Welcome to the Zulu Kingdom, KwaZulu-Natal

KWAZULU-NATAL TOURISM PRODUCT DEVELOPMENT STRATEGY
CHAPTER 2: MARKETING

The success of an effective Tourism Product Development Strategy lies in a unique marketing strategy. Unlike classic product marketing criteria, when the product is developed first followed by the marketing strategy, this report has instead been determined as a consequence of marketing imperatives.

The recommendations of the Tourism Product Development Strategy have been 'packaged' into distinct tourism destinations. Each destination is a distinct product, exhibiting a clear and unambiguous differentiation from the others.

The destinations therefore have not only the subjective attributes like image and sense of place, but also destination marketing, which in effect 'lands' the would-be tourist. Therefore the marketing thrust can achieve the twin objectives of 'selling the place'(image marketing) and 'landing'the tourist (destination marketing). Image marketing is promoting the 'sense of place' and destination marketing is selling the product.

2.1 Situational Analysis

Globalisation has made it imperative for states - especially those in the developing world - to market their countries and regions.

A winning strategy must be driven by public relations rather than the more costly above-the-line advertising campaigns. Media management is crucial. Essentially it comes down to managing the county's reputation.

Reputation management is an emerging discipline whose central tenet is that strong reputations result from initiatives and messages that are in tune with the distinctive values and personalities of a country. In today's world, where ideas are increasingly displacing the physical in the production of economic value, competition for reputation becomes a significant driving force, propelling our economy forward.

KwaZulu-Natal, while naturally having a unique 'Kingdom of the Zulu' brand, should recognise these factors as discussed in the national context and apply them where possible into a marketing strategy.

KwaZulu-Natal, as a domestic tourism holiday destination, dominates the rest of the country, and as such, the existing product offering reflects the needs of domestic holiday tourists, namely that for coastal tourism. However, the total value of tourism revenue has declined, for example by more than 50% during the October - January period since 1997. Of this market, the majority of domestic tourists stay with friends and relatives, with only 2% staying in 3-5 star hotels. This has less to do with the success or failure of the branding strategy, but more to do with KwaZulu-Natal's reputation. The negative impacts of crime are likely to be disproportionally exacerbated by intense media coverage.

Internationally, it is Southern Africa's negative profile that has a cascading effect on KwaZulu-Natal, because KwaZulu-Natal has virtually no international profile. Without proactive reputation management, KwaZulu-Natal's reputation is likely to be uncontrollable (in the hands of other forces).

The 'Kingdom of the Zulu'brand has been adopted for both the domestic and international markets. Historically, it is the needs of the domestic market that have created the existing tourism product, which by and large is devoid of direct 'Kingdom of the Zulu' attributes.

The international tourist is not likely to be attracted to the same facilities as those created for the domestic tourist - predominantly the VFR market.

In the absence of associated product and infrastructural offerings, the Kingdom of the Zulu brand lacks substance. The existing infrastructure and rather tired product, is in response to the needs of domestic holiday tourists and not those of the international market.

2.2 Developing the Marketing Model

2.2.1 SENSE OF PLACE + PRODUCT = IMAGE
An image is created as a consequence of marketing sense of place and associated product. A picture of the Drakensberg Mountains evokes a certain response but coupled with hiking trails, bushman paintings and cosy hotels nestling in the foothills, a 'sense of place' is created. The sense of place is bound in with the product thus creating the image. The product must build on the sense of place in a tangible, easily assimilated way.

2.2.2 BRANDING + POSITIONING = STRATEGY
Branding in its purest sense denotes ownership and identity of a product. Differentiation helps us to 'position' a product away from direct competition. Ultimately we brand products that are positioned for best differentiation. Branding, therefore, is something that is done to a product to denote ownership, identity and recall, and to drive equity, but it is not the product.

Therefore the ultimate success of a brand depends upon the reputation that the brand has. Reputation goes beyond sense of place, image, positioning, differentiation, branding or product. Any successful brand leverages on a good reputation.

2.2.3 STRATEGY + IMAGE = REPUTATION
Marketing should concentrate increasingly on developing strong brand reputations to build equity and ownership. The region of KwaZulu-Natal has a reputation onto which the brand is attached. In the past there has not been the luxury of developing a brand/product from scratch, and therefore The Kingdom of the Zulu brand has had to adopt the existing product package, which is mostly at variance with, and sometimes contradicts the brand.

KwaZulu-Natal has a reputation which has suffered at the hands of a variety of largely uncontrollable internal and external factors, like crime, grime, violence, HIV/Aids, and tardy infrastructure. This reputation needs to be clarified and changed positively wherever possible.

2.2.4 REPUTATION MANAGEMENT
The following are the five basic principles of reputation management.
Distinctiveness: a strong reputation will result when KZN owns a distinctive position/image in the minds of its public.
Focus: a strong reputation will result when Tourism KZN and partners focus their attention and communication around a single core theme.
Consistency: a strong reputation will result when Tourism KZN and partners are consistent in their marketing activities and communications to all their public.
Identity: a strong reputation will result when Tourism KZN and all partners act in ways that are consistent with espoused principles of identity.
Transparency: strong reputations are built when organisations are transparent in the way they conduct their affairs.

2.3 Towards a Marketing Strategy

2.3.1 THE POWER OF WORD OF MOUTH
Some 76% of international tourism to KwaZulu-Natal is the VFR market - influenced by word of mouth and personal recommendation. Yet upon arrival, a significant percentage (60%) feels disappointed because they feel unsafe. Attracting tourists, either as VFR's or conference delegates, is only sound if they return with positive feelings and are able to give strong recommendations. However, if they return with negative experiences or perceptions, their word-of-mouth comments will severely affect KZN's reputation. More than half the visitors to KZN return with negative impressions. This recipe will create a shrinking market.

2.3.2 COUNTERING NEGATIVE PERCEPTIONS
It is assumed, and this cannot be proved due to absence of research, that KZN is negatively perceived internationally due to the extent of negative Southern Africa publicity. While this is true, it can be argued that KZN has no separate or unique reputation internationally. Without scientific media analysis this will remain conjecture. However, communication campaigns directed at the international market to overcome negative perceptions of crime and violence will not work, and indeed could be counter-productive by alerting audiences to potential dangers that they did not know about previously.

2.3.3 VISIBILITY VS REPUTATION
The term 'any publicity is good publicity' can only be attributed to pop stars or politicians. What audiences read in the media will not only shape their perceptions, but will influence the reputation of KZN through the image that is created.

As an example, the Aids and Racism conferences may have elevated Durban's visibility as a conference destination internationally, but it cannot be proved that these events enhanced Durban or KZN's reputation as a premier tourism destination. The media coverage emanating from large conferences elevates visibility, but if the visibility is negative, or merely neutral, it could be counter productive.

2.3.4 UNIQUE SITUATION REQUIRES UNIQUE PLAN
A marketing strategy for KZN must be unique. There is no case study to follow and the marketing proposition does not conform to the more widely known tenets of product and/or corporate marketing. It must build good reputation and positive image by promoting sense of place and product, in this case destination.

Each destination must market its unique sense of place within the Kingdom of Zulu brand. Because the various destinations offer different attractions and product, most being directly or indirectly associated with coastal tourism, a wider cross section of tourists will be attracted.

The 'wilderness' destination of St Lucia and Maputaland has its own sense of place - as evidenced by its having been granted World Heritage Site status. This, coupled with product on the ground as suggested in the tourism product development strategic analysis, will ensure that the resultant marketing of sense of place and product will produce a positive image.

Each of the destinations can be subjected to close analysis to see that they deliver against the criteria needed to demonstrate sense of place and project / product / destination facilities.

2.3.5 MARKETING DELIVERY STRUCTURE
Each destination must have its own marketing plan, which is implemented through the creation of an intra- destination marketing committee. Internal and investment marketing will be the responsibility of each destination - but external marketing (regional, national and international) will become a joint effort under the umbrella of the intra-destination marketing committee.

This structure should be funded and chaired by the KZNTA, and ensure cost effective delivery without expensive activity overlaps, confusion of messages and duplication of efforts. It should also be the custodian of the Kingdom brand.

2.3.6 NEW AND TRADITIONAL MARKETING TECHNIQUES
Traditional marketing techniques need to be re- appraised. Staying with the tried (tired) and tested is neither strategic nor cost effective in comparison to '21st century'solutions.

The method of getting the message to market is reliant on using three specific strategies.
- Adopting 21st century communications techniques.
- Ensuring physical presence at trade shows, exhibitions etc.
- Facilitating direct interventions with tour operators and travel agents.

2.3.7 PUSH vs. PULL MARKETING
The power of the internet is its ability to communicate to a mass global audience while adopting one-to- one communication principles. Pushing information via advertising to an international audience is too costly, wasteful, uncontrollable and relatively ineffective when compared to the attributes of one-on-one, or word-of-mouth communications.

As noted earlier, the majority of tourists to KZN have been 'landed'by word-of-mouth communication through the VFR market. Almost like word-of-mouth, the internet provides the power of one-on-one communication, but through a mass medium. Internet communication is more credible as it is deeply personal, in that the internet user 'pulls' information at his/her own discretion.

2.3.8 INTERNET USERS ARE ALSO TOURISTS
Ever increasingly, the high-income tourists KZN wished to attract will have internet capability. In North America and Western Europe, both core tourist-source markets, there are enough internet users to qualify as its own market segment.

2.3.9 DIGITAL DISTRIBUTION OF PICTURES AND WORDS
The term 'a picture is worth a thousand words' has become a clich because it is so true, especially in this instantaneous communications age, which relies on strong imagery to cut through the media clutter.

Sense of place and product are best communicated by using pictures and few words. Greater use must be made of available digital satellite and internet technology to distribute quality images into the computers of picture editors, input editors and news editors in travel/tourism related publications and online newsrooms throughout the word.

This, coupled with the placement of expertly written editorials by well-respected individuals, will supply hungry tourism-oriented publications with material that will communicate the destination's unique sense of place and associated product to a global audience.



2.4 Conclusion

The identified destinations each possess the correct attributes for sense of place and product marketing.
Each destination displays clear marketing differentiation, each offering unique tourism experiences resulting in less overlap and confused messages.
Reputation management is foundational.
A strong reputation results from good strategy and a positive image. The focus of the marketing strategy will be to embrace the five principles of reputation management.
Marketing sense of place in conjunction with product directly to target audiences is the emphasis of all communications. This will result in a positive image of each destination and the Kingdom of the Zulu.
The marketing delivery system at destination and intra-destination level will engage three layers namely: tourism marketing, internal marketing and investment marketing.
Media analysis must be undertaken to direct strategy, measure and benchmark reputation index and demonstrate return on investment. Each destination will form part of an intra-destination marketing committee with clear and unambiguous lines of communication and areas of responsibility.
Marketing techniques should use a combination of traditional activities and 21st century technologies.

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