23 Jul 2019

Jabiru Business Case

Gundjeihmi Aboriginal Corporation and the Department of the Chief Minister – 2018

Stafford Strategy was commissioned to develop a business case that: identifies appropriate strategies for developing the tourism industry at the township of Jabiru (NT), with flow on benefits for Kakadu National Park and, in a broader sense, Darwin; offers mechanisms for improving the town and its residential components, educational and related infrastructure benefits and which offer environmental best practice solutions for sustainability; and includes design concepts for a Jabiru Lake tourism precinct, so that the area is transformed into a highly attractive and unique visitor destination in its own right.

23 Jul 2019

Great Ocean Road Marketing, Concept Plan & Business Case

Surf Coast Shire – 2018

Stafford Strategy developed a Marketing, Concept Plan and Business Case for a Great Ocean Road experience. The purpose of the project was to define the feasibility of introducing a major visitor experience in Torquay to: reframe the Great Ocean Road visitor journey to an immersive experience; and to transform Torquay to a ‘must do’ destination to mark the Eastern beginning of the Great Ocean Road.

23 Jul 2019

Museum of Sydney Harbour Business Case

Sydney Heritage Fleet – 2018

Stafford completed a Business Case on behalf of the Sydney Heritage Fleet which assessed a proposed Museum of Sydney Harbour (MOSH). The Business Case’s primary objective was to determine the level of market demand and financial viability for the proposed facility.

29 May 2015

Tourism Growth Strategy

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),

29 May 2015

The Workshops Rail Museum Visitor Experience Plan

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.

29 May 2015

Tonga Tourism Investment and Development Strategy

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.

27 Feb 2015

Devonport Tourism and Branding Strategy

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.

29 May 2014

Hawkesbury Tourism Strategy

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.

29 May 2014

Somerset Region Destination Management Plan & Destination Marketing Brand

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.

01 Mar 2014

Leichhardt Marketing Strategy

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.