The Group was commissioned to develop a Tourism Growth Strategy for Te Arawa Group Holdings Limited (TAGH). The Strategy was developed to identify a series of investment opportunities for TAGH, including opportunities to further the development of Wai-O-Tapu (WTW),
The Group completed a Visitor Experience Plan for The Workshops Rail Museum (TWRM) at Ipswich. The primary purpose of developing the Plan was to determine whether the adjacent Queensland Rail site (land and buildings) could be effectively integrated into the current TWRM site on a cost effective basis to grow visitation and associated revenue.
The Group was commissioned by Tonga Tourism to undertake the development of a Tourism Investment and Development Strategy and undertake an Implementation Program to help facilitate investment into new and existing tourism product.
As part of the assessment, The Group developed a detailed comparative benchmarking matrix which highlighted how Tonga is performing against competitor destinations throughout the South Pacific. Performance measures included brand awareness, visitor numbers, yield, length of stay, cruise ship numbers, level of investment, hotel room capacity (including hotel quality assessment) etc. The assessment also looked at the different consumer perceptions of each of the competitor destinations brands and how this is impacted by advertising and promotion, product development etc.
The Strategy also investigated current barriers to investment in Tonga, challenges with Government rules and regulations (particularly surrounding land ownership) and branding challenges associated with the recent MA60 flight grounding.
To ensure the sustainability and acceptance of the Strategy, the project team met with over 80 stakeholders from the various island groups in Tonga to discuss their perceptions on current challenges and potential opportunities that exist.
The Stafford Group was commissioned by Devonport Business Association (DBA) to undertake the development of a Branding and Tourism Growth Strategy. The Strategy covered the total area covered under the DBA’s scope boundaries.
The Strategy was developed to create a dedicated destination brand for Devonport and to integrate this brand with a tourism strategy which identifies sustainable opportunities for maximising visitor returns and yields, whilst at the same time, maintaining the values and needs of the local Devonport community.
Particularly, the Strategy needed to address the sustainability and commercial viability of businesses within the Business Improvement District, reflected in flat pedestrian traffic and low average spend levels of locals and visitors.
The Group was engaged by Hawkesbury City Council to prepare a Tourism Strategy focused on the likely future directions and trends for tourism in the Hawkesbury LGA and to develop a management framework to guide Council’s activities in its tourism program over the next 5 – 10 years.
Somerset Regional Council commissioned The Group to develop a Destination Management Plan and a Destination Marketing Brand for the Somerset region. The DMP provided recommendations for both product development and marketing/branding initiatives to help grow Somerset’s tourism offering in a sustainable manner and to deliver benefits to local tourism businesses and the wider local community.
The Stafford Group was commissioned to develop a 3-5 Year Promotion and Marketing Strategy for the Leichhardt LGA. The Strategy needed to cover a range of initiatives, including place making, branding and high street revitalisation within the LGA. Importantly, the Strategy had to assist in promoting and developing the LGA as a sustainable, liveable and connected community.
The Group worked with an interagency committee comprising Coffs Harbour City Council, Bellingen Shire Council, Nambucca Shire Council, NPWS and Coffs Coast Tourism to develop a robust Nature Tourism Strategy. This strategy aimed to encourage greater partnership and commercial and recreational use of public lands including forests, coastal walk-ways, national parks and wilderness areas, river rafting, scuba diving, canyoning and overnight walks, horse riding and mountain biking ventures.
The Group completed a major regional master plan covering the need for new product, infrastructure and investment to strengthen the level of visitor demand. As the gateway city and capital of the State of Queensland, this Plan had a strong focus on the need to address the lack of higher quality accommodation facilities, the need for new attractions and related tourism products, and better access to surrounding areas for day excursions.