northern territory tourist commission marketing plan 2003 - 2005

Northern Territory Tourist Commission
MARKETING PLAN
2003 - 2005
Northern Territory Tourist Commission
MARKETING PLAN
2003 - 2005
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NT TOURIST COMMISSION
MARKETING PLAN
CONTENTS
The Plan 5
Market Overview 6
Challenges and Opportunities 8
Destination Marketing 9
Sectoral Marketing 9
Competitive Environment 10
Target Markets 12
Domestic Market 12
Market Segmentation 13
International Markets 14
Targets 16
Marketing Priorities 18
The Campaign 19
Cooperative Marketing 20
Marketing Strategies 21

The Team 21
Brand Position 22
Destination Development 23
Distribution and Conversion 24
Partnerships 26
Measurements of Success 27
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NT TOURIST COMMISSION
MARKETING PLAN
CONTENTS
The Plan 5
Market Overview 6
Challenges and Opportunities 8
Destination Marketing 9
Sectoral Marketing 9
Competitive Environment 10
Target Markets 12
Domestic Market 12
Market Segmentation 13
International Markets 14
Targets 16
Marketing Priorities 18
The Campaign 19
Cooperative Marketing 20
Marketing Strategies 21
The Team 21
Brand Position 22
Destination Development 23
Distribution and Conversion 24
Partnerships 26

Measurements of Success 27
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5
THE PLAN
This Marketing Plan is based on the Northern Territory
Tourism Strategic Plan 2003-2007. The Strategic Plan was
launched in November 2003, following extensive
consultation with industry. The Strategic Plan provides a
framework and clear direction for a sustainable tourism
industry in the Northern Territory for future generations of
visitors and residents.
The Northern Territory Tourist Commission (NTTC)
facilitated the process of developing the Strategic Plan. The
NTTC has an ongoing commitment to implement the
strategies in the Strategic Plan over a period of five-years,
in partnership with industry and government.
Like its industry partners, the NTTC continually reviews
and, if necessary, adapts to the political, economic, social
and technological changes in the marketplace. One of the
most recent changes includes the substantial increase in
Northern Territory (NT) Government funding made
available to the NTTC. An additional $27.5 million was
allocated, to be expended in 2003/04 to 2005/06. This
Plan includes details of activity resulting from the additional
funding, particularly relating to destination and sector-
specific marketing.
The development of a Marketing Plan reflects the annual
review of market conditions, and enables the local industry,
Regional Tourism Associations (RTAs) in the NT and allied

industry partners to better understand and associate with
the marketing activities of the NTTC. This promotes
increased alignment of their activities with those of the
NTTC for maximum benefit and return on investment.
The Plan should be read in conjunction with the 2003-04
Partnership Marketing Guide, which provides more specific
detail about the full range of cooperative engagement
opportunities that exist between tourism operators, the
NTTC and other agencies of government.
The 2003-04 Marketing Plan will greatly improve
communication and cooperation between the NTTC and
industry partners. It provides an overview of the market,
identifies the challenges and marketing priorities and sets
out the marketing direction of the NTTC during the next
12 months.
5
THE PLAN
This Marketing Plan is based on the Northern Territory
Tourism Strategic Plan 2003-2007. The Strategic Plan was
launched in November 2003, following extensive
consultation with industry. The Strategic Plan provides a
framework and clear direction for a sustainable tourism
industry in the Northern Territory for future generations of
visitors and residents.
The Northern Territory Tourist Commission (NTTC)
facilitated the process of developing the Strategic Plan. The
NTTC has an ongoing commitment to implement the
strategies in the Strategic Plan over a period of five-years,
in partnership with industry and government.
Like its industry partners, the NTTC continually reviews

and, if necessary, adapts to the political, economic, social
and technological changes in the marketplace. One of the
most recent changes includes the substantial increase in
Northern Territory (NT) Government funding made
available to the NTTC. An additional $27.5 million was
allocated, to be expended in 2003/04 to 2005/06. This
Plan includes details of activity resulting from the additional
funding, particularly relating to destination and sector-
specific marketing.
The development of a Marketing Plan reflects the annual
review of market conditions, and enables the local industry,
Regional Tourism Associations (RTAs) in the NT and allied
industry partners to better understand and associate with
the marketing activities of the NTTC. This promotes
increased alignment of their activities with those of the
NTTC for maximum benefit and return on investment.
The Plan should be read in conjunction with the 2003-04
Partnership Marketing Guide, which provides more specific
detail about the full range of cooperative engagement
opportunities that exist between tourism operators, the
NTTC and other agencies of government.
The 2003-04 Marketing Plan will greatly improve
communication and cooperation between the NTTC and
industry partners. It provides an overview of the market,
identifies the challenges and marketing priorities and sets
out the marketing direction of the NTTC during the next
12 months.
6
MARKET OVERVIEW
A SNAPSHOT

In 2002/03, the estimated direct expenditure of visitors to and within the
NT was $1.07 billion. This expenditure provides 14,200 jobs for people in
the NT. Tourism is the second largest industry in the Territory, directly
accounting for 4.9% of the NT’s overall Gross State Product and
employing more people than any other industry.
Total visitor numbers to the NT have remained relatively static between
1995/96 and the present, with 1.699 million in 2002/03. Holiday visitors
accounted for 61% of all visitors, followed by visiting friends and relatives
(VFR) at 16% and business related travel at 14%.
Traditionally, destinations have measured success using total visitor
numbers. This measurement is unlikely to be sustainable in the long term.
This is because it will place increasing pressure on the natural and cultural
assets of the NT, and because it fails to address important issues of regional
and seasonal dispersal. These, and other issues, will underpin the long-
term sustainability and profitability of the tourist industry in the NT.
As indicated in the Northern Territory Tourism Strategic Plan 2003-2007,
as the chief NT tourism marketing agency, the NTTC will focus on
attracting tourists who stay longer, spend more, travel more widely and
have a propensity to travel outside traditional peak periods.
The NTTC’s primary focus will therefore be on attracting holiday and
business tourism (convention, meeting, incentives and event) visitors, who
together represent the largest proportion of visitors to the NT. These
visitors are people the NTTC, together with the tourism industry, can most
readily influence.
Purpose of visit to the NT
Source: NT Travel Monitor, 2002/03

Not stated
1%
Other

8%
Business
14%
Visit friends
and relatives
16%
Holiday/
pleasure
61%
6
MARKET OVERVIEW
A SNAPSHOT
In 2002/03, the estimated direct expenditure of visitors to and within the
NT was $1.07 billion. This expenditure provides 14,200 jobs for people in
the NT. Tourism is the second largest industry in the Territory, directly
accounting for 4.9% of the NT’s overall Gross State Product and
employing more people than any other industry.
Total visitor numbers to the NT have remained relatively static between
1995/96 and the present, with 1.699 million in 2002/03. Holiday visitors
accounted for 61% of all visitors, followed by visiting friends and relatives
(VFR) at 16% and business related travel at 14%.
Traditionally, destinations have measured success using total visitor
numbers. This measurement is unlikely to be sustainable in the long term.
This is because it will place increasing pressure on the natural and cultural
assets of the NT, and because it fails to address important issues of regional
and seasonal dispersal. These, and other issues, will underpin the long-
term sustainability and profitability of the tourist industry in the NT.
As indicated in the Northern Territory Tourism Strategic Plan 2003-2007,
as the chief NT tourism marketing agency, the NTTC will focus on
attracting tourists who stay longer, spend more, travel more widely and

have a propensity to travel outside traditional peak periods.
The NTTC’s primary focus will therefore be on attracting holiday and
business tourism (convention, meeting, incentives and event) visitors, who
together represent the largest proportion of visitors to the NT. These
visitors are people the NTTC, together with the tourism industry, can most
readily influence.
Purpose of visit to the NT
Source: NT Travel Monitor, 2002/03

Not stated
1%
Other
8%
Business
14%
Visit friends
and relatives
16%
Holiday/
pleasure
61%
7
Intra-territory
256,000
25%
Interstate
360,000
35%
International
416,000

40%
Interstate
2,435,000
52%
International
1,481,000
32%
Intra-territory
$39.7M
6%
Interstate
$315.7M
48%
International
$305.8M
46%
Intra-territory
737,000
16%
The NT Holiday Market 2002/03
Visitor Numbers Visitor Nights Visitor Expenditure
Source: NT Travel Monitor, 2002/03
In 2002/03 the international market accounted for 40% of holiday visitors
to the NT. This figure declined from 44% in 2001/02. The interstate
market accounted for 35% of holiday visitors to the NT in 02/03 but
accounted for 52% of nights stayed by visitors and 48% of visitor
expenditure.
Prior to and following the events of September 11 2001, there have been
many other impacts, on consumer confidence and the tourism industry in
the NT, particularly on international visitation. These impacts include the

East Timor crisis in 1999/2000, the demise of Ansett Airlines, the Bali
bombing in 2002, the outbreak of SARS with the resulting cancellation of
the 2003 Arafura Games, the Iraq war and the decline in international
airline access and connectivity.
In spite of these events, there have been some positive developments in
the NT to provide cause for a cautiously optimistic outlook. These include
the opening of the Alice Springs Convention Centre in 2002, the entry and
expansion of Virgin Blue services into the NT, the commencement of the
extended Ghan passenger rail service to Darwin in February 2004 and the
introduction of an Australian Airlines service from Singapore to Darwin.
Additionally, the NT Government has recently announced the $600m
development of the Darwin Waterfront Precinct, featuring a purpose-built
convention centre, due to open in 2006. There is also pleasing evidence of
the resilience and growth of the domestic drive-market during the past
year.
Holiday Visitors
Visitors Nights Length of Daily Av. Expenditure
(000s) (000s) Stay (Days) Spend ($) ($M)
Intra-territory 513 1909 3.7 63 120.0
NSW / ACT 105 677 6.4 149 100.6
VIC / TAS 117 724 6.2 148 107.4
QLD 57 407 7.1 120 48.7
SA 45 357 7.9 81 28.9
WA 35 271 7.7 111 30.1
Total Interstate 360 2435 6.8 130 315.7
UK/Ire/Scand 124 563 4.5 187 105.3
Europe (excl. Germany) 76 254 3.3 231 58.8
Germany 49 197 4.0 176 34.7
North America 75 191 2.5 259 49.4
New Zealand 21 113 5.4 115 13.0

Japan 52 85 1.6 340 28.9
Asia (excl. Japan) 4 21 5.3 262 5.5
Total International 416 1,481 3.6 206 305.8
7
Intra-territory
256,000
25%
Interstate
360,000
35%
International
416,000
40%
Interstate
2,435,000
52%
International
1,481,000
32%
Intra-territory
$39.7M
6%
Interstate
$315.7M
48%
International
$305.8M
46%
Intra-territory
737,000

16%
The NT Holiday Market 2002/03
Visitor Numbers Visitor Nights Visitor Expenditure
Source: NT Travel Monitor, 2002/03
In 2002/03 the international market accounted for 40% of holiday visitors
to the NT. This figure declined from 44% in 2001/02. The interstate
market accounted for 35% of holiday visitors to the NT in 02/03 but
accounted for 52% of nights stayed by visitors and 48% of visitor
expenditure.
Prior to and following the events of September 11 2001, there have been
many other impacts, on consumer confidence and the tourism industry in
the NT, particularly on international visitation. These impacts include the
East Timor crisis in 1999/2000, the demise of Ansett Airlines, the Bali
bombing in 2002, the outbreak of SARS with the resulting cancellation of
the 2003 Arafura Games, the Iraq war and the decline in international
airline access and connectivity.
In spite of these events, there have been some positive developments in
the NT to provide cause for a cautiously optimistic outlook. These include
the opening of the Alice Springs Convention Centre in 2002, the entry and
expansion of Virgin Blue services into the NT, the commencement of the
extended Ghan passenger rail service to Darwin in February 2004 and the
introduction of an Australian Airlines service from Singapore to Darwin.
Additionally, the NT Government has recently announced the $600m
development of the Darwin Waterfront Precinct, featuring a purpose-built
convention centre, due to open in 2006. There is also pleasing evidence of
the resilience and growth of the domestic drive-market during the past
year.
Holiday Visitors
Visitors Nights Length of Daily Av. Expenditure
(000s) (000s) Stay (Days) Spend ($) ($M)

Intra-territory 513 1909 3.7 63 120.0
NSW / ACT 105 677 6.4 149 100.6
VIC / TAS 117 724 6.2 148 107.4
QLD 57 407 7.1 120 48.7
SA 45 357 7.9 81 28.9
WA 35 271 7.7 111 30.1
Total Interstate 360 2435 6.8 130 315.7
UK/Ire/Scand 124 563 4.5 187 105.3
Europe (excl. Germany) 76 254 3.3 231 58.8
Germany 49 197 4.0 176 34.7
North America 75 191 2.5 259 49.4
New Zealand 21 113 5.4 115 13.0
Japan 52 85 1.6 340 28.9
Asia (excl. Japan) 4 21 5.3 262 5.5
Total International 416 1,481 3.6 206 305.8
8
CHALLENGES AND OPPORTUNITES
Many of the marketing and communications challenges facing the NT
tourism industry in general and the NTTC in particular are not necessarily
new, but have been amplified of late because of external influences
discussed on the previous page. These challenges include: overcoming the
limitations of international airline access and connectivity, especially from
Europe and the UK; building shoulder season demand; increasing the
range and diversity of distributed NT product; and competing in a highly
competitive domestic market.
In identifying the NT’s building blocks and opportunities for the future, the
NTTC has singled out nature-based and cultural tourism experiences.
Research has shown these are primary motivators to visit the NT, and have
the greatest long-term potential for growth. It is therefore crucial to
recognise the positive influence of tourism in conserving and interpreting

the unique cultural and natural values of the NT.
NTTC marketing activity will support the ‘destination’ approach to tourism
development as an alternative to the ‘regional’ approach which, in the
past, has based consumer communications upon artificial regional
boundaries. The destination marketing approach will seek to develop new
destinations in line with consumer demand and travel behaviour, thereby
adding depth and diversity to the attraction of established NT iconic
regions.
This will not be pursued at the exclusion or diminution of the profile of NT
icons from NTTC marketing communications.
Nature-based Tourism
Nature-based experiences are strongly associated with the NT and are the
backbone of tourism in the region. In order for nature-based tourism to
remain viable, marketing strategies of the NTTC, along with plans of other
parties including Traditional Owners, land users and conservation groups,
must be compatible and guided by three key principles:
• Development must be sustainable.
• Experiences must be interpretive.
• The integrity of the destination must be maintained.
Cultural Tourism
The NT is strongly associated with indigenous tourism experiences.
Continuing to develop and promote the number and quality of experiences
and interpretation is crucial to the continued growth and long-term
sustainability of tourism in the Territory. These experiences and the way in
which they are marketed must be sensitive to indigenous culture.
Participation by indigenous communities is essential to the success of these
products.
The Marketing Plan also recognises the potential to improve the
interpretation and communication of the heritage and historical values of
the NT. These range from the indigenous culture to the pioneering history

and incorporate WWII sites and the bombing of Darwin.
8
CHALLENGES AND OPPORTUNITES
Many of the marketing and communications challenges facing the NT
tourism industry in general and the NTTC in particular are not necessarily
new, but have been amplified of late because of external influences
discussed on the previous page. These challenges include: overcoming the
limitations of international airline access and connectivity, especially from
Europe and the UK; building shoulder season demand; increasing the
range and diversity of distributed NT product; and competing in a highly
competitive domestic market.
In identifying the NT’s building blocks and opportunities for the future, the
NTTC has singled out nature-based and cultural tourism experiences.
Research has shown these are primary motivators to visit the NT, and have
the greatest long-term potential for growth. It is therefore crucial to
recognise the positive influence of tourism in conserving and interpreting
the unique cultural and natural values of the NT.
NTTC marketing activity will support the ‘destination’ approach to tourism
development as an alternative to the ‘regional’ approach which, in the
past, has based consumer communications upon artificial regional
boundaries. The destination marketing approach will seek to develop new
destinations in line with consumer demand and travel behaviour, thereby
adding depth and diversity to the attraction of established NT iconic
regions.
This will not be pursued at the exclusion or diminution of the profile of NT
icons from NTTC marketing communications.
Nature-based Tourism
Nature-based experiences are strongly associated with the NT and are the
backbone of tourism in the region. In order for nature-based tourism to
remain viable, marketing strategies of the NTTC, along with plans of other

parties including Traditional Owners, land users and conservation groups,
must be compatible and guided by three key principles:
• Development must be sustainable.
• Experiences must be interpretive.
• The integrity of the destination must be maintained.
Cultural Tourism
The NT is strongly associated with indigenous tourism experiences.
Continuing to develop and promote the number and quality of experiences
and interpretation is crucial to the continued growth and long-term
sustainability of tourism in the Territory. These experiences and the way in
which they are marketed must be sensitive to indigenous culture.
Participation by indigenous communities is essential to the success of these
products.
The Marketing Plan also recognises the potential to improve the
interpretation and communication of the heritage and historical values of
the NT. These range from the indigenous culture to the pioneering history
and incorporate WWII sites and the bombing of Darwin.
9
DESTINATION MARKETING
As a direct result of the additional funding allocation, the NTTC will
establish a Destination Marketing Unit. The unit will work with the RTAs
and local industry representatives on the development of regional
campaigns that link with and support the domestic marketing direction of
the NTTC.
Initially, regional marketing communication activities will be developed for
Katherine, Alice Springs and Darwin. The NTTC has already commenced
working in partnership with other agencies and organisations (including
the Office of Territory Development, the Darwin City Council, Tourism Top
End and Charles Darwin University) in repositioning Darwin as a significant
growth centre and capital city with outstanding employment, education

and investment opportunities.
The NTTC will incorporate unique, regularly-occuring Territory festivals
and events in its marketing communications. These include the Camel Cup,
the Finke Desert Race, Masters Games, Henley-on-Todd Regatta, the
Garma Festival, Darwin Cup and the Aboriginal and Torres Strait Islander
Art Awards. Together with other high-profile sporting fixtures, including
V8 Super Car Championship series, test match and one-day international
cricket, AFL pre-season and home-and-away matches and NBL basketball
contests, events will be used in direct and relationship marketing activity to
give people more reasons to visit the NT.
SEGMENT MARKETING
In addition to specific domestic and international marketing activities
described in the following pages, the NTTC has strategies in place to
address the business tourism, drive, fishing and unstructured backpacker
market sectors. These strategies apply to both the domestic and
international markets.
Another marketing initiative is designed to draw attention to some of the
more up-market, unique, remote, distinctively NT and indigenous tourism
experiences that uphold the brand promise of “it’ll never never leave you”,
is also planned. It is anticipated that this “five-star experiences” concept
will appeal to the Affluent Adventure domestic target market segment (see
page 13).
Many of the strategies to target these market sectors will be of a direct
marketing nature and/or involve forms of non-traditional distribution. The
NTTC is therefore placing a high importance on the development of its
customer relationship marketing (CRM) capability. This will enable the
NTTC to capture and use prospect data in campaign activity with
measurable conversion outcomes.
9
DESTINATION MARKETING

As a direct result of the additional funding allocation, the NTTC will
establish a Destination Marketing Unit. The unit will work with the RTAs
and local industry representatives on the development of regional
campaigns that link with and support the domestic marketing direction of
the NTTC.
Initially, regional marketing communication activities will be developed for
Katherine, Alice Springs and Darwin. The NTTC has already commenced
working in partnership with other agencies and organisations (including
the Office of Territory Development, the Darwin City Council, Tourism Top
End and Charles Darwin University) in repositioning Darwin as a significant
growth centre and capital city with outstanding employment, education
and investment opportunities.
The NTTC will incorporate unique, regularly-occuring Territory festivals
and events in its marketing communications. These include the Camel Cup,
the Finke Desert Race, Masters Games, Henley-on-Todd Regatta, the
Garma Festival, Darwin Cup and the Aboriginal and Torres Strait Islander
Art Awards. Together with other high-profile sporting fixtures, including
V8 Super Car Championship series, test match and one-day international
cricket, AFL pre-season and home-and-away matches and NBL basketball
contests, events will be used in direct and relationship marketing activity to
give people more reasons to visit the NT.
SEGMENT MARKETING
In addition to specific domestic and international marketing activities
described in the following pages, the NTTC has strategies in place to
address the business tourism, drive, fishing and unstructured backpacker
market sectors. These strategies apply to both the domestic and
international markets.
Another marketing initiative is designed to draw attention to some of the
more up-market, unique, remote, distinctively NT and indigenous tourism
experiences that uphold the brand promise of “it’ll never never leave you”,

is also planned. It is anticipated that this “five-star experiences” concept
will appeal to the Affluent Adventure domestic target market segment (see
page 13).
Many of the strategies to target these market sectors will be of a direct
marketing nature and/or involve forms of non-traditional distribution. The
NTTC is therefore placing a high importance on the development of its
customer relationship marketing (CRM) capability. This will enable the
NTTC to capture and use prospect data in campaign activity with
measurable conversion outcomes.
10
COMPETITIVE ENVIRONMENT
There is an ever-present convergence of marketing strategies between
State and Territory Tourism Organisations (STOs) in Australia, with
competing destinations. All adopt similar strategies and target the same
market segments. A summation of the current tourism communications
environment is as follows:
STATE/TERRITORY/ORGN. Top of Mind Images ADVERTISING PROMISE
Australian Capital Territory Parliament House, Another face of our
National Galleries and national capital
Museums, War
Memorial, Floriade
New South Wales Sydney Opera House, Feel Free New South
The Bridge, The Rocks, Wales
shopping, Blue
Mountains
Northern Territory Ayers Rock, Alice Springs, It’ll never never leave
the Outback, wildlife, you
Aboriginal art and culture,
Kakadu, The Ghan
Queensland Barrier Reef, Gold Coast, Where else but

Theme Parks, Islands, Queensland
Tropical rainforest
See Australia Outback, Big Cities, Go on. Get out there.
Wineries, water-based
activities
South Australia Adelaide, wineries, food, Discover the Secrets of
Kangaroo Island, heritage South Australia
and the Arts, Flinders
Ranges, events
Tasmania Heritage, Port Arthur, Rejuvenating Journey
Franklin River, nature,
accessibility
Victoria Melbourne, football, You’ll love every piece of
Grampians, food and Victoria
wine, shopping, arts and
heritage, Grand Prix,
sophistication
Western Australia Perth, Swan River, Be touched by nature
Kimberley and The
Outback, Fremantle,
Broome, dolphins,
Kalgoorlie, nature
This “sea of sameness” demands a different approach to both the way
that the NT is positioned and the method of communicating to existing
and potential consumers. Our competitors have also had larger marketing
budgets (see media expenditure comparison - opposite page), a greater
critical mass of well-established tourism businesses and are closer to the
major source markets.
The NT has a perceived competitive advantage in terms of “big nature”,
featuring the iconic national parks of Uluru-Kata Tjuta, Watarrka (Kings

Canyon), Kakadu and Nitmiluk (Katherine Gorge), plus the emergence of
Litchfield, in close proximity to Darwin. Indigenous art and culture,
together with the quintessential Australian outback are also synonymous
with the NT, particularly in the international markets.
10
COMPETITIVE ENVIRONMENT
There is an ever-present convergence of marketing strategies between
State and Territory Tourism Organisations (STOs) in Australia, with
competing destinations. All adopt similar strategies and target the same
market segments. A summation of the current tourism communications
environment is as follows:
STATE/TERRITORY/ORGN. Top of Mind Images ADVERTISING PROMISE
Australian Capital Territory Parliament House, Another face of our
National Galleries and national capital
Museums, War
Memorial, Floriade
New South Wales Sydney Opera House, Feel Free New South
The Bridge, The Rocks, Wales
shopping, Blue
Mountains
Northern Territory Ayers Rock, Alice Springs, It’ll never never leave
the Outback, wildlife, you
Aboriginal art and culture,
Kakadu, The Ghan
Queensland Barrier Reef, Gold Coast, Where else but
Theme Parks, Islands, Queensland
Tropical rainforest
See Australia Outback, Big Cities, Go on. Get out there.
Wineries, water-based
activities

South Australia Adelaide, wineries, food, Discover the Secrets of
Kangaroo Island, heritage South Australia
and the Arts, Flinders
Ranges, events
Tasmania Heritage, Port Arthur, Rejuvenating Journey
Franklin River, nature,
accessibility
Victoria Melbourne, football, You’ll love every piece of
Grampians, food and Victoria
wine, shopping, arts and
heritage, Grand Prix,
sophistication
Western Australia Perth, Swan River, Be touched by nature
Kimberley and The
Outback, Fremantle,
Broome, dolphins,
Kalgoorlie, nature
This “sea of sameness” demands a different approach to both the way
that the NT is positioned and the method of communicating to existing
and potential consumers. Our competitors have also had larger marketing
budgets (see media expenditure comparison - opposite page), a greater
critical mass of well-established tourism businesses and are closer to the
major source markets.
The NT has a perceived competitive advantage in terms of “big nature”,
featuring the iconic national parks of Uluru-Kata Tjuta, Watarrka (Kings
Canyon), Kakadu and Nitmiluk (Katherine Gorge), plus the emergence of
Litchfield, in close proximity to Darwin. Indigenous art and culture,
together with the quintessential Australian outback are also synonymous
with the NT, particularly in the international markets.
11

The diagram below compares the level and nature of STO domestic market
advertising expenditure during the 2002/03 financial year period.
The table does not include NTTC online (interactive) expenditure,
cooperative and sales promotion, including the Arafura Games recovery
campaign and / or direct mail marketing communications activity.
Please also note that the NTTC expenditure does not include the additional
$1.0 million funding allocated by the NT Government in May 2003 for
broadcast (TV) media that was held over and expended in July, August and
September 2003.
In 2003/04, and as a direct result of the additional funding allocation of
the NT Government, it is envisaged that the NTTC domestic market
advertising expenditure will increase to an amount of approximately
$4.0 million, thereby placing the NT in a strong competitive position.
$000’s
5,491
1,000
4,309
11,864
2,716
1,407
1,254
2,038
TV Metro Press
Regional Press
Magazines
Radio
Cinema
Outdoor
NSW Tourism
Commission

Canberra
Tourism &
Events
Tourism
Victoria
Tourism QLD
SA Tourism
Commission
WA Tourism
Commission
NTTC Tourism
Tasmania
12000
10000
8000
6000
4000
2000
0
State Tourism Organisations
Expenditure by organisation and by media 2002/03
Source: ADEX, July 2003
11
The diagram below compares the level and nature of STO domestic market
advertising expenditure during the 2002/03 financial year period.
The table does not include NTTC online (interactive) expenditure,
cooperative and sales promotion, including the Arafura Games recovery
campaign and / or direct mail marketing communications activity.
Please also note that the NTTC expenditure does not include the additional
$1.0 million funding allocated by the NT Government in May 2003 for

broadcast (TV) media that was held over and expended in July, August and
September 2003.
In 2003/04, and as a direct result of the additional funding allocation of
the NT Government, it is envisaged that the NTTC domestic market
advertising expenditure will increase to an amount of approximately
$4.0 million, thereby placing the NT in a strong competitive position.
$000’s
5,491
1,000
4,309
11,864
2,716
1,407
1,254
2,038
TV Metro Press
Regional Press
Magazines
Radio
Cinema
Outdoor
NSW Tourism
Commission
Canberra
Tourism &
Events
Tourism
Victoria
Tourism QLD
SA Tourism

Commission
WA Tourism
Commission
NTTC Tourism
Tasmania
12000
10000
8000
6000
4000
2000
0
State Tourism Organisations
Expenditure by organisation and by media 2002/03
Source: ADEX, July 2003
12
TARGET MARKETS
THE DOMESTIC MARKET
The NTTC will concentrate its efforts on and devote resources to activities
in markets where it believes it will make the greatest difference. This
Marketing Plan therefore focuses on those markets and segments that
offer the greatest prospect of visits to the NT in the near future.
The markets of New South Wales/ACT and Victoria/Tasmania, in particular
metropolitan Sydney and Melbourne, continue to represent not only the
more important domestic markets in terms of the actual total number of
holiday visitors, nights and expenditure, but also the markets with the
greatest growth potential for travel to the NT.
Campaign activity will be largely targeted in those markets, but not at the
exclusion of the secondary markets of Queensland, South Australia and
Western Australia, and key regional centres in all mainland states of

Australia.
Visitors
Nights
Expenditure
0%
5%
10%
15%
20%
25%
30%
35%
NS W/ACT VIC/TAS QLD SA WA
%
State of Origin
Source: NT Travel Monitor, 12 Months to June 2003
Holiday Market by State of Origin
12
TARGET MARKETS
THE DOMESTIC MARKET
The NTTC will concentrate its efforts on and devote resources to activities
in markets where it believes it will make the greatest difference. This
Marketing Plan therefore focuses on those markets and segments that
offer the greatest prospect of visits to the NT in the near future.
The markets of New South Wales/ACT and Victoria/Tasmania, in particular
metropolitan Sydney and Melbourne, continue to represent not only the
more important domestic markets in terms of the actual total number of
holiday visitors, nights and expenditure, but also the markets with the
greatest growth potential for travel to the NT.
Campaign activity will be largely targeted in those markets, but not at the

exclusion of the secondary markets of Queensland, South Australia and
Western Australia, and key regional centres in all mainland states of
Australia.
Visitors
Nights
Expenditure
0%
5%
10%
15%
20%
25%
30%
35%
NS W/ACT VIC/TAS QLD SA WA
%
State of Origin
Source: NT Travel Monitor, 12 Months to June 2003
Holiday Market by State of Origin
13
MARKET SEGMENTATION
Ten distinctive domestic travel segments have been identified and
differentiated on the basis of the type of activities undertaken, regional
dispersal and expenditure in the NT.
A key initiative of this Marketing Plan will be to undertake additional
profiling work on these segments to improve the understanding of their
characteristics. It will also be important to gain an indication of the market
size of each segment and better understand the potential of people within
each segment, who have not visited the NT.
The following is a summary of the key attributes of each of the ten

segments.
Name Spending Off-Peak Regional Influenced Influenced
Travel Dispersal by Media by Travel trade
Rugged Outdoors Average Average Average Low Low
Conservative Low Average Average Low Low
Caravaners
Budget Explorer Lowest High Highest High Low
Active Explorers Average Average High High Low
Outback Escape Average Average High Average Low
Passive Tourer Above- Average Low Low Average
average
Highway Highlights Average Average Lowest High Average
Affluent Adventure Highest Highest Above- Average High
average
Packaged Culture Above- Average High Low High
average
Comfort Seekers High Average Low Low High
Five of the target segments form the priority segments that will be used to
underpin all domestic market marketing communications campaign
decisions during 2003/04. These are Affluent Adventure, Package Culture,
Comfort Seekers, Outback Escape and Active Explorers. Collectively, the
five target segments represent 60.8% of all current domestic market
visitors to the NT, with Affluent Adventurers (21.1%) the largest
represented segment.
For more information, view the domestic marketing segment fact sheets,
Strategic Research section of www.nttc.com.au
Additional work to ensure the validity and robustness of the segmentation
study is scheduled to be undertaken during the coming year (refer to NT
brand position marketing strategies on page 22).
13

MARKET SEGMENTATION
Ten distinctive domestic travel segments have been identified and
differentiated on the basis of the type of activities undertaken, regional
dispersal and expenditure in the NT.
A key initiative of this Marketing Plan will be to undertake additional
profiling work on these segments to improve the understanding of their
characteristics. It will also be important to gain an indication of the market
size of each segment and better understand the potential of people within
each segment, who have not visited the NT.
The following is a summary of the key attributes of each of the ten
segments.
Name Spending Off-Peak Regional Influenced Influenced
Travel Dispersal by Media by Travel trade
Rugged Outdoors Average Average Average Low Low
Conservative Low Average Average Low Low
Caravaners
Budget Explorer Lowest High Highest High Low
Active Explorers Average Average High High Low
Outback Escape Average Average High Average Low
Passive Tourer Above- Average Low Low Average
average
Highway Highlights Average Average Lowest High Average
Affluent Adventure Highest Highest Above- Average High
average
Packaged Culture Above- Average High Low High
average
Comfort Seekers High Average Low Low High
Five of the target segments form the priority segments that will be used to
underpin all domestic market marketing communications campaign
decisions during 2003/04. These are Affluent Adventure, Package Culture,

Comfort Seekers, Outback Escape and Active Explorers. Collectively, the
five target segments represent 60.8% of all current domestic market
visitors to the NT, with Affluent Adventurers (21.1%) the largest
represented segment.
For more information, view the domestic marketing segment fact sheets,
Strategic Research section of www.nttc.com.au
Additional work to ensure the validity and robustness of the segmentation
study is scheduled to be undertaken during the coming year (refer to NT
brand position marketing strategies on page 22).
14
THE INTERNATIONAL MARKETS
International markets represent 40% of all holiday visitors to the NT, which
is a higher proportion than for any other Australian state or territory.
International markets continue to represent the greatest potential for
future growth.
The traditional markets of the UK and Europe, particularly Germany,
followed by North America, continue to be the core markets for the NT.
Growth is being recorded from the markets of Japan, France, Italy,
Scandinavia and New Zealand.
International markets will continue to be prioritised to ensure the efficient
use of the NT’s marketing resources. A focus will be maintained on core
markets, while emerging and growth market opportunities will be
monitored to protect against a downturn in a particular market or region.
The outlook for the international market remains positive, with tourist
arrivals to Australia forecast to grow at an average of 7.4% annually over
the next decade to reach an expected 10.4 million visitors in 2012.
In developing international markets, the NTTC will maintain a close
working relationship with the Australian Tourist Commission (ATC) and
STOs, particularly in relation to the joint marketing of interstate tourism
drives, and cooperative activity with international airlines and the travel

trade based in Australia and overseas. The NTTC will also participate in
segment research studies in the UK, the USA, Germany, Japan and China.
North America
17%
UK/Ire/Scand
30%
Other
4%
NZ
5%
Other Asia
2%
Japan
11%
Europe
20%
Germany
11%
International Visitors 2002/03
Source: NT Travel Monitor, 2002/03
14
THE INTERNATIONAL MARKETS
International markets represent 40% of all holiday visitors to the NT, which
is a higher proportion than for any other Australian state or territory.
International markets continue to represent the greatest potential for
future growth.
The traditional markets of the UK and Europe, particularly Germany,
followed by North America, continue to be the core markets for the NT.
Growth is being recorded from the markets of Japan, France, Italy,
Scandinavia and New Zealand.

International markets will continue to be prioritised to ensure the efficient
use of the NT’s marketing resources. A focus will be maintained on core
markets, while emerging and growth market opportunities will be
monitored to protect against a downturn in a particular market or region.
The outlook for the international market remains positive, with tourist
arrivals to Australia forecast to grow at an average of 7.4% annually over
the next decade to reach an expected 10.4 million visitors in 2012.
In developing international markets, the NTTC will maintain a close
working relationship with the Australian Tourist Commission (ATC) and
STOs, particularly in relation to the joint marketing of interstate tourism
drives, and cooperative activity with international airlines and the travel
trade based in Australia and overseas. The NTTC will also participate in
segment research studies in the UK, the USA, Germany, Japan and China.
North America
17%
UK/Ire/Scand
30%
Other
4%
NZ
5%
Other Asia
2%
Japan
11%
Europe
20%
Germany
11%
International Visitors 2002/03

Source: NT Travel Monitor, 2002/03
15
•World Heritage / nature
• icons
• school tours
• language studies
• outback
• family holidays
• exotic luxury
• nature / eco-tourism
• inland adventures
• caravan and camping
• nature / eco-tourism
• soft adventure
• medium-distance holiday
destination
• rail travel links
• warmth
• exotic destination
• adventure
• unspoilt nature
• soft adventure
• expatriate
• closeness / ease of access
• niche market fishing
• expatriate
• icons / nature
• backpackers
• honeymooners
• icons, natural attractions

• family travel
• expatriate
• soft / hard adventure
• culture / nature
• soft adventure
• uniqueness - experiences
and nature
• soft / hard adventure
• nature in comfort
Core
Markets
In-Market Activity Specific Markets Market Positioning
UK/Ireland
Growth
Markets
North America
Germany
Japan
Switzerland
Italy
Netherlands
Scandinavia
New Zealand
France
Other Europe
Singapore
Indonesia
Malaysia
Korea
China

• Cooperative marketing
campaigns
• Public relations activities
• Strategies to increase
product diversity and
regional dispersal
•Promote use of online
Internet support
environment
•Work with travel
industry partners
• Strengthen Destination
NT Brand
• Identify product to suit
market needs
• Public relations activities
•Promote use of online
Internet support
environment
•Work to reduce barriers
to travel, particularly air
access
• Identify and stimulate
targeted segments (eg
expatriate and fishing)
Potential
Markets
A summary of the in-market activities and market positioning for the NT’s
core, growth and potential international markets is shown below.
Hong Kong

15
•World Heritage / nature
• icons
• school tours
• language studies
• outback
• family holidays
• exotic luxury
• nature / eco-tourism
• inland adventures
• caravan and camping
• nature / eco-tourism
• soft adventure
• medium-distance holiday
destination
• rail travel links
• warmth
• exotic destination
• adventure
• unspoilt nature
• soft adventure
• expatriate
• closeness / ease of access
• niche market fishing
• expatriate
• icons / nature
• backpackers
• honeymooners
• icons, natural attractions
• family travel

• expatriate
• soft / hard adventure
• culture / nature
• soft adventure
• uniqueness - experiences
and nature
• soft / hard adventure
• nature in comfort
Core
Markets
In-Market Activity Specific Markets Market Positioning
UK/Ireland
Growth
Markets
North America
Germany
Japan
Switzerland
Italy
Netherlands
Scandinavia
New Zealand
France
Other Europe
Singapore
Indonesia
Malaysia
Korea
China
• Cooperative marketing

campaigns
• Public relations activities
• Strategies to increase
product diversity and
regional dispersal
•Promote use of online
Internet support
environment
•Work with travel
industry partners
• Strengthen Destination
NT Brand
• Identify product to suit
market needs
• Public relations activities
•Promote use of online
Internet support
environment
•Work to reduce barriers
to travel, particularly air
access
• Identify and stimulate
targeted segments (eg
expatriate and fishing)
Potential
Markets
A summary of the in-market activities and market positioning for the NT’s
core, growth and potential international markets is shown below.
Hong Kong
16

TARGETS
The table below shows both the forecast and targeted growth figure and
percentage change of holiday visitors from all markets to and within the
NT over a two-year period, including the 2003/04 financial year addressed
by this Marketing Plan.
Targets set for the interstate and international markets in 2003/04 are for
3% growth over and above growth already forecast.
As part of the national marketing campaign, the NTTC aims to increase the
awareness of NT advertising, as well as long trip (more than three days)
preference and intention in its target markets.
The NTTC will measure NT Destination Brand Health (as detailed on page
17), through a subscrition to the Roy Morgan Research Holiday Tracking
Survey (HTS). Refer to the measurements of success on page 27.
2003/04
Market Holiday visitors (000s) growth targets
Actual Actual Forecast Target
2001/02 2002/03 2003/04 2003/04
Intra-territory 232 256 254 254 0%
Interstate 327 360 379 390 8%
International 443 416 435 448 8%
Total 1,002 1,032 1,069 1,092 6%
16
TARGETS
The table below shows both the forecast and targeted growth figure and
percentage change of holiday visitors from all markets to and within the
NT over a two-year period, including the 2003/04 financial year addressed
by this Marketing Plan.
Targets set for the interstate and international markets in 2003/04 are for
3% growth over and above growth already forecast.
As part of the national marketing campaign, the NTTC aims to increase the

awareness of NT advertising, as well as long trip (more than three days)
preference and intention in its target markets.
The NTTC will measure NT Destination Brand Health (as detailed on page
17), through a subscrition to the Roy Morgan Research Holiday Tracking
Survey (HTS). Refer to the measurements of success on page 27.
2003/04
Market Holiday visitors (000s) growth targets
Actual Actual Forecast Target
2001/02 2002/03 2003/04 2003/04
Intra-territory 232 256 254 254 0%
Interstate 327 360 379 390 8%
International 443 416 435 448 8%
Total 1,002 1,032 1,069 1,092 6%
17
Definitions:
Awareness Percentage of the population aware unprompted of holiday /
travel advertising for the destination in the last month.
Preference Percentage of the population who have a preference to visit the
NT in the next two years.
Intention Percentage of the population who have plans to visit the NT in
the next three years.
Behaviour Percentage of the population who visited the NT in the last 12
months.
Leakage Percentage of people who have a preference for the NT, but do
not intend to visit.
Satisfaction Percentage of people who visited the NT in the last year who also
still have a preference for the destination.
Loyalty Percentage of people who visited the NT in the last year who also
have plans to visit again.
NT Destination Brand Health Measures

Source Market Measure Actual 2002 2003 Target 2004 Target
Sydney/Melbourne Metro Awareness 16.3% 18% 22%
Preference 16.8% 16% 18%
Intention 3.2% 3.2% 3.5%
Behaviour 3.0% 3.0% 3.2%
Leakage 84.2% 84% 80%
Satisfaction 27.3% 28% 30%
Loyalty 9.4% 10% 12%
Other Metro Awareness 21.4% 21% 22%
Preference 14.9% 14.9% 15%
Intention 3.3% 3.3% 3.5%
Behaviour 2.8% 3.0% 3.2%
Leakage 83.8% 84% 80%
Satisfaction 31.1% 31% 32%
Loyalty 12.2% 12% 12%
Non-Metro Awareness 18.5% 18% 20%
Preference 15.9% 15.5% 16%
Intention 3.8% 3.8% 3.8%
Behaviour 3.2% 3.2% 3.2%
Leakage 82.9% 82% 80%
Satisfaction 29.4% 30% 32%
Loyalty 16.7% 17% 18%
Total Population Awareness 18.3% 18% 20%
Preference 16.0% 16% 17%
Intention 3.5% 3.5% 3.6%
Behaviour 3.0% 3.0% 3.2%
Leakage N/A 83% 80%
Satisfaction N/A 30% 32%
Loyalty N/A 14% 15%
17

Definitions:
Awareness Percentage of the population aware unprompted of holiday /
travel advertising for the destination in the last month.
Preference Percentage of the population who have a preference to visit the
NT in the next two years.
Intention Percentage of the population who have plans to visit the NT in
the next three years.
Behaviour Percentage of the population who visited the NT in the last 12
months.
Leakage Percentage of people who have a preference for the NT, but do
not intend to visit.
Satisfaction Percentage of people who visited the NT in the last year who also
still have a preference for the destination.
Loyalty Percentage of people who visited the NT in the last year who also
have plans to visit again.
NT Destination Brand Health Measures
Source Market Measure Actual 2002 2003 Target 2004 Target
Sydney/Melbourne Metro Awareness 16.3% 18% 22%
Preference 16.8% 16% 18%
Intention 3.2% 3.2% 3.5%
Behaviour 3.0% 3.0% 3.2%
Leakage 84.2% 84% 80%
Satisfaction 27.3% 28% 30%
Loyalty 9.4% 10% 12%
Other Metro Awareness 21.4% 21% 22%
Preference 14.9% 14.9% 15%
Intention 3.3% 3.3% 3.5%
Behaviour 2.8% 3.0% 3.2%
Leakage 83.8% 84% 80%
Satisfaction 31.1% 31% 32%

Loyalty 12.2% 12% 12%
Non-Metro Awareness 18.5% 18% 20%
Preference 15.9% 15.5% 16%
Intention 3.8% 3.8% 3.8%
Behaviour 3.2% 3.2% 3.2%
Leakage 82.9% 82% 80%
Satisfaction 29.4% 30% 32%
Loyalty 16.7% 17% 18%
Total Population Awareness 18.3% 18% 20%
Preference 16.0% 16% 17%
Intention 3.5% 3.5% 3.6%
Behaviour 3.0% 3.0% 3.2%
Leakage N/A 83% 80%
Satisfaction N/A 30% 32%
Loyalty N/A 14% 15%
18
MARKETING PRIORITIES
As previously stated, the NTTC deploys marketing resources in priority
markets using strategies and tactics where it believes it will make the
greatest difference.
Tactics have been developed to ensure that we are talking to the right
people, know their preferences and communicate with them more
effectively and regularly. The NTTC will build sustainable tourism by
developing strategic partnerships and working closely with RTAs to provide
the products that satisfy the market and build the NT brand promise “it’ll
never never leave you”.
To achieve this it is imperative that the NTTC, the local industry and the
regional tourism organisations have a close working partnership to build a
consistent and integrated approach to the marketplace.
To continue to grow, develop and support NT tourism businesses in 2004,

the NTTC will focus on five key marketing priorities over the next 12
months
1. Embrace a Customer Relationship Management (CRM) ethos and
develop a supportive database system.
Creating a relationship with customers serves as a strong differentiator,
as relationships are a key motivator for a consumer to purchase, stay
loyal and buy more of a product / service. By developing a totally
integrated CRM organisational capability, the NTTC can deliver
targeted and personalised communication with existing and potential
customers.
2. Further development of market segmentation.
In conjunction with Charles Darwin University and the NTTC’s
advertising agency, there will be additional profiling of domestic market
segments. This will provide better understanding of those consumers
who are currently travelling to the NT as well as those who have the
most potential to visit. This development allows the NTTC to
communicate directly with the consumer and tailor products and
experiences to match their needs.
3. Maintain a focus on seasonal and regional diversity, length of stay,
regional dispersal, and year-round visitation.
NTTC marketing activity will consistently focus on whole-of-territory
communication. This draws attention to the NT’s cultural, regional,
climatic and seasonal diversity, thereby presenting the broadest range
of holiday options.
4. Further evolution of NT brand promise “it’ll never never leave you”.
The process of developing relationships has commenced with the
introduction of a new national campaign that brings to life the promise
that a NT holiday experience will “never never leave you”. The NT
tourism brand position of Australia’s Outback Northern Territory will be
strongly defended.

5. Proactively seek to establish, maintain and strengthen partnerships with
agencies and organisations that impact on NT tourism.
We will develop cooperative partnerships with interstate motoring
associations and commercial and not-for-profit organisations involved
in activities allied with and/or complementary to NT tourism marketing
objectives. These could include oil and car companies, conservation
foundations, major event organisers and sunscreen, fishing tackle and
sunglasses manufacturers.
18
MARKETING PRIORITIES
As previously stated, the NTTC deploys marketing resources in priority
markets using strategies and tactics where it believes it will make the
greatest difference.
Tactics have been developed to ensure that we are talking to the right
people, know their preferences and communicate with them more
effectively and regularly. The NTTC will build sustainable tourism by
developing strategic partnerships and working closely with RTAs to provide
the products that satisfy the market and build the NT brand promise “it’ll
never never leave you”.
To achieve this it is imperative that the NTTC, the local industry and the
regional tourism organisations have a close working partnership to build a
consistent and integrated approach to the marketplace.
To continue to grow, develop and support NT tourism businesses in 2004,
the NTTC will focus on five key marketing priorities over the next 12
months
1. Embrace a Customer Relationship Management (CRM) ethos and
develop a supportive database system.
Creating a relationship with customers serves as a strong differentiator,
as relationships are a key motivator for a consumer to purchase, stay
loyal and buy more of a product / service. By developing a totally

integrated CRM organisational capability, the NTTC can deliver
targeted and personalised communication with existing and potential
customers.
2. Further development of market segmentation.
In conjunction with Charles Darwin University and the NTTC’s
advertising agency, there will be additional profiling of domestic market
segments. This will provide better understanding of those consumers
who are currently travelling to the NT as well as those who have the
most potential to visit. This development allows the NTTC to
communicate directly with the consumer and tailor products and
experiences to match their needs.
3. Maintain a focus on seasonal and regional diversity, length of stay,
regional dispersal, and year-round visitation.
NTTC marketing activity will consistently focus on whole-of-territory
communication. This draws attention to the NT’s cultural, regional,
climatic and seasonal diversity, thereby presenting the broadest range
of holiday options.
4. Further evolution of NT brand promise “it’ll never never leave you”.
The process of developing relationships has commenced with the
introduction of a new national campaign that brings to life the promise
that a NT holiday experience will “never never leave you”. The NT
tourism brand position of Australia’s Outback Northern Territory will be
strongly defended.
5. Proactively seek to establish, maintain and strengthen partnerships with
agencies and organisations that impact on NT tourism.
We will develop cooperative partnerships with interstate motoring
associations and commercial and not-for-profit organisations involved
in activities allied with and/or complementary to NT tourism marketing
objectives. These could include oil and car companies, conservation
foundations, major event organisers and sunscreen, fishing tackle and

sunglasses manufacturers.
19
THE CAMPAIGN
The domestic market campaign objective is to strengthen and support the
brand promise. It will involve developing and implementing a targeted,
integrated and more sustained marketing communications campaign. The
campaign elements will include online communications, public relations,
and support programs as outlined in the marketing activity schedule. An
outline of the campaign structure and timing is featured below.
Domestic-market Advertising Period Travel Period Advertising Target Segments
Campaign budget %
Destination NT Nov 03 Feb/Mar – 30-35% Affluent Adventure
(brand, shoulder May 04 Active Explorers
seasons)
Destination NT Late Jan – Apr 04 Apr – Sep 03 50% Affluent Adventure
(brand, tactical) Packaged Culture
Comfort Seekers
Outback Escape
Destination NT Jun – Aug 04 Jul – Nov 04 15-20% Packaged Culture
(tactical) Comfort Seekers
Outback Escape
The first phase of the campaign involves increasing visitation to the NT in
2004 by addressing both seasonal and regional dispersal. This phase also
aims to increase the prospect base of those actively considering the NT by
providing strong motivators amongst a broad range of ‘intenders’. This
will be achieved with communication that both stimulates interest and
moves prospects into active consideration.
Over two million copies of The Northern Territory Guide, a useful,
motivational and informative map and events calendar of the NT, was
inserted into national and regional media in November 2003. This was

intentionally timed earlier than previous campaigns in order to provide a
longer consideration period. The campaign launch will also coincide with
the release of new-season NT wholesale programs, providing an immediate
opportunity for product-based fulfilment and early season sales
conversion.
The Northern Territory Guide features a collection of unique NT holiday
experiences. The guide includes a calendar of events and activities,
planning tips, a full and detailed map of the NT with key destination call-
outs, along with details on how to access more information and where to
book. The insert will be supported through pre-publicity and promotion in
selected media, distributed via retail travel agents and will be available
online via banner prompts. Existing brand and television ads will include
the guide. The NTTC will be using outdoor media (SMS response) for the
first time.
The second phase of the campaign commences in January 2004 and
continues through until March. This phase will be more product and
experience-based (tactical) using print, broadcast and direct forms of
media to maintain a competitive brand presence. The aim is to convert
qualified prospects. There will be extensive cooperative opportunities
during this period for operator and product distribution partners who wish
to align with the marketing communications strategy of the Commission.
Cooperative advertising opportunities will also be available during the third
campaign period, a tactical approach commencing in May 2004. This
phase is designed to maximise the domestic market visitation potential to
the NT during the second-half of the calendar year.
19
THE CAMPAIGN
The domestic market campaign objective is to strengthen and support the
brand promise. It will involve developing and implementing a targeted,
integrated and more sustained marketing communications campaign. The

campaign elements will include online communications, public relations,
and support programs as outlined in the marketing activity schedule. An
outline of the campaign structure and timing is featured below.
Domestic-market Advertising Period Travel Period Advertising Target Segments
Campaign budget %
Destination NT Nov 03 Feb/Mar – 30-35% Affluent Adventure
(brand, shoulder May 04 Active Explorers
seasons)
Destination NT Late Jan – Apr 04 Apr – Sep 03 50% Affluent Adventure
(brand, tactical) Packaged Culture
Comfort Seekers
Outback Escape
Destination NT Jun – Aug 04 Jul – Nov 04 15-20% Packaged Culture
(tactical) Comfort Seekers
Outback Escape
The first phase of the campaign involves increasing visitation to the NT in
2004 by addressing both seasonal and regional dispersal. This phase also
aims to increase the prospect base of those actively considering the NT by
providing strong motivators amongst a broad range of ‘intenders’. This
will be achieved with communication that both stimulates interest and
moves prospects into active consideration.
Over two million copies of The Northern Territory Guide, a useful,
motivational and informative map and events calendar of the NT, was
inserted into national and regional media in November 2003. This was
intentionally timed earlier than previous campaigns in order to provide a
longer consideration period. The campaign launch will also coincide with
the release of new-season NT wholesale programs, providing an immediate
opportunity for product-based fulfilment and early season sales
conversion.
The Northern Territory Guide features a collection of unique NT holiday

experiences. The guide includes a calendar of events and activities,
planning tips, a full and detailed map of the NT with key destination call-
outs, along with details on how to access more information and where to
book. The insert will be supported through pre-publicity and promotion in
selected media, distributed via retail travel agents and will be available
online via banner prompts. Existing brand and television ads will include
the guide. The NTTC will be using outdoor media (SMS response) for the
first time.
The second phase of the campaign commences in January 2004 and
continues through until March. This phase will be more product and
experience-based (tactical) using print, broadcast and direct forms of
media to maintain a competitive brand presence. The aim is to convert
qualified prospects. There will be extensive cooperative opportunities
during this period for operator and product distribution partners who wish
to align with the marketing communications strategy of the Commission.
Cooperative advertising opportunities will also be available during the third
campaign period, a tactical approach commencing in May 2004. This
phase is designed to maximise the domestic market visitation potential to
the NT during the second-half of the calendar year.
20
COOPERATIVE MARKETING
Substantial cooperative advertising funds will be made available to industry
partners and regional tourism associations by the NTTC in support of
domestic market campaign activity.
The objectives of the NTTC campaign strategy are to not only increase of
holiday visitation to the NT and length of stay but also to stimulate
regional dispersal and visitation in traditional non-peak travel periods.
Cooperative support is made available by the NTTC to increase and extend
campaign activity. It also aims to increase participation in and alignment
with the NTTC destination and tactical national campaign activity.

There will be two specific applications of the cooperative funds:
• to support NT operators and product distributors who take up the
invitation to participate in tactical campaigns devised and managed by
the NTTC
• to support dedicated NT campaign activity initiated by partners that
aligns with NTTC campaign strategy and objectives.
The level of funding that will be made available is as follows:
NTTC Campaign Operator Campaign
$1 : $1 (NTTC : Operator) $1 : $2 (NTTC : Operator)
Television, print, outdoor media and other direct forms of communication
will be used to maintain a strong and competitive brand presence by the
NTTC.
Prospective cooperative partners will be invited to provide NT holiday
experiences as a print, online and potential direct mail (DM) component of
the tactical activity being undertaken by the NTTC.
NTTC cooperative advertising support will apply to print media costs only.
A cooperative print advertising style guide and press ad concepts will be
developed by the NTTC’s advertising agency in order to maintain
consistency in presentation of the NT brand position and promise.
The NTTC will undertake consumer market print advertising in major
metropolitan daily and key regional newspapers, plus a selection of
specialist magazines and trade features with readership matching the
NTTC priority market segments.
The NTTC will require partners to provide post-campaign analysis of
response information/data, including the number and value of bookings
(NT land content), length of stay (in the NT), response rates, and diversity
of NT product sales, to assist in evaluating the effectiveness and return on
investment of cooperative campaign activity.
20
COOPERATIVE MARKETING

Substantial cooperative advertising funds will be made available to industry
partners and regional tourism associations by the NTTC in support of
domestic market campaign activity.
The objectives of the NTTC campaign strategy are to not only increase of
holiday visitation to the NT and length of stay but also to stimulate
regional dispersal and visitation in traditional non-peak travel periods.
Cooperative support is made available by the NTTC to increase and extend
campaign activity. It also aims to increase participation in and alignment
with the NTTC destination and tactical national campaign activity.
There will be two specific applications of the cooperative funds:
• to support NT operators and product distributors who take up the
invitation to participate in tactical campaigns devised and managed by
the NTTC
• to support dedicated NT campaign activity initiated by partners that
aligns with NTTC campaign strategy and objectives.
The level of funding that will be made available is as follows:
NTTC Campaign Operator Campaign
$1 : $1 (NTTC : Operator) $1 : $2 (NTTC : Operator)
Television, print, outdoor media and other direct forms of communication
will be used to maintain a strong and competitive brand presence by the
NTTC.
Prospective cooperative partners will be invited to provide NT holiday
experiences as a print, online and potential direct mail (DM) component of
the tactical activity being undertaken by the NTTC.
NTTC cooperative advertising support will apply to print media costs only.
A cooperative print advertising style guide and press ad concepts will be
developed by the NTTC’s advertising agency in order to maintain
consistency in presentation of the NT brand position and promise.
The NTTC will undertake consumer market print advertising in major
metropolitan daily and key regional newspapers, plus a selection of

specialist magazines and trade features with readership matching the
NTTC priority market segments.
The NTTC will require partners to provide post-campaign analysis of
response information/data, including the number and value of bookings
(NT land content), length of stay (in the NT), response rates, and diversity
of NT product sales, to assist in evaluating the effectiveness and return on
investment of cooperative campaign activity.
21
THE MARKETING STRATEGY
THE TEAM
The key function of the NTTC marketing division is to develop and
implement marketing and communication strategies to build awareness of,
preference for and intention to visit the NT.
The division has two functional areas, Marketing Communications and
Market Development.
Marketing Communications is responsible for destination marketing,
domestic market advertising, media and public relations, brand
management (including publications and the film and photographic
library), customer relationship marketing, familiarisations and online
services.
Market Development is responsible for international marketing, domestic
trade and consumer services (including cooperative and partner relations
with industry), business tourism (incorporating the Northern Territory
Convention Bureau) and strategic research.
Destination
Marketing
Media/PR
Famils
Brand
Management

Online
Services
Advertising
Agency
• Darwin
• Central
Australia
•Top End
• Darwin • Darwin • Darwin • Sydney
• Sydney
• Darwin
• Alice
Springs
• Darwin • Darwin
• Sydney
• Los Angeles
• London
• Frankfurt
• France
• Italy
• New Zealand
• Japan
•Singapore
• Sydney
Marketing
Communications
Market
Development
Trade and
Consumer Services

Business
Tourism
Strategic
Research
International
Marketing
21
THE MARKETING STRATEGY
THE TEAM
The key function of the NTTC marketing division is to develop and
implement marketing and communication strategies to build awareness of,
preference for and intention to visit the NT.
The division has two functional areas, Marketing Communications and
Market Development.
Marketing Communications is responsible for destination marketing,
domestic market advertising, media and public relations, brand
management (including publications and the film and photographic
library), customer relationship marketing, familiarisations and online
services.
Market Development is responsible for international marketing, domestic
trade and consumer services (including cooperative and partner relations
with industry), business tourism (incorporating the Northern Territory
Convention Bureau) and strategic research.
Destination
Marketing
Media/PR
Famils
Brand
Management
Online

Services
Advertising
Agency
• Darwin
• Central
Australia
•Top End
• Darwin • Darwin • Darwin • Sydney
• Sydney
• Darwin
• Alice
Springs
• Darwin • Darwin
• Sydney
• Los Angeles
• London
• Frankfurt
• France
• Italy
• New Zealand
• Japan
•Singapore
• Sydney
Marketing
Communications
Market
Development
Trade and
Consumer Services
Business

Tourism
Strategic
Research
International
Marketing
22
Strategies
• Build the profile of the NT
brand, emphasising Nature
and Culture to differentiate
the NT from its
competitors.
Tactics
• Undertake a fully integrated national
marketing campaign that raises awareness
and drives conversion.
• Develop and implement direct response
marketing programs targeting specific
market sectors.
• Management of branding at trade and
consumer shows.
• Position the NT as
“Australia’s Outback” with
iconic national parks,
natural wonders and
indigenous culture.
• Consistent brand management
• Updating of film and photographic library
resources.
•Proactive media, PR and famil activity

including coordination of the NT content of
the ATC Visiting Journalists NT Program.
• Focus domestic market
communications on the
Affluent Adventure
segment as the primary
target market audience.
• Undertake specific initiatives targeting high-
yield special interest sectors.
• Continue to develop the
traditionally strong markets
of the UK/Ireland, Germany
and North America.
• Look for opportunities to introduce new
and additional NT product.
•Target the North American not-for-profit
special interest sector.
• Increase the robustness of
market segmentation.
• Undertake additional profiling of the
domestic market segments.
• Support the ATC-led market segmentation
studies in key international markets.
• Emphasise public relations
activity as part of marketing
communications and brand
positioning strategy.
• Support campaigns and major NT events
with in-market public relations activity.
•Proactive PR strategy targeting writers,

publications and media organisations.
• Undertake research to
ascertain effectiveness of
marketing campaign.
•Produce quarterly tracking reports on
destination / brand awareness, media
consumption and segment profiles.
•Produce a satisfaction report that identifies
strengths and weaknesses and quantifies
satisfaction by region and season.
•Present research outcomes to RTAs and
industry partners.
• Review publications,
distribution and fulfilment
requirements.
• Introduce a comprehensive motivational
brochure for domestic and English-speaking
international market usage.
• Develop synergies between print and online
marketing communications.
• Introduce new trade publications including
the NTCB Meeting and Facilities Guide.
OBJECTIVE: DEVELOP THE NT BRAND POSITION
The NTTC will continue to reinforce the strong position of the Northern
Territory internationally as Australia’s Outback, focusing on indigenous
culture, natural wonders, iconic national parks and the quintessential
Australian experience. In the domestic market, the evolving brand promise
of “it’ll never never leave you” will focus on the lasting and positive
qualities of an NT holiday experience.
22

Strategies
• Build the profile of the NT
brand, emphasising Nature
and Culture to differentiate
the NT from its
competitors.
Tactics
• Undertake a fully integrated national
marketing campaign that raises awareness
and drives conversion.
• Develop and implement direct response
marketing programs targeting specific
market sectors.
• Management of branding at trade and
consumer shows.
• Position the NT as
“Australia’s Outback” with
iconic national parks,
natural wonders and
indigenous culture.
• Consistent brand management
• Updating of film and photographic library
resources.
•Proactive media, PR and famil activity
including coordination of the NT content of
the ATC Visiting Journalists NT Program.
• Focus domestic market
communications on the
Affluent Adventure
segment as the primary

target market audience.
• Undertake specific initiatives targeting high-
yield special interest sectors.
• Continue to develop the
traditionally strong markets
of the UK/Ireland, Germany
and North America.
• Look for opportunities to introduce new
and additional NT product.
•Target the North American not-for-profit
special interest sector.
• Increase the robustness of
market segmentation.
• Undertake additional profiling of the
domestic market segments.
• Support the ATC-led market segmentation
studies in key international markets.
• Emphasise public relations
activity as part of marketing
communications and brand
positioning strategy.
• Support campaigns and major NT events
with in-market public relations activity.
•Proactive PR strategy targeting writers,
publications and media organisations.
• Undertake research to
ascertain effectiveness of
marketing campaign.
•Produce quarterly tracking reports on
destination / brand awareness, media

consumption and segment profiles.
•Produce a satisfaction report that identifies
strengths and weaknesses and quantifies
satisfaction by region and season.
•Present research outcomes to RTAs and
industry partners.
• Review publications,
distribution and fulfilment
requirements.
• Introduce a comprehensive motivational
brochure for domestic and English-speaking
international market usage.
• Develop synergies between print and online
marketing communications.
• Introduce new trade publications including
the NTCB Meeting and Facilities Guide.
OBJECTIVE: DEVELOP THE NT BRAND POSITION
The NTTC will continue to reinforce the strong position of the Northern
Territory internationally as Australia’s Outback, focusing on indigenous
culture, natural wonders, iconic national parks and the quintessential
Australian experience. In the domestic market, the evolving brand promise
of “it’ll never never leave you” will focus on the lasting and positive
qualities of an NT holiday experience.
23
OBJECTIVE: DESTINATION DEVELOPMENT
By adopting a destinational development approach to tourism growth in the
NT, the NTTC marketing division will continue to identify and nurture
export market ready and commercially viable tourism product.
Tourism drives, particularly the Explorer (Stuart) Highway, the Savannah
Way and the Overlanders Way, as features of the self–drive market strategy,

will be further developed in conjunction with interstate and international
cooperative partners.
The NTTC will work closely with industry stakeholders to provide
cooperative marketing support in the identification and development of
aviation services, particularly from Japan and South-East Asia.
The NTTC marketing group will also encourage operator participation in the
NT Accreditation Program, through the provision of preferentially
discounted rates of participation in a range of cooperative activities and
support programs (refer 2003-04 Partnership Marketing Guide).
Strategies Tactics
• Review and manage the
implementation of the
tourism drives marketing
strategy.
• Develop opportunities for
cooperative activity targeting the drive sector,
working closely with car hire and motoring
associations.
• Increase the presence of the Explorer Highway
and the development of the Savannah
Highway in international wholesale brochures.
•Target the Active Explorers and Outback
Escape domestic market segments.
• Collaborate with other states, in particular SA,
Queensland and WA, to develop cross-border
tourism drive product and marketing
initiatives.
• Encourage the uptake of
tourism accreditation in the
NT.

•Promote achievements and provide
information on accredited operators to
international offices and trade.
• Develop the business
tourism (BT) sector.
• Develop Australian Tourism Data Warehouse
(ATDW) to include BT data from industry.
• Develop educational forums for industry.
• Assist industry to develop skills to handle the
BT market.
• Ascertain the BT market size for the NT via
national business events survey research.
• Increase awareness of the
NT as a viable business
tourism destination.
• Develop a media plan to target specific
publications and cooperative advertising
with industry with destinational features.
• Develop a database marketing plan for each
identified target BT market.
• Attend selected BT trade shows and sales
missions.
• Develop a BT famil program of targeted
qualified BT buyers.
•Promote Darwin as a cruise
ship destination.
• Hold industry forums and produce a
quarterly market intelligence newsletter.
• Hold an annual international marketing
forum.

• Active engagement with the cruise ship
owner and agent sector via the Cruise
Down Under (CDU) network.
• Gather and communicate
research intelligence.
• Improve the operators’
knowledge of opportunities
for development.
• Empower the industry by providing ready
access to and interpretation of the latest
market research.
23
OBJECTIVE: DESTINATION DEVELOPMENT
By adopting a destinational development approach to tourism growth in the
NT, the NTTC marketing division will continue to identify and nurture
export market ready and commercially viable tourism product.
Tourism drives, particularly the Explorer (Stuart) Highway, the Savannah
Way and the Overlanders Way, as features of the self–drive market strategy,
will be further developed in conjunction with interstate and international
cooperative partners.
The NTTC will work closely with industry stakeholders to provide
cooperative marketing support in the identification and development of
aviation services, particularly from Japan and South-East Asia.
The NTTC marketing group will also encourage operator participation in the
NT Accreditation Program, through the provision of preferentially
discounted rates of participation in a range of cooperative activities and
support programs (refer 2003-04 Partnership Marketing Guide).
Strategies Tactics
• Review and manage the
implementation of the

tourism drives marketing
strategy.
• Develop opportunities for
cooperative activity targeting the drive sector,
working closely with car hire and motoring
associations.
• Increase the presence of the Explorer Highway
and the development of the Savannah
Highway in international wholesale brochures.
•Target the Active Explorers and Outback
Escape domestic market segments.
• Collaborate with other states, in particular SA,
Queensland and WA, to develop cross-border
tourism drive product and marketing
initiatives.
• Encourage the uptake of
tourism accreditation in the
NT.
•Promote achievements and provide
information on accredited operators to
international offices and trade.
• Develop the business
tourism (BT) sector.
• Develop Australian Tourism Data Warehouse
(ATDW) to include BT data from industry.
• Develop educational forums for industry.
• Assist industry to develop skills to handle the
BT market.
• Ascertain the BT market size for the NT via
national business events survey research.

• Increase awareness of the
NT as a viable business
tourism destination.
• Develop a media plan to target specific
publications and cooperative advertising
with industry with destinational features.
• Develop a database marketing plan for each
identified target BT market.
• Attend selected BT trade shows and sales
missions.
• Develop a BT famil program of targeted
qualified BT buyers.
•Promote Darwin as a cruise
ship destination.
• Hold industry forums and produce a
quarterly market intelligence newsletter.
• Hold an annual international marketing
forum.
• Active engagement with the cruise ship
owner and agent sector via the Cruise
Down Under (CDU) network.
• Gather and communicate
research intelligence.
• Improve the operators’
knowledge of opportunities
for development.
• Empower the industry by providing ready
access to and interpretation of the latest
market research.