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Kia Ora Queenstown!
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Thanks to our Discussing Tourism Partners
And host region
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Strategic Partners supporting TIA and the tourism industry
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A Global and National PerspectiveChris Roberts
Chief Executive
Tourism Industry Aotearoa
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The Travel and Tourism Tsunami
• 1.3 billion overseas trips in 20177%
– Forecast to grow another 50% in next decade
• 10.4% of global GDP (NZ$11 trillion)
• 313 million people employed (10% of global employment)
• A quarter of all new jobs in next 10 years will be in tourism
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Tourism’s importance to NZ
• NZ 0.2% of global tourism GDP
• 10.5% of GDP
• 1 in 7 jobs
• 60/40 split domestic/international
Growth in last 4 years:
• Domestic spend 24%
• International spend 46%
• International arrivals 35%
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Too much tourism?
Annual arrivals v local population:
Iceland 5.1 to 1
Croatia 3.3 to 1
Montenegro 2.6 to 1
Ireland 2.0 to 1
New Zealand 0.8 to 1
QLDC: 33 to 1
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Too Crowded?
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Too Crowded?
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Too Crowded?
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Potential impacts of rapid tourism growth
Five major issues common worldwide:
1. Alienated local residents
2. Degraded tourist experience
3. Overloaded infrastructure
4. Damage to nature
5. Threats to culture and heritage
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New thinking needed
• Sustainability
• A re-set vision and framework
• Story-telling
• Investment
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Our Vision
Leading the world in sustainable tourism
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Productivity
VisitorExperience
Connectivity
Target forValue
Insight
Reset the Industry-led Framework and align with Sustainability Goals
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The BHAG: Communities across the country and in all sectors of business understand the value of tourism and are advocates for our industry
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Funding and Investment
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Funding and Investment
Tale of Two Industries:
Dairy – No 2 export earner
• DairyNZ - the industry organisation for NZ's dairy farmers
• Funded by a levy on milk solids - $67m per year
Tourism- No 1 export earner
• TIA – the industry organisation for NZ’s tourism operators
• Funded by membership fees - $1.6m a year
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Central Government collects $3,270 billion pa in revenue from international visitors.
Central Government expenditure attributable to international visitors $638m pa.
$2.6 billion
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Funding and Investment
New Visitor Levy:
• $25-$35 per international visitor– Australia and Pacific exempt
• Collected via Visas and new Electronic Travel Authority
What should it be spent on?
• TIA surveying members
• Consultation closes 15 July
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What will success look like?
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Defining the local tourism challenges
Graham Budd
CEO, Destination Queenstown
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Challenge
A situation that is difficult because you must use a lot of effort, determination and skill to be successful.
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What are our challenges?
Our first one….
What does success look like?
We must define where we want to be.
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Current challenges……of success
• Visitor number growth – since 2012…..
• Visitor dynamics and behaviours
– Free camping
– AirBnB in residential areas
– Driving
• Changing market mix – business readiness
• Visitor flows and movement – congestion
• How do we move people in and around the region
– Roads, parking, public transport, cycleways, footpaths, shared zones
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The challenges
• Queenstown Airport growth and passenger mix
• Sharing the benefits of growth across the wider region
• Accommodation peak occupancy
• Queenstown price and value perception
• 1000 new hotel rooms over the next 24 months
• Telling our story and managing our reputation
– To our communities
– To Government and industry
– To media and opinion leaders
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The challenges
• Targeting and growing value ahead of numbers
• Shoulder season growth ahead of peak
• Convention Centre
• Business readiness, skills and capability
– Now
– Future needs
• Maintaining future visitor demand
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The challenges
• Community Facilities required
• Affordable living in Queenstown
• Housing availability
• Staff and work force – seasonal and year round
• Immigration and other Government policies
• Who ‘owns’ these challenges of ‘managing our destination’
• How do all our needs get funded
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The big three….
A Sustainable Host Community
Outstanding Visitor Experience
Who pays – The cost burden
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A sustainable Host Community
“A welcoming host community is the most important asset any visitor destination can have”.
DQ has this as one of our four strategic priorities.
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Outstanding Visitor Experience
Maintaining the integrity of our experiences
Enhancing our landscapes and environment
Community welcome for our visitors
Visitor expectations
• Beautiful Landscapes and scenery
• Adventure and excitement
• Friendly people
• Clean and unpolluted environment
• A relaxing place
• Safe and secure
Overall satisfaction
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Who pays?
Public Infrastructure and services.
Destination readiness.
Community facilities and quality of life.
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National vs. Regional deficit
International and Domestic visitors create:
Central Government - net financial benefit.
Local Government – net financial burden.
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We don’t just want to catch up!
We aspire to be better….the best.
We want to go from good to great.
We need investment to achieve an outstanding future.
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So, who is thinking about this?
Destination Queenstown
Chamber of Commerce
Queenstown Lakes District Council
Queenstown Airport
Downtown QT, Shaping Our Future and others
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The challenge to our community
What does success look like?
Support an aspirational future.
Be part of planning to achieve it.
We’re a diverse community - in it together.
Be bold - How will we fund our aspirations and plans?
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Why should we care about sustainability?Bruce Bassett
Industry Strategy Manager
Tourism Industry Aotearoa
Why we should care about sustainability?
And, what we are doing about it at an industry level
And, what you can do about it in your business or operation
Why care about Sustainability
Vision
Leading the world in sustainable tourism
Values
Kaitiakitanga
Manaakitanga
Whanaungatanga
Four Elements
ECONOMICTourism is delivering prosperity across the New Zealand economy.
VISITORNew Zealand delivers world leading experiences for both international and domestic visitors.
HOST COMMUNITYNew Zealanders strongly support and reap the benefit from tourism operating in their communities.
ENVIRONMENTTourism is recognised for its contribution to protecting, restoring and enhancing New Zealand’s natural environment and biodiversity.
Economic
Business commitments
Sustainable Businesses: Businesses focused on long term financial performance.
Capital Investment: Businesses invest capital to grow, and/or to improve quality and productivity.
Productivity: Businesses innovate and have effective strategies to mitigate the effects of seasonality.
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Visitor
Business commitments
Visitor Satisfaction: Businesses undertake customer satisfaction monitoring, evaluation and reporting.
Product and Market Development: Businesses innovate to improve or upgrade their offering to enhance visitor experience.
Visitor Engagement: Businesses educate visitors about New Zealand’s cultural and behavioural expectations.
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Host Community
Business commitments
Sustainable Employment: Businesses pay a fair wage to all staff.
Quality Employment: Businesses support their workforce to flourish and succeed.
Community Engagement: Businesses actively engage with the communities in which they operate.
Sustainable Supply Chains: Businesses have socially and environmentally sustainable supply chains.
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Environmental
Business commitments
Ecological Restoration: Businesses contribute to ecological restoration initiatives.
Carbon reduction: Businesses have carbon reduction programmes towards carbon neutrality.
Waste Management: Businesses have waste reduction and management programmes.
Education: Businesses actively engage with their visitors and communities on the importance of restoring, protecting and enhancing New Zealand’s natural environment.
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Look for the Sustainability Mark
Who is on board? (270 so far)
MeasurementMeasurement – 2025 Goals
90% Sustainable
Growth
95% Exceeding
Expectations
100% Active
Engagement
90% Supportive
New Zealanders
90% Good
Employers&
Community Leaders
90% Ecological
Restoration
100% Reducing Eco
Footprint
$41B
What success will look like
What you can do
See our material here and sign-up straight away
Talk to the TIA Team and find out more at:
www.sustainabletourism.nz
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Why should we care about sustainability?
Steve HewlandCamp Glenorchy
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Shaping our Future
Phil Tate
Session Objectives
• A ‘discussion’ (not a ‘telling’)
• Your views on what’s currently working (or not)
• Your aspirations for the industry’s future contribution (‘what can we be at our best?’)
• Ideas and thoughts on how best to move forward
• Documented output that contributes to Tourism 2025 Reset
Orienting to Our Future
1: Ground
2: Goal3: Direction
4: Action
Thinking of 2025
'Record' Hot Year of 2015 Now the Average
Gig Economy Has Grown 10 Times Over 2015
Training & Learning Systems not Meeting 21st-Century Needs (Pew)
Norway’s Fjiords Are Emission-Free
Session Flow
• Working with your table colleagues
• 10-12 minutes considering each point of the tetrad(listen for the bell to pace yourselves)
• Once the tetrad’s complete we’ll spend 10 minutes each on;
– How the areas (ground, goal, direction & approach) work together
– What areas of priority emerge for industry action and focus
• For the last two conversations we’ll move a couple from each table to the adjoining table to join their discussion.
Things to Remember
• If you find yourself bogged on a particular discussion, note it and open up a new topic.
• Listen for the bell to make sure you cover the bases
1: Ground
• Where do we currently stand as we embark on the next phase of Tourism development?
– What makes the NZ/regional tourism offer unique?
– How do we define our connection to our local communities?
– What do you think is the essence of what makes NZ special as a tourism destination?
2: Goal
• What do we want to be in 2025?
– What are the aspirational goals we wish to work toward within our local communities?
– By 2025, as an industry, what will we be contributing to our communities beyond what we currently do?
3: Direction
• What will guide us into our future?
– What principles do we need to adhere to to ensure the industry moves effectively toward our goals without compromising our unique position?
– What principles do we need to re-examine or establish?
4: Approach
• How do we need to act today to protect what we have and develop toward our goal?
– What are the key action areas we need to consider to take our unique proposition and achieve the aspirant goals?
– What do you regard as the highest priority for 2025 focus?
– What might we missing that would help achieve our overall goal?
Summary Reflections
• Do all the points of your tetrad effectively support each other?
– Are the any points of contention, and how may they be reduced?
• Getting radical; is there anything we’re not currently considering that needs to be on the industry’s agenda?
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Questions?
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Andy HamiltonCEO, The Icehouse
@iceandy [email protected]
Tourism – a view from the outside
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the mind is such a powerful thing …
WHETHER YOU
THINK YOU CAN
OR THINK YOU CAN’T.
YOU’RE RIGHT.
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On the agenda
• The mandatory
• What great does & what is there to worry about
• Tools to help with action
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We are a business enabler to
owners and entrepreneurs.
We change their lives, their
businesses and in doing so, we
change New Zealand.
The advert ….
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The what, the who, the why
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Our north star
KIWI BUSINESSES WE’VE WORKED WITH
TRIPLETHEIR PROFIT EVERY 4
YEARS
GROW
2.5 xFASTER THAN THE
AVERAGE NZ BUSINESSGROW THE NUMBER
OF STAFF BY
6%EVERY YEAR
GROWN REVENUE BY
12%EVERY YEAR
BUILDING EXPORT
BUSINESSES
1 in 3AFTER 5 YEARS
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Our tourism customers (just a few)
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On the agenda
• The mandatory
• What great does & what is there to worry about
• Tools to help with action
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Great leaders ask questions …
…while others bask in the sun
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I marvel at people who observe trends and do things that will shape what the future looks like
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here is a big word - asymptote
“It is said that if you know your enemies and know yourself, you will not be imperiled in a hundred battles; if you do not know your enemies but do know yourself, you will win one and lose one; if you do not know your enemies nor yourself, you will be imperiled in every single battle.: - Sun Tzu
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Some see opportunity, some see risk
OPTIMISTIC PESSIMISTIC
DEFINITIVE
INDEFINITIVE
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What’s to worry about
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Have you seen the modern self-drive car
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Natural disasters - were they worried before
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Taxi drivers not happy, UBER very
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Technology is changing a lot of things – risk or opportunity
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72b of money looking for a home by 2030 – risk or opportunity
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Regardless of what it is …
if the rate of change outside your organisation is greater
than the rate inside your organisation, the end is in
sight…Jack Welch
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Are we all good to keep riding this lightning thoroughbred?
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Are we all good to keep riding this lightning thoroughbred?
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Are we all good to keep riding this lightning thoroughbred?
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Are we all good to keep riding this lightning thoroughbred?
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Isn’t it great to be where we are …
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If we wanted to be negative …
Let me introduce you to the invisible asymptote
The question to flush out is what is called the invisible asymptote: a ceiling that your growth curve would bump its head against if you continued down the current path.
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So what keeps you awake at night
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Is the future something that will happen to you or will you chart it
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On the agenda
• The mandatory
• What great does & what is there to worry about
• Tools to help with action
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How do you make things happen
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Do we have a burning platform
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Just two things are needed
Aspiration Competence
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The 3 step
Getting you into the future
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Assess your businesses competence
https://www.theicehouse.co.nz/BIQEmail [email protected] and he will get you a free code
The Tool
Helping
Businesse
s Grow
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What type of business do you want?
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Everyone thinks of changing the world…
but no one thinks of changing himselfLeo Tolstoy
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What type of character are?
https://www.theicehouse.co.nz/persona-quiz
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Who wants a little and safe stone?
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Momentum is incredible, growth heels all ills …..
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What did the Icehouse learn as the number one driver of success in business
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the mind the most powerful thing …
WHETHER YOU
THINK YOU CAN
OR THINK YOU CAN’T.
YOU’RE RIGHT.
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Change is your opportunity
• The world is changing … faster or just the same it is changing
• Technology will challenge us & create opportunity –access, experience
• Capital markets will cause a challenge to some of your thoughts on ownership
• The social license is a great opportunity
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I marvel at people who observe trends and do things that will shape what the future looks like
that is your opportunity
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Once I could
picture the
goal, stuff
started to
happen fast.
Janene Draper
Founder, Farro Fresh
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Maree Baker-GallowayPartnerAnderson Lloyd
Tourism – a view from the outside
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What’s law got to do with it?
The operational and the aspirational
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Operational
• Employment
• Health and Safety
• Permissions
• Due diligence
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Aspirational
• Conservation Act
• Resource Management Act
• Infrastructure
• Supportive communities
• Ecological restoration
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Employment
• Regular changes
• A number of pressure points eg changes to 90 day trial periods, immigration requirements, minimum wage requirements and increased investigations.
• What could possibly go wrong!?
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Health and Safety
• Consider at procurement stage
• Chain of responsibility
• Clear contracts delineating responsibility
• Who is in control?
• How are the Adventure Regs performing?
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Employment and Health and Safety
• Interface increasingly important
• Continue to enhance safety culture
• Additional risks from fatigue, bullying, harassment, stress…
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Permissions
• Resource consents
• Concessions
• Leases, easements
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Consenting
• Applications must be detailed. Expert advice required
• New trend of "off site" mitigation, or volunteering new benefits to get a project over the line
• Examples:
– Walking/biking tracks
– White water course
– Re-vegetation, wilding pine control
– Artificial climbing resource
– Conservation projects/biodiversity offsets
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Matters to consider when selling/buying a tourism business
• Do your due diligence on the business before you “go to paper”:
– Get advice
– Exactly what buying and why
– Liability risks?
– Restraint of trade?
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Aspirational
• What opportunities are you missing to:
– Protect resource on which you rely
– Improve community support for tourism
– Promote and enable tourism
– Ensure timely infrastructure
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Aspirational
• Federated Farmers, Forest and Bird, Environmental Defence Society, Dairy NZ, Fonterra, Whitewater NZ, Federated Mountain Clubs, Beef and Lamb, Automobile Association, NZ Property Council, Straterra, Fish and Game
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Resource Management Act and Conservation Act
• Sustainable practice while sustaining the resource on which the industry relies
• Key values addressed by both Acts:
– Natural values
– Amenity/wilderness/remoteness values
– Cultural/heritage values
– Safety
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Resource Management Act
• Regional Policy Statements
• District Plans
• Regional Plans
• National Policy Statement?
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RMA
• Public participation
• Devil in the detail
• Quality of evidence – both lay and expert
• Quality of implementation
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Water Conservation Orders
• The only RMA mechanism to specifically protect (not just sustainably manage) outstanding wild, scenic, natural and recreation values
• E.g. Rangitata, Buller, Mohaka, Motu, Oreti, Motueka, Kawarau
• Can trump “development” (e.g. hydro or irrigation)
• But still dependent on proper implementation
• Increasingly vital to the parts of the tourism industry dependent on angling and adventure tourism
• Current applications Ngaruroro River and Te Waikoropupu Springs
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Marine protection
• Marine reserves
• Marine parks
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Conservation Act
• National Policies
• Conservation Management Strategies
• National Park Management Plans
• Still fit for purpose?
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Infrastructure
• Local government 10 year plans
• Central government
• Public Private Partnerships
• Provincial Growth Fund
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Community support – eg Freedom Camping and High Country Access
• Freedom Camping Act 2011
• Walking Access Commission consultation
• Process important – and needs good information (where industry comes in)
• Recurring themes for both – infrastructure, coordination, cross boundary issues, integration, education
