Broaden our measure of value from near-term growth to long-term sustainability Tourism New current approach to increasing value focusses on encouraging tourists to Zealand’s spend more and stay longer. With rapid growth placing pressure on core regions, this priority redefines this approach to drive shoulder arrival growth and regional dispersal. Tourism New Zealand will also assess future geopolitical risks in target markets and shift its activities accordingly, to mitigate the effects of sudden drop-offs in arrivals thereby supporting long term stability for the industry. Manage our portfolio of markets and sectors as a strategic investor In order to target the highest value visitor, from a pool of 60 million active considerers in New top six visitor markets, Tourism New Zealand takes a strategic approach to market Zealand’s development. Our focus is to grow a portfolio of markets that generates value for New Zealand over the near, medium and long-term. To develop our portfolio markets and sectors from within a fixed funding pool, Tourism New Zealand will take a categorisation approach of near-term value maximization (horizon one), medium-term growth (horizon two) and longer-term development (horizon three) for each portfolio investment. The amount invested, and the activities prioritised, will depend largely on market development stages. Work with Government and industry partners to sustain and improve the experience of visitors and host communities The single biggest driver of choosing a holiday destination is recommendation from friends and family. Our international visitor survey shows that New Zealand enjoys strong satisfaction ratings. In order to protect advocacy by in visitors returning to their home markets, it is essential that our visitors have excellent experiences while here. The entire tourism industry has committed to this goal through Tourism 2025 and Tourism New Zealand will monitor visitor experience and work with other government agencies (e.g. MBIE, DOC, and New Zealand Transport Agency) in order to achieve this goal, as well as advise the wider tourism industry on insights and strategies.
Broaden our measure of value from near-term growth to long-term sustainability Tourism New Zealand’s current approach to increasing value focusses on encouraging tourists to spend more and stay longer. With rapid growth placing pressure on core regions, this priority redefines this approach to drive shoulder arrival growth and regional dispersal. Tourism New Zealand will also assess future geopolitical risks in target markets and shift its activities accordingly, to mitigate the effects of sudden drop-offs in arrivals thereby supporting long term stability for the industry. Manage our portfolio of markets and sectors as a strategic investor In order to target the highest value visitor, from a pool of 60 million active considerers in New Zealand’s top six visitor markets, Tourism New Zealand takes a strategic approach to market development. Our focus is to grow a portfolio of markets that generates value for New Zealand over the near, medium and long-term. To develop our portfolio markets and sectors from within a fixed funding pool, Tourism New Zealand will take a categorisation approach of near-term value maximization (horizon one), medium-term growth (horizon two) and longer-term development (horizon three) for each portfolio investment. The amount invested, and the activities prioritised, will depend largely on market development stages. Work with Government and industry partners to sustain and improve the experience of visitors and host communities The single biggest driver of choosing a holiday destination is recommendation from friends and family. Our international visitor survey shows that New Zealand enjoys strong satisfaction ratings. In order to protect advocacy by in visitors returning to their home markets, it is essential that our visitors have excellent experiences while here. The entire tourism industry has committed to this goal through Tourism 2025 and Tourism New Zealand will monitor visitor experience and work with other government agencies (e.g. MBIE, DOC, and New Zealand Transport Agency) in order to achieve this goal, as well as advise the wider tourism industry on insights and strategies.
four-year-strategy.docx