ACTION PLAN - City of Charles Sturt
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2020
ACT I O N P L AN
Traditional Owners
This tourism plan acknowledges and
respects that all tourism activity and
development takes place on Kaurna
land and encourages Aboriginal
communities to be a part of the current
and anticipated South Australian
tourism successes.
2 Western Region Tourism Destination Action Plan 2020
MESSAGE FROM COUNCIL MAYORS
In February 2015, the Chief Executive Officers One of the key actions within the Building Western This plan was developed by the Tourism e-school
and key staff from the four Councils; Cities of; Adelaide Strategy was the development of a with input and direction from each of the four
Port Adelaide Enfield, Charles Sturt, West Torrens Regional Western Adelaide Tourism Plan. The participating Councils.
and Holdfast Bay met to explore the potential intent of this Plan was to create an overarching
This Regional Tourism Plan not only creates
of a Western Alliance for economic collaborative approach to attracting visitors to
the framework for the region, it highlights the
development matters. western Adelaide with the aim of increasing
collaboration occurring between each of the
economic benefit to the region through
The Building Western Adelaide Strategy was participating Council which will ultimately
increased overnight stays and increased
subsequently endorsed and a Memorandum assist to grow tourism opportunities across
business opportunities for both existing and
of Understanding (MoU) for Regional the entire region.
future business ventures both in the direct
Collaboration and a Western Alliance for
and indirect tourism markets.
Economic Development was signed by the
four Councils in November 2015. Whilst each Council will undertake its own
localised tourism activities, this plan creates
a framework for working together and using
the tourism strengths in each region to provide
a strong tourism offering that will make western
Adelaide a leading South Australian tourism
destination.
Western Region Tourism Destination Action Plan 2020
3
CONTENTS INDEX OF FIGURES INDEX OF TABLES
EXECUTIVE SUMMARY 4 Figure 1 Visitor Place of Origin 16 Table 1 Experiences and
Hero Products 10
SETTING THE SCENE 6 Figure 2 Top 10 Domestic Visitor Activities 17
Table 2 ATDW Listings in
The Visitor Economy 6 Figure 3 Western Region Latent Western Adelaide Region 12
Demand by Council Area 18
What is the role of a Tourism Table 3 Average Annual Visitors for
Destination Action Plan? 7 Figure 4 City of Holdfast Bay Western Adelaide - March 2016 13
Latent Demand vs Awareness 20
SITUATION ANALYSIS 8 Table 4 Domestic Overnight Visitation 14
Figure 5 City of West Torrens
Key Tourism Assets 8 Latent Demand vs Awareness 21 Table 5 Domestic Visitor Profile -
Average Annual Visitors 15
Visitor Insights 13 Figure 6 City of Port Adelaide Enfield
Latent Demand vs Awareness 22 Table 6 International Visitor Profile -
Opportunities + Challenges 26 Average Annual Visitors 15
Figure 7 City of Charles Sturt
2020 STRATEGIC FOCUS 28 Latent Demand vs Awareness 23 Table 7 Ideal Customer Demographics 29
Vision 28 Figure 8 Net Promoter Scores for Table 8 Ideal Customer Psychographics 30
Places Sub Brands in Western Region 24
Primary Goal 28 Table 9 Ideal Customer Market Alignment 31
Objectives 28 Table 10 Ideal Customer Tourism
Experience Alignment 32
Customers 28
Table 11 Niche Segment Market
Brand Messaging 36 Segments by Country of Origin 33
Role of Key Stakeholders
in this Plan 36
Priority Areas + Action Plan 38
Measurement + Evaluation 48
ACKNOWLEDGEMENTS 50
GLOSSARY 51
REFERENCES 51
4 Western Region Tourism Destination Action Plan 2020
EXECUTIVE SUMMARY
The Action items within this plan, once
The Western Region Tourism Destination Action Plan 2020 sets the implemented, will enhance the visitor economies
strategic direction for destination management and marketing of of the Western Region by:
the visitor economies for the Western Adelaide councils of City of • Ensuring confident and consistent marketing
activities and the development of an events
Port Adelaide Enfield, City of West Torrens, City of Charles Sturt, strategy to drive qualified demand;
and the City of Holdfast Bay. • Setting a framework for industry stakeholders
to better communicate and collaborate with
For the Western Adelaide region (comprising of Thorough research and consultation was one another, which creates an engaged and
the City of Port Adelaide Enfield, City of Charles conducted to ensure the validity and relevancy informed community;
Sturt, City of West Torrens and the City of Holdfast of this Plan and its contents. This consultation • Enabling improved understanding of the
Bay) the visitor economy is fast becoming an process included one-on-one meetings, group current state of the visitor experience within
economic priority, directly employing 9,537 people workshops with key internal and external the region, and provide insight into products
and supporting 4,669 businesses.1 stakeholders, online qualitative and quantitative gaps for investment;
The vision for this Plan is to position Western surveys, review of online customer sentiment. • Ensuring that the visitor economy is seen
Adelaide as a must-visit inclusion for all visitors Additionally, the development of this Plan initiated by all stakeholders in each municipality,
to South Australia, with the primary goal of two research projects; first the development of as an important, sustainable economic
increasing sustainable tourism jobs within the a Western Region Tourism Profile, and secondly driver for the Region.
Region. Measurable objectives that will support the facilitation of a Primary Research Project with
the achievement of the primary goal and vision, This Plan has also been designed to set the
an external Research Agency. The data collected
include the growth in tourism visitation and strategic direction for the development of
through this explorative process ensured the individual Tourism Strategies for each of the
expenditure, in addition to improved customer development of a robust, accurate and well
sentiment and latent demand for the region’s participating councils, providing an overarching
informed Action Plan, with a clear strategy for framework, whilst also catering individual
product.
measurement of Key Performance Indicators. interpretation of actions at a local level.
A deliberate effort has been made to align this
Plan directly with the South Australian Tourism
Plan 2020, whilst referencing and aligning
specific strategies and tactics with a number of
complementary strategies including the Building
Western Adelaide Strategy and participating
council Strategic Plans.
1 Building Western Adelaide Strategy, 2016
Western Region Tourism Destination Action Plan 2020
5
6 Western Region Tourism Destination Action Plan 2020
SETTING THE SCENE
The Visitor Economy National and State Priorities The City of Port Adelaide Enfield (CPAE)
adopted their Economic Development Strategy
The concept of the visitor economy is increasingly Tourism Australia is committed to an ambitious in September 2016. This strategy is a framework
being adopted by the global tourism industry. 2020 target of doubling the value of the for local economic growth and job creation. The
The visitor economy is broader than the traditional visitor economy to the nation from $70billion CPAE is also part of the Northern Economic Plan
view of the tourism sector, which focuses on the to $140billion, driven by growth in inbound which was released in January 2016, which is a
leisure market of visitors that travel for a variety travel (particularly from Asia) and supported by blueprint for a prosperous northern Adelaide, with
of reasons. continued growth in the domestic market.2 the tourism industry accounted for within the first
As for South Australia, tourism continues as a key Strategic Outcome 1: Industry Growth.
The visitor economy includes all visitors that travel
outside their usual home to take part in activities driver of the state’s economy. In the year to June The City of Charles Sturt recently released their
including leisure, business, events, employment, 2016, visitors spent $5.9b in South Australia across 2016 - 2021 Economic Development Strategy, with
education or to visit friends and relatives. 17,000 tourism businesses, directly employing the new draft identifying the development of the
36,000 South Australians.3 tourism industry as one the key focus areas for
These visitors, which include international, economic development.
interstate, intrastate and day trip visitors, provide The South Australian tourism industry has
benefits to the economy through the direct identified an achievable potential of $8.0b total Although the City of West Torrens is yet to finalise
contributions of their tourism activities, as well expenditure by December 2020, $4.5b of which a Tourism Plan or Economic Development Strategy
as the indirect contributions via the value chain, has been earmarked for the Adelaide region.4 at this stage, a number of existing strategic
such as the impacts of capital investment and Regional Focus documents guide Council’s current interest in
Government expenditure. tourism and activities which may be tourism-
For the Western Adelaide region (comprising of related (such as retail operations). This includes
The visitor economy encompasses the contribution the City of Port Adelaide Enfield, City of Charles prioritizing key strategic relationships with
tourism makes to employment, investment, Sturt, City of West Torrens and the City of Holdfast significant tourism assets such as Adelaide Airport
infrastructure development, exports, provision Bay) the visitor economy is fast becoming an and Adelaide Shores.
of temporary labour and social vibrancy. economic priority, directly employing 9,537 people
and supporting 4,669 businesses.5 Building on the City of Holdfast Bay’s previous
Tourism Plan 2010 - 2014, where Council
Individually, each council identifies Tourism as a recognised tourism for its contribution to the
key contributor to economic success. vibrancy of the City, the Tourism Plan 2020
provides focus and an action plan to ensure
tourism growth and sustainability within the City of
Holdfast Bay.
2 Tourism 2020 Overview http://www.tourism.australia.com/documents/Tourism_2020_overview.pdf
3 South Australia Tourism – At a Glance, June 2016 http://www.tourism.sa.gov.au/assets/documents/Research%20and%20Reports/South_Australian_Tourism_-_At_a_glance_June_2016.pdf
4 South Australian Tourism Plan 2020, 2016
5 Building Western Adelaide Strategy, 2016
Western Region Tourism Destination Action Plan 2020
7
This document sets the short, medium and
What is the role of a Tourism long-term strategy for the whole region, with
Destination Action Plan? actions flowing through to the participating local
government entities. The TDAP is designed to
The Western Adelaide Councils have each facilitate the development of individual Tourism
recognised the importance of tourism within their Strategies for each of the participating councils,
planning frameworks, and this Tourism Destination which address the strategies and actions within
Action Plan articulates their shared vision and links this Plan that are most relevant to their council.
to the State and Commonwealth plans for growing
the visitor economy. The objective of the TDAP is to increase
the number of sustainable tourism jobs in
The identification of Tourism as a growth Western Adelaide.
sector has prompted the development of a
Tourism Destination Action Plan (TDAP), which The main aim of the TDAP has been designed
identifies key priority areas and actions geared to contribute to achieving Adelaide’s 2020
to increase tourism expenditure and employment regional tourism expenditure target of $4.5 billion,
in the region. 67% of which has already been achieved as of
December 2015.6
The development of this TDAP included
a thorough consultative process (see
Acknowledgements) with Government and
Industry stakeholders. This Plan has also been
designed to align first and foremost with the South
Australian Tourism Plan 2020, which is the blueprint
for the industry in South Australia. Additionally,
this Plan also references other relevant
strategies throughout, making it a robust, evidence
based strategy, with the result being a clear and
definitive direction for tourism in Western Adelaide
toward 2020.
6 Adelaide Tourism Profile, December 2015
8 Western Region Tourism Destination Action Plan 2020
SITUATION ANALYSIS
Inland, the region is home to a collective of
Key Tourism Assets high quality sporting and shopping precincts, in
As indicated earlier, the Western Adelaide region addition to major transport and travel gateways
(for which this Plan is developed) consists of 4 local including Adelaide Airport, Outer Harbour
government municipalities, which geographically Passenger Terminal (cruise) and the Adelaide
encapsulate the main coastline and inner western Parklands Terminal (rail).
suburbia of Adelaide. The local government areas To top it off, the region is a multicultural melting
include: pot of dining experiences for all occasions and
• City of Port Adelaide Enfield traveler predispositions. Some of Adelaide’s
• City of Charles Sturt best restaurants can be found dotted along the
coastline, throughout inner western suburbia and
• City of West Torrens along Henley Beach Road.
• City of Holdfast Bay
The region has a solid history-based tourism
industry, with Port Adelaide home to some of Experiences + Hero Products
South Australia’s most notable heritage transport Experiences are those moments that change
and marine assets, in addition to Glenelg being the way our visitors think and feel, and help to
the proclamation site for South Australia. differentiate a destination. During the consultation
Supporting this, the region attracts nature and process, participants identified the experience
aquatic experience seekers, boasting a pristine themes and hero experiences the region has to
22-kilometre coastline and 3 lake/river systems offer as a tourism destination.
offering an extensive array of water-based activities
and tours, and over 50kms of coast-line and inland
walking and cycling trails.
Western Region Tourism Destination Action Plan 2020
9
10 Western Region Tourism Destination Action Plan 2020
Table 1 Experiences and Hero Products
Experiences Hero Products/Themes
Coastal + Aquatic • Beaches • Kayaking
• Swimming • Kiteboarding
• Temptation Sailing • Water Skiing
• Dolphin Cruises • Jetskiing
• Standup Paddleboarding • Fishing (Beach, Jetty, Boat, Port River)
• Scuba Diving • Kite Surfing
• Maritime Heritage boats
Nature + Landscapes • Sunsets • International Bird Sanctuary
• Jetties • International Dolphin Sanctuary
• Sand dunes • Parks (Coastal + Inland)
• Port River & Inner Harbour • Linear Park
• West Lakes
History + Heritage • SA Maritime, National Railway & SA Aviation Museums • Glenelg Air Raid Shelter
• Lighthouse (museum) • Charles Sturt Museum
• Port Adelaide Heritage Walking Trail • Bowden/Brompton Historical Precinct
• Harts Mill • Charles Sturt Cottage Museum
• City of Adelaide Clipper Ship • Fort Glanville
• Historic Buildings in Port Adelaide, Semaphore & Largs Bay • Hindmarsh Fire and Folk Museum
• Bay Discovery Centre, Glenelg • Partridge House
• Cummins House, Novar Gardens • Old Gum Tree Reserve
Adventure • Cycling / Walking Trails – Coast Park Path, Mike Turtur Bikeway, • Go Carting
Anna Meares Cycle Track, Linear Park • Bounce (Trampoline Park)
• Ice Arena • Mini Golf
• The Beachhouse • Mega Adventure Playground
• Skate & BMX Parks • Woodville Bowl
• Laser SkirmishWestern Region Tourism Destination Action Plan 2020
11
Food, Dining + Retail • Moseley Square & Jetty Road, Glenelg • Westfield West Lakes
• Henley Square and Henley Beach South • The Brickworks
• Henley Beach Road • Emerging Brompton/Bowden precincts
• Jetty Street, Grange • Westfield Marion (borders)
• Queen Street, Croydon • Semaphore Road
• Jetty Road, Brighton • Port Adelaide Art Galleries
• Holdfast Marina Pier, Glenelg • Fishermans Wharf Markets
• Adelaide Sailing Club • Harbourtown
• Largs Pier Hotel • Adelaide Airport Mall
• Port Adelaide Hotels • Ikea
• Lipson Street, Port Adelaide • Semaphore Palais
• Multicultural Restaurants and Cafes throughout the region esp
Torrensville & Thebarton
Sport • Titanium Security Arena • Greyhound Racing Angle Park
• Coopers Stadium • Adelaide Shores
• AM Ramsay Regatta Course (West Lakes) • Netball SA Stadium
• Glenelg Oval • Ice Arena
• SA Aquatic & Leisure Centre (borders) • Golf Clubs, including Kooyonga, The Royal
• Alberton Oval Adelaide, Grange & Glenelg & Regency Park
• Adelaide Superdrome • Surf Clubs
• City Mazda Stadium • Sailing Clubs
• Volleyball12 Western Region Tourism Destination Action Plan 2020
Major Regional Events + Table 2 ATDW Listings in Western Adelaide Region
Entertainment Venues
In addition to the experiences and hero products, Type Total City of Port City of Charles City of West City of
the region is also host to a number of major Adelaide Enfield Sturt Torrens Holdfast Bay
tourism events, and home to a number of major
event venues. Attractions 47 18 7 12 10
• South Australian Living Artists Festival
Accommodation 67 15 5 10 37
• Tour Down Under
• City to Bay Accredited VICs 2 1 1
• New Year Eve Festivals
• Bay Sheffield Events* 17 3 0 4 5
• Semaphore Kite Festival
• Port Adelaide Enfield Twilight Hire 24 0 7 13 4
Christmas Parade
Restaurants 8 4 0 3 1
• Semaphore Street Fair
• Festa Croatian Food & Wine Festival Tours 29 5 7 13 4
• The Port Festival
• Adelaide Entertainment Centre
• Semaphore Odeon Star
• The Gov
• Thebarton Theatre
• Glenelg Cinemas & Open Air Summer Cinema Source: Australian Tourism Data Warehouse.
*Events only registered in the LGA. Doesn’t include events visiting the LGA.
Australian Tourism Data Warehouse
Product Listings
In July 20167, there were a total of 194 businesses
and events listing on the Australian Tourism Data
Warehouse, who specified that they service or are
located in the Western Adelaide Region.
7 Australian Tourism Data Warehouse July 2016Western Region Tourism Destination Action Plan 2020
13
Visitor Insights
Statistics
Overnight visitor expenditure for Adelaide as at December
2015 was $3.0b, and in order to meet the Adelaide’s share
of the South Australian target of increasing overnight visitor
expenditure to $4.5b in 2020, Adelaide’s visitor expenditure
is required to grow to $1.5b over the next 3 years.8
Table 3 Average Annual Visitors for Western Adelaide
- March 2016 9
Total Day Trips 163,000
Total Total Overnight
Intrastate Interstate International
Domestic Visitors
Visits 229,250 227,500 456,750 33,596 490,346
% of total 47% 46% 93% 7% 100%
Nights 920,000 566,750 1,486,750 1,387,383 2,874,133
% of total 32% 20% 52% 48% 100%
Average length of stay 4.0 2.5 3.3 41.3* 5.9
*Around 16% are other likely to include a high proportion of students
Holiday Visiting friends Business Other Total Overnight
and relatives Visitors
Visits 138,517 215,653 81,216 55,459 490,346
% of total 28% 44% 17% 11% 100%
Nights 516,114 1,438,579 202,900 716,540 2,874,133
% of total 18% 50% 7% 25% 100%
Average length of stay 3.7 6.7 2.5 12.9 5.9
8 Adelaide Regional Profile, p1
9 Western Adelaide Tourism Profile, March 201614 Western Region Tourism Destination Action Plan 2020
Table 4 Domestic Overnight Visitation10
7000
6000
5000
4000
3000
2000
1000
0
YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar YE Mar
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
West Adelaide (average) Adelaide South Australia
10 Western Adelaide Tourism Profile, March 2016Western Region Tourism Destination Action Plan 2020
15
Table 5 Domestic Visitor Profile - Average Annual Visitors11
Purpose Holiday VFR Other Total
Visits 129,500 198,250 129,000 456,750
% 28% 43% 28% 100%
Nights 394,750 795,500 296,500 1,486,750
% 27% 54% 20% 100%
Average length 3.0 4.0 2.3 3.3
of stay
Table 6 International Visitor Profile - Average Annual Visitors12
Purpose Holiday VFR Other Total
Visits 9,017 17,403 7,675 33,596
% 27% 52% 23% 100%
Nights 121,364 643,079 622,940 1,387,383
% 9% 46% 45% 100%
Average length 13.5 37.0 81.2 41.3
of stay
11 Western Adelaide Tourism Profile, March 2016
12 Western Adelaide Tourism Profile, March 201616 Western Region Tourism Destination Action Plan 2020
Figure 1 Visitor Place of Origin
Origin of Domestic Visitors Origin of International Visitors
to the West Adelaide Region to the West Adelaide Region
Adelaide
North America
Other 6% Regional SA 10%
NT 3% 44%
Other Countries United Kingdom
3%
3% 20%
WA
5%
Qld
7%
Other Europe
Vic Other Asia 20%
19% 30%
NSW China
13% 5% New Zealand
12%Western Region Tourism Destination Action Plan 2020
17
Figure 2 Top 10 Domestic Visitor Activities*
Eat out at restaurants
Visit friends & relatives
Go shopping (pleasure)
Go to the beach
Pubs, clubs, disco etc
General sightseeing
Active outdoor / sports
Other outdoor / nature
Other Arts / Heritage
0% 10% 20% 30% 40% 50% 60% 70%
Note: Other activities group not shown (23%)18 Western Region Tourism Destination Action Plan 2020
Perceptions Figure 3 Western Region Latent Demand by Council Area
To understand visitor perceptions of Western
Adelaide, and set a benchmark for this Plan,
Adelaide Based Research Agency, McGregor
Tan was commissioned to conduct a qualitative City of Holdfast Bay 17%
consumer research study in September 2016, to
derive insights on Latent Demand and Customer
Sentiment. Below is a snapshot of the key insights
City of Charles Sturt 23%
from the research.
Latent Demand
City of Port Adelaide Enfield 16%
21%
The main objective of the research was to identify
the Latent Demand for specific tourism related City of West Torrens
activities within each of the municipalities involved
in this Plan. Latent demand is a highly strategic
research approach that enables the Councils
to determine the potential demand for the
destination based on activities available within
the region.
Latent demand provides:
• Insight into which existing attributes/activities
should be promoted to generate increased
visitor demand
• Which attributes/activities have limited return
on investment and should only be promoted
when new/ refreshed product becomes
available
The research uncovered some very interesting
insights for each of the participating councils,
but overall, the percentage of Latent Demand for
activities across the Western Adelaide Region were
very positive, with an average of 20%.Western Region Tourism Destination Action Plan 2020
1920 Western Region Tourism Destination Action Plan 2020
The research revealed significant insight into how each of the Councils can activate the results, through
product development and tactical messaging. As an overview, the following insights were found for each
of the Councils:
City of Holdfast Bay Figure 4 City of Holdfast Bay Latent Demand vs Awareness
Key Latent Demand Segments 20% Low Existing Awareness
Demographic data Enjoy Nature High Existing Awareness
High Latent Demand High Latent Demand
1. Attend Festivals 18%
• Female
• Aged 40-54 16% Awareness Messaging
• Evenly distributed across Tactical Messaging to Convert
14%
the regions History/Heritage
Latent Demand
2. Eating out 12% Attend Festivals
• From metropolitan Adelaide Sporting Events Eating Out
(not the western suburbs) 10%
• Evenly distributed across age
and gender 8% Family
Cycling/Walking
Clubs, Bars, etc
6% Shopping Beach
4%
Limited Comparative Opportunity Destination Strengths to Maintain
2% Low Existing Awareness High Existing Awareness
Low Latent Demand Low Latent Demand
0%
45% 50% 55% 60% 65% 70% 75% 80% 85%
AwarenessWestern Region Tourism Destination Action Plan 2020
21
Figure 5 City of West Torrens Latent Demand vs Awareness
City of West Torrens 25%
Low Existing Awareness High Existing Awareness
Key Latent Demand Segments High Latent Demand
High Latent Demand
Demographic data
1. Eating out Attend Festivals
• From western suburbs or 20% Tactical Messaging to Convert
metro Adelaide Family Eating Out
Awareness Messaging Beach
• 18-39 years old
2. Beach Cycling/Walking
Latent Demand
15%
• Metro Adelaide Shopping
Enjoy Nature
• Female History/
3. Cycling/ Walking Heritage Sporting Destination Strengths to Maintain
Events
• From Regional South Australia 10%
Clubs, bars etc
• 18-39 years old and 40-54 years old
Limited Comparative Opportunity
5%
Low Existing Awareness High Existing Awareness
Low Latent Demand Low Latent Demand
0%
25% 30% 35% 40% 45% 50% 55% 60%
Awareness22 Western Region Tourism Destination Action Plan 2020
City of Port Adelaide Enfield
Key Latent Demand Segments
Demographic data Figure 6 City of Port Adelaide Enfield Latent Demand vs Awareness
1. Family activities 20% Low Existing Awareness High Existing Awareness
High Latent Demand High Latent Demand
• 18-39 years old
18% Cycling/Walking Family
2. Eating out Enjoy Nature Eating Out Beach
• From metropolitan Adelaide 16%
Awareness Messaging Tactical Messaging to Convert
and regional SA
• Female 14%
3. Beach
12% Attend Festivals
• Western suburbs and regional SA
Latent Demand
Sporting Events
• Female
10% Sporting Events
• 18-39 and 40-54 years old Clubs, bars etc
8% Limited Comparative Opportunity Exploring History
6%
Destination Strengths to Maintain
4%
2% Low Existing Awareness High Existing Awareness
Low Latent Demand Low Latent Demand
0%
25% 30% 35% 40% 45% 50% 55% 60% 65%
AwarenessWestern Region Tourism Destination Action Plan 2020
23
City of Charles Sturt
Key Latent Demand Segments Figure 7 City of Charles Sturt Latent Demand vs Awareness
Demographic data
1. Family activities 25% Low Existing Awareness High Existing Awareness
• Regional SA High Latent Demand High Latent Demand
• Aged 40-54
2. Eating out
• Regional SA 20%
Attend Festivals
• Aged 40-54 History/ Clubs, bars etc
Tactical Messaging to Convert
Heritage Family Eating Out
Sporting
Latent Demand
Events
15% Enjoy Nature
Awareness Messaging
Cycling/Walking
10% Shopping
Beach
Destination Strengths to Maintain
5%
Low Existing Awareness High Existing Awareness
Low Latent Demand Low Latent Demand
0%
30% 35% 40% 45% 50% 55% 60% 65% 70%
Awareness24 Western Region Tourism Destination Action Plan 2020
Net Promoter Score Figure 8 Net Promoter Scores for Places Sub Brands in Western Region
Part of the Research Project was to identify
the Net Promotor Score for each of the major
tourism sub-brands within the destination.
This research basically offers an indication
of whether people who have recently visited
a destination will promote it to people in
their lives.
To calculate Net Promoter Score, respondents
are asked the following question:
How likely are you to recommend (from 1-10,
10 being extremely likely) the following places
to your friends/ family as a destination for
leisure activities? (Includes Filter: only asked
those who have visited the location in the past
12 months)
For example: If an NPS is 0 there are equal
number of promoters (blue) as detractors
(red). Having a low score is not a negative
in itself, but the more people out there
recommending your product (promoters) the
better, and detractors spread the majority bad
word of mouth. The NPS is more a measure
of loyalty than satisfaction.
On average, tourism destinations should
be aiming for between 20-30 Net Promoter
Score, which indicates a strong positive
sentiment for the place brand.Western Region Tourism Destination Action Plan 2020
2526 Western Region Tourism Destination Action Plan 2020
Opportunities + Challenges
Throughout the consultation process (see Acknowledgements) a number of opportunities and challenges
for the Western Adelaide region were presented. Below is a snapshot of the consistent themes that were
discussed, all of which have been addressed in this Plan’s Action Plan.
Opportunities Transport Challenges
Tell the Western Adelaide Story better • Cross region links along the coast Transport
• Leverage positive sentiment and address • Improve signage • Cross regional transport links especially
negative perceptions Stakeholder Engagement linking key tourist hubs for independent
• Number and quality of tourism assets travelers
• Ongoing liaison with all levels of
• Proximity - To Adelaide CBD (convenient, government, industry bodies and • Adelaide free bikes currently have to
easy, central) and to tourism regions tourism operators be returned to point of hire, limited
outside of Adelaide (stay as a base and exploration by visitors
visit on daytrips) Growth Niche Markets
• Business Events, Sport, China, Education,
Competition
• Dedicated marketing strategy which • Competition from other regions in SA
leverages Latent Demand research results, Visiting Friends and Relatives (VFR), Cruise,
Business Immigrants. and interstate around the regions’ hero
by applying tactical messaging at the experiences
council level Nominate a lead resource or coordinating • All mainland southern state cities in
Product function for the TDAP Australia have great beaches
• Positive Latent Demand research results • Central point of contact
Business
for the destination, and encouraging • Conduit between Local Government,
awareness and consideration for future Industry and Government • Slow Internet access in areas, limiting
travel business growth and also for visitor
Develop Regional Events Strategy connectivity
• Extensive Audit – Identify gaps
and opportunities (especially for • Potential to activate sport facilities and Marketing
accommodation) other council owned spaces and assets
• Lack of centralised resource and funding
• Attract private and public investment to • Potential to increase pre and post event to market the region and create and
develop new, and improve existing tourism touring to region around major events encourage a positive and desirable
infrastructure Off-peak activation destination perception to stand apart from
• Pro-active Planning via Local Government competitors and pursue cross regional
• Addressed in events strategy and
opportunities such as sports event bidding
• Building activation strategy (Renewal SA communication and content strategy
via Port Adelaide) • Low awareness level of the range of
Visitor Servicing attractions and experiences leading to a
• Visitor Experience – Identify gaps and
• Ensuring a great visitor experience lower yield from current visitation
improve visitor experience at key locations
around the region requires the availability and accessibility
of timely, accurate, consistent, engaging,
meaningful and relevant informationWestern Region Tourism Destination Action Plan 2020
27
Industry Engagement
• Lack of understanding of Visitor Economy
and importance of delivering an
outstanding visitor experience.
Tourism is everyone’s business.
• Limited support available for product
development
• Lack of centralized communication and
networking opportunities for tourism
businesses in the region
Infrastructure
• Maintenance of council attractions such
as beaches, rivers, lakes, parks and other
council assets used by visitors
• State Government Roads signage
• Weather, specifically winter, wind and
storm damage to tourism assets28 Western Region Tourism Destination Action Plan 2020
2020 STRATEGIC FOCUS
Vision Objectives Customers
To position Western Adelaide as a must-visit This Plan is the first of its kind for Western Increasing competition and limited resources
inclusion for all visitors to South Australia Adelaide Region, and as such, there are means that destinations need to focus on markets
significant gains expected from its that offer the best return on investment. Integral
Primary Goal implementation, including: to this strategy is a shift in focus to a consumer
• Increased awareness for Adelaide’s centric approach.
To increase the number of sustainable tourism
jobs within the Western Adelaide Region and to Western Region as an activated tourism Over the last five years, there has been a dramatic
provide high quality visitor experience in Western destination shift in the way customers plan and book travel.
Adelaide. • Increased visitor numbers, expenditure Consumers are completely mobile, highly
and repeat visitation connected, easily distracted, and prepared and
able to confidently shop around. Successful
• Improved dispersal and participation in destination marketing requires a laser focus on
the region’s key tourism assets sharing the right message, with the right people,
• Increased number of sustainable on the right media platforms at the right time. It
tourism jobs also requires the delivery of an outstanding visitor
• Increased investment in tourism experience to encourage customer advocacy for
the destination.
infrastructure
• Outline the value of tourism to the wider Western Adelaide’s Most
economy in terms of expenditure, jobs Profitable Prospects
and industries supported by the visitor
For Western Adelaide, three high yielding
economy customer personas have been identified. The
• Recognise and build on the unique three customer groups are most likely to stay
features of the destination and its longer, spend more and disperse in the region.
stakeholder needs They have the greatest affinity with the tourism
• Identify unique tourism experience, experiences Western Adelaide has on offer and
product and event development have the greatest likelihood of becoming fans and
advocates for the Region, both on and offline.
opportunities and associated key
infrastructure requirements to meet the These personas align with those being targeted
needs of identified consumers by the South Australian Tourism Commission.
• Influence policy and legislation to benefit
the tourism industry and to facilitate
continual improvement (capacity building)Western Region Tourism Destination Action Plan 2020
29
Table 7 Ideal Customer Demographics
Young Couples Affluent Families with Affluent Older Couples
No Children School Age Children no Children
• 25-45 • Parents 35-55, • Couples. Childless
• Live in Adelaide, Kids 4-16 or kids are older
Melbourne, • Live in Urban and not travelling
Sydney and centres, close to with them.
Internationally city. Adelaide, • Live in Urban
• Double Income, Melbourne, Centres, Adelaide,
higher level Sydney. Regional Melbourne,
Centres in SA. Sydney, and
• Dating, Engaged
• Double Income Internationally.
or Married.
$120,000 - Regional SA
• No kids Centres.
$250,000
(double income) • Double Income
• Married or $120,000 -
Defacto $250,000
(double income)
• Married or
DeFacto30 Western Region Tourism Destination Action Plan 2020
United by Psychographics
The three customer personas are not just united by their age and demographic,
but also their aspirations, challenges, wants and needs when it comes to visiting Western Adelaide.
Table 8 Ideal Customer Psychographics
Young Couples No Children Affluent Families with School Age Children Affluent Older Couples no Children
Who are they Partner and/or group of friends, may include Husband/Wife and kids, may be on a group holiday with Partner, other Couples, extended family
travelling with? a pet. extended family or family friends
Motivations for To relax, escape, unwind, enjoy quality time Looking for adventure & fun, and to reconnect as a Looking to reconnect with one another, learn/be educated,
Travel with partner and friends family. relax and unwind.
Enjoy time away with other like-minded families.
Emotional Excited - ‘can’t wait to get away’ Anticipation and a little anxious – packing for a family is Excitement & Anticipation
Response to hard work!
Travel Plans
How do they Google > Websites > Dimmi Google > Website > Dimmi Google Search > Direct to business
Research Travel Stayz/AirBnB/Wotif Stayz/AirBnB/Wotif AirBnB
TripAdvisor TripAdvisor Google > Website > Dimmi
Food bloggers Bloggers TripAdvisor
Friends Social Media Feeds Friends Social Media Feeds Bloggers
Facebook > Recommendations from Friends
How do they Direct with the business – via their website/ Major booking website – if looking for holiday house or Major booking website – if looking for holiday house or self-
Book Travel third party booking website or app (like self-contained accommodation contained accommodation
Dimmi), email, phone or website.
May call business if need to clarify something Direct with business owner via website, phone or email. Direct with business owner via website, phone or email.
Will compare price to ensure not being
overcharged
How they Location based apps searches – TripAdvisor, Visitor guides in their accommodation or restaurants/ Visitor guides in their accommodation or restaurants/shops
find visitor Facebook “Near me” shops they visit they visit
information Google smartphone searches Word of mouth recommendations from local business Word of mouth recommendations from local business
when in Western providers providers
Social media questions to family/friends
Adelaide (Visitor
Location based apps search – TripAdvisor, Facebook Visitor Information Centres – only if convenient and where
Servicing)
“Near me” they are already travelling.
Google smartphone searches Location based apps search – TripAdvisor,
Facebook “Near me”
Google smartphone searchesWestern Region Tourism Destination Action Plan 2020
31
Market Alignment Table 9 Ideal Customer Market Alignment
Although research shows that Western Adelaide
has a high level of reliance on domestic tourism Affluent
(93%), international markets will become Affluent Older
Young Couples Families with
increasingly important to driving industry growth Couples no
No Children School Age
towards 2020. Research undertaken by SATC Children
Children
shows positive growth potential from the Eastern
hemisphere markets (specifically China & India)
and therefore will be an increasing focus of future Domestic - Intrastate
marketing efforts.13
The major international source markets for Domestic - Interstate
Western Adelaide include UK (20%), Europe (20%),
China (5%), Other Asia (30%), New Zealand (12%) International -
and North America (10%).14
Western (UK, EU, US, NZ)
When it comes to Personas, the three Ideal
Customer groups are identified across all key International - Eastern
current source markets of Intrastate, Interstate and (China, Other Asia)
International Markets. The Action Plan outlines key
activities for Western Adelaide to enable relevant
opportunities to develop product and messaging
to attract more visitors from relevant markets.
13 South Australian Tourism Plan 2020, 2016
14 Western Adelaide Tourism Profile, 201632 Western Region Tourism Destination Action Plan 2020
Persona / Experience Mapping
In the below table, the key tourism Experiences
available in Western Adelaide are mapped to
the identified Personas. The mapping process
identified that each Persona aligned with each
major Western Adelaide tourism experience
theme at some level.
Table 10 Ideal Customer Tourism Experience Alignment
Young Couples Affluent Families with Affluent Older
No Children School Age Children Couples no Children
Domestic International Domestic International Domestic International
Coastal + Aquatic
Family Friendly
N/A
Nature + Landscapes N/A
History + Heritage
Family Friendly
N/A
Adventure Sport + Sport + Family Friendly
N/A Soft Soft
Adrenaline Adrenaline Adventure Adventure
Food, Dining + Retail Family Friendly N/A
Dining
Sport N/A Western Region Tourism Destination Action Plan 2020
33
Niche Segments
Western Adelaide is well positioned to leverage the
growth from niche segments, such as cruise, business
tourism, education and sport, through strategic
partnerships and distribution opportunities.
The activation of these segments through targeted
marketing efforts will assist to gain greater market
share in the domestic market, and to grow visitation
from priority international markets. Successful
activation of these segments however, will require
product refinement and effective marketing strategies.
Table 11 Niche Segment Market Segments by Country of Origin
Australia UK Europe NZ USA China Other Asia
Education
Business
Cruise
Sport *
Market Alignment derived from SATC International Market Profiles15
*Further research is required to confirm Sports Market Source alignment as per Action Plan #5.5
15 SATC Market Profiles http://tourism.sa.gov.au/research-and-reports/international-market-profiles.aspx34 Western Region Tourism Destination Action Plan 2020
Education Business
The proximity of Western Adelaide to the CBD
Education tourism (defined as students studying Business event visitors deliver high yields for
is an attractive proposition for education tourism
in Australia for less than 12 months) is projected the Australian tourism industry with an average
professionals, and offers great potential for the
to show the strongest growth in tourism overnight spend of $238 per night, compared to
region to increase its Full Time Equivalent Job
expenditure and employment, which are 2 an average $161 per night spend by all overnight
figures. The opportunity to target international
major KPIs for this Plan. visitors to Australia. This high delegate spend has
VFR from an accommodation, shopping and tour &
Of those industries that are most directly related created an increasingly competitive environment
transport perspective is also another opportunity
to tourism, tourism output from education for the business events industry in Australia.19
for Western Adelaide to leverage through strategic
grows the most strongly, which has been driven marketing and partnerships. In Western Adelaide, business travel accounts
heavily by inbound tourism. The strong growth for 17% of total visits, with 7% of total nights for
The region also has the opportunity to grow their
in education tourism brings about a significant both domestic and international visitors.20 Whilst
share of students living in the region by offering
rise in the education sector’s contribution to Adelaide as a whole enjoys 23% of total business
and capitalizing on progressive zoning policy
total tourism employment. The growth rate of traveler visits, and 11% of total nights (domestic +
for student accommodation developments, with
tourism employment in the education sector in international).21
learnings taken from the growth in this area from
South Australia is projected at 181.5% which is The proximity of Western Adelaide makes it a
the City of Adelaide.
well above that of any other tourism industries. great proposition as a place to stay for people
Additionally, education employment in tourism- Education tourism has been identified in this Plan
visiting South Australia for business purposes.
related industries is growing much stronger than as a significant niche segment for consideration for
Its proximity to Adelaide CBD and its range of
employment for education as a whole in South the region, and actions within this plan highlight
accommodation options, particularly in Glenelg,
Australia, which shows the importance of the the liaison and collaboration between industry
make it an competitive option for those wanting
tourism-related job market in the education sector and Education Adelaide specifically, to establish
to escape the City whilst visiting for business. The
in South Australia.16 a partnership to drive growth for the segment
Region also has an array of pre and post touring
and VFR in the Region.
For Western Adelaide, Visiting Friends & Relatives options for the Meetings, Incentives, Conference
(VFR) from key international markets (China, Other and Exhibition (MICE) market which can be
Asia) presents a positive opportunity for the leveraged through focused marketing efforts.
Region, accounting for 52% of international visits, Business tourism has been flagged in this Plan
46% of international nights, and an average length as a major niche segment for the region, and
of stay of 37 nights.17 Additionally, 16% of those actions within this plan instruct the liaison and
international nights are likely to be accounted collaboration between industry and the Adelaide
as students18. Convention Bureau specifically, to establish a
partnership to drive growth for the segment
in the Region.
16 Tourism Employment in Australia 2011/12-2029/30, pV http://www.tra.gov.au/documents/Tourism_Employment_Projections_FINAL_Oct13.pdf
17 Western Adelaide Tourism Profile, 2016
18 Western Adelaide Tourism Profile, 2016
19 Tourism Australia, Business Events http://www.tourism.australia.com/business-events.aspx
20 Western Adelaide Tourism Profile, March 2016
21 Adelaide Tourism profile, December 2016Western Region Tourism Destination Action Plan 2020
35
Cruise
In 2014/15, the Cruise sector injected just over
$16.1m into the state’s economy, with just over
$12m direct into Adelaide, with 19 vessels docking
in Port Adelaide Harbour.22 In 2016/17, South
Australia will welcome 52 cruise ships to ports–
exceeding the State Government’s 2020 target of
43 vessels (and $17m expenditure) three
years early.23
The Cruise Market is undeniably a huge
opportunity for Western Adelaide, and this Plan
offers actions to liaise with the South Australian
Tourism Commission to maximise local visitation
within the region when the cruise passengers
dock, and look to explore the region.
Sport
Western Adelaide is home to a large collection of
sporting venues unique to Adelaide (as outlined
under Hero Products & Experiences), which offers
a promising opportunity to attract more events,
participants and spectators to the Region.
The plan outlines actions to work collaboratively
with the Office for Recreation & Sport and Events
SA to enhance the sporting infrastructure in the
region and secure an increased number of major
sporting events in the Region, especially during
off peak season. Sport types would be aligned
with the region’s three Ideal Customers interests,
as either participants or spectators. These sports
include golf, cycling, sailing and rowing*.
*With the large variety of sport venues and
sporting associations, combined with the lack of a
specific Sport Tourism Strategy for South Australia,
further research is required to confirm the sport
activities most likely to attract the region’s highest
yielding customers.
22 Economic Impact Assessment of the Cruise Shipping Industry in Australia, 2014-15 http://www.tourism.australia.com/documents/2014-15_Report.pdf
23 South Australian Tourism Commission, Minister’s Media Release, http://www.tourism.sa.gov.au/media/record-number-of-cruise-ships-to-visit-south-australia.aspx36 Western Region Tourism Destination Action Plan 2020
Brand Messaging South Australian Tourism Commission State Government Departments
• Providing leadership for industry and • Recognise the importance of tourism to the
Consistent and unified messaging is at the government for the collective ownership and Region’s economy and prosperity and work
heart of successful marketing. On a macro level,
achievement of the outcomes in the South with facilitators of this Plan and others to
Western Adelaide will look to leverage the brand
messaging that has been prescribed by the Australian Tourism Plan 2020 support the growth of tourism on a range
South Australian Tourism Commission, which has • Foster collaboration among industry, business of issues that influence the tourism industry,
subsequently been aligned with Tourism Australia. and Government e.g. visitor management in National Parks,
• Drive demand for South Australian investment attraction, skills and labour
From a micro marketing perspective, it is essential shortages, transport access.
that Western Adelaide, and its sub-brands find experiences
their unique, collective voice, through strategic o Direct to consumer marketing • State Government Departments who will play
marketing messages centered around their core an active role in delivering this Plan include:
o Public Relations and Famils
experience themes, and cross check this with o Department of Environment,
the Latent Demand insights (as it relates to the o Digital marketing and facilitation Water & Natural Resources
demand or lack of) for specific activities in each • Support the timely sharing and provision of o Department of Sport and Recreation
council region) derived from the primary research research and insights that support
project undertaken in September 2016. good decision making by all stakeholders in o Department of State Development
The Plan highlights actions for Western Adelaide the industry o Department of Planning,
to refine their Customer Personas to a level of • Work closely with aviation partners and other Transport and Infrastructure
detail which prescribes unique messaging for each key access and transport stakeholders to o Department of Primary Industries and
customer group. The Plan also recommends the maintain and grow capacity and ease of access Regions SA
development of a communication strategy for o Education Adelaide
each of these personas as per Action 1.5 in the • Improve understanding of the tourism
Action Plan. industry’s contribution to South Australia’s o Adelaide Convention Bureau
economy
Commonwealth Government
Role of Key Stakeholders • Facilitate cooperative marketing
• Drive the development of strategy and
in this Plan • Support the industry’s ease of access
to external business support programs,
policy relating to the tourism industry, and its
Achieving the objectives in this Plan requires an implementation at a national level, particularly
grants and other opportunities for industry
integrated and coordinated approach between in areas critical to tourism growth such as visas
development and investment
a multitude of stakeholders. The Plan recognises and aviation.
that whilst the Western Adelaide local government • Work closely with regions, industry
• Tourism Australia works to maximise the
entities have a major role in leadership around this associations and partners to grow tourism
opportunity for South Australian product to
plan, other stakeholders from across industry all across the whole State.
benefit from international visitor growth.
have an important part to play in key deliverables. • Events South Australia (ESA) is a division of the
SATC. It exists to promote South Australia as a
tourism destination and attract visitors to the
State through securing, managing, developing
and supporting leisure events and festivals
and providing leadership to the events and
festivals industry.Western Region Tourism Destination Action Plan 2020
37
City of Port Adelaide Enfield, City of Industry
Charles Sturt, City of West Torrens The South Australian tourism industry is composed
and City of Holdfast Bay of over 17,000 businesses who directly deliver the
• Providing leadership for industry and tourism experiences. Individually these businesses
government for the collective ownership and need to focus on the most appropriate markets
delivery of the outcomes in this Plan for their specific product, and execute exceptional
experiences for those visiting to ensure the
• Foster collaboration among industry, business development of a positive profile, not only for their
and Government business, but for their region and South Australia.
• Foster collaboration with other councils such Industry needs to work collaboratively to ensure
as City of Adelaide and via the LGA maximum gains, therefore tourism operators are
• Provide appropriate tourism infrastructure encouraged to be actively engaged in this Plan to
leverage the activities within.
as is required
• Support the provision of visitor information South Australian Tourism Industry Council
through Visitor Information Centres SATIC plays a vital role in building the Region’s
• Foster local community capacity to be tourism industry, particularly around:
ambassadors for visitors in their area • Advocating for positive tourism policy
• Work with businesses in the tourism industry • Providing training and networking
to help deliver the social and economic opportunities for tourism operators
outcomes required to help create resilient and
• Managing the SA Tourism Awards
thriving local communities
• Managing Tourism Accreditation
• Take into account the value of tourism to the
local area in broader decision making38 Western Region Tourism Destination Action Plan 2020
Priority Areas + Action Plan Priority Area 1: Driving Demand
This Plan has aligned its priority action areas Strategic Intent: Increase the desirability of Western
with that of the South Australian Tourism Plan Adelaide as a travel destination, inspiring more
2020 as a means to achieve the Plan’s Vision, people to visit, stay longer and spend more.
Mission and Expenditure Target. It is essential that the councils within Western
Adelaide drive a united approach as it relates to
messaging, to ensure the right message is delivered
to the right markets, on the right platforms at the right
time.
Greater Western Adelaide’s customer markets are
reflective of the greater South Australian personas,
and as a result, the messaging used in marketing
activities shall reflect that which is used by SATC
in their domestic campaigns. Aligning customer
personas will allow Greater Western Adelaide to
leverage the SATC investments for the benefit of the
local visitor economies.
It is well established that visitors respond most
strongly to messages with an experiential focus,
particularly around South Australia’s competitive
advantages of food and wine, nature and wildlife
encounters and accessible urban experiences.
So to build visitation and spend in the region, there
needs to be a focus on those experiences
of which Greater Western Adelaide have the
competitive advantage and better tell the story
around these experiences.Western Region Tourism Destination Action Plan 2020
39
Potential
Key Initiatives # Actions Partners (where Timeframe KPI/Measure
applicable)
Identify Most 1.1 Finalise Customer Personas (building on base personas within this Plan) which detail specific be- Immediate Personas completed
Profitable havioural and emotive predispositions
Prospects
and Visitor
Journeys 1.2 Develop Customer Experience and Touchpoint Map for each Persona & Niche Market Immediate Customer Experience &
Touchpoint Maps Completed
Communicate 1.3 Undertake Independent Research Study to obtain benchmark data as it relates to Customer Immediate Research is undertaken,
Western Sentiment and Latent Demand. and Insights are applied to
Adelaide relevant TDAP actions.
Brand Story in
relevant media Research to be conducted on a
to increase regular basis (minimum yearly)
engagement, to identify trends.
trust and
consideration 1.4 Undertake an extensive product audit of all Tourism Assets across the region, which also identifies Immediate Audit Complete and Insights
of identified potential new investment opportunities within the region. In addition to the traditional tourism shared among TDAP Councils.
customer experiences, identify the local businesses and creatives who provide a unique SA experience in retail,
food, beverages, markets, art and music which align with the region’s Customers Personas. Insights to be reviewed at
personas. a regional, and local level
to inform/influence policy,
planning, infrastructure and
Note. investment strategies.
Achieving
outcomes will 1.5 Develop and implement Marketing Communication and Branding Strategies for each Customer SATC, Tourism Immediate Strategy Developed and
be reliant on Persona and Niche Market with a focus on storytelling. The strategy will incorporate a Visitor Operators, Implemented
budgetary Advocacy Strategy to drive increased positive engagement for key Western Adelaide sub-brands. Business
limitations. Marketing messaging needs to reflect the insights derived from the Primary Research on Latent Associations,
Demand. Channel focus on relevant on and offline touchpoints (ref. action 1.2). Photographers/
Examples: Videographers
• Use benchmark data from new Customer Sentiment and Latent Demand Research to guide
the focus of the content shared – specifically what content for what persona, visiting what part
of the destination.
• Use the content identified in the Product Audit as base for storytelling.
• Leverage the many SATC marketing opportunities in the strategy – including suggested
themed itineraries of the region
• Identify opportunities for improving photo and video assets of key regional experiences for
use by the SATC Marketing Department
• Engage relevant community members with ‘influencer’ profile such as local celebrities, taxi
drivers or concierge staff to become ambassadors for the Western Adelaide region.
• Encourage visitors at all relevant touch points (Eg. New visitor map (action 1.14) and new
place-making signage (action 3.7) to share photos and videos on social media via hashtag/tag
and leaving reviews on online platforms such as TripAdvisor.You can also read
