Sydney Tourism Essay Example

future. Towards 2020 has a primary focus on developing a strategy for the upcoming three years, as well as progressing towards our long-term vision for the next two decades. Although having a long-range plan assists in defining objectives and establishing a framework for management, it is also crucial to have a short-range plan for practical execution. The Tourism NSW Strategic Plan 2005-2008 serves as an illustration of such a brief strategic plan, outlining specific goals and objectives for Tourism NSW over the course of three years.

Tourism NSW has developed a short term strategy plan which encompasses five corporate objectives. The first objective is to enhance and increase the awareness of NSW destinations in specific target markets. To achieve this, Tourism NSW plans to utilize two websites, which are www.visitnsw.com.au and www.destinationnsw.com.au.

The websites www.sydney.com and www.seesydney.com were created by Tourism NSW with the goal of increasing their usage as the main source of travel information for tourists and potential tourists in Sydney and NSW. Additionally, Tourism NSW aims to expand the reach of their brands through collaborations with industry and government partners. The organization recognizes the significance of the relationship between the government and private sector in the tourism industry for the growth of destinations.

Tourism NSW has partnered with various sectors of the tourism industry, including The Wiggles in international tourism and Channel 7 and Pacific Magazines in media. They also share their knowledge and expertise to improve industry effectiveness and stimulate investment. This includes identifying tourism opportunities in the development of NSW destinations and assisting the regional tourism industry with developing products and services. The engagement of the tourism industry is crucial, and Tourism

NSW has formed strong alliances with them through an ongoing communication program. In addition, they demonstrate their effectiveness to the government by delivering "best practice" service. Lastly, Tourism NSW aims to develop partnerships between the private and public sector to support the growth and management of tourism.

This is one of the most crucial contributions provided by Tourism NSW. Successful tourism destinations require contributions from both the private and public sectors. One significant challenge for Tourism NSW is how to effectively develop and manage the relationship between these two sectors. However, Tourism NSW has done an excellent job in addressing this issue through their practical efforts. Collaboration is not limited to Tourism NSW and the tourism industry alone; it also involves various government organizations at different levels. Local communities and regional tourism organizations often face conflicts with state or national tourism organizations and governments. Another vital contribution from Tourism NSW is building partnerships among organizations at different levels.

Foster a dynamic organizational culture focused on strategic thinking, resource management, teamwork, proactive communication, innovation, and creativity to promote the achievement of goals outlined in the 2008 short term strategy plan. Reflecting on various materials, Tourism NSW has demonstrated excellent performance in accomplishing the majority of these goals. The Towards 2020 – New South Wales Tourism Masterplan acknowledges that destination management poses a significant challenge for Sydney. The innate appeal of Sydney lies in its natural environment, as well as the culture and lifestyle of its residents. These qualities cannot be replicated and therefore require protection. However, they should also be shared. In this process, the government assumes a crucial role.

Traditionally, the government's role in managing a tourist destination

is seen as a promoter. However, in modern times, the government's involvement goes beyond promotion. While promoting tourism is a key activity for the government, it also requires support from other government programs. The government has control over a significant amount of infrastructure, including public transport (trains, buses), airports, and signage, which are crucial for visitors. The planning and management of this infrastructure should consider the needs and preferences of tourists. By improving coordination and cooperation among different agencies, both promotional initiatives and infrastructure services can be better utilized to maximize benefits (Masterplan, 2002). Achieving integration across government is also important for effective destination management.

Just like the state or nation, the tourism industry is also complex and diverse in its structure. It encompasses multiple government sectors and levels, resulting in the formulation and delivery of public policy and planning in various forms. This occurs across different government organizations and at different scales.

Destination management in Sydney involves the utilization of tools like state policy and planning, tourism industry development, destination experience, and destination position and promotion. The involvement of the government is crucial for managing the growth of tourism in Sydney as it impacts the tourism industry through policies and actions. Tourism NSW's activities related to state policies and planning significantly contribute to the growth and development of tourism in Sydney. These activities have multiple benefits such as promoting urbanization and population growth, stimulating economic and non-tourism business growth, managing natural resources, planning transportation and land use, ensuring public health and safety, as well as conserving and protecting the environment. Historically, New South Wales has faced challenges mainly related to urbanization and population growth regarding planning.

To

optimize the State's appeal as a visitor destination, urban development and infrastructure planning must consider visitor numbers and movement patterns. Balancing tourism growth with the protection of the state and community may result in conflicts. However, effective planning and policy implementation can lead to mutually beneficial strategies for destination management. According to Tourism NSW, successful destination management involves aligning goals. By focusing on the State's development policies and planning activities, tourism can be seamlessly integrated with government planning, and key government services can be tailored to meet both resident and visitor needs. Although the tourism industry relies on government organizations for guidance, it is not passive in destination management and development. Streamlined organization within the tourism sector is crucial for efficiency and success. To ensure that government policy and planning are well-informed in matters of tourism, clear representation and a commitment to gathering quality information are needed.

The industry plays a significant role in ensuring a positive and mutually beneficial relationship between hosts and visitors. It can achieve this by fostering professionalism within its organization and among its members. Acquiring and improving essential knowledge and skills not only enhances business performance but also instills greater community confidence and respect in the long term. The government also has a responsibility to enhance the efficiency and effectiveness of the tourism industry, including gathering market data and conducting comprehensive research (Masterplan 2002). In aligning with this strategy, the New South Wales Government supports various actions that are vital for the State’s tourism industry to provide a sustainable and high-quality product in the long run. Sydney's positioning and promotion are already integral components of the government's post-Olympic Games strategy for

New South Wales business. Finding the optimal market position for a tourism destination is a key focus of destination marketing.

The State acknowledges the growing significance of business tourism and has enhanced its collaboration with the Sydney Convention ; Visitors Bureau. This involves implementing a Business Development Strategy to ensure that the marketing efforts expand beyond Sydney to encompass regional New South Wales. The following action plan outlines business tourism initiatives, including promoting investment in regional meetings, incentives, conventions, and events (MICE) facilities. Prior to launching promotional activities, successful destinations must identify distinctive qualities that set them apart from competitors. Consequently, there will be a decrease in mass marketing and an increase in targeted marketing towards specific market segments, such as sport, nature, culture, and education.

By adopting an approach to tourism that goes beyond traditional products and recognizes new opportunities, the identification of these "special" attributes can be facilitated.