DC working to attract more visitors to district
The Coromandel region’s tourism sector was not alone in being significantly affected by the first-year impacts of Covid-19. However, a reported 28 per cent increase in domestic visitor spend in the region over the past year has certainly helped.
Destination Coromandel (DC) is charged with marketing the Hauraki and Thames Coromandel Districts and responded to the closure of borders and the absence of international visitors with its firstever summer promotion, Where Kiwis Holiday, while also taking on projects designed to deliver long-term benefits to the region.
The $387 million domestic visitor spend in the region last year was significant, but only represents electronic card transactions and doesn’t include other forms of spending such as cash, pre-purchases or online spending. While the absolute total for domestic spend was a likely record for the Coromandel, it was not able to replace the estimated $100m lost revenue from international visitors.
After a year plagued by uncertainty, DC remains cautiously optimistic about the future, based on results to date. With competition increasing for the domestic visitor, the Where Kiwis Holiday summer
promotion ensured the Coromandel would remain top of mind with Kiwis. The local tourism industry responded strongly, presenting over 100 packages and deals, with some businesses delivering the same product while appealing to a new market. The success of this inaugural summer campaign will see DC commit to a second iteration this summer.
In addition to adapting core business to respond to the Covid-19 situation, DC began work on Destination Management Planning and Product Development initiatives enabled by a $700,000 central government tourism grant, with nearly $300,000 invested in the initiatives during the reporting period.
DC Trust chairman John Sandford acknowledges the significant ongoing commitment from local councils, which was a requirement to secure the Government grant. Support from the two councils also enabled DC to sustain valuable marketing activity during a period when industry advertising fees were waived as a measure of support.
Mr Sandford believes the expansion of focus into destination management planning and product development is timely given the concerns the tourism industry was fielding in recent years, particularly around its social licence to operate.
“Many of the projects under way identify the need for longterm benefits that go beyond marketing results. We now have an ability to influence future outcomes that meet the organisation’s vision.”
DC’S vision goes beyond the bottom line: tourism enriches life for locals and visitors, while contributing to the direct protection and enhancement of our cultural and natural environment. Project themes such as a Sustainability Programme, Regenerative Tourism, Kaimoana Coast and a partnership with Predator Free Hauraki Coromandel give a good indication of the direction.
As the visitor information centre model continues to evolve, DC understands that oversight of the Thames and Whitianga I-SITES is better positioned with their respective communities.