The growing digital dependency of younger markets gives strong argument for the development of a primarily digital marketing campaign. This demand for strong online presence will see the campaign focus on distribution channels such as Facebook and Twitter. (Tourism Australia 2008)
The campaign will maintain a relevant website with embedded links and updates for its social media activity. It is vital that, in order to remain significant in today’s constantly evolving technological climate, the campaign be willing to adapt to emerging digital media to continue reaching its target market. It is also lucrative to acknowledge/embrace the power of the consumer in brand development. Encouraging the target market to perpetuate social media content to further the campaign goals.
Whilst the majority of campaign funds and resources will be put into digital mediums, it is acknowledged that diversifying distribution channels will yield greater impact. For this reason additional efforts will be placed into connecting with travel services across Australia
Market research conducted by Tourism Tasmania was considered in the selection of the campaign target market. Their 2014 Tourism Investment Guide identified two main audiences as the most profitable opportunities for Southern Tasmania, one being “Young affluent couples/solos; And the other being Older affluent couples”. (Tourism Tasmania 2010)
The potential for growth in this market is supported by research conducted by James Cook University that suggests a socio-cultural shift towards childless-by-choice households offers a greater likelihood for young couples and singles to travel. (Benckendorff 2004)
This ‘youth market’ is further defined by South Tasmania Tourism (Lebski 2014) as hard workers who “have good incomes, are time poor and reward themselves. They are experienced and maturing travellers and are looking for all sorts of holiday experiences.”
Whilst the majority of visitors to the state are domestic travellers, international visitation has been quickly increasing with a 22% rise from 2014-2015. The domestic, though still rising, only increased 9% from 2014-2015. Both markets are heavily viable and, with globalisation resulting in an international youth culture, will be equally addressed by this marketing campaign. (Tourism Tasmania 2015) The region is already well equipped to cater to the demands of this target market with a strong emphasis on culture and an embedded respect for arts, local produce and night life.
The proposed branding theme has been developed to combine the qualities of the ‘South Experience’, as established by Tourism Tasmania (Lebski 2014), with an edge that will appeal to the youth segment. This segment is referred to as possessing a ‘Quality-time Mindset’. Activities of most interest to such individuals include purchasing local produce and preparing meals, pampering oneself, engaging in experience based activities, purchasing souvenirs and partaking in cultural events. (Lebski 2014)
These findings are supported by the Tourism Australia’s (2009) identification of the market. It defines the youth segments culture as “eco”, innovative and socially aware, with an emphasis on physical fitness, new experiences, arts and adrenalin activities. Business Case Studies (n.d.) recommends communicating the following four areas when marketing to the youth segment: •young, vibrant, dynamic - city life •innovative - lifestyle, food and wine, culture •active and sporty - beaches, trails, surf and sports facilities •fun-loving - place