Source: BTR~IVS : Note Goldfields 2 yr sample

Both destinations are very strong with the so-called 'FIT' or independent

traveller - accounting for 40% of visits.

• There are few children and family groups - reflecting the distance and cost

involved in reaching Australia.

Note: Interpretation must bear in mind that Sovereign Hill is recorded as a day trip, Goldfields as an overnight destination. Also, that this data is derived from an average of 5 years combined results.

© [!l I iu lil] Ballarat Marketing Strategy Oct 1995 38

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3.3 Purpose of Trip - Goldfields

• VFR looms large as a reason for visiting the Goldfields:

•

Domestic Visitors to Goldfields Main Purpose of Trip

93194

VFR

Holiday

Business VFR: 463,000 Holiday: 428,000 Total: 1,264,000

Convention 1.8

Other 19.2

% of Trips Soun:o: BTR-DTM

International Visitors to Goldfields Main Purpose of Trip

2 yr ave to 1993

VFR

Holiday

Business VFR: 7,400 Holiday: 15,500 Total: 28,000

Convention 1.5

Other 7.6

% of Trips SOurce: BTR-IVS

At 37%, domestic VFR is higher than the Victorian average of 29%:

55.

Residents become effectively tour guides, organising entertainment for their

visitors.

'Other' reasons are also high, includes sporting & special events (Vic 15%)

• For inbound, 27% VFR is a very high proportion (Victorian average 18%).

• Although convention is a very small 'reason', both for domestic and

inbound, the Victoria domestic average is only 1.8% and inbound 2.3%.


3.4 Purpose of Trip - Sovereign Hill

• International visitors to Sovereign Hill are mainly on holiday:

International Visitors to Sovereign Hill Main Purpose of Trip

VFR

Holiday

Business

Convention 0.9

Other

Source: BTR~VS

9.6

1994

VFR: 24,400 Holiday: 65,600 Total: 105,000

· % Visitors

63.2

• Sovereign Hill sees more international VFR than the Victorian average, but

this is less than the Goldfields.

• Business, convention and other reasons are also under represented.

• Sovereign Hill is a powerful attraction to bring international visitors to

Ballarat, which the City would never have otherwise.

© Im I Ill I fil I Ballarat Marketing Strategy Oct 1995 40

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3.5 Reason for Visit - Ballarat

• Again, the two surveys by the University cannot be compared directly due

to different methodologies, but as measures they are important:

•

Balla rat: Reasons for Visit % responses; 1991 -face to face, N=270; 1995 self completion, N=434

Holiday

VFR-- 15 -12

Tourist attractions --. 16

-3 10 Passing through - 3

Business ... 8

Sport I~

Education 11 2

Survey conducted by University of Ballarat • 1991 • 1995

31 -·50

Holiday or pleasure are overwhelmingly the reasons why people come to

Ballarat; a City for enjoyment:

Shopping was second among locals, but tourist attractions among the 1995 .

sample with more overnighters.

VFR is significant in both samples, even among those staying in commercial

accommodation.

Passing through accounts for more people in 1991 and this may have been

reduced by the bye pass.

The low importance of sport and education may be a methodology effect.

© 00 Ii.I I g J Ballarat Marketing Strategy Oct 1995 41

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3.6 Seasonality

• Sovereign Hill and Ballarat have different seasonalities:

12

!!! 0 :!::

"' > 10 ... 0 ::!;! 0

:>. :c - 8 c 0 :E

6

Ballarat Seasonality Tourist Accommodation v Sovereign Hill

Guest ArrivalsNisitors - 4 year average

ourist Accommodation 12.4

Sovereign Hill

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

\~ • Winter in Ballarat is not the best time of year for tourism, nor is February

after the schools have gone back.

• But Sovereign Hill has a huge January, while the City is busiest in October -

springtime.

• And Easter is much better for the Park than the City, thanks to school

holidays and those wonderful autumn daytrips.

• However, this pattern is changing.

© I Ill I Ill Im I Ballarat Marketing Strategy Oct 1995 42

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c_-

• Ballarat has seen a lower proportion of visits occurring in January:

12

e 10 Ill ..c IJ)

>. . :c .... 8 c 0 :E '#.

6

4 Jul

91/9l- 8.1

92/9l- 7.7

93/9- 8.0

Ballarat Seasonality Tourist Accommodation Basis

Guest Arrivals

- .,,_ "' ~~ Royal South " ·-"' ~ "'"- c > "' 0·- s~ Street Festival 'iii "' <1>

Cl-

"' "' ;:: "' <1> "' Dl if &! if Dl (I) :;:

Aug Sep Oct Nov Dec Jan Feb Mar 7.1 8.5 11.2 8.4 6.2 11.2 7.1 9.0 6.7 8.1 12.2 8.6 6.6 9.7 7.2 9.1 6.5 8.4 11.5 8.6 7.0 8.3 6.6 9.4

Source: ABS Tourist Acconmodation

-_c - "' "'E £! "' ~E "' :i "'0 ED I-

Apr May 9.3 7.2

9.7 7.9

Jun 6.7

6.6

• The impact of Ballarat special events can be clearly seen on this chart.

• The sustained fall off in the main holiday month, which accounts for 16% of

Victorians holidays, is a threat, especially in a rising holiday market.

• Sovereign Hill is also very dependant on this month and increased visitation

by 7,800 in January 1994 compared to 1993.

• A certain lack of synergy between Ballarat and its' major attraction may be

revealed by this trend.

© [ii] ll1 I Iii I Ballarat Marketing Strategy Oct 1995 43

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3.7 Distribution

• The RMR pilot study of how people choose, book and plan their holidays

(June 1995 - 752 nationally) helps understand the distribution priorities:

•

Holiday Decision Influences -Choosing(%)

No Info

Been before

Friend/Rel lives

Friend/Rel visited -17

Direct o

AgenUairtinelRAC

Brochures -12

Books -11

TV/Radio/Print • 6

State Tour Info 14 Tour Operator I 2

Other 12 Source: RMR June 1995, N = 752

Choosing:

32

20

Holiday Decision Influences - Booking(%)

No Info

Been before o

Friend/Rel lives o

Friend/Rel visited o

Direct

AgenUairline/RAC

Brochures o

Books o

TV/Radio/Print o

State Tour Info I 2

Tour Operator I 1

Other la Source: RMR June 1995, N = 752

29

29

36

The majority of information comes from previous personal experience and word

of mouth from friends or relatives who live there or have visited • 78% mention.

The selection process is outside the direct influence of tourism marketers; the

place itself and every visitor or resident is the most influential sales tool.

Agents and brochures are used by about a third and media by about 10%.

Ballarat visitors are also most influenced by word of mouth and previous visit

(80% of cases) before the trip (University 1995).

© I Ill I r:J I Iii J Ballarat Marketing Strategy Oct 1995 44

c '·-

• Booking:

•

Nearly 40% of people do not book - jump in the car and go to friend or relative.

As many people book direct as book through agents.

Holiday Decision Influences -Planning Before(%) Holiday Decision Influences - Planning During(%)

No Info 55 No Info 36

Been before • 7 Been before -16

Friend/Rel lives • 9 Friend/Rel lives -17

FriendJRel visited 1 s Friend/Rel visited o

Direct o Direct o

AgenUairfinelRAC .11 Agent/airlineJRAC • 6

Brochures .11 Brochures -16

Books .7 Books .9

lV/Radio/Print 12 lV/Radio/Print • 9

State Tour Info - 14 State Tour Info • s

Tour Operator I 2 Tour Operator 14 Other I 1 other I 1

Source: RMR June 1995, N = 752 Source: RMR June 1995, N = 752

Planning Before:

Also very little controllable information, mainly experience or nothing;

brochures and tourism offices are used a little for researching the trip.

• Planning During:

Again, a preponderance of word of mouth, personal experience or nothing.

Brochures are most used for detailed planning of the trip day to day - for ideas

and places to go and things to see.

Visitors to Ballarat make much more use of brochures and Tourist info centre.

© Im I llI Im I Ballarat Marketing Strategy Oct 1995 45

3.8 Implications

• The Goldfields and Ballarat as a City is primarily a VFR, week end and day

trip destination for Melbourne residents.

• Melbourne also supplies most Sovereign Hill visitors, but inbound visitors

are a strong second string; interstate visitors contribute about a quarter.

• Both samples of Ballarat visitors revealed that holiday and pleasure are

mainly what brings people - to have a good time, visit the attractions.

• Sovereign Hill has a very strong presence with inbound holiday makers.

• The 'locals' are less numerous at Sovereign Hill and so is VFR as a

proportion (although only inbound reasons for trip are monitored).

• All this may indicate that Ballarat and Sovereign Hill have less cross

visitation than might be desired.

• Seasonality is also not well aligned, with Ballarat declining in the most

important holiday month, which is also Sovereign Hills' biggest.

•

•

This seems to suggest that the City host and its world class attraction are

not working smoothly and aggressively for the benefit of Ballarat residents.

The frustration of marketers is understandable when confronted with the

impotence of the available influences, especially in domestic tourism.

• Personal experience and word of mouth is overwhelmingly powerful in

selecting destination; expensive advertising and the trade play a minor role.

• Which means that each resident and every visitor is the most valuable

influence on Ballarat tourism, the most potent sales and tour guides.

@ ™ Ballarat Marketing Strategy Oct 1995 46

4. CONSUMER PROFILES

4.1 Age

• The cradle to grave shows that Sovereign Hill visitors are somewhat younger

- than Goldfields holiday makers:

·-. { .· "-··

Sovereign Hill

15

12 !!! 11 0 ;t::

5 10 'O ~ 0

5

Domestic Visitors

Cradle to Grave

17

13

12

Goldfields

8 8

iff$;] ~;:;: .. ::;~:

14-17 18-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70+ Source: RMRC-HTS

• In fact, Sovereign Hill has the best penetration among teenagers and their

forty-something parents.

• Goldfields has a stronger appeal over 40, with the retired age groups also

prominent.

© I Iii I Iii I fil I Ballarat Marketing Strategy Oct 1995 47

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4.2 Lifecycle

• Goldfields longer stay holiday visitors tend to be older married couples with

no children:

•

•

Domestic Visitors

Personal Lifecycle - 1994/95

Single 14""34 No Kid

Married 35+ Kids

Married 35+ No Kid

Married 14-34 Kids

Single 35+ Kids

Married 14-34 No Kid

Single 14-34 Kids

Single 35+ No Kid

0

Source: RMRC-HTS

10 20

••• 37.9 23.4

•sovHill

• Goldfields

30 40

% of Visitors

so

Domestic Visitors

Household Lifecycle -1994/95

Young Parents

Mid-Life Households

Mid-Life Families

Young Singles

Older Households

Young Couples

0

Source: RMRC-HTS

10 20

32.2

•sovHill

.Goldfields

30 •,<. of Visitors

40

Sovereign Hill attracts younger people, especially young singles and their

parents.

This is reflected in the household lifestage profile, where Sovereign Hill

attracts more mid life families.

• This is more evidence of divergence, with Sovereign Hill and its host City

showing user profile differences.

© l!!:Ui!1!] Ballarat Marketing Strategy Oct 1995 48

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4.3 Occupation

4.3.1 Goldfields

• The occupation profile of Goldfields inbound visitors is more likely to be

professional and executive:

International Visitors - Vic Goldfields Occupation - 1994

Professional 25.0

Retired/Unemployed

Executive/manager

Clerk/sales

Student

Skilled tradesman

Home duties

Teacher, lecturer

Semi/un-skilled

Farmeretc 0.7

% of Visitors Source: BTR·IVS

Domestic Visitors - Vic Goldfields Occupation - 1993/94

Retired/Unemployed 17.5

Professional 17.4

Home Duties 17.1

Student

Executive/manager

Skilled tradesman

Clerk/Sales

Semi-Skilled

Farmers etc

Manual Worker

% of Visitors Source: BTR·DTM

• But domestic visitors are more likely to be retired, although there is a higher

proportion of professionals in the mix than average.

• Many visitors are non working women and students.

• Overall, this is a reasonably homogenous profile.


~

, \

\. ..... __ .

4.3.2 Occupation - Sovereign Hill

• Inbound visitors to Sovereign Hill are much more likely to be professionals

or retired people, domestic visitors include more students:

•

•

Sovereign Hill - International Visitors Occupation - 5 yr aggregate

Domestic Visitors Occupation - 1994/95

Professional 24.2 White Collar

Retired/Unemployed Students

Clerk/safes Retired/Unemployed

Executive/manager Skilled Workers

Student Semi/Un-skilled

Home duties Home Duties

Skilled tradesman Managers

Teacher, lecturer Professional

Semi/un-skilled Farm etc

Farmer etc 0.6 Own Small Business 0.7

% of Visitors % of Visitors Source: BTR.-IVS Source: RMRC

18.6

18.5

International visitors to Sovereign Hill are like visitors to Australia - affluent,

educated, mostly without children - including backpackers .

Domestic visitors are most likely white collar workers with young people.

remember that this survey data only starts at 14 years.

• Retired people are well represented in both visitor populations.

• Sovereign Hill clearly has to appeal to different types of people between

inbound and domestic markets.

@ I Iii I Ill Ii] Ballarat Marketing Strategy Oct 1995 50

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4.4 Holiday Activities

4.4.1 Domestic Tourists

Domestic Visitors Domestic Visitors Last Holiday Activities Leisure Time Activities

Year to June 1996 Year to June 1995

Casino Worked in Garden 78

National Parks 25

Licensed Res tau rant

Wildlife/Scenery Night Club 29

Historic Places Rock Concert

30

Art Gallery Bushwalking

Museum •sovHill •Goldfields

Parks & Gardens Theme Park

Zoos/Animal parks Hobbies

Art Galleries Spectator Sport

Wilderness Pleasure Sport

Wineries Exercise

% of Visitors % of Visitors Source: RMRC-HTS • 3+ days Last Trips basis Source: RMRC-Asteroid

• Goldfields visitors have an extremely active holiday repertoire, exploring,

seeing, experiencing and learning; culture and history loom large.

• Although Sovereign Hill visitors are proportionately less likely to be involved

in these activities, they are much more numerous.

• Sport & Exercise is popular and Sovereign Hill visitors are more likely to

have gone to a Casino.

© I ia Im I ri.1 I Ballarat Marketing Strategy Oct 1995 51

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4.4.2 Inbound Tourists

• A similar comparison is possible for inbound visitors:

•

•


Places Been 5 year sample 1989-93

Restaurants

Botanical gardens 75

Zoos/Animal Parks 75

Historic sites 69

AmusemenUTheme park 51

Art galleries/museum 50

Wineries• 28 41

~5

Cran workshops •sovHlll

Cinema • Goldfields

Live Performances

Casinos

Aboriginal sites•

Local festivals•

National/State Parks 39

Classical Concerts•

Rock Concerts•

0 20 40 60 80 % of Visitors

Source: BTR·IVS - *One year sample only

100 120


Activities

Swimming, surfing

Bushwalking

Diving I snorke!ling

Crtcke~ football

Tennis, squash

Rock climbing

Horse riding

•sovHill

• Goldfields

Sailing

Outback safari tours

Golf

Horse racing

Skiing

0 10 20 30 Y. of Visitors

Source: BTR-IVS Note Go1dfietds 2 yr sample

40

All visitors to the region are very active and involved in a wide range of

cultural and experiential activities.

Goldfields visitors particularly enjoy wineries, craft shops and natural

beauty, with plenty of exercise.

60

• Sovereign Hill visitors enjoy eating and seeing the Sights; they also favour

more city attractions and theme parks.

• They seem a little less involved in sport and exercise.

© Ira Im I ril I Ballarat Marketing Strategy Oct 1995 52

' \__ .. ·

4.5 Implications

• Sovereign Hill has taken on the demographic character of a theme park

rather than a museum.

• The primary users are young and active people, with lots of children

involved.

• The Goldfields visitors on the other hand, are older and less likely to have

children; more a place for grown ups.

• They are also more culturally involved, take more exercise and are there to

enjoy the quiet and hidden pleasures of the place.

• We may guess that this is also the kind of difference which exists at the

daytrip level:

Sovereign Hill as a fun day out, with lots of families and kids activities.

The region full of cultural explorers seeking the traditional and conservative

ways of the past, of nature, of food and wine and Devonshire Teas.

© I Iii f IU 00 Ballarat Marketing Strategy Oct 1995 53

5. CONSUMER - DOMESTIC

5.1 Introduction to RMR Values Segmentation

• A methodology which define groups sharing similar needs and attitudes:

Developed by the Roy Morgan Research over ten years ago, in conjunction with

Colin Benjamin of the Horizon Network.

Demographic and psychographic characteristics of each individual are

processed to create ten segments, for single source examination.

The research is continuous, face to face, builds up to 64,000over12 months.

• Using the BOA Positioning Map, these segments are placed to correspond

roughly with a higher and lower I young and old demographic framework:

THE ~POSITIONING MAP

9wH Dawort & MIDCWH

THE ROY MORGAN RESEARCH CENTRE "VALUES SEGMENTS" Dn•JopH Ill u""""dlon \fl4tll C.1111 8tfljt~..rtMKorl11n•N•~

YOUNG i% OPTIMISM

SEGMENT PROFILES SUMMARY

SOCIALLY 11% AWARE

• SOCIAL ISSUES ORIENTED • POllTlCALLYICOMMUNITY ACTIVE

TERTIARY E!DUCATIONI PROFESSIONAL OCCUPATIONt HIOHSTAlUS ATTillJDES -·-----·------- _______ ..,._ o AATS&CU!.TURE, TOP JOBS

• YOUNG& PROGRESSIVE o WEALTHMANAGERS o EXPERIENTIAi. LIFESTYLE • SEEKNEW&DlFFERENTTHINGS • TREND SETTERS

VISIBLE 16% ACHIEVEMENT

•• r, "'-Ess&---ER """-' SOMETHING .. - .... ,... """"" ...,.....,." ""''"~•

.......

BETTER 9% : =~~YN ~~~US SEEKERS • UPNARDLY MOBILECOUPlES

••. - o CAREER & LIFESTYLE DRIVEN ,., .-- '"' • FINANCIALLY STRESSED

o THEWEALTHCREATORS

CONVENTIONAL LOOKATME -----·--------~ FAMILY LIFE

10% •. TRADITIONAL 19% -···-----·M- FAMILYUFE

LOWER EDUCATION/ LOWER SKILLS LOWER PAID OCCUPATIONS

©lmlmlml """'"'

o YOUNG FUN SEEKERS o FASHION FOLLOINERS •LIVE FOR TODAY •VERY ACTIVE

A FAIRER DEAL 7%

o 'GET A RAW DEAL OUT OF LIFE' o UNION MEMBERS o CYNICAL & PESSIMISTIC • VERY OISSA.TlSflEO

YOUNOAND SINOLE

• MlODlE AUSTRALIA • FAMILY&HOMEFOCUS • MORTGAGE BEl T • SMALL SA.'llERS

FAMILY LIFE

REAL 4% CONSERVATISM

• OBSERVERS OF LIFE • TRADITIONALJRB.IGlOUS o AVERSE TO CHANGES • HOAAOERS

• RETIRED MIOOlE>JJST • FMULYFOCUSEOU\/ES • CIJJTIOUS A80lJl' HEN

ll<INGS o PASSIVE INCOME

BASIC NEEDS 4%

• WOOWS & PeiSIONERS • SUR\l\VAL LIFESTY\.E • SEEKPROTECTION

OLOAOE

A detailed summary of the RMRC Values Segmentation is in the Appendix.

© I Iii Im lj.11 Ballarat Marketing Strategy Oct 1995 54

( ... -

• There emerges a 'middle Australia' axis as the Look at Me Segment grows

up, marries and grows into the Family Life mindset.

• An upwardly mobile axis develops as some Look at Me strive for Something

Better out of life, many growing into ...

• .. affluent Visible Achievement, motivated by recognition and reward.

• There is a tertiary axis, with the trend setting Young Optimism and issues

oriented, socially· active Socially Aware in the top jobs & professions.

• Each has a clearly defined mindset and inner drives and in a research sense,

they speak collectively for the Australian community.

• Socially Aware (SA) 11%:

Well educated, in top jobs with a strategic approach to life; short breaks

& longer hols, taking part in activities, escape to "another world" (16% of

all children). Spend most each.

• Visible Achievement (VA) 16%:

•

The wealth creators, seeking a stimulating lifestyle for the family; distant

trips to brag about, fuil of activities, points of achievement (25% of

children). Spend most overall.

Traditional Family Life (VA) 19%:

Living on the pension or savings (40%), travel is hard to afford; packages

& caravans are popular for a leisurely trip to have a long awaited look

round Australia. Spend most nights.

© Im [ m 00 Balla rat Marketing Strategy Oct 1995 55

• Real Conservatism (RC) 4%:

Cautious observers of life, prefer traditional holidays in ordinary resorts

or in holiday homes where they can be independent; caravans also

popular.

• Conventional Family Life (CFL) 10%:

Middle families whose lives revolve around their children's needs; very

cost conscious. Young families

• Something Better (SB) 9%:

Young executive families wanting it all now, extended mortgage & credit,

settle for the best near home or cheap travel opportunities to live it up.

Shorter but quality holidays. Young families

• Young Optimism (YO) 7%:

Well educated, collect new experiences and relationships through travel

(Backpackers). Take most Holidays.

• Look at Me (LAM) 13%:

•

Young people after an exciting time independent of their family, very

active, want a real good time with their friends, sports and outdoor

popular (backpackers).

A Fairer Deal (AFD) 7%:

Blue collar workers who tend to feel insecure and dissatisfied.

• Basic Needs (BN) 4%:

Pensioners Jiving from day to day with little opportunity for travel other

than in groups.

© I L\J I Iii Im I Balla rat Marketing Strategy Oct 1995 56

/

5.1.1 Segment Value

• The most commercially important Segments are those which spend the most

and take the most holidays:

RMRC Values Segments Holiday Expenditure

$3,000 c: .2

$2,000 E ~

Visi!>le Ac!lievement i Socially Aware ' • ,. !

-·····-·Traditi.9.na/ .. EamilyJ . .lfe .•. ·- _ .. L _ ............ i ... .. i : Look At Me - ····-· .... - ....... ,-·······--··--··· .. I

~ $1,000 ....... ---··---'-·---:--·""'"'i--•,,.-.,.,...---· ._....,...,.., __,_,....: __ _, •v • Somethi g Better Yo~ng bptimisP" a ~ • Convention;a1 Family Life PER CAPITA EXPENDITURE$

:c c: 0 ..... c: Cl) c. (/)

$500 ·-·······-·······-"""'·················:-········ .......... -............. _ ..... ············-·················· eal Conservatism A Fairer Deal

1

$300 ............ -............................. -...... 1-............... ···-·················· ....................................... .

I $200

• . 'd ·-·-·····-·····8as1c .. Neej s ............. _ ........................ ·-·········-··················

SA VA RC TFL SB CFL YO LAM BN AFC

1.65 1.85 2.05 2.25 2.45 2.65

Number of Holidays

• The Socially Aware Segment spends the most individually; Visible

\ ·---· Achievement spends the most as a Segment. , __

• The Traditional Family Life is a large group accounting for a high level of.

spending; Real Conservatism is a small but wealthy group individually.

• The young Segments are highly significant because of the number of

holidays - YO taking nearly one holiday more than VA.

• The other Segments are somewhat less important as prospects individually

or as Segments, but note that LAM is often in a trip party paid by SA or VA.

© OOfil] Ballarat Marketing Strategy Oct 1995 57

5.2 Summary of Tourism Victoria Targeting

• This section recaps the 1993 Victorian targeting strategy:

•

THE I Iii I~ POSITIONING MAP I

SEGMENT TARGETING HOLIDAYS IN VICTORIA

INTRASTATE & INTERSTATE 12 months to June 1993 (Base: Total Populatlon) THE ROY MORGAN RESEARCH CENTRE 'VALUES SEGMENTS"

Oiwlloped In cotPdon\llill c~ l!cnjtmln dlhe Karil:ons Hetwork INTRASTATE 9.1% INTERSTATE7.8%

TERTIARY EDUCATION/ PROFESSIONAL OCCUPATIONf HIGH STATUS ATTITUDES

LOWER EDUCATION/ LOWSKIL.LSJ LOwER PAID OCCUPATIONS

---

96

\ GROWTH / {INTENTION) NSWVIC SA.

I I I I

I I I

I

--------------

-,.

CORE {CONVERSION)

NSWVICSA

-- ------SOMETHING

BETTER

83 89

SOCIALLY AWARE

CONVENTIONAL FAMILY LIFE

HOLIDAY NEAR HOME (PREFERENCE)

VIC ONLY

82 66

A FAIRER DEAL

' ' ' \

REAL CONSERVATISM

78 96

78 64 ROUND TRIP I VFR

(SPILLOVER) NSWVICSA

YOUNG ANO SINGLE

The Core Segments

FAMll.YLIFE

TRADITIONAL FAMILY LIFE

83 102

BASIC NEEDS

61 61

OLD AGE

Socially Aware and Young Optimism have by the highest preferences to visit

Victoria.

They enjoy almost all there is to do in Victoria, but also travel and holiday

generally much more than all the other segments, including going overseas

But the conversion rate of Interstate visitors is too low.

These two segments represent the best short term and long term growth

potential both in Victoria and from Interstate.

© I Ill I Iii 00 Ballarat Marketing Strategy Oct 1995 58

(

• The Growth Segments

Visible Achievement has only a modest preference for Victoria, but conversion

is strong and they account for the largest proportion of interstate visitors.

There is potential to improve preference and intentions by offering more

"braggability" products, more famous experiences and things to recount.

Look At Me Segment makes a lot of trips and preference for Victoria is above

average, but conversion is low.

Adventure activities, exciting sports events, low costs specials, new things to

do; product which make the most of Victoria's sports and good time facilities.

• The Round Trip I VFR Segments

•

Traditional Family Life go on longer trips, staying modestly with family or

friends or low cost accommodation.

Real Conservatism tend to be set in their ways and wary of change.

The Basic Needs tend to travel only in group outings or to visit family.

These segments are not much involved in activities and so consume relatively

little; their importance comes mainly from the length of stay and collective size.

The Holiday Near Home Segments

Something Better, Conventional Family Life and Fairer Deal segments, although

with very different attitudes on needs, all share the problem of lack of cash.

Many don't holiday or holiday near to home, but their preferences favour

destinations outside Victoria (realisation of dreams, etc).


•• r-'<,

5.3 Goldfields & Sovereign Hill Compared

• The different profile of the two destinations is clearly shown:

Domestic Visitors- Sovereign Hill

Value Segments - 1994/95

Domestic Visitors- Goldfields Value Segments • 1994/95

Look At Me 27.4 Visible Achievement

Visible Achievement Trad Family Life

A Fairer Deal Look At Me

Socially Aware Conv Family Life

Conv Family Life Socially Aware

Trad Family Life Real Conservatism

Something Better Young Optimism

Young Optimism Something Better

Real Conservatism A Fairer Deal

Basic Needs o.s Basic Needs

% of Visitors % of Visitors Source: RMRC.fi.TS Source: RMRC-l-ITS

• Sovereign Hill is dominated by LAM and VA; the blue collar AFD is now

similar to the SA Segment and there are fewer older and retired people.

16.6

• The Goldfields also appeals strongly to the VA Segment with LAM well up;

the TFL Segment is much more significant than for Sovereign Hill.

• The compatibility of the two products is revealed by the strong showing of

the VA I LAM Segments in each case.

© I Ill Im lil Ballarat Marketing Strategy Oct 1995 60

... r-",

/ '

c;_~~'

5.4 Segment Profile - Goldfields

• The Goldfields enjoy a good preference profile, well aligned to the top

spending Segments, but includes many AFD:

•

THE I Iii II II 1111 POSITIONING IMP I

THERO'fMORGANR~ CENmE.'VN.UESSEGMefi"S"' ~ll'l~Wlll\Cdb~161h1Hcl!r.-~

GOLDFIELDS MARKETING MEASURES 12 months to June 1995

Preference 1.6% Intention 0.7fh

Visited 1.2%

108

121

REAL CONSERVATISM

•• 229

Inclusion Index 111'.N-

lRADtTIONAL FAMILY LIFE

99 77

80

BASIC NEEDS

42 S7

14

OLOAO!i

Conversion into visitation is focussed on the VA and especially RC

Segments (RC having a low preference I):

These Segments are higher spending and more commercially valuable than

some other Segments who express a preference (SB, AFD).

But there is a poor representation among the SA Segment, the most important

of all in terms of individual potential.

There is evidence here of lack of specific reason to come among a group which

is always ready to go to new and interesting places .•

© fWl i:J I r.i1 I Ballarat Marketing Strategy Oct 1995 61

5.5 Segment Profile - Sovereign Hill

• There is major difference between the preference profile of Sovereign Hill

and the visitation profile:

•

SOVEREIGN HILL 1HE ~POSmONINGMAP I THE ROY MORGAN RESEARCH CENTRE"VALUES SEGMENTS" Dw6klped In tDli~lkln wil'I Coln Befiimln of TM HWons Helwor1e

VISITATION VS INTENTION (NEXT 12 MONTHS) June 1995

TERTIARY EDUCATIONI PROFESSIONAL OCCUPATION/ HIGH STATUS ATTITUDES

LOWER EDUCATION/ LOWER SKILLSI LOWER PAID OCCUPATIONS

YOUNG OPTIMISM

84 79

LOOK ATME

209 78

YOUNG AND SU'tGLE

SOMETHING BETTER

A FAIRER DEAL

100

114

SOCIALLY AWARE

1S3


91 88

FAMILY LIFE

Visitation Intention 0.8% (Most likely

vlstt next yr) 3.7%

Inclusion Index 110+

VISIBLE ACHIEVEMENT

96 116

TRADmONAL FAMILY LIFE

37 79

BASIC NEEDS

32 49

OlDAaE

All the most significant groups - SA, VA etc. - want to go to Sovereign Hill

but conversion to visit is best among the younger and blue collar Segments:

High visitation from low intention shows the influence of SA & VA taking their

children and may reflect school attendance.

More preference among LAM would lead to more visitation.

• This result gives Sovereign Hill the character of a theme park and makes

young people the most numerous individual group among Ballarat visitors:


• Comparing Sovereign Hill to the main Queensland parks reveals some

similarity in the appeal, especially with LAM:

THE I m ~ w I m I POSITIONING MAP 1 THEME PARKS VISITED

THE ROY MORGAN RESEARCH CENTRE "VALUES SEGMENTS' Developed in coli~ Wf, Colin ~m!flol~ Horizons He~

Last 4 weeks -12 months to June 1995

TERTIARY EDUCATION/ PROFESSlONAL OCCUPATION/ HIGH STATUS ATIITUDES

LOWER EOUCATIONI LOWER SKILL&' LOWER PAID OCCuPATIONS

84

YOUNG AND SINGLE

167

SOMETHING BETTER

137 137

76

SOCIALLY AWARE

71 77

101


75 94

91

FAMILY LIFE

Seaworld 1.0% Movleworld 1.0%

Sovereign Hill 0.8o/o


REAL CONSERVATISM

65 91

115


59

19

72

37

BASIC NEEDS

32

OLOAQE

• Note that visitation of Sovereign Hill is higher among SA (education focus)

but lower among VA {less 'braggable').

• More of a problem is the low visitation among YO (trend setting and

experiential) and SB {affordable and status).

• Over the last five years, the profile of Sovereign Hill has undergone a

significant change, from 'museum' to 'fun park'.

• This broader appeal has accompanied the greatly expanded visitation and is

the result of the conscious effort to improve the entertainment (AGB 1992).

• The growth in the volume Segments is illustrated over the last three years:


- r'

5.6 Profile Evolution - Visitation

• The growth in visitation from the Look at Me segment is remarkable,

accounting for more than twice any other Segment:

•

21

Sep93 Source: RMRC

SOVEREIGN HILL VISITORS - SEGMENT TRENDS '000 Visitors monthly '000 Visitors monthly

33

Look At Me

23

18

Visible Achievement Trad Family Life ~3 Real Conservatism .......... ·· ........ ······· ........ .. 9 ...... . • .. ...

a-··· Young Optimism ••••• s 7 •• ••••••••••••••• e. •••••• ,,, •• : •• Something Better······· ···:::::::...... s

........ i •••••••••••••••••••••

4 ·············:::-· ••••• •• •••• Basic Needs 2

A •••••• 1 •••••••••••••••••• 4-••a•t•••••••••••••••••••••••••• '•"' I I

Sep94 Jun 95 Sep93 Sep94 Jun95

VA - in many cases, parents of the LAM - has also expanded, but from a low

preference, suggesting this is more driven by the needs of the children.

• AFD is a segment which favours low cost and popular activities, but that"

there are now as many AFD visitors as SA is a concern.

• At the other end of the spectrum, the older and more conservative groups

have visited less recently.

• This may point to a subtle change of image for Sovereign Hill, one which is

certainly more inclusive but also less academic, more fun seeking.

© (gl Ill 00 Ballarat Marketing Strategy Oct 1995 64

5.7 Segment Profiles - Goldfields compared to Sovereign Hill

• The profiles are reasonably consistent:

lHE 00 m I m I POSITIONING MAP 1

THE ROY MORGAN RESEARCH CENTRE "VALUES SEGMENTS' De...ioped r. corf;roctlan 111111 Cllltl ~In af'Th9 Horizons Nttworll

TERTIARY EDUCATION/ PROFESSIONAL OCCUPATION/ HIGH STATUS ATTITUDES

LOWER EDUCATION! LOWER SKILLSI LOWER PAID OCCUPATIONS

.............. .. .., .• YOUNG '"•

/• OPTIMISM \ . . / \

:' 84 106 ~

i \ . . I I ! l ~ l t LOOK /

ATME

105

SOMETHING BETIER

76 82

A FAIRER

YOUNG AND SINGLE

DEAL

79

SOVEREIGN HILL VS GOLDFIELDS Visitation 12 months to June 1995

............. .,••Soc1ALLY'"'•,

.' AWARE ', • • • • ·.. 101 95 l • • .................... ____ _

... ····· :··

I

..

f CONVENTIONAL \ FAMILYUFE

\. 91 109 ·· . ..

VISIBLE ACHIEVEMENT

96 121

.. ... ..................

FAMILY LIFE

Sovereign Victorian Hill Goldfields

0.8% 1.2%



37 80

BASIC NEEDS

32 14

Cl.DAGE

• Sovereign Hill has a popular, youthful and mainstream position, with a good

representation of the most frequent tourists:

LAM & VA are above average in both profiles, SA around average.

There is less appeal to retired and traditionally minded people, and the

positioning may be more blue collar then desirable (AFD)

• Goldfields has a more conservative and older emphasis:

But still has above average visitation from the younger Segments, LAM & YO.

Attracts more CFL than average while TFL is below average.

• Overall, reasonable showing with Vic's Core & Growth Targets.


/ I

5.8 Segment Profiles - Ballarat Daytrippers

• Using estimates derived from a private study carried out in 1989 by RMR and

the visitation model (2.3), daytrip profiles have been calculated:

HE Im I w Im 1Pos1110NINGMAP 1

DAYTRIPPERS TO BALLARAT 1993/94 Source: BOA Model

HE ROY MORGAN RESEARCH CENTRE "VALUES SEGMENTS' De<leloped In ~ llllif\ Coln B~anin afl'M Hfllilorn Hdilrtallc

TERTIARY EDUCATION/ PROFESSIONAL OCCUPATION! HIGH STATUS ATTITUDES

LOWER EDUCATION/ LOWER SKILLS/ LOWER PAID OCCUPATIONS

201,000 So/.

103

LOOK ATME

1•01,000 I 11%

106

YOUNG AND SINGLE

SOMETHING BETTER

192,000 8%

107

A FAIRER DEAL

172,000 7%

98

SOCIALLY AWARE

1211,000 I 12%

108 VISIBLE

ACHIEVEMENT

1300,000 I 1:zo.-

103


Number Share of ('000) Daytrips rkl

Index


1253,000 I 11%

99

REAL CONSERVATISM

1342,000 I 14%

92

FAMJLYLIFE

175,000 7%

104 BASIC NEEDS

95,000 4%

69

OLD AGE

• This confirms that the most people in Ballarat over a year are LAM.

• In combination, the VA and SA Segments account for 24% of visitors and by

far the most expenditure.

• Although the second largest overall, TFL as well as, CFL and BN, are below

the trip profile average.

• Taken in conjunction with the overnight and Sovereign Hill visitor profile,

LAM, YO, VA and SA Segments are the most important current visitors.

© I Ill I lil 00 Ballarat Marketing Strategy Oct 1995 66

5.9 Implications

• The most important Segments for Ballarat are largely the same as for

Victoria - those who spend the most on holidays and having a good time.

• These are mainly affluent Victorians (VA, SA) and their teenage or student

children (LAM) with the City seeing more TFL, the Park more AFD.

• Indeed, there are somewhat more AFD and fewer YO than ideal.

• Sovereign Hill has grown strongly with LAM (the most numerous visitors,

but low preference) and VA, while maintaining a presence with SA.

• However, further appeal to AFD may begin to discourage SA and VA.

• The price of popularity has already been to reduce the numbers of TFL

visitors to Sovereign Hill quite sharply.

• But this Segment remains important to the Goldfields.

• Overall, Sovereign Hill and the Goldfields share Segment appeals more in

preference than visitation - common ground in both is VA.

• This reasonably homogeneity in Segment appeal is a good platform for

coordinating the tourism development of Sovereign Hill and Ballarat.


6. CONSUMERS - INBOUND

6.1 Introduction

• BOA has acquired selected information, via two state tourism offices, from

•

the ATC Market Segmentation studies in main origin markets:

This data is unpublished, incomplete, from different years and used without the

support of the ATC; BOA abhors this policy of non-release to legitimate users.

The subjective interpretation offered should be seen as indicative only of which

inbound Segments might be relevant to Ballarat & Sovereign Hill.

The A TC studies seek to quantify the potential long haul travellers which

represent the best prospects for Australia, and their needs and attitudes.

The segmentation is carried out on the basis of attitudes to holidays in Australia,

and groups are created statistically which share broadly similar requirements.

The ATC ranks segments according to an assessment of Australia's appeal: •

For example, seven Singaporean segments, accounting for 51% ofthe 436,000

potential travellers, are considered to be prospects for Australia.

BOA has further reduced these to five, by excluding groups whose needs

cannot be met by Ballarat- eg 'Exotic Resort' & 'Fun in the Sun'.

Of the five possibles, a detailed matching of needs to product offer resulted in

two segments being defined as prospects for Ballarat & Sovereign Hill.

A similar process was followed for Hong Kong, Indonesia, Malaysia, Thailand,

Korea, Taiwan, Japan, UK and Germany (full tables are available on request).

Prospects are identified among ATC nominated Segments by interest in Ballarat

or Sovereign Hill themes - history, museums, crafts, culture, locals etc.

Desires for features which are not a core aspect of the Ballarat product offer are

excluded - eg 'see natural wonders' or 'great beaches'.

@ @!]Ill I Fil I Ballarat Marketing Strategy Oct 1995 68

6.2 Asia

6.2.1 General

• The ATC studies show that Asians tend to see Australia for a holiday in a

similar way :

Healthy, wholesome, with beautiful scenery, very safe and peaceful.

Most interest centres on the appeal of Big Nature and Unusual Wildlife, from

young and active people who seek a sense of achievement from their trip.

Images of the early settlers, gold exploration and the first expressions of

Australian statehood are not in much evidence in the research.

Images of the familiar icons and resorts of the northern states are strong.

Asians see the trip as educational, but not the history so much; a trip to

Australia is the experience of a lifetime, like a trip to the USA or China .

The appeal of the kind of product offered by Ballarat is limited to minorities

interested more in culture and lifestyle, but these amount to over 600,000:

Selected Total Young, Older, Country Selected Segments Prospects Prospects single married,

'000 '000 no kids with kids

Singapore Experience Australia 25 • See Australia 54 436 •

Hong Kong Sophisticated Australia 25 • See Australia 38 • Experience Australia 59 783 •

Malaysia Foreign Discovery 194 964 • Indonesia Wide Open Country 82 1,173 • Taiwan Experience Australia 61 1,050 • Thailand See Australia 27 164 • Korea Experience Australia 76 1,243 • .--.-·~·---- -- .. m~~~..i::;r.-z:~ ... ~-=t::"B::; . f§1f¥~~$.¥=~W_§ TOTAL 641 5,813 J.~...E=~~~~ fu~~::::.S:f*S*?f'~'~w.;.:

Prospects% Total 11% -.:i=m=-x:=.x;;=~x:i:;;>"...x:==~~·

~~;tQ;;;m;~":Fii:Effi ~~~~~SL~~~ :i;:,t;;!="!;!:!."t:l.'::=t::=--~""~"!::

Note that a majority of selected Segments comprise young single people.

© I El I Ill I I.ii I Ballarat Marketing Strategy Oct 1995 69

( '

6.2.2 Asia - Singapore, Hong Kong, Malaysia

• The Segments seen as offering potential for Ballarat & Sovereign Hill

express an interest in cultural, historical and country experiences:

Selected Expectations of Australia Country Singapore Hong Kong Malaysia

Selected Segment - Name Experience See Sophlstfcatod See Experfenc Foreign Australia Australfa Aintrafla Australia eAustralia Discovery

% of country potential 6 12 3 5 8 20

Potential market '000 25 54 25 38 59 194

Lifestage 18-34, s 35+, M, 25-34, M, 25-44, 18-34, s 18-34, s no kids kids Kids fem, M no kids

kids

Socio economic AB BC BC CD CD B

Cultural Experiences

Meet locals I Aussie event/ lifestyle • • • • • Go to Aussie BBQ • Try new I Aussie foods I restaurants • • • • Go to local festivals I fairs I concerts • • • • Speak a foreign language •

Historical Experiences

Visit mining town* I small towns • • • • See historic sttes I places • • • • Vistt museums I art galleries • • • • •

Country & Wildlife Experiences

See wildlife I unusual plants I animals • • • • • Vistt farm I wildlife park I orchard • • • • Horse-riding I hiking I biking I camping • Drive around I see the country • • • • • Take day tours • •

Shopping

Go to local markets I shops • • • • • • Shop for local arts I crafts • • • • • • Take pictures I send postcards • Shop for gifts I tour ctty sights • Comments Prime Favour Qua lily GOLD Like YO Like YO

prospects icons experience interest Braggable here

like VA

Score 10 10 9 9 8 13

• These origins have some cultural and historical links with Australia ...

© @!I lil [~] Ballarat Marketing Strategy Oct 1995

Indonesia

Wide Open Country

7

82

18-34, s no kids,

male

B

•

•

•

• •

• ., ·.

Adventure seekers

6

70

" ;

\

r"

,~

~ c_·

i ;

•

•

•

•

•

Singapore 'Experience Australia' is a group of young and affluent singles,

interested in experiencing a different lifestyle and culture.

They enjoy active exploration, arts and crafts and visiting small towns to meet

real locals; they have low interest in history.

'See Australia' is an older group of married Singaporeans who are collecting

sights; these are mainly the 'icons' of the ads and brochures.

However, the history of the country, ratherthan the people and lifestyle, is the

main attraction, and taking some home in art form an important goal of tourism.

Hong Kong contributes three separate Segments:

'Experience Australia': a group of young singles very like those from Singapore.

'See Australia': a group like Singapore, but with the difference that these are

mainly women and have an interest in (gold &} opal mines.

'Sophisticated Australia' :professional and married 25-35 year olds who are

seeking a quality, 'braggable' tourism experience based on cultural immersion.

The Malaysia 'Foreign Discovery' Segment resembles the Australian 'Young

Optimism' Segment:

Collecting experiences and relationships.

Interested in foreign cultures, lifestyles and rural adventures - and shopping.

Indonesia is not a strong origin for the Goldfields region:

The best prospects for Australia emphasise Big City and Beach.

But the 'Wide Open Country' Segment of active young people seeks rural escape

with plenty of adventure and independent cultural contact.

Note the interest in crafts, in the different culture and lifestyle and in the

wildlife and farms; this is active interest more than passive observation.

© [iii Ii.I I g I Ballarat Marketing Strategy Oct 1995 71

(

6.2.3 Asia - Taiwan, Thailand, Korea

Selected Expectations of Australia Country Taiwan Thailand Korea

Selected Segment .. Name Experience See Australia Exporl811ce Au:str.rfla AIJSfr.lf/a

% of country potential 6 16 6

Potential market '000 61 27 76

Lifestage 18-24, 25-44, M, 18-24, male, no with kids male, no

kids kids

Socio economic BC BC c Cultural Experiences

M eel locals I Aussie event/ lifestyle • • Try new I Aussie foods I restaurants • • Go to local festivals I fairs I concerts • •


Visit mining town I small towns • • • See historic sites I places • • • Visit museums I art galleries • • •


See wildlife I unusual plants I animals • • • Visit farm I wildlife park I orchard • • • Horse-riding I hiking I biking • Drive around I see the country • • Take day tours • •

Shopping

Go to local markets I shops • Shop for local arts I crafts • • Take pictures I send postcards • Comments Young men Middle GOLD

seeking total class, safety interest; involvement conscious cultural

•Taiwan only In different and immersion setting packages

Score 8 11 11

• The 'Experience Australia' Segments in Taiwan & Korea are similar to that in

Singapore but with the most specific interest in history and mining.

• The 'See Australia' Segment in Thailand is a mature educated middle class

group with a desire for cultural immersion from the safety of a package.

© [iiJ]iTiiJ Ballarat Marketing Strategy Oct 1995 72

(

6.3 Japan

• The Goldfields region is not well suited to images of Australia in Japan:

Good resorts, for single people, daring and adventurous, great beaches; similar

to Hawaii, very romantic; history is more associated with Europe, USA, UK etc.

Only two Segments have some relevance to regional themes (a Segment, 'Mature

Culture Seekers', has low interest in Australia and is not included) :

Selected Segment - Name Adventurous Independent

Young Family

Traveller

% of country potential 13 17

Lifestage Young single men, Mid-age M, Fem good education


Meet locals •• •• Go to unusual/unique Aussie event • • Try new Aussie foods I restaurants • • Speak a foreign language •• •• Go to local festivals/fairs/concerts • • See/learn Aboriginals/natives •• ••


See historic sites/places • Visit museums/art galleries • • Visit small towns •• ••


See wildlife/unusual plants/animals • •• See natural wonders • • Visit farm/wildlife park/orchard • • Horse-riding/hiking/biking/camping • •• Drive around/ see the country • •• Take day tours •

Shopping

Take pictures/send postcards • • Shop for gifts/tour city sights • • Shop for local arts/ crafts •• Note: • • indicates high selectivity: Individual, Family hol, safe, over 120 Index; data sourced from two independent , entertainment different studies adventurous & relaxed

daring


(

6.4 UK

• Long haul potential tourists from the UK are primarily motivated by sun and

luxury - 'Faraway Beaches', 'Exotic Sun', 'Upscale Resorts' etc.

• The VFR sector as measured by the study is much smaller than its presence

in the market; the main regional potential are the serious culture seekers:

Selected Segment - Name Vistt Friends Experience Relatives Australia


Lifestage 50+, fem, Graduates, retired, timid professionals

travellers senior execs


Meet locals • Go to unusual/unique Aussie event • Try new Aussie foods I restaurants • Go to local festivals/fairs/concerts • See/learn Aboriginals/natives •


See historic sttes/places • • Vistt museums/art galleries • • Visit small towns • •


See wildlife/unusual plants/animals • See natural wonders • Visit farm/wildlife park/orchard • Horse-riding/hiking/biking/camping •

Shopping

Take pictures/send postcards • Shop for gilts/tour city sights • • Shop for local arts/ crafts • Score 5 14

• 'Experience Australia' comprises professionals & senior managers who are

well off, seek self development and experiential cultural tourism.

• Within Australia, outback and aboriginals as well as the history of European

settlement are on the agenda.

© [iij"iiji] Ballarat Marketing Strategy Oct 1995 74

(

6.5 Germany

• Among German long haul travellers, Australia is seen to be close to the USA

& Canada, to attributes like safe, open spaces, daring, adventurous.

• The perceptual map shows destinations in relation to the ideal holiday:

COMPETITIVE POSITIONING OF AUSTRALIA Romantic Appeal (Stimulation)

Sunbathing •

Relaxing • Young single people •

You can be physically active• • Great Beaches

Social Appeal (Relationship) VFR •

I ~ ............ .. .~ Safe •• ......

Exclusive Shops

• Cool Weather • :~ . . ............ .. i~ • USA ............ .. ~1 •AUSTRALIA •••• ~ • CANADA·· ••

A place to do nothing• • Not polluted :1 • Laroe Resorts •,, it • Good R~staurants Largl\ Cities/lots ii • Wide Open Spaces • of actltity r, •You can be daring find adventurou~ r! a • Natural Wonders :

• ~·.. A Place My Friends would like to Visit .• I ............................................... .

Fun Place •

Hot • Unspoiled Scenery • • Make you feel welcome

SEYCHELLES/MAURITIUS .:o<,."l",.S,'!Z'l<O~~);~f!:r.lro'-~;t;i.~~~~i<t~'.l:"'~:il<*~~~~'il:.WJOl;t.t.;;:;;;w,.in;;;.:;;;..:c;iw.i;!!lfm>%-~:..:.-~111---:;;1;;m;:;;;:.,M.-u:,~,,;;:..l;i~;i,1~;,;s:;;~~'\;;:;¥.W~i<!l<~;;i.

• Exciting place to visit

KENYA/EAST AFRICA Afrtendlyplacetovisit '. • • lotsofthingstosee&do

TH~LAND • · • Different lifestyle Good value for money • Art galleries and museums •

Different Customs • I.. • Interesting small towns Different food •

Inexpensive • i Histortcal places •

Local arts and crafts Local markets• • 1·· CHINA l1i

Cultural Appeal (Self development) I Historical Appeal (Self development)

I f!OOl!l

Destinations such as Thailand are near to attributes like different customs and

food; China is close to historical places.

• Australia offers social appeal , satisfying a relationship. leisure motive:

A safe, spectacular place to enjoy with friends or to boast about to friends.

The Experiences of Natural Wonders and Big Nature, busy active cities to share

with friends and relations, daring and adventurous - to impress, not to risk.

• Of the five Segments identified, only two are relevant:

© ~I Ill Im I Ballarat Marketing Strategy Oct 1995 75

Germany: Selected Expectations of Australia Selected Segment - Name Cultural Package Independent Cultural

Tourer . Adventurer


Lifestage mid aged couples, Graduates, young Note: •• indicates high selectivity: broad interests, not professionals , over120 Index active, packaged experiential tourists


Meet locals • • Go to unusual/unique Aussie event • • Try new Aussie foods I restaurants • • Go to local festivals/fairs/concerts •• • See/learn Aboriginals/natives • •


See historic sttes/places •• • Visit museums/art galleries •• •• Vistt small towns • •


See wildlife/unusual plants/animals • • See natural wonders • • Vistt farm/wildlife park/orchard • Horse-riding/hiking/biking/camping • ••

Shopping

Take pictures/send postcards • • Shop for gifts/tour city sights • • Shop for local arts/ crafts • Go to local markets I shops • •

The Independent Cultural Adventurer is a very non organised, anti tourist

Segment which travels regularly and far; the focus is remote and wild.

The Cultural Package Tourers travel only in package tours, prefer a quieter

holiday but enjoy experiencing the culture and history of a place.

• Germany is the largest long haul market in Europe:

Well organised distribution controlled by a few wholesalers.

The rate of repeat visit is quite high - over 30% •

Independent travellers are very individual and avoid the industry, making their

own way.

© I Ill I Ill I Iii I Ballarat Marketing Strategy Oct 1995 76

6.6 USA

• Americans are primarily attracted to Australia by the wide-open spaces,

adventure, action, natural beauty, and friendliness:

•

However, the product has poor distribution - niche approach needed.

Neither segment identified is well-matched - little affinity with small towns:

Selected Segment - Name Cultural Package Tourers Local Culture Seekers

% of Country Potential 21 13

Lifestage Middle-aged, not active, 35-44, tertiary, high income, dislike challenge, love tours experiential tourists


Meet locals • •• Go to unusual/unique Aussie event • • Try new/aussie foods/restaurants • • Go to local festivals/fairs/concerts • • See/learn about Aboriginals/natives • •


See historic sites/places • • Visit museums/art galleries • •• Visit small towns


See wildlife/unusual plants/animals

See natural wonders • Visit farm/wildlife park/orchard • • Horse-riding/hiking/biking/camping •

Shopping

Take pictures/send postcards • Shop for gifts/tour city sights • Shop for local arts/ crafts • • Go to local markets /shops •

Cultural Package Tourers: distance and expense is a major barrier,

compared to Europe, Canada and Mexico.

• Local Culture Seekers: affluent, independent and "anti- tourist", prefer the

antiquity of Greece and China to Australia's nature and wild-life.

© [!ii llJ [@ Ballarat Marketing Strategy Oct 1 gg5 77

(

6.7 Implications

• The available ATC segmentation studies are helpful in identifying the best

potential prospects for Ballarat & Sovereign Hill.

• However, the confidence level is constrained by lack of professional access

and lack of detail in the questionnaire relevant to Victoria.

• It seems likely that the best inbound prospects are as follows:

Singapore Experience Aus Young people, AB

Hong Kong Sophisticated Aus Young Couples, BC

Malaysia Foreign Discovery Young singles, B

Korea Experience Aus Young singles, C

Taiwan Experience Aus Young Singles, BC

Thailand See Australia Middle age, educated couples

Japan Young Family Middle Age, Female, married

UK Experience Aus Professional, mgrs, affluent

Germany Cultural Package Tourers Mid age couples, broad interests

USA Local Culture Seekers Middle age, experiential, high income

• Youth, activity, participation, exploration, cultural immersion are common

themes from Asians - a lifetime experience.

• The region does not fit with the needs of the Japanese, except the group of

C,~" young family tourists.

• From UK, the prospects are more affluent and professional - the English

obviously most interested in the history, but little aware of Australia.

• In Germany too, the appeal of Ballarat is also more passive, to the less

energetic visitors which may not be targeted by the ATC.

• The most likely American tourists are similar to those identified from the UK;

but Australia for culture & history would be low on the agenda.

© ~ID[~ I Ballarat Marketing Strategy Oct 1995 78

(

7. CONSUMER ATTITUDES

Sequence: perceptions, experience, satisfaction; Sovereign Hill, then Bal/arat

7.1 Perceptions - Sovereign Hill

• In 1992, AGB found that a living history lesson underpinned perceptions:

•

Sovereign Hill: Perceptions % All Respondents: Prompted

History attraction

Educational

Take non-Vic visitor

For families

Lots to see/interest

Lots to do

Visit with friends

Too dear often visit

Too far for 1 day

High cost of entry

0 20 40 60 Source: AGB 1992

It is a "serious" experience, with no expectation of fun and games, and

charges serious prices that tends to deter high return frequency.

7

80

• It also offers visitors the opportunity to share time with family and friends,

which facilitates bonding.

• It can be 'shown off' with pride - a place that Melburnians will take interstate

guests; a feeling of 'ownership' almost.

• It is a fully interactive experience - not just seeing, but doing, involving all

the senses.

© [ilil llJ 00 Ballarat Marketing Strategy Oct 1995 79

I \

(--~ '--~·

• In the local market, it was perceived in 1992 as a completely different animal

from other day out attractions:

Perceptions: Tourist Attractions

Too Far

Educational Lots to do

Sovereign Hill •

Historical --~-Coal Costs too much

•Creek

Entry cost high

Fun

Fun Park For family

Source: AGB 1992

P ffing • Bi ly

Goonmyown

New things

Zoo

• Value

Spur olthe moment

Relax • Healesville

• It was seen as more of a place of learning and active personal interest, less a

place to relax, have "mindless" fun or visit on the spur of the moment.

• Nor was it a place to visit very often - expense and distance were factors .

• By contrast, the Zoo was less challenging, a place to relax on one's own and

revisit often thanks to proximity and lower cost.

• Healesville was similar to the Zoo because people find nature soothing - an

escape from the bustle of city-life:

It also offers the opportunity for social gatherings - picnics

Fun parks are precisely that - no worries, escape, excitement of the senses.


(

/ ,--·~

f'"'

7 .2 Experience: Soverejgn Hill

• Sovereign Hill matches people's expectations of living history:

•

7

8

9

History/period

Authentic

Gold Mine

Things to do

Gold Panning

Entertainment

Shops

Kids amused

Atmosphere

Variety

The buildings

Source: AGB 1992

Sovereign Hill: Features Liked % Visitors

Demographic trends Positive+ History: Males, 40-54 Authentic: Females, 25-39 Gold Mine: 18-24, 55+ Lots to do: 40-54 Shops:55+ Children: 40-54 Atmosphere: Male, 40-54

They like the theme, the period and the authenticity.

They also enjoy the opportunity not just to be passive by-standers.

34

Authenticity has been found to be a major factor in attracting and satisfying

visitors to historic theme parks:

95%7 of people would trade off modem amenities for authenticity.

Evan" points out the dangers of compromising authenticity by introducing other

themes - a mining equipment display, with a mining Mt. Isa dumper/loader

The need for "interactivity " is highlighted9 by the decline in museum audiences

due to the ability to visit them electronically from home.

Moscardo & Pearce: "An Australian Experience in Authenticity" 1986 Michael Evan" Interpretation at Sovereign Hill" Yechiam Halevy re Multimedia at the US. Holocaust Museum

© 00]!)]] Ballarat Marketing Strategy Oct 1995 81

(

The visitor must have an opportunity to create a personal experience.

The more the visitor is able to control the voyage of discovery, the more

fulfilment and satisfaction is achieved.

• Overwhelming evidence indicates that Sovereign Hill is an outstanding

product which delivers on all these aspects.

• Indeed, there are no significant product shortcomings; apart from expense

and distance, the negatives related to physical features at very low levels:

Sovereign Hill: Features Disliked

Nothing

Too expensive

Too far

Overcrowded

Dusty

Dirty

Boring/touristy

Source: AGB 1992

% Visitors

Demographic trends Negative -Nothing: 18-24, 40-54 Expense: 40-54 Too far: Male, 25-39 Overcrowded: 40-54 Dusty: Female, 25-39 Dirty: Female, 18-24 Boring: 18-24

• 1995 exit interviews also tended to highlight physical issues:

Wheel chair access 7% and transport uphill 5%.

Better food 4% •

The only product need was more shows/re-enactments 4%.

@ ™ Ballarat Marketing Strategy Oct 1995

53

82

7.3 Experience: Ballarat

• A survey of 270 Ballarat visitors in 1991 by the University shows appeals

complementary to Sovereign Hill, if at a low level of mention:

•

Ballarat: Likes % Visitors

Vic architecture 15.3

Friendly people

Flora/fauna

Shops/shopping

Facilities/info

Sovereign Hill

Other attractions

STA Visitor Survey 1991

The survey identified areas for improvement for Ballarat:

Improved parking at Bridge Mall, upgrading public toilets, especially women.

Improve signage, especially at Lake Wendouree, extend shopping to Saturday

afternoon, raise awareness of Tourist Information Centre.

Improve communication of attractions (only 9% of visitors surveyed in Ballarat

had planned to visit a tourist attraction).

• The methodology and sample suggest that these results are not fully

representative of Ballarat visitors, and certainly need updating.

© [ijJijiJj] Ballarat Marketing Strategy Oct 1995 83

7.4 Satisfaction: Sovereign Hill

• All sources reveal Sovereign Hill delivers a high level of satisfaction:

Sovereign Hill: Satisfaction Values

lnter"sting/stimulat

Fun/enjoyable

Historical

Lots to do

Educational

Lots to see

Authentic

Well presented

Visited last 3 years

10

7

6

19

15

12

12

Kids enjoy

Good value

Always new

Expensive

5 Extremely satisfied

-2

Not my taste o -----~

-10 0

Source: AGB 1992

3

3

Quite satisfied Not satisfied

10

Percent

95% exited satisfied - almost 50% extremely happy.

Only 10% find it not to their taste, 2% find it expensive.

20

1992 31% 57% 3%

30

Exit 1995 46% 49% 1%

30

Although the methodology is not the same, the 1992 - 1995 scores are strong.

• Sovereign is very a comprehensive experience:

It stimulates the intellect.

It excites the senses.

It satisfies the need for variety in mind and body.

• The low number of mentions for authenticity should not be interpreted as a

negative - the total experience was more top of mind.

© OOiijiJ Ballarat Marketing Strategy Oct 1995 84

7.6 Ballarat & Sovereign Hill; one product?

• Evidence that history and education are key motives for visiting prompted a

subjective field evaluation of Ballarat's theme harmony with Sovereign Hill:

On the positive side, the grand Victorian architecture, rich 19th century

industrial brickwork and majestic timber boathouses preserve vivid history.

The places which were the stage for the dramatic events of the 'Blood on the

Southern Cross' can be visited for real the next day.

But there are serious shortcomings which break the sense of origin and the

emotion developed by confronting The flag or experiencing the Eureka show.

There are too many 'missing teeth' in the Victoriana • eg the CBA building - and

the Western Highway forced a freeway around Bakery Hill and marooned Lalor.

Desolate bus garage vistas ruin the feeling of 'what it was like'; hideous

suburbia and industry overwhelm the Eureka site ('Eureka Views' etc).

Bakery Hill and other places of Eureka pilgrimage are overwhelmed by the

modern City, and harder to visualise than the older events of the Bastilles.

Wendouree is an internal bye pass of speeding traffic avoiding the jams.

Many motels promise the stimulation of Tabaret and Sky more than the

relaxation or harmony of a peaceful country town where the past can be felt.

There seems no sense of precinct linking the Ballarat sites, and with no signage

or theming of routes, navigation is intimidating for newcomers.

• It is concluded that the experience of Sovereign Hill is not fully carried

though into the presentation of the City of Ballarat •

• Although the potential for linked themes is available, until the linkage is

consummated physically, little integrated product experience exists.

© [iij"ij[iiil Ballarat Marketing Strategy Oct 1995 86

7.7 Sovereign Hill & Eureka Attitudes

• Research by YCHW in 1991 in preparation for 'Blood on the Southern Cross'

explored the meaning of Sovereign Hill and the Eureka story.

Sovereign Hill is a great fun dav out for parents and children with participation

the key - hands-on panning for gold etc:

It is seen as also educational - discovering how we got here, why it happened.

Living history, 'that is how it was', real life in the 1850's, a touch of discomfort

walking up hills, dust, mud - a complete authentic transport back in time.

Among Victorians, there is pride in an excellent place to bring visitors. with just

a little grumbling about the cost of frequent visits.

Sovereign Hill is not everyone's cup of tea, 10% 10claimed that nothing would

tempt them and others gave excuses of inertia (too far, too much etc).

But inertia can be overcome through friends, 24%11 said that they would

accompany friends I interstate visitors.

• While knowledge of the Eureka story is limited, its appeal is strong:

10

11

There are the thriller aspects of rebellion and intrigue.

But at a deeper level, information about the events bring forward intense

interest and pride that right triumphed over might ...

... and in witnessing the emergence of Australian independence.

The relevance to the current debate about an Australian republic is high:

" Our fixation on our own history is ... an essential part of a maturing process: understanding our own personal, local and national past is a crucial step towards understanding ourselves, an enlargement of our

perspective in time and a freeing from the prison of the present" Peter Boyer, Museums Australia

AGB 1992 "Improvements needed to motivate a trip to Sovereign Hill" AGB 1992 "Improvements needed to motivate a trip to Sovereign Hill"

© I ril I Ill[@ Balla rat Marketing Strategy Oct 1995 87

7.8 Ballarat Community Attitudes

• A survey of 114 Ballarat residents in 1995 by the University showed an

overwhelming majority in favour of tourism and tourism development:

Tourism is seen as more important to the local economy than mining, as

important as agriculture and 30% even say more important than manufacturing.

63% say tourism is too low or about right and the best features are seen to be

the historic attractions and heritage buildings (48%).

91 % think tourism creates job opportunities, does not damage the environment

(77%), improves things for residents (72%) and benefits outweigh costs (83%).

73% want to see more tourists, for which more & better facilities will be required.

Residents are divided on whether local government should be more involved

and insist on being better informed about what's being planned.

Hostility to tourism is found among about 1 in 5 residents.

• There is no evidence of resentment of Sovereign Hill; this may exist only

among local officials, who feel threatened by its sheer success.

• Qualitatively12 Ballarat residents express intense pride in Sovereign Hill and

identify strongly with its success:

'SH has put us on the map'; 'One of Australia's greatest attractions'

They visit frequently and take friends and visitors, which leads to a familiarity

which is akin to 'ownership'.

• But this frequency leads inevitably to higher spending and grumbling about

the high cost - a sense of being exploited, of deserving reward for loyalty:

• More sensitivity to this attitude in the pricing policy might make community

support for Sovereign Hill expansion plans more evident.

12 YCHW 'Blood on the Southern Cross' November 1991


1.

( ---~ '--

7.9 Sovereign Hill and the Leisure Ladder

• The motives defining leisure behaviour are described by the Pearce/ BOA

model known as the "Leisure Ladder'' (based on Maslow's hierarchy):

• Ascend ladder wllh age

•Each level motives must be satisfied before next can be reached

THE 'LEISURE LADDER'

FULFILMENT

• Profound happiness

• Magical satisfaction

• Total Involvement

SELF-DEVELOPMENT

• Hands - on, minds - on • Do something for skills and knowledge • Enhancement of status, respect

• Achieve competence

RELATIONSHIP • Time for togetherness • Tribal, family, friends

• Enjoy through others, altruism

• Shared history of good times

STIMULATION

• Excitement, thrills (but safe)

• Fun, action

• Unusual experiences, places, settings

RELAXATION • Escape, lack of demands, no stress

• Food, space, free and easy

• Rest, look after body

ENTRY

ONLY

HERE

• Higher levels can Include lower level

• One motive at a time dominates

• Likelihood of repeat increases with "height" in ladder

Developed from original work by Professor Philip Pearce of James Cook University

• Planning an effective tourism product depends on providing for the

progressive and interlocking needs summarised above:


•

Relaxation: The first need in a leisure experience is to relax. The escape

process involves winding down, adjusting to the lack of demands and stress.

Eating and drinking, a sense of space and unlimited time, resting up in a free

and easy atmosphere, are key physiological, body needs.

Stimulation: Now for the action! Excitement and thrill of new experiences are

next on the agenda. Fun and action, unusual settings and people are examples

of the stimulation needs; a feeling of safety is a key component of this "rung".

Relationships: After the thrills, it's time for togetherness, to build and extend

personal relationships. Here the emphasis shifts from personal gratification to

enjoyment of joint activity, enjoyment through others. It includes restoring a

"tribal" sense, by re-establishing family togetherness or richening the friendship

within a group. A shared history of good times is an important outcome.

Self Development: As the leisure period continues, so a new dominant motive

emerges, that of doing something for personal development or self esteem. This

includes hands-on and minds-on experiences, where skills and abilities are

enhanced. People at this level are seeking to enhance their respect in the eyes

of others because of their capabilities and achievements.

Fulfilment: The ultimate level on the Leisure Ladder describes a condition of

profound happiness, of magical satisfaction, or total involvement.

People enter the "ladder" only via the first rung, then move up the "ladder'',

each motive must be satisfied before the next comes into play.

• Each new leisure period recommences on the first rung, but with age and

experience, lower rungs are passed more quickly.

• One motive at a time tends to be dominant, but higher level motives can

include a lower one.

Propensity to repeat increases with the height reached on the "ladder'' - the

more intense the experience, the greater the desire for a repeat.

© I™ Ballarat Marketing Strategy Oct 1995 90

(

• In the Theme Park Monitor of 1992, AGB measured the Leisure Ladder

profile of each park, using a questionnaire developed by Professor Pearce &

BOA:

• Relaxation:

Relaxing in a nice safe setting

Escaping from the everyday world

• Stimulation;

Seeing a new, different and interesting place

Enjoying the adventure and excitement of the rides

• Relationship

Seeing and doing things with close friends

Enjoying a day out with the family

• Self Development

Improving my knowledge of people, places, events

Visiting a well known and talked about attraction

• Fulfilment

Really feeling a part of the place

• Visitors to each park in the last six months were asked their level of

agreement with each scale and the answers processed into scores.

• By comparing the scores, it is possible to compare the different consumer

needs satisfied by each product.

• The graphic below compares the average scores of Sovereign Hill and Sea

World compared to the average for all parks:

© OOl!fiii] Ballarat Marketing Strategy Oct 1995 91

(-~ -. -···

\ •'

• Sea World appeals more for adventure and excitement and the 'status' of

being well known:

1.4

1.2

0.8

0.6

0.4

0.2

Leisure Ladder Scores by Theme Park visitors Source: AGB 1992; scores of agreement, visit last 6 months

i Sovereign Hill i

Sea.World

i

I RELAXATjON ' STIMULATION

i i i

RELATIONSHIPS '

; SELF

DEVELOPMENT FULFILMENT

Relaxing Escape New Place Adventure Close Friends FamUy Oay Knowledge Well Known Part of Place

• Sovereign Hill appeals more for being a different sort of experience, more for

families and more for improving knowledge and understanding.

•

•

The average scores hide a high level of difference at the detail level for

different groups in the population.

In the next charts, scores for each park for the two most numerous

demographic groups of theme park users are compared:

Young solos, which account for 20% cif users - 25% of Sea World, only 12% of

Sovereign Hill in 1992.

Families, which account for 23% of users - 21 % of Sea World and 31 % of

Sovereign Hill in 1992.

© I Ill I Ill@ Balla rat Marketing Strategy Oct 1995 92

• Sovereign Hill was not impressive for Young Solos, lacking escape,

adventure, not carrying enough cachet and not a good place for the gang:

1.4

1.2

0.8

0.6

0.4

0.2

•

•

Leisure Ladder Scores by Theme Park 'Young Solos' Source: AGB 1992; scores of agre.ement, visit last 6 months

SeaWprld

Soverek,n Hill Young$olos

' i : :

STIMULATION NT

Relaxing Escapa New Place Adventure Close Friends Family Day knowledge Well Known Part of Place

It was seen to be a good place for the family, but this is not a main objective

for this group, who are trying to escape the family.

Growth with the Look at Me Segment noted over the years since this

measure shows that 'Blood' has added many of these missing aspects.

• However, although visitation has grown, preference among LAM and YO is

still low compared to other parks, suggesting the images are still weak.

• Future tourism developments should bear in mind the importance of

providing for the stimulation and relationship needs of Young Solos.

• At the other extreme, Sovereign Hill is highly appreciated by families.

© I Ill I m I @ Ballarat Marketing Strategy Oct 1995 93

: (

,,_,

• The high level of appreciation noted in the qualitative studies is reflected in

the profile scores below:

•

1.4

0.6

0.4

0.2

Leisure Ladder Scores by Theme Park 'Families'

! Sovereign 'Hill i Families

Source: AGB 1992; scores of agreement, visit last 6 months

Sea.World Families

'

Families

i.

RELAXATION RELATIONSHIPS SELF IFULFl,,LMENT I DEVELOPMENT 0 1-+~~~-;-~~~;--~~~~~~-;-~~~;--~~-;-'~~~-;-~'--~;--

Relaxing Escape New Place Adventure Close Friends Family Day Knowledge Wen Knawn Part of Place

Relaxing, escape and especially the 'high ladder' attributes contributing to

self development are all very high - the highest of all parks in fact:

The sense of fulfilment is by far the highest of this group ever measured for any

kind of tourism attraction; for them, the product is ideal.

These families will include many of the Visible Achievement Segment, which has

grown since 1992.

Clearly, future development will need to preserve the enthusiasm of this group

while strengthening appeals elsewhere.

• The leisure occasion does not begin at the entrance, but involves the place

where the park is situated; this relationship has been vital to the Gold Coast.

© [iij]1JWJ Ballarat Marketing Strategy Oct 1995 94

7.10 Leisure Ladder - Motives by Values Segment

• An experimental study by RMR shows the main motives of each Segment on

the Leisure Ladder with regard to theme park visitation.

• The markers show the relative importance of each motive for each Segment:

Theme Park Leisure Ladder Importance

-c. c: c: c: :E "' 0 0

"' E -~ "" c: c. c:

"' ~ :; 0 0

1il "" Qi E "' ;;: Qi & "= >

"" a> CD :; 0::: en en Cl u.

Socially Aware •• • •• Visible Achievement • ••• Look At Me • •••• Young Optimism • • ••• • Something Better ••• •• •• 1 raamonal f amuy Lire .... .. T T T .... ............ Conventional F amity Life • • • • • • Real Conservatism • ••• • •• Basic Needs • ••• • ••• A Fairer Deal •• • •• • • . -

• SA & VA want to take the family or friends fora day out together to a new

and different place; there is no expectation for self development.

• LAM/ YO have very high demands for novelty, excitement, thrills and

adventure with friends together.

• AFD is the Segment which is strongly attracted to theme parks, with above

average demands for novelty, stimulation and even for self development.

• The older and more conservative Segments have low interest in stimulation,

,~" but are strongly motivated by self development & fulfilment.

• No profile for Sovereign Hill is available, but it is likely to have a much lower

profile on the stimulation motive, much higher on relationship.

© [Iii I Ill I Iii I Ballarat Marketing Strategy Oct 1995 95

7 .11 Implications

• Sovereign Hill is seen as a wonderful place to discover what the old days

were like, and understand a bit better how things got to be like they are.

• There is nothing better for visiting friends or relatives, especially from

overseas or interstate - shows how good Victoria can be.

• For families (VA, SA) it is ideal, a day out for the family together in new place

where there is also some educational and self development benefit.

• For younger people (LAM), it may lack the excitement and thrill of the

( northern theme parks, but the new shows are fun and it's a good place to go.

• But it is definitely not as cool as it might be (LAM, YO, VA), not as braggable

in prospect as the Batman ride nor as easy fun with the gang as the Zoo.

• Overall, good value but not the sort of thing you want to do again for a while

- it gets pricey to keep going back.

r~ • Ballarat is a good place to go for a break, with its grand old Victorian

buildings and historic attractions.

• But you need a lot of imagination to conjure up what it must have been like

in the 1850's - the modern City has taken over everything, spoiling the effect.

• Ballarat & 'Blood' is the only place to find out about Eureka, what it meant;

with the talk of the republic, it's good to get a non political perspective.

•

•

Best of all is the strong support for tourism among the community, which is

realising that tourism means jobs and boost for the economy.

They are proud of Sovereign Hill, and go there often, but beginning to think

it's about time they got some reward for being so loyal.

© [iijiijiJ Ballarat Marketing Strategy Oct 1995 96

'\

8. STRATEGIC & DEVELOPMENT CONTEXT

This section summarises the strategic frameworks established by Tourism Victoria (1993) and the City of Ballarat (1995) and the status of new infrastructure. These define the scope and direction of the Ballarat Tourism Board and Sovereign Hill marketing activities.

8.1 Summary of Tourism Victoria Strategy: Domestic

8.1.1 Objectives

•

•

To increase visitor numbers, length of stay and visitor expenditure by

positioning Victoria as a distinct and competitive tourist destination.

To increase:

Advertising Awareness from 12% in 1993 to 20% by 1995

Preference from 24% to 27%

Intention from 12% to 15%

8.1.2 Product Strategy

• To focus on experiential tourism:

Victoria's product strengths are particularly suited to experiential tourism.

Victoria's target markets are more likely to respond to products with this feature.

• To foster industry development in experiential tourism by:

Prioretising support to accredited operators.

Supporting development of training for both operators and local communities to

improve service quality eg Aussie Host.

Establishing a product development advice service, which identifies unique

elements of Victoria across all facets.

Encouraging data bases to facilitate packaging, distribution and bookings.

Coordinating targeted niche campaigns for both domestic and inbound markets.


• Opportunities exist for strengthening "out of Melbourne" attractions:

"Ballarat can use the power of Sovereign Hill to develop subsidiary attractions

such as a refurbished or expanded Eureka Stockade. "

"It could also capitalise on its other strengths such as the Ballarat Fine Art

Gallery and Her Majesty's Theatre".

8.1.3 Marketing Strategy

• To position Victorian Holidays as sophisticated experiences:

A wide variety of hands-on and minds-on things to do.

Australia's best mix of food wine arts and culture.

A quality temperate climate for outdoor activities - nature and sport.

A rich heritage of free settlement, endeavour and enterprise.

• Domestic regional priority: NSW, ACT and SA - short breaks by car or plane;

the Victorian intrastate market remains a priority target.

• Core Target Segments: Socially Aware and Young Optimism:

Highest preference to visit Victoria ( 38% and 36% respectively) and Australia's

most experienced and enthusiastic tourists •

Conversion rate, especially interstate, needs to be improved; best short-term

and long-term potential, both intrastate and interstate.

• Growth Segments: Visible Achievement and Look At Me

Intention to visit needs improvement.

VA are biggest holiday spenders, highly experienced and account for largest

number of interstate visitors (19%).

Preference needs improving ( 26%), but conversion strong.


. -~

, . ... c,

Product innovation needed to tap into their thirst for exciting, memorable

opportunities linked to hallmark sporting/cultural/culinary events.

LAM: Preference above-average, but conversion low.

Frequent but short-stay trips.

Product innovation needs to address their search for adventure, exciting sports,

low cost specials and new things to do.

• 'Round TripNFR' Segments:

Traditional Family Life, Real Conservatives and Basic Needs

Important for length of stay and collective size, although not big-spenders.

Spill-over from TV programme because of heavy media consumption.

• 'Holiday Near Home' Segments

8.2

•

•

Something Better, Conventional Family Life and Fairer Deal, less able to afford

interstate holidays but an important Intrastate target .

Tourism Victoria Strategy: International

Priority markets: Asia (No 1), Japan, USA, Europe, New Zealand, UK/Ireland •

Key strategies to attract a greater share of the Australian inbound market:

Enhancement of appropriately-researched product and identification of most

· effective channels to penetrate and influence the market.

Victoria's new brand positioning to be included in ATC's advertising.

Trade relationships to be strengthened in key markets and Vic product to be

increased in wholesale programmes and promotional material.

Cooperative activity with ATC and the trade to be stepped up, famils to be

provided to key trade operators.

© l 111 I llJ I Iii I Ballarat Marketing Strategy Oct 1995 99

(

8.3 Summary of Goldfields Strategy

Important note: This is prepared from the 'Executive Summary' presented to the Goldfields Campaign Committee in September 1995, focussing on the aspects relevant to Ballarat and Sovereign Hill; BOA has added commentary on aspects which require clarification with regard to marketing strategy.

8.3.1 Situation Analysis

• Tourism was at best static 1991 -1994, but below 1994 level.

• Local government commitment to tourism varied by individual authority;

rural shires lacking funds, although tourism trends were in their favour.

• Achieving a coordinated approach was a major challenge:

Traditional rivalries and parochialism.

Perceived dominance of urban interests over rural.

Variable tourism infrastructure across the region.

Inconsistent levels of commitment to tourism across the local councils.

Funding difficulties.

• Local community was positive towards increased tourism, but wished to be

better informed and more involved.

•

•

As a rule of thumb, urban centres were more likely to attract middle to low

value segments, CFL, TFL whilst SANA tended to visit the rural community:

YO and LAM were not prominent in the region •. (These findings appear to be

incorrect, and may not be based on actual RMR data).

Visitors were primarily from Melbourne and Country Victoria:

Repeat visits were high at 81%, with most visitors overnighting, but for less than

3 nights • the majority without their children.• (Information base uncertain and

possibly not representative of Ballarat).

© I Iii Im 00 Ballarat Marketing Strategy Oct 1995 100

~

(

. ~

. ~

• All centres have strong links within the region and between other regions,

especially Macedon Ranges and Spa Country, Great Ocean Road.

• Considerable product strengths exist, with history, heritage and scenery

representing the core values for unique visitor experience:

•

•

Product weaknesses are primarily related to infrastructure problems eg signage,

variable quality of attractions and public facilities.

Specific gaps in product that need addressing relate to language, themes,

accommodation, regional event, reservations, and conference facilities .

Competition for the high spending segments, FIT inbound tourists from

Europe and Asia, and VA/SA in the domestic market, is fierce .

Promotion, booking & quality of facilities are barriers for tour operators .

8.3.2 Recommendations: Strategy

•

•

Overall Goal:

" To develop tourism which achieves economic and employment growth whilst

balancing the needs of visitors, local communities and the environment".

13 guiding principles have been identified, including:

· Increase value, rather than volume of tourism.*

(Inconsistent with the legitimate commercial ambitions of the industry and anti

· investment, anti employment; possibly based on an incorrect assessment of the

· · volume potential of key affluent Segments).

Maintain unique character and lifestyle and pursue a cooperative and

coordinated approach to regional tourism.

Be selective and targeted in marketing activities.

Regularly monitor, evaluate and review actions.

@ oo~oo Ballarat Marketing Strategy Oct 1995 101

(

• Strategy implemented over 5 years by the Goldfields Campaign Committee.

• Target markets have been determined by considering potential expenditure,

economic impact, cost of reach and competitive capability; for Urban areas:

Conventional Family Life and Traditional Family Life.*

{If this includes Sovereign Hill and Ballarat, it conflicts with actual growth

performance and quantified consumer intentions)

Inbound international groups.

Special interest and sporting markets developed using existing infrastructure.

High value segments - using product of surrounding rural areas.*

(This is incorrect; growth with most demanding and affluent Segments is most

demanding of new infrastructure, as stated in Tourism Victoria Strategies)

• Strategies to be pursued in the short-term (within 2 years) include:

•

Product and infrastructure upgrade for existing markets.

Maintain/develop international day packages (Asia) through inbound operators.

Promotion of domestic high-quality short-breaks for SANA.

Maintain/consolidate intrastate CFUTFL segments, including pricing review.

Develop packages for special interest groups.

Medium-term ( 2-5 years):

Develop packages for. interstate SANA eg flexible fly/drive, with linkage to other

regions.

Extend weekend high-value short-break stays into weekdays and attract these

visitors to other parts of the region.

Develop new product for all domestic target segments - tours, attractions pass,

special events.

© 1 m Im Im I Ballarat Marketing Strategy Oct 1995 102

( ---

Convert inbound Asian day tours to overnight.

Develop modular packages for semi-independent overseas travellers (Europe,

Asia, North America) with regional, intrastate and interstate links.

8.3.3 Recommendations: Organisational Structure and Roles

• Widen Goldfields Campaign Committee's role to embrace product

development, infrastructure and visitor servicing issues:

Tourism Officer to coordinate Goldfield regional policies and activities.

Funding from local communities for appropriate tourism staff.

Encourage greater networking within all relevant industry parties through

regular information nights and guest-speakers.

8.3.4 Recommendations: Product Development and Infrastructure

• Focus on upgrading existing product in preference to investing in major new

developments.• (This ignores the PLC status and the Eureka development).

• Increase signage, information and interpretation for natural and historic

sites - literature for Goldfields Tourist Route, and walking , bicycle tours.

• Establish Goldfields Festival Week, with events involving all towns eg car

rally treasure hunt, sporting/cultural events.

• In urban areas, develop high quality boutique accommodation with

conference facilities, and self-catering facilities.

• Also increase the profile of indoor sporting and recreation facilities through

state and national events.

• In rural areas, develop B&B, farm stay, pub accommodation, quality tea

rooms and restaurants.

© I Iii I llJ 00 Ballarat Marketing Strategy Oct 1995 103

(

• Also increase profile of cultural and sporting activities eg cycling,

orienteering, boating, fishing, equestrian events.

8.3.5 Recommendations: Visitor Servicing and Information Provision

• Develop "visitor'' information centres coordinated by paid employees and

develop a strategic plan for tourism information.

• Establish private regional brochure distribution (short-term) and 24-hour

booking service (medium-term), with responsibility for database up-keep.

• Encourage all operators to become accredited and improve service quality

by encouraging training on customer delivery .

8.3.6 Recommendations: Packaging and Promotion

• Develop flexible packages for:

"Chinese Goldfields Heritage" day tours ex Melbourne for Asian visitors with an

overnight component - Ballarat, mining sites; cemeteries and Bendigo.

Flexible fly-drive interstate packages, including accommodation, attractions,

guided tours/walks, and restaurants, and linked with other regions.

Goldfields family holiday package, including accommodation options and a

"Gold Bullion" pass offering discounts to paid attractions.

Weekend schools/seminars for special interest markets - ceramics, painting,

wine appreciation - using existing facilities in Bendigo and Ballarat.

• Redesign the Goldfields brochure with town maps and stronger educational

content - advertised facilities to be by category, not by destination.

• Establish a stronger identity and image through a recognisable logo:

© OOJ!lJil Ballarat Marketing Strategy Oct 1995 104

c,

" The Goldfields - more to discover than gold" - all markets - and "The Goldfields

- leave the rush behind" - for higher value segments.•

• Other promotional devices to be introduced include video for exhibitions

and RACV staff, internet and VFR promotional postcard to ratepayers.

8.3.7 Other Recommendations

• Address community participation by raising tourism profile through local

press and council mail-outs, supporting community based projects.

• Encourage municipalities to raise funds by a business promotional levy .

8.3.8 Projections

• Implementation of the strategy will generate, by 1999-2000, additional

tourism expenditure of $40-$60 million, with an extra 1000-1500 jobs

8.3.9 Monitoring and Evaluation Mechanisms

• The volume and value of tourism state and regional level through IVS, DTM,

RTM, ABS accommodation statistics, visitor centre and attractions data

• Operator effectiveness through TV's 1800 hot-line database

• Community survey on awareness and attitudes to tourism and access to the

Committee of RMR Holiday Tracking Survey and Product data.

Commentary

These strategies appear to be developed without reference to the Bal/arat Product Life Cycle and may be insufficient for re-entry.

They appear to be made without taking account of the strong attractions (Sovereign Hill) and developments approved for Bal/arat (Eureka Centre).

In view of these uncertainties, BDA has not felt necessarily limited by these strategy recommendations •


8.4 Product Development

• Important new tourism projects are approved or built:

•

•

Eureka Heritage Precinct approved with $3.5 million State Government support,

due for launch in late 1997 (separate management from Sovereign Hill).

Great Southern Woolshed -1000 seating capacity with completion Nov 1995

offering authentic sheep farming experiences and displays.

Boutique hotel - 20 rooms to be completed December 1995.

New Tourist Projects planned:

415 Star hotel I conference centre.

Restoration of the Tram from Wendouree to Sovereign Hill via Sturt St, Bridge

Mall and Eureka.

Viewpoint Restaurant and Tearoom on Lake Wendouree - tender process

underway with completion late 1995 or early 1996.

Ballarat East Rail museum "Australia's pre-eminent rail museum", with $3

million historic railyard and rolling stock: awaits federal/state funding.

Sovereign Hill has plans complete for extensive improvements:

Expanded accommodation in a new themed building within the Lodge precinct.

Development of a spectacular 'Gold Pour' demonstration in an extension to the

underground experience.

Major expansion of the underground mine chambers to provide a new kind of

historical experience about gold exploration and associated gold retailing.

Further expansion of the Chinese exhibits and community involvement.

Final funding and opening dates for these attractions are to be confirmed.

@ (@ m [fil] Ballarat Marketing Strategy Oct 1995 106

{

~-, __

8.5 Implications

• Tourism Victoria is pursuing an expansionist marketing strategy, with heavy

emphasis on communication.

• State support for the Eureka project acknowledges that the conversion of

preference demands new and 'braggable' man made infrastructure.

•

•

The Eureka Centre project is paramount to the region in re-triggering a

stagnant cycle, provided it can be lifted to a national level of significance.

The imminent opening of major new attractions in Ballarat - the Woolshed

and the Boutique Hotel - is also encouraging.

• The plans developed by Sovereign Hill expand existing appeals, but should

be considered in the light of the new appreciation of the PLC status.

• The Goldfields Strategy may not be sufficiently powerful nor correctly

aligned for the particular challenges facing Ballarat.

• If Ballarat does not deliver major growth in tourism, it may make the task of

other towns in the region harder.

• It may be necessary to reconsider limiting investment in new infrastructure,

if new attractions are to be translated into economic benefit.

© (iij]!OO Ballarat Marketing Strategy Oct 1995 107

~(

9. PERFORMANCE & PROJECTIONS

This section is an abbreviated summary excluding commercially sensitive information

9.1 'Blood on the Southern Cross'

• 'BOTSC' has had a big impact and is still growing strongly:

SOVEREIGN HILL: SHORT TERM VISITOR TRENDS BOTSC: SHORT TERM VISITOR TRENDS Visits- No of People 12 MAT Visits - No of People 12 MAT

..,..,. .... r;::;=::=::=::::::::::::;:::::~------, Sovereign Hill Trend Line Fit Statistics Trend Curve Fit Statistics (Incl BOTSC)

R1 = 0.91 R

1 =0.94

""""' 1~-------~

"'""

"'·"'

'""""

"'""'

13

.. ••• 80,000

, ...

.,..,

Annual Visitors to BOTSC

Various statlsllcal analyses suggest a capacity constraint

of 90,000 and llfecycle of 5 years

0Jf.4FMAMJ JASOKOJ95FMAMJ JAS

Using statistical modelling, it is possible to estimate the net effect of BOTSC on

Sovereign Hill; without BOTSC, the park would be 90,000 visits behind.

But the annual capacity has been estimated to be constrained to about 90,000,

with a life of 5 years.

Even this growth has not been able to regenerate the PLC for Sovereign Hill.

The current promotion will have a good impact, but is unlikely to effect the trend

after the 'mortgage effect'13 has passed.

Concentrating visitations from intenders into a shorter period than would have naturally occured.

© OO!i!l!] Ballarat Marketing Strategy Oct 1995 108

I ,.,...,., ...

9.2 Projections - Sovereign Hill

• The projections are mathematical, with assumptions built in about the

impact of the Eureka project, new hotels and attractions:

•

SOVEREIGN HILL & BALLARA T: VISITOR FORECASTS Base Case Scenario; '000

soo -----------------sorsc cycie5yr,~-------~ Eureka Precinc:t

500 Sovereign Hill (Incl BqTSC)

. : 474

446 ....... .- ' . ·'· .... 425" 434 . ; 414 412 411 413 418 ~

; , PeakCycle 3 yrs . i . . . . . . . . . I . . .

512 520 522 ~11'17 505 : . :

:-•.. 492 494 500 500 493 ~ ............ i ... o••"""'"'"HO~ ........ f ..... ;:7 l ·· .. 445 ·i··.... ... . . . ..... ' ......... . ' ' i

400 ............................ ,, ......•.......... ... , ................ 1

I I

300 ···················· ......... Assiimeifo'sma'111ncreaselii·i;e-a;; (2% 1995196)"

200

. · and growing occupancy (33% to 36%) · Ballarat·Actommodation Guests· -- · · · .- -- : · · -- · · · I· · · · · .; · · · -- · · · · -- · ;_ · -- · ·

. . : i 211 217 218 220 219 220 217 195 199 203 205 2'?5 204 203 ~QID2205 : ........................ .

189

.. , ~ureka 1nJ::~~;~~:~:~1 . ! . .

!llllill!llllll!ll!lliffl

The main positive impact is likely to be from the Eureka project:

The Eureka Centre was estimated in the proposal document to receive 78,500

visitors; we assumed this is the first year and applied a PLC trend.

• The Eureka attraction may trigger a new cycle merely by providing a new

reason to visit; but the base effect will be small and the cycle short:

The new attraction is not at Sovereign Hill; at least half the day will be taken up,

making the park visit short and of lower value, possibly a half day ticket.

The BOTSC story will by then be old and upstaged by the new Centre.


9.3 Projections - Ballarat

• Projecting the current trend provides a safe base estimate for growth:

BALLARAT ACCOMMODATION TRENDS Beds vs Guest Nights

3,000 r.========;:;:;;;::;----------~,------, Trend Line y = 221.07:f4467 3so,ooo

~~~;=~~i:~o~~-~t8Moment ~~ ,, __ . ..-- Trend Line

.... ··· "i Projection

....... -·····-···········---- )

---·

2,600 300,000

~ ~ i Guest Nights

m ~ 2,000 ,!:

... Number of Beds 260,000 'ii

!i z

1,600

! ' Actual ;

1,000 ~------------------------~

• To achieve this growth in nights, 280 more beds must be opened, an

C average of 56 per year; this would be an optimistic goal.

200,000

160,000

, Cl 'O 1l E , z

• With occupancy running below 35%, there is ample room for renovation and

retheming to take advantage of the new attractions infrastructure.

• However, previous bulges in utilisation have always cycled back, and more

nights have always meant more beds over the long term.

• The investment required to sustain even this modest rate of growth is

substantial, more than has been achieved over the last four years.

© J Ill I ~ 00 Ballarat Marketing Strategy Oct 1995 110

' I

9.4 Pricing

• Compared to other attractions which Melburnians might consider, the

Sovereign Hill rack rate increase for an adult has been fairly low at 20%:

Werribee Pk Mansion

Vic Museum

Melbourne Zoo

Swan Hill Pioneer

Werribee Park Zoo

Ballarat Wildlife Pk

Puffing Billy

AFL Football

Sovereign Hill

Penguin Parade

Victoria's F/Shed

Flagstaff Hill

Cinema

Coal Creek

Source: Sovereign Hill

Comparison of Entrance Prices % Variation of Adult Prices - 1991to1995

-10.0

94.4

• However, we know that the average cost of a trip to SH has increased by

25%, taking into account the total expenditure, including food and gifts.

• Consumers seldom behave rationally and the percentage increase over four

years is less significant than the absolute cost of where we're going today.

• On this dimension, Sovereign Hill is not so well placed:

© [@Iii [i] Ballarat Marketing Strategy Oct 1995 111

;-' (

9.5 Advertising Expenditure

• Adspend is low at $9m pa for nearly 11 m visits to 72 theme parks worth

$236.4 m14; 70% is fragmented among the 67 'other' parks ($92,000 ea):

•

•

14

15

1991 1992 1993

73

1994 19951st Half

others

I

1991

Theme Park Ad-spend; SOV Victoria

$1,763.000 i'.'9o'0 ,, ; ~'~ ··~1~

I

1992

$1,473.000 1,423.000

Soutce:AlM Dita Source: AIM Data

Adspend for the main parks is low because of the effort put into brochures

and trade promotion; advertising is mainly used to launch new features.

Movieworld supported the launch and the Batman ride, Sea World promoted ·

jointly; Dreamworld is spending close to $1 m on its new rides (not in Vic).

Sovereign Hill spends more than Sea World and consistently dominates in

Victoria; note that the Gold Coast parks spent very little in Vic in 1995.

Victoria accounts for 15% of national expenditure for about 16% of visits15,

Sovereign Hill spends over 90% in Victoria in 1994/5, the right policy.

ABS 8675 1991/92 RMR 1995

© [iij][@ Ballarat Marketing Strategy Oct 1995 112

9.6 Implications

• Although Eureka is the defining theme of the next five years; but, the peak

effect will be modest and quite short.

• Ballarat will also benefit from the cycle of re-visitation from the new

attractions, which will form a 'road block' :

• Woolshed, Sovereign Hill, Eureka etc.

• But more product development (attractions, accommodation,

entertainments) is essential to realise the potential of Eureka.

• If not much is done to develop themed accommodation and retail, the

Eureka 'gate' will be the extent of earnings.

• The competitive appeal versus other Victorian destinations with no new

attractions will greatly improve, for day trips and overnight alike.

• Tourism pricing clearly depends on the value added and the 'braggability' of

the product.

• Sovereign Hill adspend is very productive and competitive overall, strong in

Victoria on a reasonable budget.

© U!l m Im I Ballarat Marketing Strategy Oct 1995 113

(_.'

10. STRENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS

Strengths & weaknesses are internal, opportunities & threats are external factors.

10.1 Strengths

• Sovereign Hill

• Victoria's world class man made tourist attraction:

High penetration & awareness (over 80% of Vies & 39% of Australians).

High markets.hare, 7% of national theme park visitors 1995 (5th).

In 1991/2, accounted for 64% of the Victorian theme park industry .

'BOTSC' added 270,000 visitors (3 years), boosted base demand by 90,000.

• Broad spread of visitor origins:

Melbourne supplies most (30%), inbound account for 25% of visitors

Interstate visitors contribute about 17%.

• Profile of a theme park:

Young and active people, with lots of children and families involved.

Grown strongly with LAM and VA (Vic targets - Stimulation, Relationship).

Maintaining appeal to SA (Relationship).

Discover the old days, understand how things got to be like they are.

Nothing better for friends or relatives, esp from overseas or interstate.

• The ideal experience for families:

A day out for the family together, enjoying the kids enjoying themselves.

A higher level of education and self development than usual in theme parks.

• Successful record in managing the PLC, adspend very productive.


(-

• Ballarat

• Main attraction is Sovereign Hill; future depends mainly on SH performance.

• VFR, week end and day trip pleasure destination for Melbourne residents:

Estimated 2.9 million visitors in 1994, about 6% of Vic market.

Older, less likely to have children; a place for active & involved grown ups.

More culturally involved & take more exercise.

Want to have a good time, visit the attractions.

Good place to go for a break.

• Positioning is mainly based on history:

Grand old Victorian buildings and historic attractions.

The home of the Eureka story.

Imminent opening of new attractions, Woolshed, Eureka, 'Boutique' hotel.

• Festivals and events help smooth seasonal demand.

• Both

• Affluent segments VA/SA and their children (sub-teens, teenagers).

• Platform of consistent Segment appeal between Sovereign Hill & Ballarat.

• Strong local community support.

• Ballarat & 'Blood' is the only place to find out what Eureka meant.


~ (

10.2 Weaknesses

• Sovereign Hill

• Another re-entry 'trigger' will be required within about two years.

• Short term day-time visit trend may effect 1996 income.

• Consumer profile not perfect:

•

More AFD (Stimulation) and fewer YO than ideal

May begin to discourage SA and VA.

Fewer TFL visitors .

For younger people (LAM, YO):

Lacks excitement and thrill of the northern theme parks.

Not as 'cool' as it might be, not as braggable in prospect.

Not as easy fun with the gang as the Zoo.

• Good value but not the sort of thing you want to do again for a while:

Intense & involving, effect is long lasting.

Pricey to keep going back.

'Locals' want reward for loyalty.

• Poor demand for Gold Museum, underperforming asset.

• Ballarat

• . Many low profile attractions, little used by visitors.

• Authentic 1850's 'imagining' spoiled, no sense of 'Old City' precinct.

• Lack of fresh beds prevented exploitation of rise in intrastate tourism.

© 00 Ii.Iii) Ballarat Marketing Strategy Oct 1995 116

• Both

• Seasonality is also not well aligned:

City down in most important holiday month ...

... which is Sovereign Hill's biggest (January).

Maybe not working smoothly together for the benefit of community.

• Interdependence of Ballarat and Sovereign Hill not fully recognised:

Little cross theming.

Little cross promotion.

Result= below par cross visitation.

• LAM are most visitors, but have low preference & intention beforehand.

© I Lil Im I ril I Balla rat Marketing Strategy Oct 1995 117

(

10.3 Opportunities

• Victoria is the only State generating more domestic tourism in 1995:

Changes in tourism patterns, new entertainment, especially gambling.

Vic growing visitor numbers, a high quality niche market, strong VFR linkages.

• Outlook for tourism growth is strong:

Intrastate tourism will provide the critical base volume (esp Melbourne).

Interstate, Asia, UK and USA providing support.

Young singles from Asia (excitement).

Mature & educated from UK, USA (cultural & historical immersion).

Tourism Victoria is pursuing an expansionist strategy, esp. communications.

• Key Segments for Ballarat same as for Victoria:

Those who spend the most on holidays and having a good time.

Affluent Victorians and their teenage or student children - the VA, SA, LAM.

Overseas visitors seeking activities, participation & cultural immersion.

• Strong support for tourism in the community, tourism means jobs •

• Strong programme of.infrastructure development:

Eureka Centre defining theme of the next five years.

Additional investment in attractions and accommodation approved.

• Personal experience and word of mouth is overwhelmingly powerful

• Each resident and visitor is the most persuasive sales and tour guide.

• Relevant re-investment drives tourism demand - themed attractions, beds.

© I El IJil 00 Ballarat Marketing Strategy Oct 1995 118

10.4 Threats

• Possible economic slowdown around 1997/8 (Syntec).

• Vic interstate programme has not yet met the marketing goals set:

Increased awareness of advertising is not converting into preference ...

... nor intention at a fast enough rate.

Penetration of high earning longer stay holidays is less than hoped for.

Barriers include lack braggable attractions and destinations.

( Tourism Victoria programme not supporting Ballarat or Sovereign Hill enough.

• Victoria continuing to lose share of inbound visitors:

Expected to continue as sun, surf, rocks & reef win more.

Poor fit with the needs of the Japanese, except young family tourists.

In Germany appeal is to the less energetic visitors not targeted by the A TC.

• Lack of access to quality A TC research data.

• Goldfields Strategy could constrain Ballarat/Sovereign Hill growth:

,-, - • Targeting not based on data, questionable directions.

• Demand and cycle of Eureka Centre will be modest and quite short.

• Little room for price increases given the elasticity impact and attitudes.

• Local community wants more reward for loyalty.

• Resentment of tourism among some officials and community.

• Some vocal resentment of 'Sovereign Hill' success.

© [!i] l:J@] Ballarat Marketing Strategy Oct 1995 119

)

11.3 The Eureka Interpretive Centre

• The graphic below demonstrates how the scenarios developed for

accommodation and Sovereign Hill translate into demand for the Centre:

•

SOVEREIGN HILL & BALLARAT: VISITOR PROJECTIONS Strategy Effect

EUREKA VISITOR PROJECTIONS Strategy Effect

~-----Assumptions:-----~

3-4 year llfecycle

soq,ooo

' . ' ~oo.ooo ...

"'·""

'""""'

i Sovereign Hiii (Exel BOTSC)

~ l i .. l l ~ ~

Ballarat Accommodation Guests . ~

2. 20% of rowth Sov Hill OVernlghters (3,902)

110436

3. 101/1 of Accommodation net of BOTSC II & Sov Hill overnighters (17,892) .

100,000 '------!------------' 90.91 01192 112193 113.9( 1W115 951911 91W7 WRB lllWll 19'00 00Al1 01/ll2 02.Ql .,,.. ....

4. 20% of Local Residents .... Visit within 1st 6 yrs{2,628l ..

....

6. Group Tours & Schools Vlsitors(18,960) Source: Eureka Plan

6, 2% of Day Trip Market (48,300)source: BOA

1, 17,"30 l!SOTSC II Vllllws X 20% Overnight X '0% Vl51t airu .. 1,no

2. 11,1&DAdllUonalS-Hlll \'lsltOl'S X 20% 0Yttnlght &Vlslll!!~ckl•i.m

S. ~7,llOAccommOd.tlon ..,lltOI'• X 10%LtH5!1% ol 1. &2. (Vl'R, Clll"IYOutl!de lkllant c~ •17,132:

"· CT1Mt811lu&tlhtt1n Pop!Utlon x 20'1, °""'' yars XO.:Mrlullly•2,IU

6. Sourced dlreci:lyh'om Eurd<a Slbmtnion

t. 2,4'11,000D1yTtt~X2%. •41,3GO ... a. ___ ,,"'.-·. -

---... - ..... c-,. ... _ I 111,....,,Ui'

391 5916

""'

The cycle will be short, sandwiched between 1997 and the new century.

• Thereafter the Centre will settle into a rhythm of pilgrimage.

• BOA believes these estimates, although more optimistic than those in the

Eureka Plan, are still conservative.

• At the level of 110,000, the contribution of the Centre to the tourism

business of Ballarat and Sovereign Hill will be very modest.

• Even if every Centre visitor goes to SH, this would only account for about

one in five visitors.

© ~I Iii I lil I Ballarat Marketing Strategy Oct 1995 122

12. SUSTAINABLE COMPETITIVE ADVANTAGE

12.1 Sustainable Demand

• There are three main leisure motives which Ballarat and Sovereign Hill are

uniquely placed to satisfy • Stimulation, Relationship and Self Development:

Young people looking for a fun and stimulating day out with their friends.

Families looking for a wonderful day out together with their children, especially

sub-teens, teenagers and visiting friends and relatives.

Active and thinking people who want to understand more about their personal

and national past and culture to help enhance their self esteem.

12.2 Competitive Advantage

• Sovereign Hill is a fascinating experience in understanding the present and

future based on the perspective of history - and have ball doing it !.

The new attractions give you an exciting and realistic impression of what it was

really like ...

You have to have seen the new show, done the new 'ride' ...

• Ballarat is a Beautiful Old Country Town endowed with a rich cultural

heritage where the places to stay and things to do are part of the feeling.

• Ballarat is the place to go in Australia to reflect on the kind of nation

Australia should be, stimulated by Eureka and the subsequent events:

The new Centre re-creates Australia's rebellion.

And the true story of that flag ...

© Im I w I Iii I Balla rat Marketing Strategy Oct 1995 123

[

,.,.,. ,,,,,,,,,, .....•. ,.

PRODUCT

PRICING

DISTRIBUTION

COMMUNICATION

DEVELOPMENT

&NEXTSTEPS

l

SUMMA~l?F BALLARAT & SOVEREIGN HILL S;'ATEGIES .... , "'-·'

irnH:m1 ;1 m! ~~~p;~t~1m1 \l mi ~mil tl~~j; Jlli\\ ~mim ~mm~~#.~{~~1111;rn ~~\l mmmmmrn ll \m 11 m~~~~t~ i1 '.~'.~:: \H :1 .~\1 ~l:\ ;.;. '..; \;\;;:, 1ti~~~1~,;~'.::~.;; j\·);;i/::l·.;~ _;.; BI Integrated Leisure Experience

'Old City' Historical Precinct

Infrastructure (Attractions, Beds)

Visitor Satisfaction Initiative

BTB Product I Profit Centres

SH I Themed Events & Promotions

Consolidate Retail Offer

Bl Added value Pricing

Relationship Pricing (Vic, locals)

SH I Re-Visit Incentive (Annual Ticket)

B Visitor D'base

Tourism Operator Support

SH 1 I Retail Expansion (Mail Order) I

Integrated Leisure Experience




BTB Product I Prom Centres

Expand Themed Beds

Direct Response Retail Offer

Added value Pricing

Relationship Pricing

Re-Visit Incentive (Annual Ticket)

Visitor D'base


I Retail Expansion (Mail Order) I

New Infrastructure

I Eureka Interpretive Centre I Infrastructure (Attractions, Beds)



Major 'New Ride'

BOTSC II

Added value Pricing


Value added price increase

Extended Visit Incentives

Visitor D'base


Retail Expansion (Mail Order)

Integrated Leisure Experience





Added value Pricing


Re-Visit Incentive (Annual Ticket)

Extended Visit Incentives

Visitor D'base


Retail Expansion (Mail Order)

Frequent Visitor Plan (Society) Frequent Visitor Plan (Society) Frequent Visitor Plan (Society) Frequent Visitor Plan (Society)

B

A TC, TV Initiatives - Asia ATC, TV Initiatives -Asia ATC, TV Initiatives - Asia A TC, TV Initiatives - Asia

Direct Response - UK, USA, D Direct Response - UK, USA, D Direct Response - UK, USA, D Direct Response - UK, USA, D

Brand Ballarat Positioning

Local Community Dialogue

Eureka Centre Awareness

Local Community Dialogue

Launch Eureka Centre 11 Build Eureka Centre Demand

Local Community Dialogue Local Community Dialogue

4-Tier Advertising Programme 4-Tier Advertising Programme 4-Tier Advertising Programme 4-Tier Advertising Programme

SH I Tier 1 Contribution Tier 1 Contribution I Launch 'New Ride' I Build 'New Ride' Demand

Direct Response,Retail & O'seas Direct Response,Retail & O'seas Direct Response,Retail & O'seas Direct Response,Retail & O'seas

SH I Quarterly Monitor, Annual Plan I Quarterly Monitor, Annual Plan I Quarterly Monitor, Annual Plan I Quarterly Monitor, Annual Plan

L.

Concept Development

Integrated Model

L. f (

Concept Testing

Final Revenue Estimates I

Joint BTB & Sov Hill task force

l [ l l t. l r

13. PRODUCT STRATEGY

13.1 Product strategy through 1996/7

13.1.1 Ballarat

• Respond to consumer leisure needs by integrating the product experiences:

THE INTEGRATED LEISURE EXPERIENCE Based on an interpretation of the Pearce I BDA Leisure Ladder

DEPART FROM BALLARAT

' '

:~;;·c::-·::•..;•oo•• '""•:•~~.:::.:cq:~•

ARRIVE IN BALLARAT

EXAMPLE FOR SOVEREIGN HILL, BUT PROCESS' APPLIES TO ALL ATTRACTIONS AND COMB/NATIONS

OF ATTRACTIONS JN BALLARAT

The Ballarat products - attractions, accommodation, Old City - should

collaborate to provide an exceptional pleasure experience to every visitor.

Consolidate the City role in Relaxation and improve the contribution to

Fulfilment.

© [!JI (ii j t'il I Ballarat Marketing Strategy Oct 1995 124

.-

• Create the Ballarat Historical Precinct:

•

A community effort to link the places of pilgrimage within .historical theming.

Physical consummation of the linkage between Sovereign Hill - the main

attraction - other attractions and the host City.

Old properties and features would be emphasised, modern features subdued or

disguised, signs and roadside furniture turned into part of the period.

Harsh streetscapes and unsympathetic areas would be softened with trees to

preserve the feeling of a special historical experience.

The intention is to theme the streets which link the places, to make Ballarat a

beautiful old town and preserve the illusion of escape from suburbia.

Prepare a Master Product Development Plan of attractions, beds. retail:

Facilitate upgrading, retheming and building new beds, attractions & retail.

Integrate parallel themed attractions better - eg the Woolshed.

Prioretising projects, capital and managers.

• Develop industry commitment to Total Visitor Satisfaction:

Benchmark and monitor visitor satisfaction of Ballarat as a holiday destination.

Develop a visitor satisfaction plan for each tourism product.

Implement a programme of incentives, rewards and penalties.

• Create BTB Product Centres to help fund operations:

Create a Merchandise Range, 'Visitor Gift Vouchers', Coupons etc

Develop a Rights Package:

Ballarat I Eureka symbols, the original flag etc.

Historical sites (debates, events), insignia and designs.

• Create a Business Planning & Prospecting Service for operators & developers.



• Create Feature Events and Shows to bridge the gap to new developments:

Continue the programme of events & promotions using existing infrastructure.

Animate the Park with a constant programme of events.

•

Make use of Theatre, restaurants and other spaces.

Support week end packaging with BOTSC etc.

Optimise Retail Product Offer:

Prepare the basis for expanded distribution.

Assess the merchandise range against consumer needs.

Verify production, stocks, packaging etc.

Optimise merchandise presentation and establish catalogue.

13.2 Product Strategy 1997/8 on

13.2.1 Ballarat

• Launch the Eureka Interpretive Centre:

Most important event for Ballarat tourism in the last 20 years.

Where the debate about the constitution has the best historical perspective.

• Coordinate interpretive experiences and messages:

Ballarat is where Australia's independence began.

Understand the present better if you understand the past.

Build on the story told over the previous 5 years by Sovereign Hill.

Resolve leisure status for integration- Stimulation or Self development

© I Ill I W 00 Ballarat Marketing Strategy Oct 1995 126


• Launch two major new products in tandem with the Eureka Centre:

Create an attraction 'Road-block'.

Position.Sovereign Hill as an overnight destination.

Exploit the national interest such a major event could attract.

• Launch a major New 'Ride', a new authentic historical entertainment:

Stimulate a whole new cycle of trial and revisit.

Significant permanent expansion of the park infrastructure.

Young people enjoy energetic activity, thrills and excitements.

Families would see the need to re-visit for wonderful family experience.

An experience which is 'braggable'

Compare in status with Movieworld's latest.

Integrated with the Ballarat infrastructure, including the Eureka Centre.

• Launch 'BOTSC II - The Sequel:

Relaunch the evening show with a new story.

Use the sound and light stage to recount the events after the Stockade.

Or another story which builds on the Eureka theme.

With the 'New Ride', expands the Sovereign Hill experience into 2 days.

• Expand the Lodge accommodation to the maximum possible:

An exquisite, high quality themed experience.

Big leverage on per capita yield.

Translate evening attractions into increased guest nights.

© I Ill I WI r.i1 I Ballarat Marketing Strategy Oct 1995 127

\

14. PRICING STRATEGY

14.1 Ballarat

• Move towards premium pricing of attractions, retail and accommodation:

•

Progressively develop added value experiences .

Accompany the growth of distinguished, authentic and reliable product offer.

Align to highest quality standards consistent with the best value for money.

Introduce Relationship Pricing:

Re-visit incentives to exploit 'been before' and 'VFR' as destination influence.

Examples:

For Victorians, concession when accompanied by interstate I overseas visitor.

For locals, a B-Pass allowing concession on all attractions.

14.2 Sovereign Hill

• Introduce Relationship Pricing for frequent visitors:

The more frequent the visit, the less from the gate, the more from retail.

Use pricing to encourage more frequent re-visits (No visitors = No spend).

Focus re-visits more on retail.

Introduce an annual ticket at modest premium to single entry rate.

Participate in Ballarat concessional pricing schemes.

• Raise pricing next with 'New Ride' and BOTSC II:

More product= more value.

Align pricing to CPI (entertainment) and value for money perceptions.

• Control All Pricing & Concessions with price elasticity of demand model.

© [iij]lITil Ballarat Marketing Strategy Oct 1995 128

15 DISTRIBUTION STRATEGY

15.1 Ballarat

• Exploit current visitors as the best source of new visitors I re-visits:

Promote visitor satisfaction as the most potent influence on word of mouth.

Develop programmes to encourage visitors to 'pass the word':

Examples: 'Visitor get visitor' incentives, Visit Gift Vouchers, Coupons.

• Develop a visitor database and operator direct marketing programme:

~ ( Build central visitor database from registration and list building promotions.

Total database used by BTB for prospecting.

Contributed addresses only available to each operator.

This programme will be the only interstate communications.

• Expand BTB Information Centres to distribute BTB Merchandise:

Upgrade the retrieval of visitor information while maintaining quality service.

Sell the BTB Merchandise to support, extend and enhance the visit.

• Maintain a strong conventional trade and operator sales programme •

Maintain links with retail trade networks, especially interstate & inbound (Asia).

Maintain links with Tourism Victoria to exploit regional tourism initiatives.

This will be the only method of overseas communications.

• Build prospect database of special events & conferences aligned to Appeal:

Appropriate to historical and cultural themes.

Appropriate to independence & republic themes.

Appropriate to special facilities (sport, Woolshed, Sovereign Hill features etc).

© [Ill I Ill I I.ii I Ballarat Marketing Strategy Oct 1995 129

15.2 Sovereign Hill

•

•

•

•

Maintain current distribution programmes .

Contribute to and support all relevant BTB programmes (esp interstate. osl

Extend distribution of retail merchandise by direct response I mail order:

Compensate for loss of retail sales as daytime visitation declines.

Indirectly promote the memory of the Sovereign Hill experience.

Offer products from foundry, tinsmiths, clothing, food and furniture.

Themed catalogue sold via direct response advertising in VA, SA media.

Create a Relationship Marketing mechanism:

A new profit centre - The Sovereign Hill Society.

Sell membership with annual tickets or at a premium to regular admission.

Membership comprises special privileges and opportunities:

Exclusive reception cottage and food experience in the Park.

Individual guided tours.

Concessions on accommodation at the Lodge.

Discounts on retail merchandise

Special access: libraries, antiques, researchers, for weddings.

Sell advertising in Society Journal

Society members would be heavy users of retail, lifestyle and financial products.

• Experiment with a direct response programme in USA, UK and D:

Selected Segments are low priority or non ATC targets.

Specialised media is used by affluent prospects to plan vacation.

Assess and test cost efficiency of ads at various response levels.

© I Ill Im I~ Ballarat Marketing Strategy Oct 1995 130

~(

16. COMMUNICATIONS STRATEGY

16.1 "Brand Ballarat"

• Adopt a branded structure. linking City & operators into a single entity:

BRAND Historic Ballarat

I I I I I I

Product Product Product Product Product

Sovereign Hill Eureka Centre Attractions Ballarat Old CitJ Hotels, Motels

- New"Ride' - Rebellion f- Woolshed '-- History Today 1- Boutique 1

- 80TSCll 1- Republic 1- Wildlife Park - See Where it Happened f- Boutique2

,__Gold

- Retail

- Lodge

Flag - Trams - Retail 1- Family 1

- Montrose Cottage - Family2

- Attraction A - Family3

- Attraction B - Historic 1

'Historic Ballarat' is the Brand, the term which identifies the qualities and values

expected; the products are the tangible features for sale.

There must be close inter-relationship between the brand and products; the

structure depends on consistency of promise and reliability of delivery.

Visitors can come to know the brand first via a product - such as Sovereign Hill;

but the transfer of choice to another product must go via the Brand:

'Sovereign Hill was great; what else does Ballarat have ?'.

Every quality exception, every discordant product damages the whole

framework; for Sovereign Hill, there is some risk here.


c~

1-~

c

16.2 "One Sight, One Sound, One Sell"16

• The Brand Structure unifies the impact of Ballarat advertising & brochures:

Tier

1

2

3

4

Individual products should embrace a common branding element.

This includes Sovereign Hill, the advertising spearhead of Brand Ballarat.

The instrument by which Ballarat (BTB) coordinates communications will be a

'4-Tier Cooperative Advertising' programme.

Media buying, design and production are centralised to minimise production.

Type of Advertising Coverage Funding Materials

Brand (Interstate) Sov Hill & BTB Sov Hill

Build Preference, Positioning, Brochures State Brand Shell

Group Product State Pooled funds Campaign Ad Promotions, Joint Themes, Packages Region from participants Brand Shell

Guides, Directories, Classified

Single Product Region Operators Pattern Ad

Prospecting. Brand Shell

Direct response Database Operators Brand Shell

Prospecting Media BTB

• Tier 1: The Sovereign Hill & Brand Ballarat Campaign:

16

Sovereign Hill advertising will be the most powerful positioning tool.

It will define the Brand Ballarat advertising framework in theme & graphics.

Funding will be mainly Sovereign Hill with a contribution froin BTB funds.

Coverage is a tactical decision; State level advertising only is recommended.

The main Ballarat brochures are produced at this level, for broad trade

distribution, including interstate and inbound.

Coca Cola advertising 'strategy" coordinated globally by Mcann Erickson in the 70's

@ ~lllllri.11 Ballarat Marketing Strategy Oct 1995 132

• Advertising funds from Tier 2: Group Product Advertising

•

This is where Brand promotions, seasonal advertising to joint themes or events,

or specific tactical packages involving several operators are organised.

Advertising would run in regional or metro media, not interstate.

A basic task is to maintain a permanent presence for Ballarat and attractions in

the guides and directories used for researching a day out or short break.

This includes directories (Yellow Pages, RACV) and local travel supplements

(Age, Herald, Melb Weekly etc).

Funded by the participating operators, pooled and administered by the BTB.

Tier 3: Single Product Advertising

Advertising by individual operators singly, adapted from pre-prepared

advertising shells incorporating Ballarat Brand themes.

Funded by operators - no charge for advertising shells etc.

• Tier 4: Direct Response advertising.

•

Prospecting by any operator or the BTB using the central Ballarat database.

Example: BTB offering Visit Gift Vouchers to previous visitors.

Prospecting in direct response advertsing (coupon, Hot Line etc).

Example: Sovereign Hill selling retail cataogue in Melbourne newspapers.

Direct response advertising is also recommended for prospecting identified

international targets in UK, USA, Germany.

Advertising funds from council resources will be augmented: '

Through the sale of products (eg Insignia, Gift Vouchers) & services by the BTB.

The resouces required should be established on the basis of visitor yield.

© [Iii I Ill I Iii I Ballarat Marketing Strategy Oct 1995 133

-. r--

16.3 The BOA 5 Steps of Communications Planning

• BOA five steps of best practice in advertising & media planning are:

Step 1: Identify Most Profitable Prospects

Step 2: Processing the Appeal

Step 3: Identifying the Retrieval Cue

Step 4: Fitting into Life

Step 5: The Productivity Plan

16.4 Step 1: Most Profitable Prospects

• The most Profiable Prospects are Melbumians VA, SA. LAM. SB, YO

intending to visit a theme park in next 12 months {over 600,000).

The preference conversion and propensity to be attracted by the Ballarat Brand

were considered to be the best among this target.

• The smallest possible group of consumers fitting the following criteria:

Have the greatest need for the product .

Buy the most, most often (where the product is sold).

Excludes those who are not in the market - do not use the product.

Definable & monitorable through data directly linked to media consumption.

• The search for Ballarat & Sovereign Hill prospects considered many criteria:

Segments (VA, SA, LAM, YO, SB), Regions (Australia, Victoria, Melbourne),

Holiday preferences for Victoria, visitation to theme parks, museums or historic

places on last holiday and in total; eight combinations were assessed.

No interstate or inbound Prospects have been identified - conversion is too low,

productivity unacceptable; distribution or direct response will be used here.

© [jliTiiOO Ballarat Marketing Strategy Oct 1995 134

(

16.5 Step 2: Processing the Appeal

• Ballarat and Sovereign Hill communications will be processed with high

involvement and verv high emotional motives:

It is not what the advertising will do to people, but what people will do with the

advertising which matters; how positively will it be processed?

Processing varies by usage motive and involvement with the product.

The BOA Appeal Grid (based on Rossiter & Percy), provides a tool for deciding

how a product I brand is processed by prospects :

BDA PURCHASE MATRIX t> filiIID'-11Ml 8....illf!~&l>wty~G!td -"'"""'°lllM'l.lllinU<tW

PURCHASE MOTIVES INVOLVEMENT ROUTINE RATIONAL EMOTIONAL

·-· eg. ~. QeditC&rd e;. cats. Vacations HIGH: eg. Inst.ranee, Clubs • Maintain strong product benefits • Intense emotional appeal

• User IO'falty Programs • Provide substantial infonnation • Quality lnfonnatlon Higher Risk • Database Marketing • Repetition build!" confidence • Repetition builds up attraction Higher Price

~ereign Hill

More Expressive

Longer

J Purchase Cycle

Brand Trust

' Balla rat

LOW:

Lower Risk

Lower Price

More Commodity

Shorter ies.,.,.,.,.......... Purchase

eg. Marga.Mo I eg. Cold remedies, tyres eg. Beef, Conreetlonety Cycle • .:>ampiing • Problem Solution • Target specific appeal • Couporing • Stro!ll benefit communication • Authentic emotion Brand Trial

• Repetition reminds • Repetl:ion builds up airaction


The Emotional (transformational, 'Feel') to rational (informational, 'think')

motivation is opposed to the degree of product involvement (high to low risk)

Emotional motivation, where the product stimulates excitement and self

actualisation and advertising must make a strongly emotional appeal.

Rational motivation, where a high level of information and facts are required for

objective decision making, where advertising must deliver strong benefits.

16.6 Step 3: Retrieval Cue

• The cue statement for Ballarat is:

"Ballarat is the historic City where Australia's independence began.

At Sovereign Hill, you have a great time en;oving _it."

This step is to define the 'retrieval cue' (positioning):

Advertising retrieves messages through "spreading association"

The modem view of how memory works is shifting from cognitive (remembering things teamed)

to spreading association (remembering things because this reminds you of that ••• )

Retrieved by a cue or trigger, the feature which is the memory hook embedded in

the product or brand and relevant to the processing.

It is put there by advertising and activated by need - in this case, a holiday or

break or day out.

(The actual cue is the creative expression developed from the statement)

© I Iii I LU I ril] Ballarat Marketing Strategy Oct 1995 136

16.7 Step 4: Fitting Into Life

• The most appropriate occasion for considering Ballarat & Sovereign Hill is

the 'Stimulation' (LAM. YOJ and 'Relationship' !VA. SA. SBJ occasion.

Media strategy defines the best time and place to discuss the product with

prospects; when will they be most ready to spend time with us?

Media accounts for 80% of passive leisure time {ABS 4153) and must be

considered in terms of the motives relevant to leisure occasions.

The BOA Leisure Ladder (derived from Pearce & Maslow) and the Katz media

gratification studies explain how media usage within evolving leisure occasions:

-e Very High

• e High

• • Good

Higher levels Include lower

One motive at a time

dominates

Ascend with age & edu

cation

BOA MEDIA GRATIFICATION MATRIX LEISURE NEEDS

MEDIA PRODUCT

GRATIFICATIONS

If 111 Gratification lndi~

111ator

.~S}i}

:~~J:~~T£~~:· 1=~~=~=.f=~;=11 =~:=~=~=~=d= ... = .. =="d=in=g=;;==j=:j(ij • : I! / SELF·DEVELOPMEN --·· ____ ,,, c I ~~~ ~~D • Develop good taste o g' e e e e

l"~"'i°';"'f"'·;"'~"f""~f"'f_if:_:~_·:--1~1 ~~~=~'i'~=~"'~=;:=~=~=rl~=· d=o=f=livt=·n=g==l'j: • : : : •

• T:~ti!~~.~HIP ~o;;;:c;riends, with Family =Cl'"~ 11 ·: 11 ·: I~ ODD •Tribe, family, friends •with the Wodd _. • Shared good times • with community • Eniov thro' others •Share experiences of others

•Unusual, surprising • Experience excitement :~~'.~::T~~ls ~l§i;2~~!ufy, -.. ic 11=.11= IDDDD

~~ ::fg~ 1~=:- I ,_1: IDDDDD • 1~~~~ei;'how comep9;:~tive Media is at gr"ati"·ty'°'i-ng""l,..ei""su_re_n_ee""d""·---Bea'-s-ed~o-n-ePe:;!;~~A 'Leisure Ladder', Grati cation e.g a party with friends raises morale better than watching TV Research by Katz, Gurevitch & Haas, Swanson 0lil!JID:-nw

Media , like leisure, is used to Escape (relax), for Pleasure (stimulation), for Contact

{relationship), for self esteem {development) and Knowledge (fulfilment).

TV is mainly used for relaxation, stimulation and contact (usage gratification)

© [![Im I r;i j Ballarat Marketing Strategy Oct 1995 137

Newspapers & Magazines for self development (content gratification).

Positive processing by consumers happens when advertising introduces the

product at leisure occasion when the prospect is ready to think about it.

This means defining when there is a good match between the leisure needs of

the prospect and the motives and level of involvement with the product.

LAM, YO are looking primarily for Stimulation

16.8 Step 5: Productivity Plan

• BOA Media Productivity Method uses RMR data to identify Media Products

used by over 10% of target with an Involvement Index of at least 120:

Compares the degree of personal involvement with a media product (title, prog)

to the level of penetration of each product within the target Segments.

The 'Hot Quadrant' shows the media products which are most intimately part of

the Most Profitable Prospect's life.

Includes ABC and commercial TV, newspapers, magazines, cinema, video

rental, catalogues, radio etc.

The involvement index shows the level of involvement' with which the Prospects

consume each media product by comparing their usage with the average.

(Vertical scale).

Penetration indicates the proportion of the Prospect group which uses each

media product (Horizontal scale).

The 'Hot Quadrant' contains the media products which are the most intensely

used (high involvement, high penetration) by the most profitable prospects.

Note: the charts show an alternative Prospect group which was rejected; the charts demonstrate the process only; the proposed prospects analysis is on the following tables.

© [ii]!liiJ Ballarat Marketing Strategy Oct 1995 138

BRAND BALLARAT TARGET; SOVEREIGN HILL All Media Products

Low Usage Vic YON A/SA/LAM prefer holiday in Victoria High Usage High Involvement visited theme park or historic place on last holiday High lnvolvemen

400

350

300 >< Ql ..,

250 .E

"' 'i5 Ql 200 :::;:

150

100

50

-· - _: __ -).... - r· -··- ~-;! f f"~~~:;2~~;~~···1

.

·.-.. ·.·_-·.·.·_· •• ·_-.·· .. ·.·.··-·.-... ·'··:r·,··· .. ·.··._-_··.·.111 .. ·.·.·.·-.-·.·.~.·.·.· .. ·.··.·_1 .... ·.:.·.··. -... -.. ·.·.··.··-·······!!......... • • -·--ci~.~'"~1-1-1 Hir.~;.v~~~;;.9.~t.!··· .. +-·•·-··.. .. ... -.................. -........ ) ...... { ~0% Usage and i·-

. .!,. • • • ~ i 1fO+ Involvement i ' • : • ·-·-··················-·······-··· ' • ' 38 (14%) : ..... .r--••U•••••••O•n•••onJ ....... -.. I • : •

l s2 (31%) M~dia I • r;· . . ~ ·-··· ···-·········-········-o..11· ···-··.·.·.·,· ••. i.·.· .• ·.·_a ........... _: •• : .. ~.·-....... ··_··.·.· .•. r .. :.··:·· ... -.·.·.: .. : .. ::::.~.·.~.·_:· .. ·.· .. : .. ··.·. ······i Products with •······-·········-·················'·····················-··························· .--

! High Involvement!= •! • I•• • ···!. .... ~.~::.~.~ag~ .. ..l•····················-······l····•·············· ··=-··· !~········-i-···~············;...... -- •

2 3 5 10

.'. ········'--············· . ........ :...... .... ~ . ' i 23 (9%) Media :

I • ! i Products with i ...... -.. J .. -.... : Low Involvement •

· ! & High Usage i

20 . ' '-o•U••<!•••o•••••••••••I

30 50 Low Usage % of Target Group A~lllllllllMediaChart High Usage

Low Involvement Low Involvement

SOVEREIGN HILL PROSPECTS Vic YON A/SA/LAM prefer holiday In Victoria

visited theme park, museum or historic place on last holiday High Usage

High Involvement

' ' . :: = ~,.._,,,,,,·::: =-=1--~ = = ~::=-1 ~~~r"' 320 ··· ······ - ·· ···-- ·- --·· · -· · ·- ·· · -··· ···· - -···· ··-····i· ·-·······-·· - ··· ·····- ···---·r!t!-· ···· ·-·······• 5 Newspapers

The Weekend Australlarl Qu~drant l 3 Radio • i 2 Big Picture ! i 1 Ranted video

210 ···· - ·--·····- ·-·- ···-··Wii·owe·eiilii-/· ----·-· - -···-·- --··-j· -·--··--··--····L •. ~.~1.~'.'.':'.~ ..•. 1•..•..•..• •.

' ' ; • <?ood Weekend ;

220 ······-·····;···--·····lila!ion•~•o!fiaphlc··-···/···-·-·--····-·-·······-•-Eull.fron~LFli;·-·-·····:········-··-···----··J-·······-·--The World at War • TheiSunday Age : • i

2: Four Corners • • TV )\'lag The Spnday Age • The Age (Sat) X-Northem Expasu• War•• Grea!••t Commerclal!ll\ Murphy.B1'9wn

10: Sun Movie .! The Age • M·F) •' _ Cinema i 170 -······-······-···----·-········-········-··········-········-·• ·*•·Se111feld·--·····-··-·-·---··-·······-···:··--fore1grrCorrespondent--·····1··-····---• •The Footy Show i ! i

ors 10: Sunday Mollie l ;-~ Austereo l i Video ' - s· ER •. ' Law & Orde • • !!! Aust~reo Trip le M • • · , !

Family

Quantum • ABC News (M-Su) ~lrosa P!ac'il ru;[ Tolal Aus stereo ! Lois & Clark • Cyt;,il Sun Herald Sun j • Allied sub~rbans

120 10

:Ten Late News (M-F) Trr"""'"'ra""'"'c.--~' ---------~-~ 20 30

A!ilU 1 UllMed1a Chart % of Target Group Rental video

© ™ Ballarat Marketing Strategy Oct 1995

50 High Usage

Lower Involvement

139

To provide more accurate definition of high involvement in such a disparate

group, VA/SA have been analysed separately:

MELBOURNE VA/SANO/LAM/SB THEME PARK PREFERRERS

Sample

Population

The Austn Financial Review (M-F av)

7: Worlds Greatest Commercials

National Geographic

3LO

2: The Worl.d at War

Good Weekend

10: Ten Late News (M-F)

The Age (M-F av)

2: Doctor Finlay

2: Four Corners

Sunday Age View TV Magazine (Vic.)

2: Waiting for God

7: Lois and Clark

The Age (Sat)

7: Today Tonight (M-F)

10: Channel 10 Sunday Movie

9: Money

The Sunday Age (Vic)

7: Birds of a Feather

Better Homes & Gardens

2: ABC News (M-Su)

9: Aust. Fun Home Videos

10: Northern Exposure

9: E.R.

9: Burke's Backyard

2: The Bill

7: Gladiators

Royal Auto (Vic.)

GOLD-104

10: The Nanny

VA/SA

271

274,000

'000 %

29 10.6

119 43.4

37 13.5

89 32.5

35 12.8

68 24.8

63 23

105 38.3

33 12

37 13.5

44 16.1

28 10.2

49 17.9

150 54.7

34 12.4

29 10.6

70 25.5

78 28.5

36 13.1

34 12.4.

39 14.2

54 19.7

36 13.1

68 24.8

51 18.6

39 14.2

47 17.2

103 37.6

40 14.6

45 16.4

e DENOTE SHARED HOT QUADRANT MEDIA

© I Iii I Ill@] Ballarat Marketing Strategy Oct 1995

TOTAL GROUP

585

616,000

MMI '000 % MMI

365 35 5.7 196

246 227 36.9 209 • 214 61 9.9 157 • 183 110 17.9 101

181 55 8.9 126

173 106 17.2 120 • 170 93 15.1 112

166 176 28.6 124 • 160 35 5.7 75

159 54 8.8 104

157 88 14.3 139 • • 1ss· 28 4.5 70

155 108 17.5 152

150 293 47.6 131 • 150 47 7.6 92

145 69 11.2 153 • 144 128 20.8 117

144 154 25 126 • • 143 53 8.6 94

142 66 10.7 123 • 139 53 8.6 84

138 127 20.6 144 • 136 90 14.6 151 • 133 136 22.1 119

130 78 12.7 88

127 57 9.3 83

126 115 18.7 137 • 124 189 30.7 101 • 124 83 13.5 115

122 119 19.3 144

•DENOTES PREFERED MEDIA

140

MELBOURNE VA/SA/YO/LAM/SB THEME PARK PREFERERS

Sample

Population

Girlfriend

Dolly

Cosmopolitan

Smash Hits

10: Heartbreak High

Cleo

TV Hits

10: Melrose Place

Inside Sport

9: Kung Fu: Legend Continue

10: Beverly Hills 9021 O

Unique Cars

Who Weekly

10: Baywatch

FOXFM

TRIPLE M

10: Mad About You

10: Brady Bunch (M-F)

7: Family Matters

10: The Simpsons (M-F)

10: Neighbours (M-F)

7: Full Frontal

TRIPLEJ

10: Seinfeld

9: Just Kidding

10: X Files

10: Northern Exposure

TI-FM

10: Seaquest DSV

7: Home and Away (M-F)

9: Murphy Brown

TV Week

9: Married with Children

YO/LAM

201

234,000

'DOD %

28 12

49 20.9

61 26.1

26 11.1

45 19.2

59 25.2

29 12.4

111 47.4

29 12.4

28 12

79 33.8

25 10.7

40 17.1

56 23.9

116 49.6

106 45.3

59 25.2

37 15.8

38 16.2

40 17.1

46 19.7

62 26.5

53 22.6

59 25.2

74 31.6

71 30.3

47 20.1

78 33.3

45 19.2

41 17.5

53 22.6

55 23.5

53 22.6

© l Iii I llJ I Iii I Ballarat Marketing Strategy Oct 1995

TOTAL GROUP

585

616,000

MMI 'DOD % MMI

476 33 5.4 213

471 55 8.9 201

429 77 12.5 206

394 28 4.5 161

389 59 9.6 194

366 81 13.1 191

356 34 5.5 159

323 166 26.9 183

314 49 a 202

306 36 5.8 150

295 107 17.4 152

276 40 6.5 168

268 72 11.7 183

256 91 14.8 158

244 209 33.9 167

240 188 30.5 162

234 88 14.3 132

231 66 10.7 157

231 59 9.6 136

228 58 9.4 126

225 64 10.4 119

219 99 16.1 133

213 85 13.8 130

212 103 16.7 141

212 149 24.2 162

210 129 20.9 145

208 90 14.6 151

204 152 24.7 151

191 88 14.3 142

184 65 10.6 111

179 103 16.7 132

177 105 17 129

176 96 15.6 121

•

• • •

•

• • • • • • •

• • • • • •

141

10: Channel 10 Sunday Movie 30 12.8 175 69 11.2 153 • Watched a rented video last 7 days 46 19.7 175 84 13.6 121 • 10: The Nanny 54 23.1 172 119 19.3 144

10: Roseanne (M-F) 28 12 167 52 8.4 118 • Been to Cinema (4 Weeks) 123 52.6 167 245 39.8 127

7: Gladiators 52 22.2 163 115 18.7 137 • • Sunday Herald Sun TV Extra (Vic.) 72 30.8 162 148 24 127

7: Lois and Clark 43 18.4 159 108 17.5 152

9: Hey Hey It's Saturday 48 20.5 156 98 15.9 121

7: Worlds Greatest Commercials 62 26.5 150 227 36.9 209 • Sunday Age View TV Magazine (Vic.) 35 15 146 88 14.3 139 • 7: Full House 43 18.4 146 95 15.4 122

The Sunday Age (Vic) 63 26.9 136 154 25 126 • Woman's Day 47 20.1 132 109 17.7 116

9: Aust. Fun Home Videos 44 18.8 132 127 20.6 144 • 9: Cybill 42 17.9 125 99 16.1 112

7: Home Improvement (W,Su) 40 17.1 121 95 15.4 109

• In fact, very few 'Relationship' products are included in the VA, SA 'Hot

Quadrant'; although many 'Stimulation' products are listed for LAM, YO:

• There are two few jointly used media products for a 'coalition' to be feasible.

• So, for VA, SA, the highest involvement media with the highest emotional

appeal will give the best result:

This is a combination of metro newspapers, newsmags and magazines

Ideal for the direct response retail advertising planned.

Excludes commercial TV, where the best performing programmes are too 'Self

development' (news etc), the highest invovement mainly ABC.

• For LAM, YO the high loading magazines are considered too 'Self

development', when the Stimulation motive is best addressed by TV:

A full presentation of soaps and comedies.

Radio is also heavily used by these Prospects.

@ ~ Ballarat Marketing Strategy Oct 1995 142

~(

10: Channel 10 Sunday Movie 30 12.8 175 69 11.2 153 • Watched a rented video last 7 days 46 19.7 175 84 13.6 121 • 10: The Nanny 54 23.1 172 119 19.3 144

10: Roseanne (M-F) 28 12 167 52 8.4 118 • Been to Cinema (4 Weeks) 123 52.6 167 245 39.8 127

7 : Gladiators 52 22.2 163 115 18.7 137 • • Sunday Herald Sun TV Extra (Vic.) 72 30.8 162 148 24 127

7: Lois and Clark 43 18.4 159 108 17.5 152

9: Hey Hey It's Saturday 48 20.5 156 98 15.9 121

7: Worlds Greatest Commercials 62 26.5 150 227 36.9 209 • Sunday Age View TV Magazine (Vic.) 35 15 146 88 14.3 139 • 7: Full House 43 18.4 146 95 15.4 122

lrhe Sunday Age (Vic) 63 26.9 136 154 25 126 • Woman's Day 47 20.1 132 109 17.7 116

9: Aust. Fun Home Videos 44 18.8 132 127 20.6 144 • 9: Cybill 42 17.9 125 99 16.1 112

7: Home Improvement (W,Su} 40 17.1 121 95 15.4 109

• In fact, very few 'Relationship' products are included in the VA, SA 'Hot

Quadrant'; although many 'Stimulation' products are listed for LAM, YO:

· There are two few jointly used media products for a 'coalition' to be feasible.

• So, for VA, SA, the highest involvement media with the highest emotional

appeal will give the best result:

•

This is a combination of metro newspapers, newsmags and magazines

Ideal for the direct response retail advertising planned.

Excludes commercial TV, where the best performing programmes are too 'Self

development' (news etc}, the highest involvement mainly ABC.

For LAM, YO the high loading magazines are considered too 'Self

development', when the Stimulation motive is best addressed by lV:

A full presentation of soaps and comedies.

Radio is also heavily used by these Prospects.

© [iij]l@ Ballarat Marketing Strategy Oct 1995 142

• The most productive media for Brand Ballarat in Tier 1 is recommended:

LAM, YO (Stimulation):

Radio (FOX 50/244, MMM 45/240, TI 33/204)

Cinema (531167)

VA, SA (Relationship):

National Geographic (14/214)

Better Home and Gardens (121142)

Age (M-F 38/166, Sat 55/150, Sun 29/144, Good Weekend 25/173 - travel)

Royal Auto (38/124)

~ ( • No recommendations are made for interstate or overseas communications;

this will be part of the distribution efforts in Chapter 15.

16.9 Public Relations

• Exploit the power of 'Free Ink' - real media editorial interest in the Brand

Ballarat topics: Sovereign Hill, Eureka, the Republic etc.

The high level of consumer awareness in Sovereign Hill means that new

attractions command good media attention - they are news.

Experience shows that new PLC can be driven by media stories.

16.10 Setting the Budget

• Advertising expenditure should be linked to the expected total number of

visitors and the degree of product initiatives:

Ballarat and Sovereign Hill new products should be supported to stimulate trial;

in a declining cycle, less should be spent (avoid counter-cyclical overspending).

Based on the findings of Chapter 9, Tier 1 should be supported by about $0.50

per cap - rising to $0.85 at launch, calculated on the peak cycle visitation).

This is equivalent to about $252,000 in 1995/6 rising to about $500,000 in 1997/8.

© [@ til I~] Balla rat Marketing Strategy Oct 1995 143

re I \

17. DEVELOPMENT & NEXT STEPS

• This study has structured available information into a framework which can

be readily updated.

• A bi-annual marketing status report should be prepared to monitor progress

towards marketing objectives:

Subscribe to ABS, BTR, RMR (theme park monitor)

Qualitative Visitor Probes.

Update PLC trends and review projections.

Strategic commentary.

Distribute to operators.

Basis of approach to sponsors and investors.

• Continue the Annual Planning Process.

• Develop pricing and demand models.

• Establish an intensive product development and testing programme:

Build on study to define 'New Ride' briefing.

Develop candidate product and theme concepts.

Test and refine.

• A BTB implementation task force should oversee the development of

detailed implementation plans for Sovereign Hill and the BTB •

• The graphic below suggests a development programme:

© I Iii I m I fil I Balla rat Marketing Strategy Oct 1995 144

!

FINISH MARKETING ~

AUDIT

SOVHILL FINAL STRATEGY

PRESENT DRAFT REPORT FINAL REPORT

30.10.95 BALLARAT

2.11.95 FINAL STRATEGY REPORT

../ Completed

D Sovereign Hill

D Ballarat

D Joint Activity

clemenge sov_hill marketau.dat ladder.pre

J .I .. .l ---1

' l I J

DEVELi;PING THE STRATEulES & PLANS

SOVHILL FORM BTB IMPLEMENTATION

TASK FORCE PLAN TO OVERSEE

FINAL I IMPLEMENTATION

COORDINATED · & 11 BALLARA T DEVELOPMENT IMPLEMENTATION STRATEGIES

BUDGETS APPROVAL

PROGRAMME PLAN

CONCEPT DEVELOPMENT

BRIEF Target Visitors

Positioning Product, Price

Distribution etc

DESIGN PRODUCT/ STRATEGY CONCEPTS

I CONCEPT A I I CONCEPTS I I CONCEPT c I

CONSUMER VALIDATION

Qualitative testing Quantification Final Product Specification

FINAL COORDINATED

PLANS

BUSINESS PLAN IMPLEMENTATION

PLAN

FINAL CONCEPT DETAILED

STRATEGIES

Cc\ riliil llll !'i.'111000

The BOA Presentation & Positioning Map

Roy Morgan Research 'Values Segmentation'

TRAVEL Inter·/ Intrastate Overseas Activities Preference Intention Visited I Reason

LEISURE Eating Drinking Activities Leisure Sport Culture

Devek>ped in conjunction wi1h Colin Benjamin of the Horizon Netv«>rk

00~ PREPARED BY ~ DERN:OTT & AssoclATES

THE ROY MORGAN RESEARCH CENTRE DATABASE

·HOME Buying Selling Renovation renting

BUSINESS Decisions Types Value

MEDIA Print Television Cinema Radio Catalogues

THE CONSUMER Demographics Geo- Demographics Values SegmentaUon

ELECTRICAL Appliances PC, Fax Electronics

FINANCIAL PRODUCTS Deposits Loans. Cards lnvesbnents Insurances

INSURANCE General Car Home Life Superannuation

The Values Segmentation davelOped In conjunction with Conn Benjamin of the Hor1zon Netwonc The BOA Positioning Map designed bV Br1an Dermott & Assodates

CARS Make Model Age New/Used Intention Ovmership

SHOPPING Food I Non Food Supermarket Department Discount Specialty Shopping

A Framework of Understanding

• RMRC 'Values Segments'* Map the Market

- Demographics (age, gender etc) help describe groups ,

- Psychographic characteristics enhance their meaning:

• Life goals • Progressive vs Conservative

• Price/Quality Expectation • Attitudes to social issues

• 'I' vs 'We' • Attraction to innovation

• Ten 'Values Segments'

- Groups sharing similar demographics and psychographics

- In a research sense, represent the community to business

•Developed in conjunction with Colin Benjamin of The Horizon Network

Ten Segments positioned ... • A demographic

frame ... - Upmarket to

down market

- Young to old

- Middle Australia

- Upwardly mobile

- Tertiary

THE [iJiJi]POSITIONIJllQMAP

a_ei:-tt,_

THE ROY MORGAN RESEARCH CENTRE 'VALUES SEGMENTS" Developed In conjuncUon with CoUn Benjamin of The Horizons Network

lERllARY EDUCATI ... PROFESSIONAL OCCUPATIOfil' HIGHSTAlUS ATTITUDES

OOC<ALLV AWAAE

• Segment characteristics - Internal drives &

motives

\-----( c=._~L \----t>{ =L

- External lifestyle

'"""" EDUCA-LOW'&KLl.11

""' OCWPATIOHO

'"

YOUNG ANO .......

AFAIR£R DEAL ,..

... ""

FAMl.V LIFE

REAL COHSliRVA'MM .. .... -· ·~

""' AGE

= '=" =

~6~ ---;_--=-@:I

LOOK AT ME (14u/o)

• Young people seeking an exciting life, to have a real fun time.

• Living for today - tomorrow will take care of itself

• Fashion and trend conscious, wishing to be seen as different from their family but similar to th~ir peers:

• Active socially, wanting to escape the family home

• Enjoy both watching and taking part in sport.

• Not sophisticated or politically active, nor are they concerned about social issues.

• Financially they don't tend to plan ahead or budget

YOUNG OPTIMISM (7°/o)

• The student generation, active, trendy, outgoing.

• Often the children of VA's and SA's, they see themselves as very progressive.

• Young singles or couples living together, at Uni or just started in profession.

• Relatively well off, they collect new experiences, ideas and relationships.

• Trend setters, outgoing, ambitious and very career oriented, by far the . most dynamic and active group.

• A few are keen investors and most aspire to important places In society.

I

1~ "':,!'

L-=-=-~~--=.~~~~=

SUMETHIN<.:; l::SI:: I 11::.K (~"lo)

• Upwardly mobile younger couples, building up their business, career driven.

• Both earning good incomes, but they want it all..!Jfill! .

• So they borrow a lot to fund lifestyle (home and activities) and become financially stressed.

• Over half have "ankle-biters'', but the family is not really central to their lives.

• They are confident, ambitious and progressive ...

• •.. but also resourceful and work hard to keep ahead

CONVENTIONAL FAMILY LIFE (11°/o)

• This.ls middle Australia, people whose life is centred around their families.

• Skilled tradesmen or middle office workers, with mortgages and super.

• Mainly between 30 and 50 years of. age, on average incomes.

• They strive to give their children better opportunities in life than they had.

• Not ambitious and prefer to spend spare time with the family and around the home.

• Generally happy and satisfied, down to earth and practical.

=

TRADITIONAL FAMILY LIFE (18°/o)

=

• The over 60's, empty nest and mostly retired middle Australia; most live in their own home.

• Strong commitment to traditional roles and values, cautious of new things.

• Time for a few more Interests and manage to get away to nice places occasionally.

• God has an important place in their lives and they are concerned about their health.

• Relationship with their grown up children and grandchildren is paramount.

BASIC NEEDS (4%)

• Older, retired workers and widows living (often alone) on a pension.

• Very traditional views with a strong Christian ethic.

• Feel vulnerable, seek protection and security.

• Crave a sense of security and self respect.

• Electronic media substitutes for absent friends and relatives. ·

=-=a:

=

=

VISIBLE ACHIEVEMENT (15o/o)

• Around 40 years old, this group are the wealth creators of Australia.

• Literate, confident and competent, they work for financial reward and job stimulation.

• Seek recognition and status for themselves and their families.

• They have 25% of Australia's children, with traditional views about family responsibilities.

• World of visible "good living", travel, recreation, other evidence of success

• · Some "blue collar businessmen".

• Demanding and smart strategic shoppers; prolific consumers of lifestyle products.

SOCIALLY AWARE (10%)

• Tertiary educated people in top jobs, the most educated segment of the community.

• Community minded, politically and socially active, enjoy persuading others to their opinion.

• Avid arts goers, with no real mon~y worries, tend to be wealth managers.

• A thoughtful and strategic approach to life, including shopping and family life.

• Experiential tourists who pursue a stimulating lifestyle, both In their homes and leisure activities •

• They are very green and progressive.

-.:..- -:::·

REAL CONSERVATISM (5o/o)

• Observers of society, rather than active participants.

• Very traditional and religion plays a big part in their lives.

• More likely to be found on the land or in quiet suburbia

• Very cautious about new products and ideas, they vote extreme right.

• Financially well off, they are hoarders rather than spenders • have it , not flaunt it.

• Travel is popular, especially caravans, fishing and other traditional holidays

• Concerned about the impact of groups such as the Greens, the Blacks (before that, it was the Reds).

A FAIRER DEAL (7%) .

• This group is working class and blue collar.

• Around 30, on low incomes struggling to make ends meet.

• Consider that they get a raw deal out of life, and are very dissatisfied.

• Full time home duties for women and full-time (un)employment for men reinforce traditional roles.

• Money worries and employment insecurity create high levels of pessimism and cynicism.

• Many are union members, have only third party car insurance and smoke.

• Not at all active in leisure pursuits, they tend to be home bound, watching TV.

J J J ] J J ~ .-

THE RMRC VALUES SEGMENTS* - SELECTED LIFESTYLE CHARACTERISTICS - (12 mths to Sept 94)

Eating Out Sports Activities Recreation

Index Ave= 100 Pop. BYO KFC McDon Sizzler Spectator Play Water Exercise Disco/ Hotel for Art Ballet/ Casino/ Amuse- Worked Rest aids Sport Competn Sports to keep Nightclub a Gallery/ Opera/ Poker- men! in

Sport fit drink Museum Theatre Machines Park/Zoo Garden Population 29.5 25.4 38.0 11.4 33.5 24.3 12.6 54.0 25.2 30.6 23.1 17.6 41.7 33.5 72.3

Basic Needs 4.0 26 38 26 66 32 38 6 60 10 40 39 50 82 27 96 . A Fairer Deal 7.1 43 145 . 129. 85 81 100 88 79 132 96 45 32 89 87 78

Conv. Fam. Life 10.0 72 103 96 58 91 75 58 92 52 82 63 64 89 96 105 Trad. Fam Life 18.4 56 35 34 88 52 52 18 78 12 41 72 83 92 50 110

..

Look at Me 13.3 80 179 171. 130 131 192 183 112 207 102 83 61 85 123 67 .. Something Better 9.6 97 127 . 117 . 89 110 101 108 98 127 136 77 60 119 113 107 Real Conservative 4.8 69 74 67 . 105 . 88 68 45 90 37 75 71 84 106 79 114

Young Optimism 7.3 159 148 158 130 144 152 209 133 291 190 163 155 134 140 77

Visible Achievement 15.3 150 91 107 112 128 101 109 111 63 109 124 146 110 122 118 Socially Aware 10.3 200 71 90 91 118 94 151 127 101 149 221 217 98 136 112

• Developed In conjunction with Colin Benjamin of the Horizons Network

J J . J .--.

THE RMRC VALUES SEGMENTS* - SELECTED LIFESTYLE CHARACTERISTICS - (12 mths to Sept 94)

Holidays Last Year House Activities Cars Print Media

Index Ave= 100 Pop. Within Inter Overseas Bought/ Redecorate Renovated Drive Drive Drive Drive Women's House Who Time

State state Bull! d home Hyundai Honda Prestige GMH Weekly &

home Refurbished Car Garden

Population 32.5 25.B B.5 4.9 20.1 10.0 1.9 2.5 4.3 1B.5 23.0 5.1 6.3 3.4

Basic Needs 4.0 51 57 34 31 41 43 57 46 79 121 103 71 27 25

A Fairer Deal 7.1 76 51 30 56 66 54 B5 B7 35 112 B5 66 106 41

Conv. Fam. Life 10.0 BB 73 BB 10B 101 115 143 25 70 120 119 113 69 59

Trad. Fam Life 18.4 79 93 70 51 73 70 94 102 72 111 111 102 28 51

Look at Me 13.3 103 B3 79 52 53 37 96 114 70 111 80 45 162 86

Something Better 9.6 . 105 94 71 155 123 116 125 68 55 96 104 101 124 78

Real Conservative 4.8 92 92 91 101 107 125 45 81 76 9B 123 116 50 66

Young Optimism 7.3 . 120 127 142 BO 83 46 209 169 123 84 78 74 223 187

Visible Achievement 15.3 123 133 154 155 158 172 81 107 130 BB 112 141 105 165

Socially Aware 10.3 132 151 206 180 156 180 108 138 165 86 80 140 109 192

•Developed in conjunction with Colin Benjamin of the Horizons Network

J .l

THE / Iii II 11 II m I POSITIONING MAP /"

BRIAN DERMOTT & ASSOCIATES

THE ROY MORGAN RESEARCH CENTRE "VALUES SEGMENTS" Developed in conjunction with Colin Benjamin of The Horizons Network

TERTIARY EDUCATION/ PROFESSIONAL OCCUPATION/ HIGH STATUS ATTITUDES

YOUNG OPTIMISM

7%

, YOUNG & PROGRESSIVE , EXPERIENTIAL LIFESTYLE , SEEK NEW & DIFFERENT THINGS , TREND SETTERS

.....

J

-~-

SEGMENT PROFILES SUMMARY

SOCIALLY 10% AWARE

• SOCIAL ISSUES ORIENTED • POLITICALLY/COMMUNITY ACTIVE • ARTS & CULTURE, TOP JOBS • WEALTH MANAGERS

VISIBLE 15% ACHIEVEMENT

______ ,,...... SOMETHING .-----·- • SUCCESS & CAREER DRIVEN

BEITER 9% • RECOGNITION & STATUS SEEKERS

• UPWARDLY MOBILE COUPLES • GOOD FAMILY LIVING .-• CAREER & LIFESTYLE DRIVEN • THE WEALTH CREATORS

---~---- • FINANCIALLY STRESSED

---13% LOOK AT ME ..,._

CONVENTIONAL 10.0% FAMILY LIFE

TRADITIONAL 18% ____________ ..,._ FAMILY LIFE

LOWER EDUCATION/ LOWER SKILLS/ LOWER PAID OCCUPATIONS

@ I Iii I Iii 11!!] Chart 1995

• YOUNG FUN SEEKERS , FASHION FOLLOWERS , LIVE FOR TODAY , VERY ACTIVE

A FAIRER DEAL 7%

, "GET A RAW DEAL OUT OF LIFE" • UNION MEMBERS • CYNICAL & PESSIMISTIC • VERY DISSATISFIED

YOUNG AND SINGLE

• MIDDLE AUSTRALIA , FAMILY & HOME FOCUS • MORTGAGE BELT • SMALL SAVERS

FAMILY LIFE

REAL 4% CONSERVATISM

• OBSERVERS OF LIFE • TRADITIONAURELIGIOUS , AVERSE TO CHANGES • HOARDERS

• RETIRED MIDDLE AUST o FAMILY FOCUSED LIVES o CAUTIOUS ABOUT NEW

THINGS • PASSIVE INCOME

BASIC NEEDS 4%

• WIDOWS & PENSIONERS , SURVIVAL LIFESTYLE , SEEK PROTECTION

OLD AGE

BALLARAT TOURISM MARKETING STRATEGY

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