La Consolacion University Philippines

MSHRM
COURSE CODE – Strategic Management
Case Study 1

Name: Macky Teope De Arca Jr

Student Number:21064848
Page |1

TOURISM QUEENSLAND

QUEENSLAND OFFER MANY CULTURAL ATTRACTIONS FOR TOURISTS. GENERATING 48 MILLION

DOLLARS PER DAY TO 17.7 BILLION PER YEAR IN OVERNIGHT EXPENDITURE. QUEENSLAND
TOURISM INDUSTRY HAS GREATLY DEVELOPED SINCE 1929. QUEENSLAND PURPOSE IS TO
ACHIEVE ECONOMIC AND SOCIAL BENEFITS FOR THE STATE THROUGH THE MARKETING AND
PROMOTION OF TOURISM.

TOURISM QUEENSLAND GLOBAL BRAND STRATEGY AIMED TO DELIVER A SUSTAINABLE,

COMPELLING AND EFFECTIVE BRAND FOR QUEENSLAND. IN 2009, TOURISM QUEENSLAND
LAUNCHED THE PHENOMENALLY SUCCESSFUL “BEST JOB IN THE WORLD’. AS TOURISM
QUEENSLAND GREW, 2011 WAS THE YEAR OF THE DECLINE OF MARKET SHARE IN THE
AUSTRALIAN INTERNATIONAL MARKET, DOMESTIC VISITOR AND TRAVEL PREFERENCE. THE
GROWTH RATES PROPOSED IN THE TOURISM POTENTIAL APPEAR AMBITIOUS OF ACHIEVING 30
BILLION DOLLARS IN OVERNIGHT VISITOR EXPENDITURE PER ANNUM IN 2020.

TOURISM AUSTRALIA’S CHINA AND INDIA 2020 STRATEGIC PLANS WERE LAUNCHED IN 2011 AND
WAS THE KEY DELIVERABLES OF THE GROW DEMAND FROM ASIA’S PLANK OF THE AUSTRALIAN
GOVERNMENTS AND TOURISM 2020 STRATEGY. WITH THIS STRATEGY, AUSTRALIA DECIPHER THE
CRYPTIC DECLINE OF MARKET SHARES AND VISUALIZE POTENTIAL CONTRIBUTION AND
ACTIONABLE INSIGHTS.

SINCE 1929, THE TOURISM INDUSTRY OF QUEENSLAND STRIVES TO DEVELOP, PROMOTE AND
MARKET ITS TOURISM DOMESTICALLY AND INTERNATIONALLY. IN THE PREVIOUS YEARS,
QUEENSLAND ACHIEVE MILESTONE IN MAKING ITS TOURIST ATTRACTIONS KNOWN AND VISITED
BY PEOPLE FROM ALL OVER THE WORLD. WITH THE RECORDED EXPENDITURE, IT IS PLAUSIBLE
THAT THEIR TOURISM VASTLY CONTRIBUTES TO THE EMPLOYMENT RATE AND OVERALL
ECONOMY. BEHIND THESE EFFORTS IN BOOSTING THEIR TOURISM SECTOR ARE THE REGIONAL
TOURISM ORGANIZATIONS (RTO) WHICH ARE REGARDED AS ONE OF THE MOST INFLUENTIAL
NETWORKS IN AUSTRALIA, QUEENSLAND (TEQ) WHICH HAS THE
IN THE TOURISM AND EVENTS
RESPONSIBILITY IN FORMING STRATEGY POSITIONING AND PROMOTION. TEQ OPERATES TOWARDS
ITS GOAL OF 30 BILLION DOLLAR EXPENDITURE OF OVERNIGHT TOURISTS BY 2020.

QUEENSLAND TOURISM INCORPORATES A BRAND STRATEGY WHERE THE DESTINATIONS WOULD

BE KNOWN GLOBALLY WITH WIDE GLOBAL PLATFORMS AND CONNECTIONS TO TRAVELERS. INPUT
FROM TOURISTS HAS BEEN THE FOUNDATION OF THIS STRATEGY, FROM KNOWING THE AGE
GROUP OF FREQUENTLY VISITING TRAVELER UP TO THEIR NEEDS AND WANTS. IT EVEN LEVEL UP
La Consolacion University Philippines
MSHRM
COURSE CODE – Strategic Management
Case Study 1

Name: Macky Teope De Arca Jr

Student Number:21064848
Page |2

IN PROMOTING QUEENSLAND AS A HOLIDAY EXPERIENCE TO REACH THE TARGET MARKET. THIS

IS DONE THROUGH DIFFERENT ADVERTISEMENT WHICH ARE PRINT MEDIA, SOCIAL MEDIA,
TELEVISION, INTERNET, RADIO ETC. UNDENIABLY, THE SECTOR PAVES ITS WAY TO THE GLOBAL
MARKET WHERE IT PARTNERS WITH KEY DESTINATION STAKEHOLDERS, MOST SPECIALLY WHEN
THE STATE COOPERATED WITH THE TEQ WHERE THEY SHARE A COMMON GOAL OF MAKING
QUEENSLAND AUSTRALIA’S LEADING DESTINATION.

BRANDING AND MARKET POSITIONING

A STRONG BRAND CAN HELP YOUR BUSINESS ATTRACT NEW CUSTOMERS AND RETAIN EXISTING
ONES. IF YOU DECIDE YOU NEED A BRAND FOR YOUR BUSINESS, IT SHOULD BE FULLY DEVELOPED
BEFORE YOU BEGIN USING IT IN ADVERTISING OR ON MARKETING MATERIAL. A BRAND CAN GIVE
YOUR BUSINESS DIRECTION AND IT SHOULD BE INCLUDED IN YOUR OVERALL BUSINESS
PLANNING.

IN SEPTEMBER 2010, AFTER 18 MONTHS OF EXTENSIVE RESEARCH AND INDUSTRY

CONSULTATION, TOURISM QUEENSLAND, NOW TOURISM AND EVENTS QUEENSLAND LAUNCHED
ITS FIRST TRULY GLOBAL TOURISM BRAND. ‘QUEENSLAND, WHERE AUSTRALIA SHINES’
INTRODUCED A NEW VISION FOR QUEENSLAND AS A TOURISM DESTINATION.

THOUGH THE NEW BRANDING REPRESENTS AN UMBRELLA BRAND TO PROMOTE THE WHOLE OF
QUEENSLAND, THE STATE HAS A UNIQUE POSITION IN AUSTRALIA OF HAVING A NUMBER OF
STRONG DESTINATION BRANDS, EACH HAVING DISTINCTIVE ATTRIBUTES, TARGET MARKETS AND
A SUFFICIENTLY DEVELOPED TOURIST INDUSTRY TO WARRANT A PORTFOLIO APPROACH TO THEIR
MANAGEMENT AS DESTINATIONS. THE APPROACH REFLECTS THE DIVERSITY AND SCALE OF
QUEENSLAND AND ITS TOURISM INDUSTRY AND TRANSLATE INTO DIFFERENT DESTINATION
IMAGES, TARGET MARKETS, POSITIONAL AND PROMOTIONAL PROGRAMS FOR EACH DESTINATION.

FROM SEPTEMBER 2010, TOURISM QUEENSLAND’S NEW BRAND CAMPAIGN HIT THE MARKET TO
DRIVE THE NEW BRAND MESSAGE TO POTENTIAL VISITORS AND SHOWCASE NEW IMAGERY
THROUGH SOCIAL MEDIA, TV, RADIO, PRINT, ONLINE AND OUTDOOR ACTIVITY.
DOMESTICALLY,
THIS INCLUDES ONLINE HOLIDAY DEALS TOURISM QUEENSLAND’S WEBSITE
THROUGH
(QUEENSLANDHOLIDAYS.COM.AU) AND SPECIAL AIRLINE FARES FROM ANYWHERE IN AUSTRALIA
TO QUEENSLAND THROUGH THE CAMPAIGN’S AIRLINE PARTNER, VIRGIN BLUE.

INTERNATIONALLY THE BRAND ROLLED OUT VIA MARKETING CAMPAIGNS, TRADE AND
CONSUMER SHOWS IN KEY TARGET MARKETS. AN INTEGRAL PART OF THE BRAND LAUNCH
La Consolacion University Philippines
MSHRM
COURSE CODE – Strategic Management
Case Study 1

Name: Macky Teope De Arca Jr

Student Number:21064848
Page |3

INVOLVED ENHANCEMENTS TOURISM QUEENSLAND’S WEBSITES, WHICH INCLUDED:

TO
INCREASED EXPOSURE FOR HOLIDAY DEAL OFFERS; NEW NAVIGATION TOOLS WHICH INVITE SITE
VISITORS TO FIND THEIR OWN HOLIDAY IN THREE EASY STEPS; GREATER OPPORTUNITIES TO
GENERATE LEADS FOR TOURISM OPERATORS THROUGH INCREASED EXPOSURE DIRECT TO
OPERATORS; AND IMPROVED SEARCH AND FILTER FUNCTIONALITY AND INTEGRATION OF SOCIAL
MEDIA ACROSS THE SITES.

ORGANIZATIONAL VALUE AND EXECUTIVE RESPONSIBILITIES

EVERY ORGANIZATION EXISTS FOR A PURPOSE, SO DOES TEQ—TO BE THE LEADING HOLIDAY
DESTINATION. TO DO THAT THEY FOLLOW THE V-M-V-C MODEL THAT STANDS FOR VISION-
MISSION-VALUE-COMPETENCY. THE VISION CLEARLY STATES THE DIRECTION OF AN
ORGANIZATION, THEIR MAGNETIC NORTH. SIMPLY PUT, THE VISION REFLECTS WHERE THE
ORGANIZATION DESIRES TO GO.

THE SECOND ELEMENT OF THE MODEL IS AN ORGANIZATION’S MISSION. THE MISSION IS

SIMILAR, AND CONNECTED TO, ITS VISION STATEMENT. THE VISION DEFINES WHERE THE
ORGANIZATION WANTS TO GO, AND THE MISSION CLARIFIES HOW IT IS GOING TO GET THERE.
THE MISSION STATEMENT IS A ROADMAP FOR REACHING THE ORGANIZATION’S DESIRED
DESTINATION.

THE NEXT ELEMENT OF THE V-M-V-C MODEL IS THE ORGANIZATION’S SET OF VALUES. VALUES
SHIFT THE FOCUS FROM THE GREATER ORGANIZATION TO THE INDIVIDUAL. VALUES DEFINE WHO
INDIVIDUALS NEED TO BE TO ACHIEVE THE ORGANIZATION’S VISION AND/OR LIVE OUT ITS
MISSION. VALUES ARTICULATE A SET OF DESIRABLE TRAITS OR CHARACTERISTICS THAT PEOPLE
CAN EXEMPLIFY IN THEIR FAITHFUL SERVICE TO THE ORGANIZATION AND ITS CAUSE.

THE LAST OF THE MODEL’S FOUR ELEMENTS ARE COMPETENCIES. AN ORGANIZATION’S

COMPETENCY FRAMEWORK CENTERS EVEN MORE ON THE INDIVIDUAL. COMPETENCIES DEFINE
WHAT EACH PERSON MUST DO TO LIVE THE ORGANIZATION’S VALUES, JOURNEY ALONG THE
MISSION AND STRIVE TO ATTAIN ITS VISION. COMPETENCIES ARE ACTION ORIENTED.
COMPETENCIES ARE BEHAVIORAL, MEANING THAT AN INDIVIDUAL WILL DEMONSTRATE THEM BY
WHAT THEY SAY OR DO. COMPETENCIES ARE APPROPRIATELY INCLUDED IN THE
ORGANIZATION’S PERFORMANCE ASSESSMENT TOOLS. ORGANIZATIONS SHOULD ENSURE THAT
ALL MEASURED PERFORMANCE IS BEHAVIORAL BASED.
La Consolacion University Philippines
MSHRM
COURSE CODE – Strategic Management
Case Study 1

Name: Macky Teope De Arca Jr

Student Number:21064848
Page |4

A CLEARLY EXPRESSED VISION, MISSION, SET OF VALUES AND COMPETENCIES IS VITAL TO AN

ORGANIZATION’S ABILITY TO POSITION ITSELF IN THE MARKETPLACE. WHICH PROPERLY
EXECUTED BY THE TOURISM AND EVENTS QUEENSLAND BY ENSURING THAT THE TEAM IS
MOVING AS ONE, SPECIALLY WITH THE SUPPORT OF THE GOVERNMENT.