JAMAICA TOURIST BOARD

CORPORATE PLAN & MARKET STRATEGY 2003/04 2004/05

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TOURISM PERFORMANCE IN 2003 OVERVIEW

PERFORMANCE 2003
Since September 11 of 2001, activities in the
tourism industry have been more related to strategies for generating recovery in arrivals and earnings

Following a path of steady recovery

throughout the year 2002, the process was further retarded by the build up to USA/Iraqiled war, and the actual war itself that took place earlier in 2003.
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PERFORMANCE 2003 The industry performed relatively well during

2003. The main contributing factors to this performance are: Increased airlift from the main market areas The sustained level of advertising and promotional activities

The perception of the Caribbean as a safe area.

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PERFORMANCE 2003

Projected Stopover Arrivals:2003

2,000 1,357 1,500 1,323 1,277

(Thousands)

1,266
P R O J E C T I O N S

1,000

500

0 2000 2001 2002 2003

% Change

+6.0%

-3.5%

-0.8%

+7.1%
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PERFORMANCE 2003

Projected Cruise Passenger Arrivals:2003

1,104 1,000 908 840 865
P R O J E C T I O N S

(Thousands)

500

0 2000 % Change +18.7% 2001 -7.4% 2002 +3.0% 2003 +28.0%

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PERFORMANCE 2003

Projected Gross Visitor Expenditure:2003

1,500 1,333 1,232 1,319 1,209

(US$ Millions)

1,000

500

P R O J E C T I O N S

0 2000 2001 2002 2003

% Change

+4.2%

-7.5%

-1.9%

+9.1%
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PERFORMANCE 2003 Contd

The average hotel room occupancy rate should be about 60% Total capacity in the accommodation stands at 24,239 rooms, of which 16,723 are in hotels and 7,516 in villas, guesthouses and apartments.
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MISSION STATEMENT

To develop and market the

tourism industry so that

JAMAICA remains the premier

Caribbean tourism destination.
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VISION STATEMENT

To be the most efficient and

respected public sector agency,

dedicated to the marketing of the

destination and to enabling the tourism industry to achieve sustainable growth and development.
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CORPORATE OBJECTIVES
2003/04 TO 2005/06

Over the next three years, the JTB will

seek to achieve the following objectives:
Increase stopover arrivals by 7.0% per annum.

Increase cruise passenger arrivals by 10.3% per annum.

Increase gross foreign exchange earnings by

8.0% per annum.

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PROJECTED VISITOR ARRIVALS & EXPENDITURE FISCAL YEAR

Fiscal Years: 2003/04 - 2005/06 (in Thousands) US$million Total Cruise Total Total Stopovers Passengers Visitors Earnings 2002/03 2003/04 2004/05 2005/06 1,288 1,388 1,479 1,554 982 1,145 1,328 1,394 2,270 2,533 2,807 2,948 1,232 1,363 1,504 1,586
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CORPORATE OBJECTIVES
2003/04 TO 2005/06 Over the next three years, the JTB will seek to achieve the following objectives:
Increase stopover arrivals by 7.0% per annum.

Increase cruise passenger arrivals by 10.3% per annum. Increase gross foreign exchange earnings by 8.0% per annum.
Achieve an overall annual average hotel room

occupancy rate of 63 percent by 2005/06.

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CORPORATE OBJECTIVES
2003/04 TO 2005/06

Work with other agencies in the public and private

sectors to:
Reduce the level of visitor harassment.

Increase the level of visitor satisfaction. Increase the contribution of tourism to the national economy.
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VISITOR ARRIVAL TARGETS

The targets for 2004 are as follow:
A. Fiscal Year 2004/05 Stopovers.1,479,364 (+ 6.6%)

Cruise Passengers.1,328,055
Gross Visitor ExpenditureUS$1,504M

(+16.0%)
(+10.3%)

B. Calendar Year 2004 Stopovers.1,456,045 Cruise Passengers.1,296,998 Gross Visitor ExpenditureUS$1,465M (+ 7.3%) (+17.5%) (+11.0%)
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STOPOVER ARRIVALS TARGETS

CALENDAR YEAR 2003 Northeast South Mid_west West U.S.A. Canada Europe Primary Mkts Secondary Mkts Tertiary Mkts 2004 %Change 2004/03

426,086 270,973 202,965 70,010 970,034 95,512 206,554 9,601 2,623 44,128 11,503 4,075 7,750 1,356,6 70

446,632 286,758 212,752 74,439 1,020,5 81 107,165 234,992 11,650 2,784 48,541 12,883 4,059 8,060 1,456,0 45

4.8% 5.8% 4.8% 6.3% 5.2% 12.2% 13.8% 21.3% 6.1% 10.0% 12.0% -0.4% 4.0% 7.3%
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EuropeUK, Germany, 4,890Italy, Holland 5,330 & Spain 9.0% Primary Mkts -Other Includes

Secondary Mkts - Includes France, Austria, Belgium, Switzerland

Latin America Japan

Caribbean

Tertiary Mkts - Denmark, Finland, Norway, Sweden, Spain

Other Countries Grand total

STOPOVER ARRIVALS TARGETS

CALENDAR YEAR 2003 Northeast South Mid_west West U.S.A. Canada Europe Primary Mkts Secondary Mkts Tertiary Mkts Other Europe Caribbean Latin America Japan Other Countries Grand total 2004 %Change 2004/03

426,086 270,973 202,965 70,010 970,034 95,512 206,554 9,601 2,623 4,890 44,128 11,503 4,075 7,750 1,356,6 70

446,632 286,758 212,752 74,439 1,020,5 81 107,165 234,992 11,650 2,784 5,330 48,541 12,883 4,059 8,060 1,456,0 45

4.8% 5.8% 4.8% 6.3% 5.2% 12.2% 13.8% 21.3% 6.1% 9.0% 10.0% 12.0% -0.4% 4.0% 7.3%
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STOPOVER ARRIVALS TARGETS

FISCAL YEARS 2003/04 Northeast South Mid_west West U.S.A. Canada Europe Primary Mkts Secondary Mkts Tertiary Mkts Other Europe Caribbean Latin America Japan Other Countries Grand total %Change 2004/05 2004/05/ 2003/04

433,091 276,172 206,302 71,449 987,014 99,011 211,578 12,184 4,580 4,557 45,479 11,919 4,084 7,858 1,388,2 64

452,868 292,650 219,650 76,764 1,041,9 32 109,877 230,930 12,712 4,732 4,997 48,668 13,491 4,060 7,965 1,479,3 64

4.6% 6.0% 6.5% 7.4% 5.6% 11.0% 9.1% 4.3% 3.3% 9.7% 7.0% 13.2% -0.6% 1.4% 6.6%
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ASSUMPTIONS

The targeted growth in visitor arrivals is based on

certain assumptions:
Promotional budget will be adequate and available on a timely basis to keep Jamaica prominent in the marketplace. Rooms scheduled to come on stream will largely generate additional business. The obstacles that tend to constrain growth: crime, visitor harassment, and poor infrastructure, can be minimized or eliminated. An adequate number of airseats will be available from each targetted region.
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STRATEGIC OBJECTIVES
Over the next three years, the JTB will employ a range of strategies in its programme of operation.

The strategies may be categorized according to

functional areas:
Marketing Strategies

Citizen Service Strategies

Human Resources Strategies Financial Strategies Sustainable Development Strategies Information Technology Strategies
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Marketing Strategies
Target those market segments that hold good
potential for business to Jamaica.

Promote Jamaica as a distinctive and preferred

destination through public relations programmes and through advertising in the electronic and print media.
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 Establish and maintain close links with trade

partners, travel agents, tour operators and airline personnel.

Marketing Strategies

Collaborate with the private sector: hoteliers,

attractions and transportation operators etc., to

effectively market Jamaica and to ensure that the

product is in tandem with recognized consumer needs.
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Marketing Strategies
Promote special events that can attract visitors
throughout the year and enhance the image of the destination overseas.

Achieve greater integration with JamVac and JRS

so that the combined efforts of these agencies will

have full impact in the marketplace.

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Marketing Strategies Secure adequate scheduled and chartered airseats

to Jamaica from targeted airlines and tour operators

in the international markets.

Exploit the advantages of Internet technology to

market Jamaica.

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Citizen Service Strategies Promote a greater awareness, locally, of the

importance of tourism in the Jamaican economy

through the local communication programmes.

Market Jamaica to Jamaicans.

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Human Resources Strategies Complete restructuring of the JTB to create a lean

and cost-effective organization.

Undertake staff development and training to

ensure that the JTB maintains a cadre of qualified and motivated staff who will carry out the functions of the organization in the most effective way.
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Financial Strategies Manage the finances and assets of the JTB so that
accountability and transparency are observed, and

that maximum benefit accrues to the country from

the budgetary allocation.

Achieve maximum impact for the promotional

dollar spent in the marketplace.
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Sustainable Development Strategies

Play a key role in encouraging greater care of the

environment and the maintenance of a desirable ecological balance in resort areas.

Work in conjunction with other agencies to

develop and market cultural/heritage tourism in a manner compatible with the recognition of, and the respect for our rich national heritage and history.
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Information Technology Strategies

Track industry performance and gather market

intelligence so that new and emerging consumer trends are determined and strategies are modified

accordingly.

Maintain a comprehensive tourism database to aid

decision-making and policy formulation at both

government and private sector levels.

Enhance the organizations capabilities to exploit the

Internet and related technologies as a marketing

channel .

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Information Technology Strategies

Act as facilitator for industry operators, especially

those of small enterprises, to understand and effectively market their products through electronic

commerce.

Continue the development of a Management

Information System that will enhance the effectiveness of the organization.

Build a database of a sample of visitors with email

addresses.
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S.W.O.T
(Strengths, Weaknesses, Opportunities, Threats) Analysis

The fundamental strategy is to

accentuate the positives, reduce the

negatives as far as possible, exploit the

opportunities, and at the same time,

recognize the threats.

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 STRENGTHS
accommodation.

S.W.O.T

Diversity of natural attractions, topography, flora, fauna, and

Warmth/hospitality of people Climate Proximity to the USA/Canada English-speaking Easily trained staff Cultural/historical heritage i.e. exotic cuisine, music, art, etc. Airlift, including the National Airline Air Jamaica JTBs Website
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 WEAKNESSES
Image

S.W.O.T

in the marketplace C unsafe destination, all-

inclusive/ couples destination . Insufficient scheduled air service from some

markets e.g. Europe

Lack of man-made attractions/ development of natural attractions Lack of enough large facilities to adequately host large meetings and conventions over 300 people.
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 OPPORTUNITIES
Growing

S.W.O.T

number of two-income families more

income Earlier retirement - more healthy/active retirees

travelling
>Yuppie Market=/more spending power Reduced air travel time (more direct flights, charters) Improved standards of living in main markets
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S.W.O.T

OPPORTUNITIES
Growing

special interest, cruise, conference and

incentive markets VFR market Domestic tourism Cruise passengers as potential stopovers. Europe New infrastructure development/privatization
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S.W.O.T

THREATS

High Crime Rate

Growth of competition

Pollution of Environment
Visitor Harassment Cuba
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THE MARKETS

The marketing and sales programmes and activities are developed and planned so as to focus on:
1.

The Geographic regions:

The Americas USA, Canada, Latin America and the Caribbean Europe primary & secondary markets

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THE MARKETS
2.

Selected Market Segments:

a)

Honeymoon

e)

The Family Market

b) Nature Tourism c) African American d) Groups/Convention

f) Sports (golf, cricket, football) g) Overseas Jamaicans

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MAJOR PROGRAMMES/ACTIVITIES
Priority areas:

Completion of the reorganization of the JTB Review and appointment of global advertising agency

Implementation of marketing programmes

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MARKETING

The marketing progammes and activities are

informed by research and are designed to

support the strategies that were mentioned earlier.

There are three main components: Sales

Advertising
Public Relations
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Sales Activities

The objective is to generate and maintain

interest in Jamaica by the travel distribution

network, including: tour operators, retail travel agents, airline representatives and others who sell Jamaica.
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Sales Activities

Activities, which have in the past delivered

good return on investment, will be pursued

and increased. These include: Blitzes Seminars Fly-ins and familiarization tours Trade and consumer shows
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Advertising

The advertising programme is

designed to create attention, interest, desire and action among core constituencies, resulting in increased visitor arrivals to

Jamaica.
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Advertising
An appropriate mix of media channels will be used to communicate messages to the various targeted audiences. These include Electronic media (network and cable TV, radio, cinema screens)

Print (magazines and newspapers)

The website Television advertising frequencies will be strategically structured so as to give the impression that Jamaica enjoys an extended presence on TV.
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Public Relations

The JTB has just appointed two public

relations agencies:
Ruder and Finn for the Americas Financial Dynamics Europe

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Public Relations

Programme for the Americas

The Genius of Jamaica The framework from which we will
generate positive media coverage through uniquely Jamaican themes that have substance, news and entertainment value
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The Genius of Jamaica

This programme

Identifies key niches Includes each of Jamaicas six distinctive resort area products

Helps manage Jamaicas reputation, shaping and re-shaping opinions every day
Sets Jamaica apart more than a beacha country rich in art, music, literature, beauty, unforgettable cuisine, etc.
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The Genius of Jamaica

This programme

Imparts an aspirational aura that says come, let us inspire you Enables us to showcase the very best Jamaica has to offer Gives consumers new reasons to consider/return to Jamaica Speaks to resilient and influential affluent market 48

The Genius of Jamaica

Themes

Jamaican Design Jamaican Fine Arts Jamaican Music Jamaican Literature

Jamaican Cuisine Jamaican Performing Arts Jamaican Sports Jamaican Hospitality Industry
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Jamaicas Beauty

 Jamaica Look Again

Consumer programme
Trade programme Affinity programme

Programme for Europe

An Integrated Communications Strategy
Four main components coordinated through a Press Office

Opinion Former Programme

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Jamaica Look Again

Programme Objectives:
Raise visibility of JTB
Enhance consumer understanding Drive holiday bookings Change perceptions among opinion formers Boost innovation and yield from tourism Raise the profile of Jamaica among trade professional.
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A detailed programme structure by department will be included in the Corporate Plan 2004/05

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