Guam Visitors Bureau
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Analysis and proposals to get GVB out of its post-1990s slump. (based on a class case study about Guam Visitors Bureau in 2006)
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Guam Visitors Bureau
- 1. GUAM VISITORS BUREAU Orion Burt, Nabil Choudhury, Taeha Chun, Richard Merino, Ardon Weiner, Sam Yusupov
- 2. Guam, The North Pacific Island 212 square miles Beaches, cliffs, mountains, plains US territory & military outpost Introduction Analysis Recommendations Afterwards
- 3. Guam, The 180000 People Language Ethnicity 7 3.5 12.1 22.2 6.3 37.1 6.9 38.3 11.3 22.2 6.8 26.3 Chamorro Filipino Chamorro Filipino Other Pacific Island English Other Pacific Islander White Asian Other Other Asian Other/Mixed Introduction Analysis Recommendations Afterwards
- 4. Guam Visitors Bureau 1963: Guam Tourist Commission Public, non-profit corporation “Tourist Attraction Fund” - $15 million 28 employees, 4 offices abroad Introduction Analysis Recommendations Afterwards
- 5. GVB Mission “ To efficiently and effectively promote and develop Guam as a safe and satisfying destination for visitors and to derive maximum benefits for the people of Guam. Introduction Analysis September 28, 1995 Recommendations ” Afterwards
- 6. Guam Visitors Per Year Introduction Analysis Recommendations Afterwards
- 7. Outline Strategic Analysis Porter’s Five Forces SWOT Competitors Recommendations New Markets Strategy Unique Activities Introduction Analysis Recommendations Afterwards
- 8. Main Issues Over-reliance on Japanese markets Lack of distinct identity Low visitor retention rate Introduction Analysis Recommendations Afterwards
- 9. Industry Analysis Suppliers Bargaining Power of Suppliers Buyers HIGH New Entrants Heavily dependent on few airlines & hotels Substitutes Possibility of withdrawal Rivalry Introduction Analysis Recommendations Afterwards
- 10. Industry Analysis Suppliers Bargaining Power of Buyers Buyers HIGH New Entrants Buyers can easily switch to competing suppliers Substitutes Several other Asia-Pacific countries in which to enjoy a “tropical vacation” Rivalry Introduction Analysis Recommendations Afterwards
- 11. Industry Analysis Suppliers Threat of New Entrants Buyers LOW New Entrants High Capital Requirements Difficult to enter market Substitutes High Cost to create a new tropical island Rivalry Introduction Analysis Recommendations Afterwards
- 12. Industry Analysis Suppliers Buyers Threat of Substitutes New Entrants HIGH Buyer switching costs are low Substitutes 193 other countries which to visit for vacation Rivalry Introduction Analysis Recommendations Afterwards
- 13. Industry Analysis Suppliers Buyers Intra-Industry Rivalry New Entrants HIGH Substitutes Rivalry Introduction Analysis Recommendations Afterwards
- 14. Firm Analysis Strengths Proximity to Japan and major Asian cities Image of pristine resort environment Unspoiled natural, uncrowded environment Multicultural community A diversity of activities within island, especially targeting families Introduction Analysis Recommendations Afterwards
- 15. Firm Analysis Weaknesses Inadequate infrastructure Unable to deliver continuous service quality Rare repeat visit / limited opportunities for longer stays Local population’s unfriendly attitudes toward tourists Graffiti, litter, dirty public restrooms give impression of public apathy Slow decision-making process within GVB Introduction Analysis Recommendations Afterwards
- 16. Firm Analysis Opportunities China is a huge potential market Increasing affluence of regional Asian consumers Educational and sports tourism Underutilized air route authorities Undeveloped cruise market Visa waiver program for Japan, Korea and Taiwan Introduction Analysis Recommendations Afterwards
- 17. Firm Analysis Threats Airlines have a lot of power Rising oil prices Sensitive to negative macro-economic and political developments Vulnerable to typhoon damage Local activism against tourism Insufficient budget due to the cash-strapped government Interest groups – i.e. GHRA, GTF and JOTA Introduction Analysis Recommendations Afterwards
- 18. Main Issues Over-reliance on Japanese markets New Markets Lack of distinct identity Strategy Low visitor retention rate Unique Activities Introduction Analysis Recommendations Afterwards
- 19. New Markets New Markets Under-developed Mature Markets Markets • Philippines • Korea • Japan • India • Taiwan • Russia • Hong Kong • China Introduction Analysis Recommendations Afterwards
- 20. New Markets • Make English primary • Promote Guam News Watch Marketing • Establish more travel agencies • Waive visa requirements • Suggest an “American” mall Shopping • Offer duty-free shopping Introduction Analysis Recommendations Afterwards
- 21. Strategy - Segments - + Currently not segmented Elderly and families with in marketing strategy children are identifiable groups that visit Guam Introduction Analysis Recommendations Afterwards
- 22. Strategy - Targeting - + Currently low advertising Emergent East Asian countries Emphasis on family fun, relaxation, beautiful scenery. Introduction Analysis Recommendations Afterwards
- 23. Strategy - Positioning - + Americana Focus on differentiation Beaches Good scenery Emphasis on unique Close activities Lack of history Lack of good food Lack of sophistication Introduction Analysis Recommendations Afterwards
- 24. Strategy – Recent Attempts - + Introduction Analysis Recommendations Afterwards
- 25. Strategy - Ideas + Targeted placement and advertising Distribution of agents in emerging markets Internal marketing Introduction Analysis Recommendations Afterwards
- 26. Unique Activities Introduction Analysis Recommendations Afterwards
- 27. Unique Activities Introduction Analysis Recommendations Afterwards
- 28. Unique Activities Introduction Analysis Recommendations Afterwards
- 29. Recommendations New Markets Over-reliance on Japanese markets Strategy Lack of distinct identity Unique Activities Low visitor retention rate Introduction Analysis Recommendations Afterwards
- 30. Performance to Date 2008: Japanese & Korean travelers declined Chinese travelers grew by 29% 2009: Chinese & Russian Visa Waiver program to bring in $212 million by 2018 2010: No significant airline growth Introduction Analysis Recommendations Afterwards
- 31. (in Number of visitors 1,250 1,200 1,150 1,100 1,050 1,000 950 2004 2005 2006 2007 2008 2009 2010 Guam Visitors per Year Introduction Analysis Recommendations Afterwards
- 32. Hotel Occupancy Rate 80% 70% 60% 50% 40% 30% 20% 10% 0% 2004 2005 2006 2007 2008 2009 2010 Guam Hotel Occupancy Rate Introduction Analysis Recommendations Afterwards
- 33. Takeaways How does a small organization compete on a global scale? How can you take on a global initiative with limited resources? How do you market a service that you don’t control?
Notas del editor
- Island in the North Pacific Ocean, Oceania, three quarters of the way from Hawaii to the Philippines212 square miles, 32nd largest island in Micronesia (3 times size of Washington D.C.)Sandy beaches, surrounded by coral reefsCoastal cliffs, plains in northMountains in southTropical vegetationTropical marine weather, warm and humid cooled by northeast winds, little seasonal temperature variation1.3-1.5x as expensive as comparable non-island locationsLingering effects of Japanese occupation in WWIIGuam’s residents xenophobia => vandalism and activism183,286 (July 2011 est.)organized, unincorporated territory of the USEnglish 38.3%, Chamorro 22.2%, Philippine languages 22.2%, other Pacific island languages 6.8%, Asian languages 7%, other languages 3.5% (2000 census)212 square milesBeaches, cliffs, mountains, plainsGuam was ceded to the US by Spain in 1898. Captured by the Japanese in 1941, it was retaken by the US three years later. The military installation on the island is one of the most strategically important US bases in the Pacific.The economy depends largely on US military spending and tourism. Total US grants, wage payments, and procurement outlays amounted to $1.3 billion in 2004. Over the past 30 years, the tourist industry has grown to become the largest income source following national defense. The Guam economy continues to experience expansion in both its tourism and military sectors.