Briefing to the Select Committee by South African Tourism on the Strategic 2015/16 to 2019/2020 Plan...

Briefing to the Select Committee by South African Tourism on the Strategic 2015/16 to 2019/2020 Plan and Annual Performance Plan 2015/16

27 May 2015

Slide no. 2

Contents

• Vision, Mandate and Governance

• Strategic Objectives and Performance Measurements

• SA Tourism Budget

• SA Tourism Strategyo National Convention Bureauo Leisure Tourism – Global, Africa and Domestic Tourismo Tourism Grading Council

• Alignment with Key Stakeholders

• SA Tourism HR Strategy• • Concluding Remarks

Vision and Mission

Vision

For South Africa (SA) to be one of the most preferred tourist destinations in the world and to maximise the economic potential of the tourism industry for our country and its people.

Mission

To develop and implement a world-class tourism marketing strategy for SA. In pursuance of this, SA Tourism will:•Implement domestic, regional and international marketing strategies informed by research;•Implement a business events strategy;•Implement and maintain a recognisable, credible and globally benchmarked system of quality assurance;•Facilitate strategic alignment of Provinces and industry in support of global marketing of tourism;•Continuously align efforts to support tourism growth;•Ensure the efficient utilisation of resources to deliver the tourism strategy.

Slide no. 3

Slide no. 4

Convince consumers/ clients that SA can be

trusted to deliver memorable experiences & successful business events

Convince consumers/ clients that SA can be

trusted to deliver memorable experiences & successful business events

Engage Stakeholders to deliver quality visitor experience that re-affirm the

brand promise

Engage Stakeholders to deliver quality visitor experience that re-affirm the

brand promise

Work the distribution channel to promote

SA

Work the distribution channel to promote

SA

Energise and empower the organisation to

innovate and achieve excellence

Energise and empower the organisation to

innovate and achieve excellence

Invest only in selected markets/ decision centres to deliver volume and

value

Invest only in selected markets/ decision centres to deliver volume and

value

SA Tourism’s Expanded Mandate: Leisure, Business Events, Meetings and Quality Assurance

Significantly growing a sustainable tourism economy in South Africa, with domestic, regional and international components, based on innovation, service excellence, meaningful participation and partnerships.

Significantly growing a sustainable tourism economy in South Africa, with domestic, regional and international components, based on innovation, service excellence, meaningful participation and partnerships.

National Tourism Sector Strategy outcome which SA Tourism will need to deliver

against

Strategic outcome

orientated goal

Strategies to deliver

expected outcomes

Increased contribution of the tourism sector to inclusive and sustainable economic growthIncreased contribution of the tourism sector to inclusive and sustainable economic growth

Set up regional hubs to increase market

penetration

Set up regional hubs to increase market

penetration

Page 10 – Strategic Plan 2015 - 2020Slide no. 4

Slide no. 5

Alignment of SA Tourism Planning Approach

NDP and Growth Path

SA Tourism’s Strategic Plan

Annual Performance Plan (APP)

Divisional Plans/Business

Plans

Individual Performance Contract

MTSF, NTSS Priorities and Domestic Tourism Growth Strategy

15 years

5 years

5 years

1 year

1 year

1 year

Page 11 – Strategic Plan

Slide no. 6

Strategic Objectives

Page 25 -34: Strategic Plan

Slide no. 7

Strategic Outcome Oriented Goals

Strategic Outcome

Oriented Goal

Increased contribution of the tourism sector to inclusive and sustainable

economic growth

Goal Statement Implement marketing strategies that build brand awareness of South Africa as

a tourist destination to ensure that we attract international and domestic

tourists and business events delegates, that will increase tourism's revenue

contribution to the economy from R107.4 billion in 2015 to R134.3 billion by

2020.

Strategic

Objective

Objective Statement Baseline:

2013/14

Justification Links

1 Contribute to the

growth of tourist

arrivals to South

Africa.

Implement an

international marketing

strategy to contribute

tourist arrivals from 9.6

million in 2013/14 to

13.7 million by 2020.

9.6 million

tourist arrivals

in 2013

Increased tourist

arrivals to the country

translates to growth in

revenue to the

economy.

Outcome1

1

2 Contribute to the

growth of

domestic tourism

in South Africa.

Implement a domestic

marketing strategy to:

Contribute the number of

holiday trips from 3.1

million in 2013/14 to 4.1

million by 2020.

Holiday trips:

3.1 million

By creating a culture

of travel amongst

South Africans,

domestic tourism

revenue will contribute

to the economy.

Outcome

4

Page 34 -36 – Strategic Plan

Slide no. 8


Strategic Outcome Oriented

-Goal


economic growth

Goal Statement Implement marketing strategies that build brand awareness of South

Africa as a tourist destination to ensure that we attract international and

domestic tourists and business events delegates, that will increase

tourism's revenue contribution to the economy from R107.4 billion in

2015 to R134.3 billion by 2020.

Strategic Objective Objective Statement Baseline:

2013/14

Justification Links

3 Achieve tourism

revenue

(TTFDS + TDDS)

Note: Total Tourist

Foreign Direct Spend

is TTFDS and Total

Domestic Direct

Spend is TDDS.

To market South

Africa in a manner

that we attract the

tourists that will

ensure growth in

revenue contribution

from R94.6 billion in

2013/14 to R134.3

billion by 2020.

R94.6 billion

comprising of

TTFDS = R70.3

billion (new

indicator that

has not been

audited) and

TDDS: R24.3

billion.

This objective will

ensure that we target

growth in tourist

arrivals (volume) as

well as growth in

spend (value) in South

Africa to ensure that

tourism's revenue

contribution to the

economy increases.

Outcome 4


Slide no. 9


Strategic Outcome Oriented

Goal


economic growth





2015 to R134.3 billion by 2020.

Strategic Objective Objective Statement Baseline:

2013/14

Justification Links

4 Maintain brand

awareness of South

Africa as a tourist

destination.

To improve brand

awareness from 79%

in 2013/14 to 86%

by 2020.

79% Increased brand awareness

results in higher tourist

arrivals and spend thus

contributing to economic

growth.

Outcome 4

5 Provide quality

assurance for tourism

products.

Implement the

tourism grading

system to increase

graded

establishments from

5. 587 in 2013/14 to

9.738 by 2020.

5 587 This objective will result in

the marketing through word-

of-mouth of the quality

experience offered in South

Africa.

Outcome 4


Slide no. 10


Strategic Outcome

Oriented Goal


economic growth





2015 to R134.3 billion by 2020.

Strategic Objective Objective

Statement

Baseline

:

2013/14

Justification Links

6 Increase the number

of business events in

South Africa.

Market South Africa

as a meetings

destination and

provide support for

bids to contribute to

the number of

business events

from 118 in 2013/14

to 134 by 2020.

118 This objective is to create a

strong focus on the

marketing and selling of

South Africa as a meetings

destination.

Outcome 4


Slide no. 11

Annual Performance Targets 2015/16 and beyond


Slide no. 12

KEY PERFORMANCEINDICATOR

AUDITED OUTCOME OR ACTUAL PERFORMANCE

ESTIMATED PERFORMANCE

MEDIUM-TERM TARGETS

2013/14 2014/15 2015/16 2016/17 2017/18

Number of tourist arrivals achieved (million)

9,6 4.7% 10,3 6.7% 10,9 7.0% 11, 5 5.1% 12.0 4.2%

Number of domestic holiday trips(millions) achieved

3,1 6.9% 2, 6 -15.3% 2,8 8.3% 3,0 7.7% 3,2 7.1%

Total Tourism Revenue achieved (billion)

R 94.6 -4.0% R 101.8 7.6% R 107.4 5.5% R 112.7 5.0% R 117.5

4.2%

TTFDS (billion) R 70.3 -5.3% R 78.6 11.8% R 83.1 5.7% R 87.4 5.2% R 91.0 4.1%

TDDS (billion) R 24.3 11.5% R 23.2 -4.5% R 24.3 4.2% R 25.3 4.5% R 26.5 4.5%

Page 11 - APP

KEY PERFORMANCEINDICATOR

AUDITED OUTCOME/ACTUAL PERFORMANCE

ESTIMATED PERFORMANCE

MEDIUM-TERM TARGETS

2013/14 2014/15 2015/16 2016/17 2017/18

Brand awareness achieved (%)

79%

80%

80%

80%

80%

Number of graded accommodations establishments achieved

5 587

-7.2%

7

088

26.9%

6 493

-

8.4%

6 948

7.0%

7

643

10 %

Number of business events in South Africa

*118

-

71

-39%

87

22.5%

118

35%

125

5.9%


Page 11 - APP

*The ICCA audited baseline for number of business events hosted in South Africa in 2013/14 was 118. However, setting the target for 2015/16 and beyond, SANCB considered the number of secured events, the bidding pipeline of likely events, the 4 year lead time and the 65% success rate of bids submitted.

Slide no. 13

Slide no. 14

Budget Allocation


Slide no. 15

Overview Of 2015/16 Budget and MTEF Estimates

2011/ 12 2012/ 13 2015/ 16 2016/ 17 2017/ 18

Audited Audited Audited Budget Adjustment Budget Estimate* Budget

1 Government grant 668 613 754 954 846 333 876 309 3 700 880 009 977 712 1 024 847 1 076 089

2 TOMSA levies 98 169 111 970 131 289 82 000 22 000 104 000 104 000 104 000 104 000

3 Indaba & Meetings Africa 37 868 50 013 59 438 48 694 48 694 51 323 54 044 56 746

4 Grading fees 5 284 3 252 1 520 14 668 14 668 18 925 19 871 20 864

5 Sundry revenue 19 045 50 318 57 610 20 567 27 150 47 717 21 595 22 675 23 809

828 979 970 507 1 096 190 1 042 238 52 850 1 095 088 1 173 555 1 225 437 1 281 508 Total

Revenue 2013/ 14

Rand Thousand

2014/ 15

Slide no. 16

Graphical Representation of Overview of 2015/16 Budget and MTEF Estimates

Slide no. 16 Strategic Plan & Annual Performance Plan (2015/16 & Beyond)

Slide no. 17

Breakdown of Budget Per Objective

Name of the Objective 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

ENE Estimate

Adjustment Approved

Audited

(R’000)

Audited

(R’000)

Audited

(R’000)

Budget

(R’000)

Budget

(R’000)

Budget

(R’000)

Budget

(R’000)

Budget

(R’000)

Estimate

1. Administration 143 054 105 465 140 631 111 160 0 111 160 117 385 123 841 130 033

2Contribute to growth of international tourist arrivals in South Africa

223 734 268 375 277 294 299 611 24 925 324 536 312 149 325 211 338 871

3Contribute to growth of domestic tourism in South Africa

23 452 45 113 46 372 43 672 - 43 672 143 800 149 000 156 450

4 Grow tourism revenue 223 734 268 375 277 294 299 611 24 925 324 536 312 149 325 211 338 871

5Improve brand awareness of South Africa as a tourist destination

224 258 245 850 225 158 201 200 - 201 200 205 947 218 303 229 218

6Provide quality assurance for tourism products

25 061 3 252 37 889 41 171 3 000 44 171 48 425 49 871 52 364

7Contribute to number of business events in South Africa

43 216 51 982 45 813 - 45 813 33 700 34 000 35 700

Total 863 293 979 646 1 057 203 1 042 238 52 850 1 095 0881 173 555

1 225 437

1 281 508

Slide no. 18

Graphical Representation of Breakdown of Budget/ Objective

Slide no. 19

Budget Interventions

• Upfront payment to foreign country budgets to manage the risk of currency exposure

• Request budget rate from Treasury

• Budget in foreign countries

SA Tourism’s strategy is to:

–convince consumers/ clients that South Africa can be trusted to deliver memorable experiences and successful business events.

Page 25 -34: Strategic PlanSlide no. 20

National Convention Bureau Focus Areas

Corporate Meetings: Number of delegates at international corporate meetingsM

C International conventions: Number of attendees at international conventions

E Exhibitions: Number of international attendees at trade exhibitions

I Incentive meetings: Number of attendees at international incentive meetings

C International conventions: Number of attendees at international conventions

E Exhibitions: Number of international attendees at trade exhibitions

Slide no. 21

Slide no. 22

Business Events Market Prioritisation

Target market for business events is in terms of geographic locations or decision centres where decisions about staging of major international business events, priority targets within those markets; and South Africa’s potential to attract delegates.

MEETINGS INCENTIVES CONVENTIONS EXHIBITIONS

Targeted

Geographic

Locations

SADC, Europe,

USA and Asia

UK, Europe, US,

BRIC and Asia

Europe, USA and

Africa

South Africa,

Europe and US.

Target

Audience

African product

launches and

user groups as

well as African

regional

meetings of

multi-national

corporations.

Incentive

companies,

corporate

agencies and in-

house planners.

Associations with

South African key

contacts or areas

of specialisation.

Internationalising

national shows

and African

versions of

existing titles.

South

Africa’s

Potential

Limited Strong Strong Limited

Slide no. 23

Sales Model for Business Meetings and Events

• Following best international practice, SANCB has adopted a hybrid sales model where sales in some regions are generated using a Sales Representation Model and in others, in-house sales teams.

• The intrinsic benefits associated with the Sales Representation Model are cost effectiveness and the ability to reach a wider audience in the regions where it is used.

• Performance of the independent sales representatives is managed via the Sales Representation Agreements.

Target Industries/Sectors

Mining and agriculture are major sectors across provinces; while manufacturing industries are mainly located in Eastern Cape, KwaZulu-Natal and Free State, the financial services sector is mainly concentrated in Gauteng

Western Cape Key Industries: Finance, printing and

publishing, real estate, ICT, oil and gas, retail, engineering, R&D4, clothing and textile, agriculture, ship building / ports, tourism and medical1

4

Gauteng Key Industries: Financial and

business services, logistics and communications, mining, agriculture (food processing and beverages), medical1, automotive2 manufacturing, R&D3 and telecommunications and technology

1

North West Key Industries: Mining (mainly

Platinum), tourism (game reserve, nature reserve, etc.) and agriculture

2

Northern Cape Key Industries: Mining (mainly

Diamonds, Iron-ore), tourism, game-farming, astronomy and agriculture

3

Limpopo Key Industries: Mining, tourism

(game reserves), agriculture and hunting industry / game farming

9

Mpumalanga Key Industries: Mining (Coal),

agriculture (citrus fruit production, agri-processing and sheep farming), tourism (eco-tourism), game farms and manufacturing

8

Free State Key Industries: Mining (Gold, Coal

and Diamond), agriculture, petrochemicals and manufacturing (high-tech industries)

7

KwaZulu-Natal Key Industries: Mining (Aluminum,

Steam Coal, Minerals), manufacturing (petro-chemicals, automotive), tourism, ports, leather industry and agriculture, real estate, medical1

6Eastern Cape

Key Industries: Automotive manufacturing, finance, real estate, agriculture (sheep farming and fishing), wholesale and retail trade, tourism, ports5 and hotels and restaurants

5

1

9

2

3

4

7

5

6

8

South Africa – Key Industries/Sectors by Provinces

Slide no. 24

Slide no. 25

SANCB SUPPORT SERVICES SANCB SUPPORT SERVICES

National Convention Bureau Services

Delegate Boosting Support

•Marketing support to promote the SA conference•Delegate attendance promotion

On Site Event Services

•Support toward on site elements of the event

Convention Planning Support

•Planning support•Venue and supplier recommendations•Final decision with client

Site Inspection Support

•Bidding Site Inspections•Convention Planning Site Inspections

Bidding Support •Bid Strategy •Bid Document •Lobbying•Bid promotion•Bid Presentations


–invest only in selected markets/ decision centres to deliver volume and value.


Slide no. 27 © South African Tourism 2013

Leisure Tourism Market Portfolio - 01/04/2014 – 30/03/2017 Africa AMERICAS ASIA &

AUSTRALASIAEUROPE & the

UK

CORE MARKETS

Angola Domestic

KenyaMozambique

Nigeria Tanzania

BrazilUSA

AustraliaChinaIndia

FranceGermany

NetherlandsUK

INVESTMENT MARKETS

Botswana DRC

GhanaLesothoUganda

Zimbabwe

Canada JapanSouth Korea

Italy Russia

TACTICAL MARKETS

NamibiaUAE

Zambia

Singapore Switzerland

WATCH-LIST MARKETS

EthiopiaMalawi

Swaziland

Argentina New Zealand Austria Belgium

Denmark FinlandNorwaySpain

Sweden Turkey

STRATEGIC IMPORTANCE

Egypt, Israel, Morocco, Saudi Arabia, Tunisia,

Malaysia


–set up regional hubs to increase market penetration.


Slide no. 29

Hub Strategy Approach

Step 1: Linked all markets in Investment, Tactical and Watch-list to the

Core Markets looking at close proximity and/or same geographical area.

Step 2: Assessed capability of the Hubs to service the additional markets

considering the following factors:

o Budget Availability;

o Human Resources;

o Geographic spread; and

o Ease of marketing.

Step 3: Markets which could not be serviced through the Hub office were

re- allocated to be serviced through the Watch-List unit at Head Office.

Hub implementation is aligned to the current market portfolio

Slide no. 30

SA Tourism Strategy

Increasing cost of doing business abroad coupled with the shrinking budgets is

compelling the organisation to prioritise and/or cluster markets in order to

maximise SA Tourism’s return on investment (ROI).

`

North Americas

$VLD$XVWUDODVLD

(XURSH

Latin Americas Central Europe

India

Australasia

$PHULFDV

United Kingdom

Benelux & Scandinavia

Asia Pacific

Asia Air Link Hub

France (Office) East Africa

$IULFD

West Africa

Central Africa

Italy (Office)

SADC

Slide no. 31

Reviewed Hub Strategy Implementation – Budget and Market Portfolio


–work the distribution channel to promote South Africa.


Slide no. 33

Global Trade Strategy

• SAT creates awareness and desire for the country destination, and trade converts potential into sales.

• Integrated approach between SAT and trade resulting in greater collection and leveraging of data. Collectively serve as the centre of niched networks to connect with end travellers.

• Each trade landscape in each market is unique in structure, concentration of tour operators’ sales and distribution networks.

• Educate the trade to sell South Africa better including addressing perceptions around safety & security and infrastructure.

• Choose partners carefully and illustrate the benefits of packaging, promoting and selling SA by deconstructing SA into easy to understand and easy to do itineraries. Guide the trade to package suitably with the aim of getting tourists to stay longer and spend more in SA.

• Successful Joint Marketing Agreements (JMAs to facilitate fulfilment of objectives)

Global

Leisure Tourism Marketing – Global, Africa and Domestic

Tourism

Slide no. 34

Slide no. 35

SA Tourism Strategic Approach

Focus on two prime prospect consumer segments that are worldly well-travelled segments of travellers who are seeking new experiences in an explorer type destination:

– NSSA’s– WANDERLUSTER. – Target first timers in both segments due to higher revenue spend in SA.

The success of this strategy will be through engaging visitors with the diversity, possibility and Ubuntu in our people, place, heritage and culture, breathtakingly enriching memories and life changing experiences.

The key elements of this strategy are to: inspire: authentically showcasing South Africa through her people, and

how we can provide a unique experience that you will never forget; engage: by communicating that underpinning the experiences one could

have with South Africans as do-able and accessible to the traveller; and convert: by conveying the message to travellers that South Africa is

beyond price and measure. To improve conversion, we will engage primarily with key trade and media partners in-country to activate travel to South Africa.

Slide no. 36

Global Marketing Approach

• Inspire global travellers to consider South Africa as a leisure destination by protecting our strengths in adventure and wildlife to also show South Africa as a value for money, safe and secure destination that can be experienced through welcoming people.

• Our marketing blueprint is focused on improving conversion ratios by increasing awareness/positivity and closure ratios. To improve conversion, we engage primarily with key trade and media partners at the country level to activate travel to South Africa

• Global partners:o National Geographic – 458 million households; 172 Countries; 38 Languages

(Dutch, English, Chinese, French, German, Italian, Spanish).

o CNN Global distribution – 484 million households, hotel rooms & airports worldwide.

• Our key marketing strategy focusses on welcoming people you can interact with (our strongest differentiator and driver for conversion). When you #Meet South Africa, the you that arrives will not be the you that leaves.

• Numerous global awards won for excellent destination marketing execution.

Africa

Leisure Tourism – Global, Africa and Domestic Tourism

Slide no. 38

Regional Africa

• In the past three years, Regional Africa was prioritised and as a result was given a ring-fenced budget.

• SA Tourism wants to achieve increased market presence in the following targeted markets/hubs:o SA Tourism Nigeria office opened - positioned to service the West Africa

hubo SA Tourism Angola presence to be concluded mid 2015o SA Tourism Kenya presence is planned for end 2015/16

• Top six source air markets in Regional Africa where marketing efforts are focused are Nigeria, Kenya, Ghana, Tanzania, DRC and Angola.

• SA Tourism marketing initiatives include:o A new Africa TVC that focuses on key market insightso An integrated media buy from media houses with a wider reach for

content generationo Partnering with, training and hosting trade with an aim to improve how

South Africa is packaged.

Domestic

Leisure Tourism – Global, Africa and Domestic Tourism

Slide no. 40

Domestic Tourism

• South African Tourism seeks to drive a culture of travel amongst South Africans, increase the frequency of those that currently travel, improve geographic spread of travel, reduce seasonality and enhance affordability.

• As a high priority market, additional budget has been allocated and ring-fenced.

• SAT is in the process of building a campaign to inspire and create awareness of the benefits of travel.

• We engage with trade, airlines and media partners to drive conversion.

• We partner with provincial and city Tourism Agencies to lobby support and to ensure consistency of campaigns, media buy and other marketing initiatives.

• Increase the number of tailored and affordable experience packages on the ‘Sho’t-Left’ deals dashboard.

• We work with schools, communities and the stokvel associations to build an understanding of the tourism markets.


–engage stakeholders and partners to deliver quality visitor experience that re-affirm the brand promise.


MissionMission

Continually enhancing the credibility and skills of the Grading Assessors

Continually enhancing the credibility and skills of the Grading Assessors

Continually enhancing the credibility of the Grading Process and Grading Criteria

Continually enhancing the credibility of the Grading Process and Grading Criteria

Ensuring a tangible Basket of Benefits for graded establishments

Ensuring a tangible Basket of Benefits for graded establishments

Strengthen the SA Tourism Brand by implementing a recognisable and

credible globally bench-marked system of quality assurance for tourism

experiences which can be relied upon.

1 2 3

VisionVisionTo be an internationally recognised, credible and predictable

brand thatstands for quality and enriched tourist experiences.

Continually enhancing the credibility of the Lilizela Tourism Awards

Continually enhancing the credibility of the Lilizela Tourism Awards

4

Tourism Grading Council: Vision, Mission, Strategic Objectives & Goals

Quality Grade Establishments accurately

Recognise Great Performing

Establishments

Strategic Goals

Slide no. 43

Grading Council: Strategic Goals

• Continually enhancing the credibility and skills of the Grading Assessorso Strictly manage the conduct of Assessors in line with the Service Provider Agreement (SPA).o Conduct Annual Assessor Performance Reviews.o Conduct Annual Assessor Refresher Training during the Annual Assessor Conference as well as the Bi-

Annual training workshops.

• Continually enhancing the credibility of the Grading Process and Grading Criteriao Implement an efficient and professional Customer Relationship Management System.o Stop the illegal use of Stars by ensuring compliance to procedures for all establishments illegally

displaying the Stars upon the transgression coming to the attention of the TGCSA.

• Ensuring a tangible Basket of Benefits for graded establishmentso Roll out the Marketing and Communications plan including the Power of One Roadshows, with key

messaging being “The Basket of benefits” and how they contribute toward establishments’ long term sustainability.

• Continually enhancing the credibility of the Lilizela Tourism Awardso A concerted effort to be made to get industry buy-in.o Re-establishment of the Lilizela Award as a prestigious industry award.o Provincial Awards to continue with the active participation of the provinces.o The Adjudication Panel to consist of respected industry players.o An independent audit firm will be appointed to oversee the whole process.o Transformation will be a key focus area of the Lilizela Awards to broaden the participation base.

Slide no. 44

Expanded Mandate of the Grading Council: Tourism Act of 2014

Slide no. 45

Tourists(domestic & international)

Assessors

Establishments

Trade

Fedhasa, TBCSA, NAA, SATSA etc

National Department of

Tourism (NDT)

TGCSA Stakeholders


–engage stakeholders and partners to deliver quality visitor experience that re-affirm the brand promise.


Slide no. 47

Alignment with Key Stakeholders

• SA Tourism will implement its strategy through engaging its partners and stakeholders to deliver quality visitor experience that re-affirms the brand promise.

• SA Tourism, through Tourism Grading Council, will continue contributing towards enhancing visitor experience and consumer confidence in the tourism products of South Africa by encouraging establishments to participate and remain members of the grading system.

• SA Tourism will work in a collaborative approach with partners and stakeholders to unlock the following barriers to tourism growth – amongst others:

– Safety and Security– Ground transport - integrated public transport– Price competitiveness– Ease of access – air routes, visas– Cohesive, good, destination marketing (understand our consumers) and branding– Public private sector trust and cooperation– Skills development

Slide no. 48 © South African Tourism 2012

The Importance of the Value Chain

WTTC-Jan 2013

SA TOURISM

TOUR OPERAT

ORS/ TRAVEL AGENT

S

AIRLINES

Create Awareness & Positivity

Conversion

(Sign JMAs)

Book Flights

(Capacity & Fares)

(Sign JMAs)

*Welcoming*Graded*Meet

customer experience expectation

Legitimacy Pricing

Reliability

Warmth of our people

Good servicePricing

TRANSPORT &

LOGISTICS CO.

HOTELSRESTAURA

NTS & OTHER

PRODUCTS

AIRPORTS

Friendly visitor

welcome, information & efficiency

IMMIGRATION

Friendly visitor

welcome

Efficient visa

processing

DEPT OF HOME

AFFAIRS

Contextualised &

Positive Reporting

MEDIA (International

& Local)

StatsSA – Accurate Tourism Stats


–energise and empower the organisation to innovate and achieve excellence.


Slide no. 50

SA Tourism HR Strategy

• Leadership Development: Develop strong, inspiring and effective leaders with the vision and energy to deliver on SA Tourism’s objectives.

• Learning and Development: Reposition SA Tourism as an employer of choice that develops its people.

• Integrated Talent Management: Implement Integrated Talent Management to promote acquisition and retention of talent and skills as well as implement succession planning.

• Brand Ambassador Programme launched and being rolled out. This programme will deal with issues of redefining the company DNA, values and organisational culture to cater for the diverse needs of the growing global organisation.

Slide no. 51

Concluding Remarks

• Delays in tourism statistics for planning, strategy formulation and organisational performance reporting;

• Change of methodology for tourism stats collection and reporting (transit passengers);

• Health risks that may impact the tourism industry;

• Recent xenophobic attacks and the impact to the SA Brand;

• Potential impact of the immigration laws; and

• Affordability remains a cited barrier to domestic tourism growth.

Thank You

Briefing to the Select Committee by South African Tourism on the Strategic 2015/16 to 2019/2020 Plan...

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