Executive Summary
SA TOURISM’S STRATEGIC PLAN FOR THE 5-YEAR PERIOD 2012/13 –
2016/17 & HIGH-LEVEL ANNUAL PERFORMANCE PLAN & BUDGET FOR
2012/13
For presentation to Portfolio Committee on 13 March 2012
CEO: Thulani Nzima
1
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Our Mandate
3
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SA Tourism mandate, key business objectives and strategies effective 1 April 2011
Possible Tourism
sector outcome
which SAT will need
to deliver against
SAT outcome
Strategies to
deliver outcome
Create a thriving tourism sector by making South
Africa a destination of choice
Make the SA brand a Global Player in portfolio
markets which will grow tourism’s trended revenue
to the economy by 1.5% p.a
Invest only in selected
markets to deliver
volume and value
Convince consumers
that SA can be trusted to
deliver memorable
experiences
Work the distribution
channel to promote SA
4
Engage Stakeholders to
deliver quality visitor
experience that reaffirm the brand promise
Energise and empower
the organisation to
innovate and achieve
excellence
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Linking to Government’s Key Priorities
5
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Linking Government priorities to SA Tourism priorities
1.
2.
Government has set five key priorities for the next five years
including the creation of decent work and sustainable
livelihoods, education, health, rural development including
food security and land reform and the fight against crime and
corruption.
These five priorities has been converted into Government’s
Medium-Term Strategic Framework which highlights 10
priorities and 12 outcomes over the MTEF period. Tourism
falls under the Economic Sectors and Employment Cluster,
one of the 5 Government clusters and its actions appear
under Outcome 4: “Decent employment through inclusive
economic growth”.
6
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National Tourism Sector Strategy
7
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NTSS – Targets
 Arrivals – 15 million foreign arrivals by 2020.
 Domestic tourists to grow by 3.4m from 14.6m in 2009 to 18m by 2020
and total trips to grow from 30m to 54m, with holiday trips increasing by
5m.
 GDP – Increase tourism’s contribution to the GDP from an estimated
R189.4 billion in 2009 to R499 billion by 2020.
 Contribution of domestic tourism to GDP to grow to 60% from 52% in
2009.
 Job creation – the tourism sector is committed to consolidating its efforts
to create jobs and aims to create 225 000 jobs by 2020 – 177 000 in the
tourism sector and 48 000 through direct government investment.
8
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Our Research-based Methodology
9
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The review adopts a “fresh eyes” approach by considering all the countries
in the world, and filtering them based on a set of objective attractiveness criteria
Approach to Portfolio Review
2nd Filter
Consideration
Set
1st Filter
Salient Set
Attractiveness
Criteria
4th Filter
CORE, TACTICAL,
INVESTMENT & WATCHLIST
MARKETS
COST-BENEFIT EVALUATION &
UNDERSTANDING OF
MARKETING ISSUES
Attractive Markets
Qualitative process
involving a panel
discussion
10
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Key steps of the Portfolio Review Process
1st filter
2nd filter
3rd filter
Exclude sub-Saharan
Africa
Exclude markets of less
than 3 million people or
GDP per capita is less than
US$2,000
Top 50 markets in terms of
outbound volume and
value
Exclude markets with less
than 4 million people
living in urban areas and
less than 20,000 arrivals
p.a. or no airlift
Include all Africa land
markets*
Markets with less than
20,000 arrivals p.a. in
2008 but with airlift
(strategic hubs)
Top sub-Saharan Africa
markets PLUS Africa land
markets
Exclude markets with less
than 20,000 arrivals p.a. or
no airlift
Salient set
4th filter
Final portfolio
Core, tactical, investment
and watch-list markets
Application of costbenefit evaluation
How attractive are these
markets in the short term
and the long term?
*Africa land markets are markets where more than 60% of arrivals to SA arrive by land.
11
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The results of the evaluation will illustrate the suggested core, tactical,
investment and watch-list markets within each region
Results of Portfolio Review
Tactical markets are those which
should be considered for specific,
tactical opportunities
Easier to Target





Core markets are those which
present the greatest
opportunity
Less Attractive But Easier
Attractive And Easier
Tactical Markets
Core Markets
Markets where there are particular
opportunities, i.e. “low hanging fruit”
15% of organisation’s effort deployed against
these markets



Markets that deliver the “bread & butter”
60% of organisation’s effort deployed against
these markets
Best capabilities allocated to these markets
Less Attractive And Difficult
Attractive But Difficult
Watch-list Markets
Investment Markets
Markets that are on the radar
Activity in these markets will only occur if
there is spare capacity in the organisation
5% of organisation’s effort deployed against
these markets
Watch-list markets
need to be watched
for value segments


Invest in these markets ahead of return, i.e.
invest for the future
20% of organisation’s effort deployed against
these markets
Attractiveness of Market
12
Investment markets are those
where some investment is
made for returns in future
Copyright © 2011 SA Tourism. Not to be reproduced without permission
The 4th Portfolio Review process will end March 2014; the 5th Portfolio
Review will take place during July 2012 and fully implemented by 01/04/2014
2002 – 2004
Country Manager
Global
Channel
Manager
Stakeholder
Manager
Responsibility
Regional Director
4th Portfolio
Africa &
Middle East
UK & Americas
2005 – 2007
Asia & Australasia
2008 – 2010
2011-2014
Europe
Core Markets
Angola
Botswana
Kenya
Nigeria
South Africa*
USA*
Australia*
India
France*
Germany
Netherlands
UK*
Investment
Markets
DRC
Mozambique
Brazil
Canada
China
(incl. Hong Kong)
Japan
Belgium
Italy
Sweden
New Zealand
Ireland
Republic of Korea
Austria
Denmark
Portugal
Spain
Switzerland
Tactical Markets
Lesotho
Swaziland
Watch-list
Markets
Malawi
Namibia
Zambia
Zimbabwe
Strategic
Importance
Strategic Air
Links/Hubs
Argentina
Bahrain, Oman,
Qatar, Saudi Arabia
Egypt, Ethiopia,
Ghana, Mauritius,
Tanzania,
Senegal, UAE
Malaysia
Singapore
*Indicates Business Tourism Hubs
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Importance of Africa to meet NTSS targets
Africa delivers
the highest
number of
tourist arrivals



Africa is
growing



Africa delivers more than 70% of all arrivals every year
Tourist arrivals from Africa grew at ~10.3% annually from 2003–2010. Africa’s contribution to the
total tourist arrivals to South Africa increased from 68.1% in 2003 to 77.0% in 2010
Africa witnessed a remarkable growth in GDP and GDP per Capita (18.9% and 16.3%, respectively),
from 2003–2008
Tourist arrivals from Africa to South Africa increased at a much faster rate of 10.3%, compared to the
growth of 3.3% in tourist arrivals from rest of the world, during 2003–2010
The value that Africa brings to the South African economy goes beyond tourism (i.e., hotels and
attractions), and has major benefits for the whole economy (especially in manufacturing and other
downstream industries)
Africa is South Africa’s natural hinterland
– Accessibility of South Africa to a significant number of travellers, particularly those in Southern
African countries, and their familiarity with the country, are the major benefits
Africa is
accessible
– South Africa captures more than 50% of total outbound departures from African countries
Africa still
represents
untapped
potential


South Africa has the potential to further exploit its proximity and strength as a choice destination in
the African market, which is still emerging from purpose-based travel into a true leisure-driven
tourism market
South Africa receives a relatively small number of travellers from countries other than African
countries, which implies that there is tremendous opportunity for growth
Source: Grail Research & Monitor Analysis
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Our Strategies to deliver on the outcome
Invest only in selected
markets to deliver volume
and value
Convince consumers that SA
can be trusted to deliver
memorable experiences
Engage Stakeholders to
deliver quality visitor
experience that re-affirm the
brand promise
Energise and empower the
organisation to innovate and
achieve excellence
Work the distribution channel
to promote SA
15
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These 5 strategies have been converted to 5 Programmes to comply with the
National Treasury Annual Resource Plan template:
Programme 1: International Portfolio Marketing (purpose:to increase international
arrivals focusing on Africa growth in particular & spend by marketing SA
internationally and aggressively grow Africa)
Programme 2: Head Office marketing (purpose: provision of support & toolkits for
international regions to promote global visibility of SA brand & to aggressively
promote a culture of domestic tourism)
Programme 3: Grading of tourism products (purpose: promote word-of-mouth
international and domestic marketing, following quality delivery of experiences
to visiting international and domestic tourists, through the grading of tourism
establishments using global best-practice grading systems and business
processes)
Programme 4: Head Office financial support (purpose: provision of real-time
accurate financial information and business processes to ensure quality
execution of approved Business Plans & Budgets while complying with policies
and procedures (which will maximise our chances to maintain clean audit
reports)
Programme 5: Head Office administrative support (purpose: 1.provision of human
resources, systems and structures to support execution of all approved Business
Plans and Budgets 2. To fully implement the Convention Bureau & achieve its
KPA’s)
16
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Six Strategic Orientated Goals
1. Annual arrivals to South Africa increase to 12 068 030 by 2015 (NTSS target)
and 15 000 000 by 2020 while the number of domestic tourists per annum
should increase to 16 million by 2015;
2. The average spend per arrival in South Africa is R 12 536 per person during
the 2012 calendar year;
3. Become the most preferred Tourism Brand by obtaining an average positive
brand awareness percentage of 79% in all the markets where Brand Tracking
is done;
4. To deliver on the quality experience expected by the international and
domestic tourist by having at least graded 6 172 tourism products in South
Africa by 31 March 2013;
5. To continuously improve internal policies, procedures and business processes
so that it supports the spending of no less than 98% or no more than 102% of
its consolidated annual approved budget as well as the achievement of clean
annual audit reports
6. To grow South Africa’s business events industry, and continuously improve the
culture within the organisation by living the SAT values and thereby reduce
its average annual turnover rate to no more than 10% while achieving an
average score of at least 3,3 in the Deloitte Best-Company-to-Work-for
survey.
17
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Strategic Outcome Orientated Goal
Number 1
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Strategic Outcome Oriented Goal 1: To market South Africa in such a way that
annual arrivals to South Africa increase to 12 068 030 by 2015 and 15 000 000 by 2020
Historic arrival targets and actual arrivals were as follows:
2009 actual arrivals:
9 933 966 (3,6% increase over 2008 actual)
2010 actual arrivals:
11 395 700 (14,7% increase over 2009 actual)
2011 calendar year arrival target: 11 504 920 ( 0,96% increase over 2010 actual)
2012 calendar year arrival target: 11 922 201 (Tourist: 8 460 226) ( 3,6% increase
in arrivals over 2011 target)
2013 calendar year arrival target: 12 343 315 ( 3,5% increase over 2012 target)
2014 calendar year arrival target: 12 683 472 ( 2,7% increase over 2013 target)
At its September 2011 Board meeting the Board agreed that SAT must include tourist targets as well. Not having adequate data points
(every 5 years for 1 year projected) to set these tourist targets, the following must be noted:
The tourist arrival target is estimated using the annual average incidence of tourist arrivals within the visitor arrivals for 2009 and
2010.
This method of estimation is not reliable as the number of tourist arriving each month is variable.
The data on tourist arrivals is an estimation only and not targets.
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Goal 1 Continued……
MTEF allocation to aggressively
grow Africa
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Objectives to drive growth from the continent to meet NTSS targets
 Increasing regional awareness of South Africa as a tourism and leisure
destination.
 Increase arrivals and spend from Africa to contribute to GDP and job
creation.
 In SADC , our market penetration is high but opportunities exist to
promote repeat travel and to turn shoppers into holiday travel.
 In Africa Air markets, sizable opportunity exists to attract high value
business and leisure traveller.
 Setting up five marketing offices in key African markets by 2020.
 Implementation of regional tourism programmes.
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Overview – Air markets
In addition to developing each market individually, we will look at growing arrivals in key regional
markets adjacent to Kenya and Nigeria, with spillover effects from activities in the DRC
East African Regional Strategy
Summary of
Opportunity
Key
Elements of
Approach
 Kenya is a relatively small
market on a standalone basis,
with only ~32k arrivals in 2010
 Serving additional EAC
countries, such as Uganda and
Tanzania would be beneficial
 Combined arrivals of over
70k
 Similar consumers
 Good regional integration
and growth
 Large regional market
potential suggests the need to
establish presence in the
market rapidly
 This presence will start
immediately by building key
relationships (e.g., media,
trade, etc.) to be leveraged
for winning in these markets
 In the short term, we will
start developing a fullyfledged regional strategy for
the EAC
West African Quick Win
Strategy
Central African Spillover Effect
 The Nigerian market is a large,
and fast growing market
 Serving Ghana adds ~20k
arrivals to the Nigerian market
 Arrivals from Ghana are
growing fast
 Combined arrivals from Ghana
and Nigeria represent ~81% of
ECOWAS’s arrivals or ~70k
arrivals
 The DRC market remains an
investment market
 Its high tourism potential,
however, warrants increased
investment
 Due to the proximity and high
connectivity between the DRC
and Congo-Brazaville, any
activities in the DRC will have
spillover effects into CongoBrazaville
 Our strategy in West Africa will
include showing, in the short
term, our presence in Ghana by
developing critical trade and
media partnerships and making
very targeted investments in the
market
 In addition, we will build our
understanding of consumers and
trade in Ghana through targeted
research
 Finally, we will continue to
monitor the market’s growth and
adapt our investment decisions
in the long term
 Limited additional effort is
required in the short to
medium term as effects will
automatically spill over with
no additional effort
 We will, however, continue to
monitor Congo-Brazaville and
other surrounding Central
African states to leverage
opportunities as they arise
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Arrivals targets for Africa – 5 years
2009
Actual
Africa - Air
317,122
2010
Actual
358,809
% grow th
over 2010
377,642
3.9%
5.2%
45,548
7.1%
15.1%
36,912
7.4%
15.0%
2013 P
385,225
2.0%
392,713
1.9%
400,270
1.9%
28,196
32,129
34,119
4.3%
6.2%
34,799
2.0%
35,669
2.5%
36,451
2.2%
Nigeria
45,527
49,520
55,559
3.4%
12.2%
56,228
1.2%
56,553
0.6%
58,057
2.7%
172,194
205,504
205,504
2.8%
0.0%
205,504
0.0%
205,504
0.0%
205,504
0.0%
Africa - Land
Botsw ana
Lesotho
Malaw i
Mozambique
Namibia
Sw aziland
Zambia
Zimbabw e
7,490,425
8,498,735
3.9%
9,580,773
2.9%
48,771
9,881,328
4.4%
6.8%
8,959,083
3.6%
5.4%
836,072
829,928
858,315
3.4%
3.4%
866,688
1.0%
889,555
2.6%
900,940
1.3%
2,098,278
2,679,106
2,875,433
5.7%
7.3%
3,082,726
7.2%
3,090,018
0.2%
3,097,311
0.2%
152,358
137,062
148,949
8.7%
8.7%
149,642
0.5%
150,336
0.5%
151,029
0.5%
1,361,133
1,329,590
1,537,567
11.2%
15.6%
1,660,922
8.0%
1,885,970
13.5%
2,154,340
14.2%
216,698
226,697
226,697
0.0%
0.0%
227,117
0.2%
227,327
0.1%
227,537
0.1%
1,087,739
1,038,047
1,041,161
-1.2%
0.3%
1,043,804
0.3%
1,046,682
0.3%
1,049,561
0.3%
164,276
172,315
176,628
2.5%
2.5%
177,533
0.5%
178,439
0.5%
179,345
0.5%
1,573,871
2,085,990
2,094,334
-1.6%
0.4%
2,103,627
0.4%
2,112,446
0.4%
2,121,265
0.4%
23
9,312,060
10.7%
51,486
% grow th
over 2014
Kenya
45,686
4.0%
2015P
31,998
11.8%
49,300
% grow th
over 2013
39,207
41,272
4.1%
2014P
DRC
32,099
47,421
% grow th
over 2012
Angola
Other Air
39,557
% grow th
over 2011
2012 Target Stretch
3.1%
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Implementation Timeline
Year 1
Years 2-3
Years 4-5
Office set-up
Angola
Review office set up
Activity planning and development
of baseline to monitor
Implementation of activities and
monitoring the market
Review of activities
Market monitoring
Development of baseline to monitor
Market preparation
DRC
Develop trade environment
Start to develop consumer-facing
communication
Office set-up
Kenya
Activity planning and development
of baseline to monitor
Review office set up
Implementation of activities and
monitoring the market
Quick Wins in Uganda, Tanzania
Develop and Implement Regional Strategy in the EAC
Office set-up
Nigeria
Activity planning and development
of baseline to monitor
Review of activities
Review office set up
Implementation of activities and
monitoring the market
Review of activities
Capture Quick Wins in Ghana
Develop and Implement Ghana
Strategy
Source: Grail Research & Monitor Analysis
24
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Strategic Outcome Orientated Goal
Number 2
25
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Domestic Tourism
26
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Overall results
Key Metrics
Domestic
Travel
Incidence
Number of
Trips
Spend
2007
2008
2009
2010
Annual
43.5%
46.5%
47.6%
43.0%
Monthly1
9.9%
9.0%
8.2%
7.9%
Annual
35.9 Million
32.9 Million
30.3 Million
29.7 Million
By Purpose
VFR: 68%, Holiday: 16%,
VFR: 71%, Holiday: 16%,
Business: 7%, Religious: 7%, Business: 5%, Religious: 5%,
Medical: 1%
Medical: 2%
VFR: 76%, Holiday: 12%,
VFR: 74%, Holiday: 13%,
Business: 5%, Religious: 5%, Business: 5%, Religious: 6%,
Medical: 1%
Medical: 1%
Total Annual
Spend
R20.0 Billion
R25.8 Billion
R22.4 Billion
R21.1 Billion
By Purpose
VFR: 45%, Holiday: 37%,
Business: 14%, Religious:
3%, Medical: 0%
VFR: 45%, Holiday: 39%,
Business: 12%, Religious:
3%, Medical: 2%
VFR: 59%, Holiday: 22%,
Business: 17%, Religious:
2%, Medical: 1%
VFR: 51%, Holiday: 31%,
Business: 14%, Religious:
3%, Medical: 0%
Average Spend
per Trip / per
Day
R550 / Trip; R120 / Day
R780 / Trip; R170 / Day
R730 / Trip; R170 / Day
R710 / Trip; R160 / Day
Total Annual
Bed Nights
157.8 Million
149.0 Million
128.4 Million
130.8 Million
Average Nights
per Trip
4.4
4.5
4.2
4.4
Trip Length
27
Copyright © 2011 SA Tourism. Not to be reproduced without permission
NTSS Objectives Related to Domestic Tourism
Keeping in mind the targets set out in the NTSS, it is important to identify the most attractive segments on which to
focus activation efforts
2009
Baseline
2015
Target
2020
Target
Increase number of domestic tourists
- No. of adult travellers
- Population penetration
- Total Domestic Trips
14.6 Mn
48%
30.3 Mn
16 Mn
18 Mn
40 Mn
54 Mn
Growth
Growth
Growth
Domestic tourism as a contribution to tourism’s overall contribution to GDP
52%
55%
60%
Growth
Upper LSM consumers: change perceptions of taking a South African holiday
versus outbound holidays
No baseline
-
-
Culture Transformation
Middle LSM consumers: increase level of knowledge, understanding and
propensity to take holidays
No baseline
-
-
Culture Transformation
No
No
No
No
-
-
Culture Transformation
Culture Transformation
Culture Transformation
N/A
Objective
Measures and Targets
To grow the tourism
sector’s absolute
contribution to the
economy
Increase domestic
tourism’s
contribution to the
tourism economy
Increase in domestic holiday travel across all markets
- No. of first-time holiday travellers
- Levels of, and penetration into, black market for domestic leisure
tourism
- Holiday travel penetration by LSM
- Increase affordable and accessible tourism experiences for the domestic
market
- Total no. of holiday trips
Entrench a tourism
culture among South
Africans
Build a culture of embracing tourism among South Africans
- Increase in levels of awareness of tourism and its value within South
Africa
- Increase in levels of community participation in the sector
- Enhance social tourism programmes
Address the issue of
geographic, seasonal
and rural spread
baseline
baseline
baseline
baseline
4 Mn
6 Mn
No baseline
No baseline
No baseline
-
Increase geographic spread
- Total domestic bed nights
128.4 Mn
20%
Increase the level of tourism to rural areas
- Domestic arrivals and bed nights in rural areas
No baseline
-
seasonality
Note: 1The classification of Decrease
the consumer-level
job required is a subjective evaluation
- Increase
share of
bed Strategy,
nights spent
in the
low-season
months
Source: Monitor/ Grail Analysis;
NationalinTourism
Sector
February
2011,
Department
of Tourism, Republic of5.3%
South Africa
28
9 Mn
-
34%
-
7.1%
10%
Consumer-level Job1
Culture Transformation
Culture Transformation
N/A
N/A
Growth
Culture Transformation
Growth
Copyright © 2011 SA Tourism. Not to be reproduced without permission
New Domestic Strategy Formulation
Project Scope

Project Objectives
To segment South African
domestic travellers into
groups that share similar needs
and behaviours, and provide
recommendations around the
marketing strategy to engage
and increase participation of
these segments in domestic
tourism in South Africa. This
would enable SAT to meet its
key objectives around tourism
culture transformation and
growth


29
Understand the current situation of the
domestic tourism market in terms of:
– Macro-environment analysis
– Sector overview
Research and segment the South African
domestic traveller population based on:
– Needs and attitudes related to travel
– Travel behaviour, buying process, etc.
Develop high-level marketing strategies for
the prioritised segments by:
– Understanding the impact of economic
conditions on travel behaviour
– Developing high level activation strategies
to target prioritised segments
– Creating message themes towards
transforming tourism culture in traveller
segments
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Possible Market
The study looked at South African adults earning more than R3,000 per month. Leaving a possible market of
~8.2 Mn people to target
Total South African
population
50 Mn1
(100% of total)
Adult population over
the age of 18 years
30.3 Mn
(60.6% of total)
Adults earning more than
R3,000 per month (personal
income)
8.2Mn2
(16.4% of total)

A previous SAT study has shown that...
The target market represents 8.2Mn South Africans, all over the age of 18 and earning a personal
monthly income of R3,000 or more
Note: 1 2010 figures; As per UNISA, 2~22 Mn people in SA earned less than ZAR 3,000-3,500 pm in 2010
Source: Monitor/ Grail Analysis; SAT Domestic Surveys
30
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Segmenting the possible market
Using the action segmentation methodology, the available market is grouped into 14 distinct segments based
on similarities in travel behaviour and preferences
Low Income
Middle Income
All Ages
Black, Coloured/ Indian
White, Coloured/ Indian
VFR
Holiday
N
o
K
i
d
s
Holiday
K
i
d
s
25 34
Low
Income
Black
Singles
MI
35+
M
I
High
Income
White
W
All Races
New Horizon
Families
25 - 45
18 - 24
High-Life
Enthusiasts
Spontaneous Budget
Explorers
Well-to-Do Mzansi
Families
VFR
Up and Coming Black
Singles
31
25 - 45
46+
Seasoned
Leisure
Seekers
Older
High
Income
Business Travellers
Low Income Families
Black Single-Parent
Families
Middle – High Income
Black, Coloured/ Indian
Low Income Singles
& Couples
Others
Others
Black
High Income
Established Holiday
Families
Older Middle
Income Whites
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Understanding More about the Most Attractive Segments
Overview of Prioritised Segments
Spontaneous
Budget Explorers
New Horizon
Families

18-24


All races

Income range:
R5,001+





Avg. Length of
Stay: 5.4 nights
Trips/year: 3
Avg. Spend:
R1,252.00
Travel is a way to
discover new people,
places and
adventures.
Consumers in this
segment travel to get
away from the
monotony of daily
life; to add to their
life experiences and
fond memories



35+
Black, Coloured
and Indian
Income range:
R5,001- R10,000
Avg. Length of
Stay: 5.2 nights
Trips/year: 3.1
Avg. Spend:
R1,160.50
Travel is a way to
educate their
children, and to
provide them with
the opportunity to
broaden their
perspectives. It is
also seen as quality
time for the family
to spend together,
and a reward for
hard work
High-Life
Enthusiasts






25-45
Black, Coloured
and Indian
Seasoned Leisure
Seekers

25-45


White

Income range:
R5,001+


Income range:
R10,001+
Avg. Length of
Stay: 4.5 nights
Trips/year: 3.1
Avg. Spend:
R1,265.54
Travel is a way to
boost one’s social
status, and to
experience the finer
things in life in new
and different
settings
Well-to-Do Mzansi
Families



Avg. Length of
Stay: 7.7 nights
Trips/year: 4.4
Avg. Spend:
R1,853.40
Travel is a way of
life and something
of a necessity.
Having grown up
going on regular
holidays, this group
of consumers
understands the
value of travel
experiences and
memories over
commodities



18-45
Black, Coloured
and Indian
Income range:
R10,001+
Avg. Length of
Stay: 5.6 nights
Trips/year: 3.2
Avg. Spend:
R1,687.80
Travel is all about
escaping the city,
and being able to
spend time with
friends and family in
new and different
locations. To a
certain extent,
travel is also about
exposing the children
to alternative ways
of life and activities
Source: Monitor/ Grail Analysis; Domestic Segmentation Quantitative Survey 2011
32
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Integrated Marketing Activation
The umbrella strategy combines aspects from all segments to create awareness and positivity around
tourism for all South Africans
Value Proposition
Spontaneous
Budget Explorers
New Horizon
Families


High-Life
Enthusiasts

Seasoned Leisure
Seekers

Well-to-Do Mzansi
Families


Umbrella Strategy
Have fun in new/ different surroundings, whether with
existing friends or meeting new friends along the way
Spend quality family time and broaden the family’s
horizons, while being rewarded for hard work
Domestic travel is the quickest and easiest way to enjoy
invaluable and enviable world-class experiences
South Africa has so many different places and ways to
escape, relax and spend quality time with loved ones
Break away from daily pressures, whether relaxing with
family or having good times with friends
Products





Lots of activities with friends
without being prescriptive
Accessible and informative
family holidays
Glamorous and comfortable
holidays
Explore hidden cultural,
culinary and landscape gems
Hassle free and comfortable
getaways
Travelling in South Africa is not only a great way to
explore the country and discover the many reasons why
the rest of the world wants to visit, but also an
accessible way to escape and have fun with family and
friends
Source: Monitor/ Grail Analysis
33
Copyright © 2011 SA Tourism. Not to be reproduced without permission
High-level Implementation Plan
Roles and Responsibilities
These roles and responsibilities extend to the more specific activities required, with us, SAT taking the lead on
activating the market through both national-level demand-building...
Activity
NDT

Develop and execute a
national educational
campaign in
collaboration with the
Department of Education
to build awareness
around tourism and its
value to South Africa
Activating the
Market: Demand
Building

Provide direction to
advertising agency in
development of the
national marketing
communication
campaign
– Oversee all
elements of the
campaign,
including
integrated media
strategy


Source: Monitor/ Grail Analysis
Provincial and Local
Authorities
SAT


Develop provincial
strategy and messaging
relevant to brand
building at a more
general level
Fund, and oversee,
development of
provincial marketing
communication
campaigns in line with
Toolkit developed by
SAT
Industry


Continue to prioritise
consumer segments for
activation according to
business objectives
Understand national
strategy and identify
areas in which it aligns
with business strategy
Work to disseminate
the planned key
message to industry
and channel partners
to enable
understanding and
alignment
Develop toolkit to
guide provincial and
local players in their
communication to
ensure alignment with
national messaging
objectives
34
Copyright © 2011 SA Tourism. Not to be reproduced without permission
High-level Implementation Plan
Roles and Responsibilities
And overseeing all elements of fulfilment through both SAT-led activity, and the provision of guidelines to assist
collaborators in industry and government
Provincial and Local
Activity
NDT
SAT
Industry
Authorities



Activating the
Market:
Fulfilment
Ensure that resources
are allocated to both
SAT and provincial and
local authorities to
enable them to activate
the market effectively

Establish common
platforms where
stakeholders can discuss
issues around
collaboration
Oversee development
and dissemination of
information through
physical and online
channels
Provide insight into
segment information
needs and product
needs to relevant
industry and channel
partners
– Collaborate to
develop and
disseminate
information and
packages Investigate
alternative physical
channels and
develop JMAs where
possible to further
the accessibility of
products

Identify and provide
training to channel
partners to enable
capability building





Using toolkit and
guidelines provided by
SAT, prioritise segments
that are well-suited to
activation by the
province and/ or cities
Oversee development
and dissemination of
information brochures
relevant to provincial
strategy
Provide direction for
provincial information
needs to relevant
industry and channel
partners
Collaborate with
industry and channel
partners to develop
packages that are
aligned with provincial
strategy


Collaborate with SAT
and provincial
authorities to provide
product-specific
information to be
delivered to prioritised
consumers through
relevant information
gathering channels
Collaborate with SAT
and provincial
authorities to develop
product packages
relevant to prioritised
consumer segments
Make space available
for information
dissemination
– E.g., Pamphlet
distribution at front
desks of car hire
companies, hotel
reception, travel
agency windows,
airline magazines
Source: Monitor/ Grail Analysis
35
Copyright © 2011 SA Tourism. Not to be reproduced without permission
High-level Implementation Plan
Roles and Responsibilities
In terms of tracking the market and ensuring supply, it is important for us, SAT to leverage key relationships
and co-ordinate the various stakeholders to ensure that these elements of the strategy are executed
Activity
NDT

Tracking the
Market


Ensuring Supply
to the Market

Liaise with other
government data
collection agencies
(e.g., StatsSA) to
ensure that SAT is
getting the required
information and data
Co-ordinate and help
to connect SAT to
other parties
collecting information
that may be useful for
tracking of the market
(e.g., GCIS)
Co-ordinate, and fund,
the audit of available
product
Work with other
government bodies,
industry and industry
bodies to move
development of product
forward
Provincial and Local
Authorities
SAT

Track the evolution of
the domestic market,
based on key indicators

– Trigger in-depth
analysis and updated
segmentation of the
market when
necessitated by
sustained changes to
the market landscape





Evaluate the impact of
activation activities on
the travel behaviour of
domestic consumers
Evaluate the response to
products developed for
specific segments
Work with the NDT to
conduct an audit of
products available
– Map against segment
needs to identify gaps

Industry
Supplement research
provided by SAT to
enable tracking of the
evolution of relevant
consumer segments

Feed province-level
data back to SAT
Adjust provincial and
local strategy as
necessary based on
changes to the market
and changes to the
national strategy by
SAT
Work together with SAT
and NDT to identify
product availability and
gaps at provincial level

Make internal research
and insights available
to SAT, in order to
enable a feedback
loop that provides
views on the consumer
from multiple angles
and sources
Work with SAT and NDT to
find areas where national
product development
objectives align with the
business objectives of the
industry and can be filled
through industry action
and with industry funding
Source: Monitor/ Grail Analysis
36
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Domestic Campaign
Introduction
Growth
Maturity
national campaign:
travel like a tourist in your own country & be the envy of the world
Travel is an accessible way for you to live a vicarious life, if only for a short while. The possibilities
and opportunities that lie in wait for you while you’re exploring are infinite and immediate.
insiders sa: see your world as the world sees it
By encouraging people to escape to their ideal destination in their minds, the segment relevant
deals that will be within our communication mix simply serve as the confirmation and hassle-free
way to access the market’s ideals.
37
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Goal 2 Continued………….
Average Spend per Arrival
38
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Strategic Outcome Oriented Goal 2:
To market South Africa in such a way that the average spend per arrival
in South Africa are at least R12 536 per person during the 2012 calendar
year being in South Africa
Goal Statement 2
Through the execution of its Strategic Plan and Annual Performance Plan, the
following spend per person should be achieved on average for every person arriving in
South Africa:
2010/11 actual R8,900 per person (this excludes prepaid)
2011/12 calendar year target: R11 960 per person (this includes prepaid)
2012/13 calendar year target: R12 536 per person (now calculated NITS i.e.
includes prepaid)
2013/14 calendar year target: R13 360 per person
39
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Spend per Country
Through the execution of its Strategic Plan and Annual Performance Plan, the following spend per be
person should achieved on average for every person arriving in South Africa:
CURRENCY
Africa - Air
Angola
DRC
Kenya
Nigeria
Africa - Land
Botswana
Lesotho
Malawi
Mozambique
Namibia
Swaziland
Zambia
Zimbabwe
Americas
Brazil
Canada
USA
Asia & Australasia
Australia
China
India
Japan
Europe
France
Germany
Italy
Netherlands
Sweden
UK
2011
2012
USD
USD
USD
USD
4,421
3,460
2,814
5,502
4,639
3,634
2,957
5,886
ZAR
ZAR
ZAR
ZAR
ZAR
ZAR
ZAR
ZAR
2,845
5,583
9,349
12,068
6,061
13,127
8,706
6,757
3,004
5,898
9,928
12,744
6,401
13,823
9,194
6,748
9,487
6,086
5,674
10,084
6,317
5,874
6,531
44,136
195,101
634,229
6,812
45,814
212,883
652,622
3,384
2,912
3,446
3,149
3,341
2,424
3,506
3,013
3,498
3,257
3,468
2,513
REAL
CANADIAN DOLLAR
USD
AUZ DOLLAR
RMB
RUPEE
YEN
EURO
EURO
EURO
EURO
EURO
POUND
40
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Orientated Goal
Number 3
41
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Oriented Goal 3:
To market South Africa in such a way that South Africa becomes a most
preferred Tourism Brand by 2014 obtaining at least a 79% brand
awareness
To become one of the most preferred Tourism Brand by 2014 as measured by the
following criteria:
1. Brand Knowledge
2. Brand Journey
3. Conversion of positive brand awareness to sales
Increase Average Brand Awareness
 Achieved 79% in Feb 2011
 Target 79% Feb 2012 to 2015
42
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Conversion – Global Target (2008-11)
The closure ratio improved for both core markets and investment markets in 2011, as compared
to 2010
Market
2008
Closure
Rank
Ratio
Netherlands 1 in 3.44
2009
Closure
Rank
Ratio
2010
Closure
Rank
Ratio
2011
Closure
Rank
Ratio
7
1 in 3.27
6
1 in 2.96
6
6
Germany
1 in 2.17
8
1 in 2.21
7
1 in 2.14
8
1 in 2.86
1 in 1.87
UK
1 in 2.16
7
1 in 2.40
7
1 in 2.24
8
1 in 1.94
3
France
1 in 3.44
8
1 in 3.90
8
1 in 3.57
8
1 in 3.18
8
USA
1 in 3.87
9
1 in 3.57
10
1 in 3.14
10
1 in 2.28
5
India
1 in 1.91
8
1 in 2.05
8
1 in 1.68
6
1 in 1.58
6
Australia
Kenya
1 in 3.40
8
1 in 2.79
8
1 in 2.82
7
1 in 2.81
7
1 in 1.24
1
1 in 1.06
4
1 in 1.30
2
1 in 1.61
3
Nigeria
1 in 2.09
5
1 in 1.39
8
1 in 1.77
6
1 in 1.74
2
6
Core Markets1
1 in 2.75 (2008)
1 in 2.85 (2009)
1 in 2.56 (2010)
1 in 2.10 (2011)
Global Closure Ratio
1 in 2.75 (2008)
1 in 2.88 (2009)
1 in 2.65 (2010)
1 in 2.19 (2011)
Significantly below Average for 13 destinations (at 95% confidence level)
2008
Closure
Rank
Ratio
1 in 3.44
7
2009
Closure
Rank
Ratio
1 in 4.09
8
2010
Closure
Rank
Ratio
1 in 3.98
6
2011
Closure
Rank
Ratio
1 in 3.87
8
China
1 in 2.10
8
1 in 2.44
6
1 in 3.45
7
1 in 3.07
6
Japan
1 in 6.36
9
1 in 4.77
9
1 in 4.44
8
1 in 4.43
9
Brazil
NA
NA
NA
NA
1 in 3.21
7
1 in 2.94
8
Market
Italy
Investment Markets2
1 in 2.78 (2008)
1 in 3.12 (2009)
1 in 3.76 (2010)
1 in 3.26 (2011)
Significantly below Average for 13 destinations (at 95% confidence level)
Note: Global closure ratios weighted according to marketing spend in market; Closure Ratio = Visited in Past 18 Months / Sought Info in the Past; 1Core
Markets’ score does not include Kenya and Nigeria for 2008 to 2010; 2Investment Markets’ score does not include the Brazil market for 2010
Source: SAT BrandTracker Feb-08 through Nov-11 (merged for each year)
43
Copyright © 2011 SA Tourism. Not to be reproduced without permission
SA Brand Journey – Global Target (2008-11)
Compared to 2010, South Africa’s global scores on Positivity and Short-term Consideration
have improved slightly in 2011
Global Targets
Awareness
Positivity
Sought Info in the
Past
Likely to Visit in
Next 18 Months
2008 Actual
76%
37%
22%
11%
2009 Actual
79%
38%
21%
11%
2010 Actual
79%
36%
22%
10%
2011 Actual
79%
37%
22%
12%
Note: In 2011, Core Markets weighted according to relative investment spend – Australia = 7.3%, France = 13%, Germany = 15.2%, India = 7.8%, Netherlands =
9.5%, UK = 20.2% , USA = 21.4%, Kenya = 2.7%, Nigeria = 2.7%; Investment Markets weighted according to – China = 38.9%, Italy = 25.8%, Japan = 11.6% and
Brazil = 23.7%; Global Average, weighted according to investment spend – Core = 90%, Investment = 10%; All rating questions have been analyzed using top 2
box approach
Source: SAT BrandTracker Feb-08 through Nov-11 (merged for each year)
44
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Key Brand Journey Metrics (2011)
Sought Info
Plan to Visit
in Next 18
Months
Visited
Recently
10%
13%
6%
5%
25%
18%
17%
9%
5%
35%
26%
14%
17%
8%
9%
64%
40%
34%
39%
34%
24%
21%
Netherlands
87%
42%
32%
18%
27%
10%
9%
UK
91%
35%
35%
15%
20%
12%
10%
USA
82%
40%
30%
21%
21%
12%
9%
Kenya
72%
44%
51%
38%
45%
31%
28%
Nigeria
77%
47%
60%
41%
34%
32%
19%
China
78%
29%
36%
29%
33%
18%
11%
Japan
26%
8%
13%
3%
5%
1%
1%
Italy
73%
44%
33%
26%
29%
13%
7%
Brazil
63%
31%
23%
21%
20%
8%
7%
Core Markets1
80%
37%
31%
20%
21%
12%
10%
Investment Markets
67%
31%
30%
23%
26%
12%
8%
Total
Awareness
Positivity
Likely to Visit Likely to Seek
in Future
Info
Australia
82%
27%
23%
France
77%
36%
Germany
69%
India
Note: Core Markets weighted according to relative investment spend – Australia = 7.3%, France = 13%, Germany = 15.2%, India = 7.8%, Netherlands = 9.5%, UK = 20.2% , USA
= 21.4%, Kenya = 2.7%, Nigeria = 2.7%; Investment Markets weighted according to – China = 38.9%, Italy = 25.8%, Japan = 11.6% and Brazil = 23.7%; All rating questions have
been analyzed using top 2 box approach
Source: SAT BrandTracker Feb-11 and Nov-11
45
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Knowledge of the Brand – SA Rank Versus All Destinations (2011)
Between 2010 and 2011, South Africa’s rankings improved in seven markets, most notably in Netherlands,
India and Nigeria, while in China, the rankings have declined slightly in 2011
Ranking (out of 10) of The SA Brand Relative to Competitors Along Key Brand Attributes – 2011
Netherlands
German
y
UK
France
USA
India
Memorable
4
3
6
9
5
6
4
Adventurous
1
2
3
3
3
1
Natural Wildlife
Experience
1
4
2
2
3
Welcoming People
You Can Interact With
6
8
9
8
A Wide Variety of
Experiences
3
3
5
Breathtaking
1
2
Enriching
4
Unique
Metric
Nigeria
Italy
China
Japan
Brazil
2
4
4
9
8
8
1
1
4
2
2
2
1
1
1
1
2
3
2
3
1
5
6
7
8
4
7
9
9
5
5
5
4
5
5
4
4
8
9
6
3
7
4
2
4
3
5
2
2
6
8
4
7
8
7
4
8
3
5
4
10
6
6
2
4
6
7
8
2
5
5
5
5
8
4
2
An Authentic Travel
Experience
3
6
7
5
4
2
6
5
5
3
9
5
2
Value for Money
4
8
7
9
7
4
8
1
5
9
10
10
9
Safety & Security
8
10
10
8
5
8
9
10
8
7
10
10
9
Significantly Above Average for 10 destinations (at 95% confidence level)
Australia Kenya
Significantly Below Average for 10 destinations (at 95% confidence level )
When SA is ranked lowest amongst competitors
When SA is ranked highest amongst competitors
Note: For ranking purposes, if there are more than 10 destinations in survey, the following destinations are removed from rankings: USA followed by Italy and France
Source: SAT BrandTracker Feb-11 and Nov-11
46
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Orientated Goal
Number 4
47
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Strategic Outcome Oriented Goal 4:
Quality experience by the international and
domestic tourist
To deliver on the quality experience expected by the international
and domestic tourist by having at least graded 6 172 tourism
products in South Africa by 31 March 2013
48
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Plaque has been re-designed with New Security Feature
49
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Accommodating visitors with disabilities
South Africa needs to know how friendly our tourism
accommodation facilities are to people living with disabilities or
impairments!
50
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Orientated Goal
Number 5
51
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Strategic Outcome Oriented Goal 5:
To continuously improve internal policies, procedures and
business processes
For South African Tourism to achieve, through amongst others, the continuous
improvement of its internal policies and procedures and the vigorous compliance
with its policies and procedures by employees:


11th consecutive unqualified annual external report
To spend at least 98 – 102% of our annual budget included in the Annual
Resource Plan for 2012/13
52
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Orientated Goal
Number 6
53
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Strategic Outcome Oriented Goal 6:
To continuously improve South Africa Tourism’s internal
communication and of staff members living the values of the
Organisation
For South African Tourism to continuously improve its internal communication
and a culture of staff members living the values of the organisation in order to
achieve:



An annual staff turnover rate of 10% during 2012/13
An average score of between 3,3 in the Deloitte Best-Company-to-work-for
Survey that will take place in June/July 2012
Fully operational National Convention Bureau by 1 April 2012 generating 60
leads per annum with improved delegate boosting
54
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National Convention Bureau
Team South Africa
Mission
Team South Africa will grow the nation’s business events industry. The
resulting business, trade and intellectual engagement will strengthen South
Africa’s global brand and economic transformation.
It will accomplish this mission by:



Positioning and selling South Africa as a preferred business
events destination
Growing the industry’s capacity and skills nationally
Improving the professionalism of meetings in
South Africa
55
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SANCB Proposed Programmes 2012/13
56
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SA Tourism’s Consolidated Key Performance Areas for the 2012/13 financial year
SA Tourism 2012/13 Key Performance Areas for
Performance Information Management purposes
* Trade includes product owners and travel operators and agents
57
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Approved CPIX Parameters for Budgeting Purposes
(for the calculation of overhead budgets)
Country/region
Average CPIX Average CPIX Average CPIX Average CPIX Average CPIX
for 2009/10 for 2010/11 for 2011/12 for 2012/13 for 2013/14
Average CPIX for Average CPIX for
2014/15
2015/16
South Africa
8,1%1
6,0%
5.8%
5.10%
4,6%
4,6%
4,6%
United States (USD) (also used by SAT
1,6%1
2,0%
2.10%
2.10%
2.10%
2.10%
2.10%
Europe (Euro)
2,6%1
2,0%
2.00%
2.00%
2.00%
2.00%
2.00%
UK (GBP)
2,0%1
2,0%
2.00%
2.00%
2.00%
2.00%
2.00%
Australia (AUD)
3,2%1
2,8%
2.80%
2.80%
2.80%
2.80%
2.80%
Japan (JPY)
0,5%1
1.50%
1.50%
1.50%
1.50%
1.50%
1.50%
for Africa, India & China)
Notes:
1.
Calculated taking into consideration latest IMF figures adjusted for:
•
SA Reserve Bank expectations that SA’s CPIX will fall within the 3 – 6% bracket from the latter part of 2009;
•
Bureau for Economic Research indicators
•
The Economist predictions
58
Copyright © 2011 SA Tourism. Not to be reproduced without permission
SA Tourism Utilization of Government Grant:
2012/13 – 2014/15 (R’000)
Utilization
Grant
of
Government
Medium-term estimate
2012/13
2013/14
2014/15
International Marketing
407 144
421 964
449 292
Domestic Marketing
40 000
42 400
43 672
Financial Assistance
201 246
217 613
230 685
Grading Council
26 706
27 935
29 220
Convention Bureau
Project Growing Tourism
from Africa
28 207
32 065
33 607
50 000
84 000
84 000
753 303
825 977
870 476
Total Government Grant
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SA Tourism Revenue budget breakdown 2012/13 (R’mil)
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Copyright © 2011 SA Tourism. Not to be reproduced without permission
SA Tourism high-level revenue: 2012/13 – 2014/15 (R’000)
Funding of SA Tourism
Medium-term estimate
2012/13
From Government
allocation
2013/14
2014/15
MTEF
753 303
825 977
870 476
From TOMSA levies
78 000
80 000
82 000
From Grading fees
14 050
14 331
14 618
Indaba & Meetings Africa
revenue
40 059
40 860
41 677
Sundry revenue
26 668
27 148
27 635
912 080
988 316
1 036 406
Total Revenue that agrees to
final ENE submission
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Breakdown of budgets per programme: 2012/13 – 2014/15 (R’mil)
Name of the Objectives
2011/12
2010/11
2009/10
2008/09
ENE Estimate Adjustment
in Rand
Medium-Term Estimate
Budget
Budget
Budget
Audited
Audited
Audited
Approved
2014/15
2013/14
2012/13
765.3
853.4
857.8
840.2
-19.6
820.5
912.1
988.3
1,036.4
413.8
405.3
429.9
386.0
-19.6
366.4
439.7
495.5
514.0
215.8
293.7
249.2
267.0
267.0
275.2
279.5
296.3
33.4
35.4
37.5
39.8
39.8
42.2
44.7
47.4
4 Head Office Finance
31.5
33.5
35.4
37.5
37.5
39.8
42.2
44.7
5 Head Office Support
70.8
85.4
105.7
109.8
109.8
115.3
126.4
134.0
765.3
853.4
857.8
840.2
820.5
912.1
988.3
1,036.4
Major Programmes
1
2
International
Portfolios
Head Office
Marketing
Tourism Grading
3 Council of South
Africa
Total
Breakdown of Internatio- 2008/09
2009/10
2010/11
nal Portfolios Programme
in Rand
1.1
1.2
Total
-19.6
2011/12
ENE Estimate Adjustment
Audited
Audited
Audited
Project Growth
Africa
Other International
Portfolios
Medium-Term Estimate
Budget
Budget
Budget
Approved
2014/15
2013/14
2012/13
50.0
84.0
84.0
765.3
853.4
857.8
840.2
-19.6
820.5
389.7
411.5
430.0
413.8
405.3
429.9
386.0
-19.6
366.4
439.7
495.5
514.0
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SA Tourism 2012/13 Expense budget breakdown per programme (R’mil)
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Where will SA Tourism be spending its direct marketing budget in 2012/13?
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SA Tourism country office budgets for 2012/13
66
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Changes to SAT’s non-financial resources during the 2012/13
financial year
1. People
SA Tourism current staff complement of 184 is expected to increase by 3
staff members to 187 during the 2012/13 financial year. The reason for this is
the additional staff required for the Brazil and Nigeria offices that will be
opened no later than 31 March 2013.
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1.
People (continued….)
Changes to SAT’s non-financial resources during the 2012/13 financial year
1.
Skill set of staff members
No changes are foreseen.
2. Time allocation/management of marketing staff members
2.1 In terms of SA Tourism’s Board-approved market prioritization, marketing staff
members will continue to spend the following proportion of total available time on the
different types of markets: Core markets: 60%, Investment markets: 20%, Tactical markets:
15% and Watch-list markets: 5%.
2.2 In terms of maximizing available time of all SAT managers,:
2.2.1 SAT will continue to encourage short to-the-point meetings preferably not
exceeding 3 hours;
2.2.2 SAT will continue to encourage staff members to rather attend to e-mails after
13h00 every day (and not during the mornings when productivity is at its optimum);
2.2.3 SAT will continue to enforce the following management routines (where proper minutes
should be kept available for audit-inspection purposes):
2.2.3.1 An Exco meeting every Tuesday
2.2.3.2 Manco meeting twice a month (on Wednesday’s)
2.2.3.3 A Country Office meeting twice a month
2.2.3.4 A Business Unit meeting twice a month
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Changes to SAT’s non-financial resources
2.
Systems
No change is foreseen at this stage to SA Tourism’s 3 primary
systems (Oracle, EPM Project Management and the QIT Grading
Back-office system) except for the implementation/loading of
regular updates/patches.
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Changes to SAT’s non-financial resources
3.
Infrastructure
3.1
Head Office
No change
3.2
Country offices
SA Tourism’s 11 country offices will
increase to 13 after the opening of new
offices in Nigeria and Brazil.
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Changes to SAT’s non-financial resources
4.
Business Units
No changes are necessary in SAT’s current 16 business units:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Office of the CEO/COO (including Internal Audit & Admin)
Human Resources
Africa Portfolio
Domestic Marketing (including Events)
Asia, Australasia and Americas Portfolio
Europe & UK Portfolio
Central Marketing (including Global Brand, Channel & Agency Management)
E-Business
Research
PR & Comms
Product & Itinerary
Finance (including Supply Chain and Legal)
TGCSA
Business Systems (previously known as IT)
Watch-list markets
Conventions Bureau (including Business Tourism)
71
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Areas of co-operation with stakeholders
Stakeholder
Details of co-operation
1.
1.1 SAT is co-funded from voluntary tourism levies collected and SAT therefore offers some
specific benefits for establishments that collects TOMSA levies
1.2 SAT and TBCSA, which represents all tourism business associations, jointly addresses
the industry once a year in all provinces and have bilateral meeting quarterly
TBCSA & TOMSA
2. Provincial Tourism Authorities
CEO’s Forum (now called the Marketing Working Group) meeting quarterly where SAT CEO
meets Provincial CEO’s to share Business Plans & Budgets and discuss specific marketing
issues including joint marketing projects. SANParks, SANBI and TEP also attend. The CMO
convenes the quarterly marketing forum with provincial marketing managers.
3. Fedhasa, ASATA and SATSA
Sharing of information
4. NDT, other public entities & programmes:
4.1 SANPARKS
4.2 SA Weather service
4.3 SANBI
4.4 TEP
Lobby SANPARKS to also start collecting TOMSA levies. Provide exhibition space at
exhibitions at beneficial rates
Share information
Share information
Joint funding of ETEYA project
5. IMC, GCIS and the Department of Trade &
Investment
Sharing of information and joint marketing activities
6. Miptech and Minmec
Sharing of information on obtaining inputs on high-level marketing issues. SAT’s CEO attends
both meetings.
Provide marketing collateral
7. Departments of International Relations &
Cooperation and South African embassies
overseas
72
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SA Tourism
Vision, Mission and Values
73
Copyright © 2011 SA Tourism. Not to be reproduced without permission
Vision of SA Tourism
For South Africa to be the preferred tourist destination in the world, in
order to maximise the economic potential of tourism for our country and its
people
Mission of SA Tourism
To develop and implement a world-class international tourism marketing
strategy for SA. In pursuance of this SAT will:
 Facilitate the strategic alignment of the provinces and industry in
support of the global marketing of tourism to SA
 Remove all obstacles to tourism growth
 Build a tourist-friendly nation
 Ensure that tourism benefits all South Africans
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Copyright © 2011 SA Tourism. Not to be reproduced without permission
Values of SA Tourism
 We unconditionally
respect our organisation’s
people, its purpose and
its assets.
 Living this respect with
integrity translates into
an authentic caring for
South Africa and each
other, a feeling of
responsibility, and the
acceptance of
accountability for the
outcomes of our actions.
 Our team pushes the
boundaries of excellence
in everything we do.
75
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Thank You
76
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