Contents Vision, Mandate and Governance

Slides:



Advertisements
Similar presentations
Department of Tourism Department of Tourism OVERVIEW OF THE STATE OF TOURISM NATIONAL TOURISM STAKEHOLDER FORUM 17.
Advertisements

Strategy to Increase ASME’s Global Impact Michael Michaud, MD Global Alliances Orlando, FL November 16, 2009.
International Congress and Convention Association “SECB Singapore Inc. Approach” ALOYSIUS ARLANDO Acting Assistant Chief Executive Singapore Exhibition.
Human Resources The core of any business April 2014.
UK TRADE & INVESTMENT (UKTI). Anthony Arkle Energy & Infrastructure Inward Investment Projects 4 th December 2009.
Attracting Additional Conference Tourism to the Midwest Region Ailse Quinn Dr. Sinéad O’Leary.
Lobbying for Food Security: FAO advocacy interventions
UK Trade & Investment | Exporting for Growth1 Maximise your global growth Exporting can help you survive and grow. There are real opportunities to trade.
Briefing to the Portfolio Committee on Tourism South African Tourism 2013/14 Annual Report Presentation Date: 24 October 2014.
Department of Tourism Department of Tourism National Tourism Sector Strategy (NTSS) Presentation to Select Committee.
Introduction on Hong Kong’s MICE tourism 9 Mar 2010
MANDATE AND KEY STRATEGIC OBJECTIVES The mandate of SA Tourism is ...
Strategic Plan & Annual Performance Plan - 23 April 2013
Jordan’s Tourism Strategy and Aspirations for the Future H.E. Issa Gammoh, Secretary General, Ministry of Tourism and Antiquities.
HDA’s revised strategic direction and Annual Performance Plan 2013/14 March 2013.
“The National Tourism Product Database” - IWTS, Madrid - July 2006 Copyright © 2006 South African Tourism. Department of Environmental Affairs And Tourism.
TOURISM PROMOTION FOR A DESTINATION LIKE KAZAKHSTAN.
Visit Jacksonville President’s Report Tourist Development Council Meeting August 2014.
1 Office of Travel & Tourism Industries, International Trade Administration, U.S. Department of Commerce The National Travel and Tourism Strategy Isabel.
Tourism Marketing South Africa 8 October 2012 Ms Mmatšatši Ramawela Johannesburg.
Strategic Plan for the Promotion of Professional Services Exports in Barbados – Education Services Sunil Sinha Technical Director Emerging Market Economics.
CULTURAL TOURISM SEMINAR 1 MARKETING & SELLING CULTURAL TOURISM OVERSEAS.
1 Jon Whitfield Agency CEO Head of Government Internal Audit.
The Tourism Marketing Strategy for Yorkshire & Humber 2006 – 2010 Friday 12 May 2006.
National Tourism Sector Strategy (NTSS)
AN INVITATION TO LEAD: United Way Partnerships Discussion of a New Way to Work Together. October 2012.
SAACI PRESENTATION TO PARLIAMENT PORTFOLIO COMMITTEE ON TOURISM 7 FEBRUARY 2012.
SAACI PRESENTATION TO THE KZN TOURISM QUARTERLY GROWTH FORUM 3 FEBRUARY 2012.
GLOBAL STRATEGY PLAN Paul Bacon, CEO EMEA February 2011.
SENTECH SOC LIMITED BROADBAND AND SCHOOLS CONNECTIVITY PRESENTATION TO THE PORTFOLIO COMMITTEE ON TELECOMMUNICATIONS AND POSTAL SERVICES: 12 October 2014.
 SMME DEVELOPMENT AND THE ROLE OF LOCAL GOVERNMENT Presented by: Dr Sandra Musengi-Ajulu.
FEDHASA Presentation to Portfolio Committee on Tourism 21 February
FOREIGN MARKET SHARE STATISTICS ON INBOUND INTERNATIONAL TOURISM 1.
Nelson Mandela Museum, Mthatha.  The Nelson Mandela Museum was established in 2000  Its narrative for the first 13 years was based on the living legacy.
NATIONAL PRODUCTIVITY INSTITUTE PRESENTATION 12 OCTOBER 2004 By Dr Y Dladla, Executive Director NATIONAL COUNCIL OF PROVINCES SELECT COMMITTEE OF LABOUR.
11 November2014 RAILWAY SAFETY REGULATOR 2014/15 FINANCIAL YEAR QUARTER 1 & QUARTER 2 PROGRESS 1.
1 TOURISM BRANCH PRESENTATION TO THE PARLIAMENTARY PORTFOLIO AND SELECT COMMITTEES 3 – 4 MARCH 2003 CAPE TOWN.
Slide no. 1 © South African Tourism 2011 Click to edit Master subtitle style SA Tourism Presentation of the SA Tourism to Portfolio Meeting Tuesday 6 September.
On the occasion of the Twelve Conference of the Parties for United Nations Convention to Combat Desertification Ankara, Turkey 15 th October AFRICAN.
BUDGET BRIEFING TO PORTFOLIO COMMITTEE OVERVIEW OF DEAT PRIORITIES FOR 2003/ MAY 2003.
Working with Croydon Nick Royle, Head of North America FDI Team.
2 Strategic delivery Alignment to sectorial approach Alignment with national policy, agendas, campaigns Leveraging visitor economy assets Partnership.
Policy Dialogue on Africa and Latin America at a Crossroads: Addressing Structural Transformation in the New Global Landscape: Production Transformation.
Tourism Input DHA Briefing to Tourism Portfolio Committee 21 June 2011.
Business Events Sector UK & Europe. Contents Potential: Business Events 2.European Strategy  European Business Events  Target audiences  Achieving.
1 Financing Tourism Development Owen Willcox | Chief Director: Economic Services, National Treasury 31 March 2015.
Marketing South Africa as a competitive tourism destination
Leading global excellence in procurement and supply Sustainable Growth in Products & Services 22 nd March 2013 Duncan Brock, Customer Relationships Director.
Supporting Communities Strategic Plan Background to Supporting Communities Supporting Communities NI (SCNI) was set up in 1979 as a small estate.
Seda Annual Performance Plan 2016/17 – 2018/19 Presentation to the Portfolio Committee on Small Business Development 6 April
V03 Toastmasters City Manager, Jeff Fielding Strategic Leadership March 2, 2016.
Andrew Hiebl Chairman, Business Events Victoria.
FILM Strategic Priorities for the Western Cape Film Sector 2015/16 to 2019/20 Draft 2, July 2014 Cape Town |Labeeqah Schuurman|
Western Cape Regional Tourism Growth Strategies David Frost Chief Executive Officer – SATSA 29 th October 2013.
Tim Harris, Wesgro CEO Deloitte Western Cape Funding Fair 25 May 2016 An inspiring place to do business.
Welcome Indaba The mandate of SA Tourism is... MANDATE AND KEY STRATEGIC OBJECTIVES... through six key objectives by acting in a focused way.
Chief Accounting Officers Database List A chief accounting officer or a CAO plays a vital role in the organization as he/she is responsible for.
With Global B2B Contacts COO mailing list, you can effectively reach the COO.
UNCLASSIFIED Lift the living standards and wellbeing of all Victorians by sustainably growing Victoria’s economy and employment and by working with the.
The Strategy Map Presentation Templates
New Concepts in Business Tourism Destination Marketing
Visit Mendocino County: Strategic Direction 2017/ /20
4/29/2018 NDA STRATEGIC PLAN AND ANNUAL PERFORMANCE PLAN PRESENTATION TO THE PORTFOLIO COMMITTEE ON SOCIAL DEVELOPMENT 3 MAY 2017 MRS THAMO MZOBE CHIEF.
Presentation to Portfolio Committee
Transformation Integrated Strategy
University of Stellenbosch Business School
INGONYAMA TRUST BOARD’S ANNUAL PERFORMANCE PLAN
Portfolio Committee on Tourism: National Assembly
Improving Intergovernmental Relations in Tourism
Director-General: Mr. E Africa
Presentation transcript:

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

Contents Vision, Mandate and Governance Strategic Objectives and Performance Measurements SA Tourism Budget SA Tourism Strategy National Convention Bureau Leisure Tourism – Global, Africa and Domestic Tourism Tourism Grading Council Alignment with Key Stakeholders SA Tourism HR Strategy Concluding Remarks

Vision and Mission Mission Vision 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. 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. Slide no. 2

Strategic outcome orientated goal SA Tourism’s Expanded Mandate: Leisure, Business Events, Meetings and Quality Assurance National Tourism Sector Strategy outcome which SA Tourism will need to deliver against Significantly growing a sustainable tourism economy in South Africa, with domestic, regional and international components, based on innovation, service excellence, meaningful participation and partnerships. Strategic outcome orientated goal Increased contribution of the tourism sector to inclusive and sustainable economic growth 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 Work the distribution channel to promote SA Energise and empower the organisation to innovate and achieve excellence Invest only in selected markets/ decision centres to deliver volume and value Strategies to deliver expected outcomes Set up regional hubs to increase market penetration Slide no. 3 Page 10 – Strategic Plan 2015 - 2020 slide no

Alignment of SA Tourism Planning Approach NDP and Growth Path Clear Line of Sight 15 years MTSF, NTSS Priorities and Domestic Tourism Growth Strategy 5 years SA Tourism’s Strategic Plan 5 years Annual Performance Plan (APP) 1 year Divisional Plans/Business Plans 1 year 1 year Individual Performance Contract Page 11 – Strategic Plan slide no

Strategic Objectives Page 25 -34: Strategic Plan

Strategic Outcome Oriented Goals 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. Outcome11 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

Strategic Outcome Oriented Goals 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 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 Page 34 -36 – Strategic Plan slide no

Strategic Outcome Oriented Goals 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 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. Page 34 -36 – Strategic Plan slide no

Strategic Outcome Oriented Goals 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 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 Page 34 -36 – Strategic Plan slide no

Annual Performance Targets 2015/16 and beyond

Annual Performance Targets 2015/16 and beyond KEY PERFORMANCE INDICATOR   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  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 25.3 4.5% R 26.5 Slide no. 11 Page 11 - APP

Annual Performance Targets 2015/16 and beyond KEY PERFORMANCE INDICATOR   AUDITED OUTCOME/ACTUAL PERFORMANCE ESTIMATED PERFORMANCE MEDIUM-TERM TARGETS 2013/14 2014/15 2015/16 2016/17 2017/18 Brand awareness achieved (%) 79% 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% *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. 12 Page 11 - APP

Budget Allocation Page 25 -34: Strategic Plan

Overview Of 2015/16 Budget and MTEF Estimates

Strategic Plan & Annual Performance Plan (2015/16 & Beyond) Graphical Representation of Overview of 2015/16 Budget and MTEF Estimates Slide no. 15 Strategic Plan & Annual Performance Plan (2015/16 & Beyond)

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) Budget Estimate 1. Administration 143 054 105 465 140 631 111 160 117 385 123 841 130 033 2 Contribute 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 3 Contribute to growth of domestic tourism in South Africa 23 452 45 113 46 372 43 672 - 143 800 149 000 156 450 4 Grow tourism revenue 5 Improve brand awareness of South Africa as a tourist destination 224 258 245 850 225 158 201 200 205 947 218 303 229 218 6 Provide quality assurance for tourism products 25 061 3 252 37 889 41 171 3 000 44 171 48 425 49 871 52 364 7 Contribute to number of business events in South Africa   43 216 51 982 45 813 33 700 34 000 35 700 Total 863 293 979 646 1 057 203 1 042 238 52 850 1 095 088 1 173 555 1 225 437 1 281 508

Graphical Representation of Breakdown of Budget/ Objective

Budget Interventions Upfront payment to foreign country budgets to manage the risk of currency exposure Request budget rate from Treasury Budget in foreign countries slide no

SA Tourism’s strategy is to: convince consumers/ clients that South Africa can be trusted to deliver memorable experiences and successful business events. Slide no. 19 Page 25 -34: Strategic Plan

National Convention Bureau Focus Areas Corporate Meetings: Number of delegates at international corporate meetings M I Incentive meetings: Number of attendees at international incentive meetings C International conventions: Number of attendees at international conventions C International conventions: Number of attendees at international conventions E Exhibitions: Number of international attendees at trade exhibitions E Exhibitions: Number of international attendees at trade exhibitions Slide no. 20

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 slide no

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. slide no

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 South Africa – Key Industries/Sectors by Provinces 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 Limpopo Key Industries: Mining, tourism (game reserves), agriculture and hunting industry / game farming 9 9 1 Mpumalanga Key Industries: Mining (Coal), agriculture (citrus fruit production, agri-processing and sheep farming), tourism (eco-tourism), game farms and manufacturing 8 8 2 North West Key Industries: Mining (mainly Platinum), tourism (game reserve, nature reserve, etc.) and agriculture 2 7 3 6 Free State Key Industries: Mining (Gold, Coal and Diamond), agriculture, petrochemicals and manufacturing (high-tech industries) 7 Northern Cape Key Industries: Mining (mainly Diamonds, Iron-ore), tourism, game- farming, astronomy and agriculture 3 5 4 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 Eastern Cape Key Industries: Automotive manufacturing, finance, real estate, agriculture (sheep farming and fishing), wholesale and retail trade, tourism, ports5 and hotels and restaurants 5 6 KwaZulu-Natal Key Industries: Mining (Aluminum, Steam Coal, Minerals), manufacturing (petro-chemicals, automotive), tourism, ports, leather industry and agriculture, real estate, medical1 Slide no. 23

SANCB SUPPORT SERVICES National Convention Bureau Services SANCB SUPPORT SERVICES Bidding Support Bid Strategy Bid Document Lobbying Bid promotion Bid Presentations Site Inspection Support Bidding Site Inspections Convention Planning Site Inspections Convention Planning Support Planning support Venue and supplier recommendations Final decision with client 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 Slide no. 24 slide no

SA Tourism’s strategy is to: invest only in selected markets/ decision centres to deliver volume and value. Page 25 -34: Strategic Plan Slide no. 25

Leisure Tourism Market Portfolio - 01/04/2014 – 30/03/2017 Africa AMERICAS ASIA & AUSTRALASIA EUROPE & the UK CORE MARKETS Angola Domestic Kenya Mozambique Nigeria Tanzania Brazil USA Australia China India France Germany Netherlands UK INVESTMENT MARKETS Botswana DRC Ghana Lesotho Uganda Zimbabwe Canada Japan South Korea Italy Russia TACTICAL MARKETS Namibia UAE Zambia Singapore Switzerland WATCH-LIST MARKETS Ethiopia Malawi Swaziland Argentina New Zealand Austria Belgium Denmark Finland Norway Spain Sweden Turkey STRATEGIC IMPORTANCE Egypt, Israel, Morocco, Saudi Arabia, Tunisia, Malaysia

SA Tourism’s strategy is to: set up regional hubs to increase market penetration. Page 25 -34: Strategic Plan

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: Budget Availability; Human Resources; Geographic spread; and 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

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).

Reviewed Hub Strategy Implementation – Budget and Market Portfolio

SA Tourism’s strategy is to: work the distribution channel to promote South Africa. Page 25 -34: Strategic Plan Slide no. 31

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)

Leisure Tourism Marketing – Global, Africa and Domestic Tourism Slide no. 33

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.

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: National Geographic – 458 million households; 172 Countries; 38 Languages (Dutch, English, Chinese, French, German, Italian, Spanish). 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.

Leisure Tourism – Global, Africa and Domestic Tourism

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: SA Tourism Nigeria office opened - positioned to service the West Africa hub SA Tourism Angola presence to be concluded mid 2015 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: A new Africa TVC that focuses on key market insights An integrated media buy from media houses with a wider reach for content generation Partnering with, training and hosting trade with an aim to improve how South Africa is packaged.

Leisure Tourism – Global, Africa and Domestic Tourism

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.

SA Tourism’s strategy is to: engage stakeholders and partners to deliver quality visitor experience that re-affirm the brand promise. Page 25 -34: Strategic Plan

Quality Grade Establishments accurately Tourism Grading Council: Vision, Mission, Strategic Objectives & Goals Vision To be an internationally recognised, credible and predictable brand that stands for quality and enriched tourist experiences. Mission 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. Strategic Objectives Quality Grade Establishments accurately Recognise Great Performing Establishments Strategic Goals Continually enhancing the credibility and skills of the Grading Assessors Continually enhancing the credibility of the Grading Process and Grading Criteria Ensuring a tangible Basket of Benefits for graded establishments Continually enhancing the credibility of the Lilizela Tourism Awards 1 2 3 4

Grading Council: Strategic Goals Continually enhancing the credibility and skills of the Grading Assessors Strictly manage the conduct of Assessors in line with the Service Provider Agreement (SPA). Conduct Annual Assessor Performance Reviews. 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 Criteria Implement an efficient and professional Customer Relationship Management System. 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 establishments 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 Awards A concerted effort to be made to get industry buy-in. Re-establishment of the Lilizela Award as a prestigious industry award. Provincial Awards to continue with the active participation of the provinces. The Adjudication Panel to consist of respected industry players. An independent audit firm will be appointed to oversee the whole process. Transformation will be a key focus area of the Lilizela Awards to broaden the participation base.

Expanded Mandate of the Grading Council: Tourism Act of 2014

Key Stakeholders TGCSA Stakeholders National Department of Tourism (NDT) Tourists (domestic & international) Key Stakeholders Assessors Establishments Fedhasa, TBCSA, NAA, SATSA etc Trade slide no

SA Tourism’s strategy is to: engage stakeholders and partners to deliver quality visitor experience that re-affirm the brand promise. Page 25 -34: Strategic Plan

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

The Importance of the Value Chain SA TOURISM TOUR OPERATORS/ TRAVEL AGENTS DEPT OF HOME AFFAIRS AIRLINES AIRPORTS Create Awareness & Positivity Conversion (Sign JMAs) Book Flights (Capacity & Fares) (Sign JMAs) Friendly visitor welcome, information & efficiency Efficient visa processing MEDIA (International & Local) RESTAURANTS & OTHER PRODUCTS HOTELS TRANSPORT & LOGISTICS CO. IMMIGRATION Contextualised & Positive Reporting Warmth of our people Good service Pricing *Welcoming *Graded *Meet customer experience expectation Legitimacy Pricing Reliability Friendly visitor welcome StatsSA – Accurate Tourism Stats WTTC-Jan 2013

SA Tourism’s strategy is to: energise and empower the organisation to innovate and achieve excellence. Page 25 -34: Strategic Plan

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.

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