Armando Barbosa

South African National Parks Table of figures 2 Introduction 4 Understanding the brief 5 Brief overview 5 Overarching points 5 Brand communication and messaging 6 Research Secondary research 7 7 Primary Research 30 SWOT 34 Key findings, insights, issues and objectives 35 Brand Awareness 35 Luxury 35 Travel Preferences 36 Preferred locations 37 Decision Drivers 37 Travel Trends 38 Strategy 39 Strategic direction 39 Strategy objectives 39 Positioning statement 39 Target market and audience 40 Stakeholders 42 Concept development 43 Concept one: More Room 44 Concept two: Say Cheese! 44 Concept three: Where to? 44 Concept four: a small piece of paper 45 Concept five: back to basics 45 Concept six: the best kept secret 46 Chosen concept: the best kept secret 48 Purpose 48 Target Market 48 Context 48 Techniques used to appeal to target market 48 Executions 49 Print media executions 49 Online media executions 54 Installations/activations 56 Media plan summary 59 Communication strategies 61 Internal communications strategy 61 External communications strategy 62 Rollout plan 63 Metrics 64 Budgets 65 The Protea budgets 65 The Big 5 budgets 66 References 67 1 Table of figures Figure 1: South African National parks map (SA National Parks, 2012) .......................................... 4 Figure 2: Brand architecture (Aaker, 2000) (SA National Parks, 2017).......................................... 12 Figure 3: SANParks logo (SA National Parks, 2017) ..................................................................... 17 Figure 4: Planned and unplanned touchpoints (Own Source) ........................................................ 20 Figure 5: Basic consumer journey map for SANParks (Own Source) ............................................ 21 Figure 6: SANParks influential touchpoints (Own source) ............................................................. 22 Figure 7: Consumer-market segments ........................................................................................... 24 Figure 8: Segmenting SANParks competitors (Own Source) ......................................................... 27 Figure 9: Perceptual map (Own Source) ........................................................................................ 29 Figure 10: Research process (Own Source) .................................................................................. 30 Figure 11: SWOT analysis (Own source) ....................................................................................... 34 Figure 12: The Brown family (Own source) .................................................................................... 40 Figure 13: The Sishi family (Own source) ...................................................................................... 41 Figure 14: The Ndlovu family (Own source) ................................................................................... 41 Figure 15: Stakeholder engagement map (Own source) (Glover, 2014) ........................................ 42 Figure 16: Design thinking process (Dam & Siang, 2017) ............................................................. 43 Figure 17: Design thinking (Own Source) ...................................................................................... 43 Figure 18: Front of scratch card (Own source) .............................................................................. 50 Figure 19: Back of scratch card (Own source) ............................................................................... 50 Figure 20: Inside the scratch card (Own source) ........................................................................... 50 Figure 21: Outside the scratch card (Own source)......................................................................... 50 Figure 22: QR link (Own source).................................................................................................... 51 Figure 23: Magazine advertisement (Own source) ........................................................................ 51 Figure 24: Magazine advertisement pull page (Own source) ......................................................... 52 Figure 29: Visitor information page (Own source) .......................................................................... 53 Figure 29: Stamp page (Own source) ............................................................................................ 53 Figure 29: Outside of the passport (Own source) .......................................................................... 53 Figure 29: Back pages (Own source)............................................................................................. 53 Figure 29: Inside pages (Own source) ........................................................................................... 53 Figure 30: Stall execution (Own source) ........................................................................................ 54 2 Figure 31: Facebook execution (Own source) ............................................................................... 55 Figure 32: Instagram execution (Own source) ............................................................................... 56 Figure 33: Outside the elevator (Own source) ............................................................................... 57 Figure 34: Inside the elevator (Own source) .................................................................................. 58 Figure 35: Passageway executions (Own source) ......................................................................... 58 Figure 36: Media plan (Own source) .............................................................................................. 59 Figure 37: Internal communications strategy (Own source) ........................................................... 61 Figure 38: External communications strategy (Own source) .......................................................... 62 Figure 39: Rollout plan (Own source) ............................................................................................ 63 Figure 40: Metrics (Own source) .................................................................................................... 64 Figure 41:The Protea Budget (Own source) .................................................................................. 65 Figure 42: The Protea Budget pie chart (Own source)................................................................... 65 Figure 43: The Big five Budget (Own source) ................................................................................ 66 Figure 44: The big 5 budget pie chart (Own source) ...................................................................... 66 3 Introduction South African National Parks (SANParks) is an organisation that manages a system of parks which represents the indigenous fauna, flora, landscapes and associated cultural heritage of South Africa. Founded in 1926, they now successfully run and manage 19 parks spanning over 6% of South Africa’s total surface area. The organisations main goals are to conserve South Africa’s biodiversity, provide recreational activities for locals and international tourists, as well as build long-term relationships with local communities and organisations to enhance the overall quality of life within the specified areas (SA National Parks, 2017). The brand and their relative parks are both internationally and locally renowned, and considered to be leaders in managing protected areas. The image below depicts the areas in which the above-mentioned parks are located in, as well as their names (SA National Parks, 2017). Figure 1: South African National parks map (SA National Parks, 2012) The remainder of this document consists of a full brand analysis in which the micro, market and macro environments are considered, a combination of primary and secondary research to inform key insights and objectives, as well as concept development and a full campaign plan for the brand, SANParks. 4 Understanding the brief Brief overview The message SANParks aspires to communicate to their target market is the idea that they offer a park for every season, and a park for every person. It is their aim to communicate that there is something for everyone, no matter the age, gender or race, adventure and experience await. Although creating an environment for tourism is their aim, this is not achieved at the expense of the environment and thus conduct their business in a way that is sustainable and maintains biodiversity within each park. It is a common misconception that SANParks is exclusively associated with the bush and the Big 5, as well as misinterpreted for being exclusive in terms of age categories, population groups and pricing. It is thus a major requirement that the SANParks campaign influences consumer perceptions in order to appeal to a larger audience. Overarching points • Communicate to, and inform consumers regarding extensive brand offerings • Communicate to, and inform consumers regarding facilities and activities • Change the misconception that the brand is exclusively associated with tourism • Dissolve the competition between the various parks from the same brand • Be seen as a cluster of destinations (a park for every season and every person) • Associate the brand with experiences • Appeal to, and interact with a larger audience (middle-class African consumers, young families and millennials) • Determine the value in holidays, and the price individuals are willing to pay • Communicate the comfort and convenience regarding accommodation, and determine what the desired target markets are willing to settle for • Consideration of childcare • Utilise the benefits of leveraging partnerships to increase brand • Consider the perpetuating pattern of loyal consumers and offer that experience to new consumers 5 • Retain existing market • Share aspirational images that express experiences to attract consumers who are chasing the trend of buying experiences not • Create open-mindedness for different products. • Explore new markets by appealing to various individuals within the requested target market: o Fashionistas o Petrol heads o Adrenaline Junkies o Music Lovers o Young Families o Fitness Buffs Brand communication and messaging • Explore marketing channels that will appeal to the desired target market • Create brand awareness of the offerings amongst the African, Coloured and Indian market • Communicate by using image-consciousness • Create access to more product information • Inform consumers about the diversity of activities • Connecting with millennials and tweens • Have a target growth of 20% within a year of the campaign launch 6 Research Secondary research Macro environment According to Louw and Venter (2013), the macro environment includes political, legal, economic, socio-cultural, demographic, technological and natural environmental factors and forces at the global or country level. Industry overview The tourism industry is an extremely competitive industry, this attributed to the ever-changing needs of tourists. Despite the constant change in tourist behaviour, violent terrorist attacks on countries across the globe and the weakening of the world economies and in turn consumer spending power, the tourism industry has shown significant growth over recent decades (Engelbrecht, 2015). The fast growth rate of tourism has led to tourist being more aware of ecotourism destinations and the key role these destinations play in conserving the natural and cultural environments in the midst of globalisation and urbanisation (Engelbrecht, 2015). The pressure on ecotourism destinations such as national parks are increasing as more natural land is being taken up for urban development. In the case of SANParks, the decrease in government funding increases the pressure on the park’s resources, thus alluding to the idea that the parks need to generate their own income through tourism activities. In order to remain competitive, it is important to determine the parks’ competitive advantage (Engelbrecht, 2015). Competitive advantage can be gained by analysing and capitalising on local and global trends. Trends Local ● The move to mobile devices and away from PC emphasises the value consumers place on mobile friendly sites and apps as they are defined by convenience (Zozi Advance, 2016). 7 ● Travel that blends business and leisure and value accommodation settings that accommodate working individuals with relevant facilities (Zozi Advance, 2016). ● An increase in intergenerational expeditions plays on the fact that although families want to get away and spend time together, they don’t get the opportunity to spend time together (Zozi Advance, 2016). Destinations that offer facilities and activities for all family members in a convenient manner regarding location are regarded as ideal. Global • Nature-based tourism (NBT) is said to be the fastest growing segment within the tourism sector (Jones, 2016). ● Experiential spending has come up as a prominent trend in most industries, yet is influential within the tourism and hotel industry as consumers are drawn to places in which they can enjoy unique experiences; consumers respond to imagery that has an emotional or visually pleasing narrative as consumers aspire to achieving things that they can share (Zozi Advance, 2016). ● The affinity for stay-cations is viewed as an emerging trend as consumers are after experiences in which they can immerse themselves in, being after the lifestyle and culture that is destination specific (Zozi Advance, 2016). ● Travelers that fall into the millennial age group have a need to be social as well as share their experiences in real time, offering tools to make instant online gratification and sharing is thus essential as millennial consumers place a high regard to remaining connected (Zozi Advance, 2016). ● The health and wellness trend is translated to the tourism industry to a large degree, ultimately termed as health tourism. The segment is expanding rapidly and includes spa-getaways, a demand for outdoor activities, and spaces which communicate or emphasise corporate social behaviour and environmental awareness. ● Digital retail has reshaped retail and the way consumers interact with brands, digital trends are said to be characterised by (Druga, 2016): o Streamlined, simple and instant will define retail o Growth in using mobile money and e-wallets is certain o E-commerce retailers will dominate the market 8 o Integrated bots will provide one-on-one interactions as opposed to face-to-face interactions PESTLE analysis: The external analysis will be based on the concept of the PESTLE analysis, for the purposes of this document only the factors that are relevant to the research will be mentioned. Political factors This factor is how or to what extent the government intervenes in the economy. Factors like Government policy, fiscal policy (the use of government revenue, mainly taxes), foreign trade policies, labour law, environmental law and trade restrictions among others (Louw & Venter, 2013). This has an impact on how the organisation does business, how they are able to respond to legislation and adjust their marketing policy. Due to the fact that SANParks is listed as one of South Africa’s 169 National Government entities, it is vital that the political environment is monitored as changes may impact the organisations funding amongst other aspects (National Government, 2016). The instability and turmoil of the current political landscape also reflects negatively on tourism which is also a factor to consider within this environment. Economic factors According to Louw & Venter (2013, pg. 163), a country's national economy impacts “not only consumers, but in turn it affects businesses”. Macroeconomic trends reflect factors such as change in income-levels and consumption-levels among other aspects, holding important marketing implications for businesses. The level of disposable income that an individual has affects spending behaviour on luxury and non-essential items. When considering South Africa in specific, the high levels of unemployment and low levels of economic growth (downgrade to junk-status) all have an impact on how consumers decide to spend their money (Fisher-French, 2017). Consumer spending and the ability to go on overseas luxury 9 holidays has largely been affected with the increased rate of inflation and weakening Rand, consumers have thus begun to take interest in local activities and holidays as an alternative, placing high importance on the value-for-money concept. Fisher-French, 2017) Socio-cultural factors When referring to the socio-cultural environment, the change in lifestyles due to technological innovation is a point that needs to be considered, (Louw & Venter, 2013). These lifestyle and behaviour changes are extremely influential in creating potential opportunities or threats not only for the business, but within the industry. According to Louw & Venter (2013), as social attributes change, so does the demand for different types of products and services. Due to the fact that a large majority of South African’s live below the poverty line is a major factor to consider. In considering this, it is vital that upon strategic planning, the market size and spending power be analysed thoroughly, and revised regularly in order to ensure the brand offerings are aligned to the market needs. Individuals that fall into the urban population of South Africa are thus of relevance when it comes the market that take interest in local holidays and weekend-getaways. This market is predominantly made up of individuals from urban Gauteng, Cape Town and Durban (Spark Media and Caxton CTP, 2016). Due to the majority of the relevant market being in urban metropolises, the rising rate of unemployment is a concerning factor as individuals need to lead a lifestyle in which they have a disposable income to a degree in order to plan trips away. Legal factors Legal factors include health and safety, equal opportunities, advertising standards, consumer rights and laws, product labelling and product safety among other aspects. It is clear that companies need to know what is and what is not legal in order to trade successfully (Louw & Venter, 2013). The act of animal poaching, illegal trade, corruption and pollution (both visual and environmental) are prevalent in the South African landscape (SA National Parks, 2015). Legislation regarding trade barriers and conservation laws are thus factors that need to be monitored in the unstable political 10 landscape as they could have an effect on the way in which business is conducted and tourism is perceived. Technological factors The technological environment has become a significant area to consider over the recent decades. When technological changes are not anticipated, it could lead to businesses failure, such as in the case of Kodak (Kotter International, 2012). When considering that getaway choices are researched online, it is important to remain strategically aligned to tech advances and innovations taking place in the industry. In addition to this it is important for such brands to analyse their specified markets and adapt to needs as well as foster innovation in meeting these needs. The increase smartphone sales and popularity of apps is an example of factors that need to be considered with regards to this environment, as it directly impacts the way in which digital brands are consumed (Druga, 2016). Environmental factors Environmental factors are of growing importance due to the increasing scarcity of raw materials, pollution, doing business as an ethical and sustainable company and carbon footprint targets set by governments (this is a good example where one factor could be classified as political and environmental at the same time) (Louw & Venter, 2013). Moreover, consumers are demanding that the products and services are sourced and delivered ethically and if from a sustainable source. Current consumer trends favour naturalistic and environmentally aware products and services with a return to authenticity and holistic experiences (Zozi Advance, 2016). Factors that impact the environment are thus vital in being analysed. 11 Demographic factors Demographic factors of a general and specified population defined by socioeconomic characteristics such as, age, sex, education, income level, race, religion and occupation among others (Klopper & North, 2016). These factors are informative in understanding the market environment of various places or regions. According Spark Media (2016), the current market for individuals in South Africa who go on weekend getaways are predominantly Caucasian, yet the largest urban population are African, it is thus relevant in considering consumer insights specific to the aforementioned population to understand how to leverage the market. Micro environment Brand architecture Before getting into brand architecture, it is important to note that structuring a company brand portfolio involves choosing a strategy based upon a number of variables, including the business strategy, competitive tactics, market trends as well as availability of sources for growth. It is thus clear that when managing a brand portfolio, the basic strategic decision influences how to brand new offerings as well as how they will fit into and augment the existing portfolio (Aaker, 2006). The brand relationship spectrum is a key tool in deciding how to integrate new offerings or brands into existing brand portfolios. Four basic strategies are recognised when positioning various productmarket context roles, namely house of brands, branded house, endorsed-brands and sub-brands (Aaker, 2000).The brand relationship spectrum of SANParks can be said to portray the strategy of Figure 2: Brand architecture (Aaker, 2000) (SA National Parks, 2017) 12 a branded house as SANParks operates as the master or parent brand, with their nineteen parks across the country serving as sub-brands. The benefits of having the branded house structure is that the sub-brands can benefit from the overall brand awareness and leverage the success of strong sub-brands (Aaker, 2000). According to Aaker (2000), brand architecture can be defined as “an organising structure of the brand portfolio that specifies the brand roles and relationships among brands and different productmarket brand contexts”. Having clear brand architecture allows for organisations to avoid market complexity and brand confusion, and instead creates synergy, clarity and leverage. As an organisation, it is important for SANParks to clearly define and manage their brand architecture as they have multiple segments (each containing extensive portfolios), which may lead to brand confusion. In addition to this, having a well-structured architecture allows for organisations to determine how they compare to their competitors, as well as how they can leverage partnerships or operations to innovate or adapt their offering or positioning, ultimately allowing them to differentiate. Portfolio roles: ● Strategic brands: this can be defined as a brand that represents a meaningful future level of sales and profits (Aaker, 2000). The Mapangubwe Park can be classified as SANParks’ strategic brand as it is a park that borders on three countries, South Africa, Mozambique and Zimbabwe (SA National Parks, 2017). The fact that it’s a park on bordering countries is a key point to current and future tourism prospects. ● Silver bullet brand: this can be defined as a brand or sub-brand that positively influences the image of another brand (Aaker, 2000). Addo Elephant Park and Table Mountain National Park can be defined as silver bullet brands as they are situated in influential locations with positive reputations, thus boosting the overarching brands value (SA National Parks, 2017). ● Cash Cow: this can be defined as a brand which possesses a significant customer base that does not require the investment that other portfolio brands require (Aaker, 2000). SANParks cash cow is deemed to be the Kruger National Park as it is the most popular and visited park amongst the group, considered as a brand on its own (SA National Parks, 2017). 13 Aaker’s brand identity According to Aaker, “each actively managed brand needs a brand identity – a vision of how that brand should be perceived by its target audience” (2000). In saying this Aaker developed the ‘Brand Identity Planning Model’ in which the brand identity acts as a guide to inspire the brand as a whole; the model includes 3 main components, namely the ‘strategic brand analysis’, the ‘brand identity system’ and the ‘identity implementation system’. This brand identity system is made up of four perspectives - focusing on the brand as; a product, an organisation, a person, and a symbol. In addition to these four perspectives, the model also examines the brands extended identity, core identity and essence (Aaker, 2000). By establishing SANParks brand identity, it allows for the organisations’ brand strategist to create or maintain the brand associations that contribute to brand-building efforts, giving the brand ‘depth and richness’ (Aaker, 2000). Brand as a product Brand as a product is made up of 6 dimensions: 1.Product scope The offerings available to consumers consist mainly of the 19 parks located across the country. Each park offers an array of activities and facilities which make up their individual product scopes. Some of the offerings include: accommodation, hiking and running trails, outdoor family activities, guided tours, museums, safaris, conference facilities as well as education regarding indigenous fauna, flora and aquatic life. 2. Product attributes The main associations made with SANParks are to a large degree intangible, these include the idea of being proudly South African, conservation, relaxation, tranquillity, an association with wildlife and the Big 5, as well as outdoor activities. 3. Quality/value 14 The quality or value offered by the brand exists within the fact that it provides an environment in which individuals are able to connect with nature, may it be in the bushveld, desert or along the coast. The various parks offer an opportunity for individuals to escape the fast-paced city life and connect not only with nature, but their families and friends too. It is also important to note the value consumers feel when they visit one of these parks in that they become part of a bigger community in which they make a difference by contributing to environmental conservation. 4. Uses The uses of the SANParks brand is in their offering as an escape to various destinations across the country. Individuals use the brand as an opportunity to go on holidays or getaways for various reasons, such as family holidays, work conferences and educational tours among other aspects. 5.Users The current users of the brand are predominantly made up of the Caucasian market aged 45 and up. The users of the brand have built a long-term relationship with the brand as the current market has grown up with the brand forming part of their rituals. In order for the brand to maintain long-term success it is important for them to enter or appeal to new markets that make up the relevant population. 6.Country of origin The Brand is proudly South African and plays a significant role in the promotion of the country’s nature-based tourism, which is also referred to as ecotourism. Brand as an organisation Brand as an organisation is made up of 2 dimensions: 1. Organisation attributes SANParks’ strategic intent is to align their offering to society with their offering to the environment; a shared sense of responsibility and community is emphasised. 15 Vision South African National Parks connecting to society (SA National Parks, 2012). Mission To develop, manage and promote a system of national parks that represents the biodiversity and heritage assets by applying best practice, environmental justice, benefit sharing and sustainable use (SA National Parks, 2012). Aim The overall goal of SANParks strategy is based on conservation primarily, yet rests on the following four pillars; to drive the tourism economy, to enhance visitor experiences, to position South Africa as a destination of choice and to sustain good governance in the industry (SA National Parks, 2012). Values The organisation emphasises the following 11 values: • Leadership • Respect • Discipline • Scientific and service excellence • Initiative and innovation • Honesty • Transformation • Equity and justice • Environmental ethics • Transparency and open communication • Professionalism Brand as a person Brand as a person is made up of 2 dimensions: 1. Personality: 16 The brand personality can be defined as informative and caring, resembling the wisdom possessed by a grandfather figure. 2. Customer/brand relationship: The customer brand relationship is defined by a sense of mutual respect as the brand provides consumers with an authentic South African experience as well as ensures conservation of the various locations, fauna and flora. Brand as a symbol Brand as a symbol is made up of 2 dimensions: 1. Visual image and metaphors: The overarching SANParks brand is represented in their logo that is attached to their marketing efforts for each individual park. The logo takes on the form of a buck and is easily recognisable as the SANParks’ logo depicting this symbol which is associated with the environment. The logo is also green which again relates to the environmental aspect of the brand. The figure below depicts the SANParks logo. Figure 3: SANParks logo (SA National Parks, 2017) The brand carries a consistent and professional look and feel across their online platforms, having an informative and well-designed website and social media platforms. A disconnect is experienced in the brands professional look and feel in the online imagery of their individual parks pages, with each park having a separate website and social media pages that are not uniform and do not work together to ensure a cohesive and consistent brand image and language. 17 2. Brand heritage SANParks was originally established in 1926 and represents the body responsible for managing South Africa’s national parks, as well as promoting tourism (SA National Parks, 2017). SANParks currently manages nineteen parks which account for almost 6% of South Africa’s total surface area. This tourism pillar is targeted at both local and international markets through fostering strategic partnerships as well as synergistic operations with neighbouring communities for their mutual educational and socioeconomic development. Value proposition The value proposition of a company is a marketing statement that summarises why a consumer should buy the company’s product or service. The statement aims to convince current and potential customers that the product or service will add value to the customer (Mars, 2012). A company’s value proposition essentially covers three points; the product or services functional benefits, the emotional benefit of using the product or service and lastly the self-expressive benefit of using the said product and services (Mars, 2012). Functional benefits SANParks offers consumers a local getaway, authentic to the South African landscape by offering 19 holiday or conference destinations across the country. Emotional benefits SANParks offers consumers an opportunity to unwind and relax, emphasising a sense of tranquillity. Self-expressive benefits By being part of SANParks, individuals feel like they are contributing to something bigger, making them part of an environmentally responsible group. Credibility As a government entity, the brand is given a greater sense of credibility as it is implied that the organisation would act in the best interest of the country as well as the environment. An added sense 18 of credibility comes from their associations with activist groups and independent conservation initiatives. Extended identity The brand allows individuals to interact with the community associated with SANParks, making them feel as though they are a part of something bigger, and that they are making a difference in the conservation of South Africa’s natural environment. Core identity The brand is concerned with offering individuals an opportunity to connect with others and nature allowing them to share experiences. Brand Essence Experts in ecotourism Enslin’s brand contact planning Achieving an integrated brand identity is the outcome of effectively planning brand contact points. Contact points are commonly referred to as touch points, and include all the points of contact, communication or interaction between a brand and its target audience (Enslin, 2003). Integrating all these points of contact ensures that the same brand message is delivered constantly and coherently, allowing for the brand to act meaningfully, deliver its’ promise consistently, and grow into an attractive, credible and trustworthy brand (Enslin, 2003). It can be said that effective brand contact management comprises of four layers of planning and management, namely conducting a brand contact inventory, a brand contact audit, identifying an effective vehicle through which to guide and implement the brand identity, as well as designing a brand contact council (Enslin, 2003). Brand contact inventory 19 Conducting a brand contact point inventory requires identifying the many points of contact that the brand has with its target audience. This is important because each point of contact influences consumer perceptions and ultimately the brand in its entirety (Enslin, 2003). Figure 4: Planned and unplanned touchpoints (Own Source) When analysing SANParks, it is required that the mind set of outside-in thinking is taken into consideration when approaching contact planning and management; being able to engage with the bigger picture therefore using this approach can be described as customer-focused (Klopper & North, 2015, p 157). Investigating how the stakeholders come into contact with the brand and vice versa, allows the brand contact planner or strategist to establish which contact points are utilised by the stakeholder and thus incorporates the consumer aspect of the value chain (Klopper & North, 2015, p 157). Customer journey mapping (CJM) is a tool used to map out the total customer experience across all touch points identified between the customer and the organisation (Louw & Venter, 2013). The CJM is a visual representation of the journey a customer takes when interacting with the brand. Below is the typical journey a consumer currently takes with the brand with regards to finding out about the organisation via WOM. 20 Figure 5: Basic consumer journey map for SANParks (Own Source) Brand contact audit Successively an audit of all of the identified points of contact is undertaken to reveal and prioritise subjects and levels of brand contact influence. It is important to consider the touchpoints frequency of contact, impact of contact, the first and last moments of the contact as well as contact points which are differentiated from other brands in the industry (Enslin, 2003). It is necessary for SANParks to prioritise their points of contact to establish which ones play a key role in shaping perceptions and building the brand (Enslin, 2003). From the touchpoint analysis, primary research and customer journey, it is evident that the most influential points of contact are the website and word-of-mouth from patrons who have visited a SANPark (Roberts, 2017). These have been prioritised as the most influential points of contact, emphasising the importance of the website as word-of-mouth and brand-related experiences are what drives the target audiences there. 21 Figure 6: SANParks influential touchpoints (Own source) According to an article published in Forbes, “92% of consumers” are more likely to trust recommendations made by friends and family, than any other form of advertising (Whitler, 2014). Word-of-mouth (WOM) advertising is also deemed the most credible form of advertising, with opinions and perceptions from individuals bearing a lot of weight on informing brand choices (Whitler, 2014). This emphasises the reasoning to why WOM is regarded as the most influential touchpoint for SANParks. Brand ambassadors and individuals associated with SANParks such as Rangers also carry a strong influence, it is thus important to ensure these individuals are all brand champions (Thomson, 2010). Brand Champions have a strong understanding of, and emotional commitment to the brand, ensuring that the brand promise is integrated into all aspects of the business (Thomson, 2010). Contact management vehicle The third layer identifies the key contact points, and looks at developing and managing the aspects which are most influential in shaping consumer and brand perspectives (Enslin, 2003). It is evident that WOM, brand representatives and the website are some of the most influential points of contact and are as a result prioritised. Ensuring that they effectively represent the brand identity and 22 communicate the purpose is thus of great importance. The management vehicles identified to support these contact points include increased brand representatives spreading the word amongst diverse social groups, ensuring that the website is interactive allowing for a connection to be made, as well as mailboxes checked and responded to regularly to ensure leads are not lost. Implementation and contact integration According to Enslin (2003), “in the fourth layer of brand contact management, an organisation-wide brand building philosophy is created and contact management vehicles are activated to achieve brand contact integration”. It is important to ensure the brand promise is delivered at every point of contact with target audiences. According to Aaker designing and introducing a team dedicated to the planning and managing of the brand contact points results in the brand living their purpose at all points of contact, communicating a coherent brand message (Enslin, 2003). SANParks contact points need to be implemented by means of introducing employees and key stakeholders with a clear indication of what the brand stands for and the personality it takes on. If the brand is communicated consistently at each point of contact it increases the brand equity possessed by the organisation, resulting in the brand being perceived positively at all touchpoints. Design of the brand contact council Due to key contacts/touchpoints having the ability to influence consumer experiences and brand perceptions, a brand contact council that is reflective of the organisations contact-nature needs to be designed to effectively portray the company identity (Enslin, 2003). 23 Market environment It is important to conduct a market analysis before developing any strategies on how to build the brand. A market analysis allows for the business or brand to be analysed comprehensively by considering both internal and external factors that may be, or have the potential to influence or impact the organisation (Lake, 2016). This analysis helps to clearly identify the businesses capabilities, consumers and potential customers as well as the business environment. Consumer-market segments Figure 7: Consumer-market segments Current consumers According to Slabbert (2017), SANParks current consumer market is primarily made up of baby boomers (a person who was born between 1946 and 1964) and centennials (a person born between the mid-1994 and 2004). This is accredited to the fact that individuals visit the park as young families which becomes a ritual carried down into the next generations, perpetuating consumers coming back with their young families (Slabbert, 2017). During the briefing session Slabbert (2017) also noted that the market is predominantly Caucasian, which is not sustainable as African’s make up the largest portion of the emerging market. 24 The current market is thus made up of working professionals, pensioners and their respective families (aged 45+). Individuals from this segment can be characterised as being the biggest spenders within the economy as they are commonly more established and have a higher degree of spending power. SANParks current consumers are also deemed as being loyal to the brand and having a high return rate. Characteristics include: • A high degree of community involvement • Continued career development • Conscious about spending and the environment • Not as open-minded, decreased openness and conscientiousness • Value word-of-mouth and personal experience as opposed to direct marketing efforts • Set in their ways The main feeder areas of consumers are Gauteng and the Western Cape, with 75% of overall visitors being local South Africans, and 25% being foreign tourists (Slabbert, 2017). The parks currently attract consumers to the niche market that allows them to experience South Africa in a raw manner, characterised by natural fauna and flora environments and an authentic approach to activities free from technology to a large degree (Slabbert, 2017). Potential target market According to Slabbert (2017), it would be worthwhile investing in attracting or appealing to the market of young families, which are currently made up of millennials (a person born between the 1980 and the early 2000’s), while placing an emphasis on the black middle class. The largest generation in history is officially the millennials. The millennials and tweens are exactly the target market that SANParks are aiming to reach. This generation is lucky enough to have their travelling plans available to them conveniently characterised by booking trips and tours conveniently online, and having a desire to purchase and share experiences, rather than committing to long-term assets (Napier Bukhard, 2016). 25 This market is also ideal in that they want to feel as though they are a part of something bigger, thus the narrative of conservation and giving back to the planet may serve as an emotional benefit of buying into the brand (Napier Bukhard, 2016). When making mention to young black families, this is in hopes of the children within the young families perpetuating the cycle and returning with kids of their own (Slabbert, 2017). According to Slabbert (2017), the potential sub-markets that may be explored include that for fashion and design aware individuals, petrol heads that are looking to experience the full capabilities of their automobiles, adrenalin junkies and fitness buffs looking for an activity fuelled getaway, and music lovers who are keen on connecting with themselves through nature among others. The potential consumer market can further be sub-divided to include 2 main consumer personas that fall into the millennial segment. Millennials Millennials as a segment are made up of dependents (0-17), students (18-25) and young adults (2630). These individuals use multiple platforms on which to communicate simultaneously, and place a lot of value on instant gratification. They also have access to a lot of information which better informs their decisions. This generation is concerned with spending money on experiences rather than tangible products, and are less brand loyal than former generations as they are quick to change to what is trendy. It is common that millennials respond well to less traditional forms of marketing, spanning from experiential to digital. This segment values a balanced lifestyle characterised by flexible working hours, time to maintain their physical and mental health, and most importantly social lives. • Customisation and personalisation • Flexibility and convenience • Value instant gratification • Multi-taskers • Intelligence and collaboration 26 Millennials and SANParks Millennials place a high degree of value on sharing experiences by means of digital media, and have taken onto the trend of sharing their experiences in real time. This emphasises the impact and influence that social media and location based experiences have on this segment. The health trend and return to authenticity and nature also has an impact on how these consumers respond to the SANParks brand. The increased interest in fitness and health trends serves as a strong selling point, as this market is keen to partake in activity based experiences which resemble the offerings of SANParks. Due to the weakening rand, and their limited budgets, local holidays or getaways are also appealing to this market. Competitors SANParks operates within the tourism and hotel industries offering eco-inspired destination getaways to the market, thus implying that SANParks’ competitors will vary in brand offerings and specialisation. For the purposes of this analysis, the competitors were segmented into four main groups which can be seen in the table depicted below. Figure 8: Segmenting SANParks competitors (Own Source) Although the above-mentioned destinations are all viewed as competing brands, it is common that individuals who select these accommodation options still make use of other services or activities 27 offered by SANParks, such as game drives, hiking trails, or entry into the parks (Slabbert, 2017). Thus, upon analysing primary competitors it became evident that one could reduce the list to include 3 main competing brands. These key primary competitors thus include Sun International Sun hotels and resorts, the umbrella brand of private game reserves, and lastly local destination holidays such as coastal trips. ● Sun International hotels and resorts: renowned for comfort, service excellence and expressing the African warmth, the brand boasts more than 100 hotels across Africa (Tsogo Sun, 2017). The wide range of hotels and resorts are designed to cater to a wide range of needs, comprising of the budget category through to the select service and full-service range of offerings. ● Private game reserves: these are privately owned wildlife preserves which usually operate on a smaller basis than SA National Parks, yet have a similar to identical offering at competitive prices (Sterne, 2013). The experience is more personal and intimate with the space not being bombarded with cars and tourist, a sense of one-on-one interaction is achieved with rangers and the overall experience may come across as offering more value for money. ● Local destination trips: local coastal destinations are a popular option for family getaways that have also turned into rituals for family holidays that start off on family road trips stopping along the way for sights and food (Slabbert, 2017). Tourism based websites such as Shot Left promote this offering by giving individuals an option to search for such experiences, yet the recommendations made are predominantly hotel or resort based trips, being flooded with Sun International as a first option (Shot Left, 2017). 28 Perceptual map Figure 9: Perceptual map (Own Source) 29 Primary Research Figure 10: Research process (Own Source) Research designs The following research will help the SANParks achieve their research objectives by uncovering findings and insights into their respective target market. Aim The aim of the research is to understand the perceptions that millennials, young families and the African population in South Africa have of the local travel industry and South African National Parks. Problem statement South African National parks have an array of parks, 19, across the country. Different activities and facilities are available at different locations which aim to cater to a broad spectrum of customers. The aim is to make every park accessible to all South Africans and tourists who would benefit from its facilities. SANParks has the opportunity to widen its attractiveness and customer base to new markets. However, SANParks is failing to appeal to new customers and have seen a pattern of the same customers that are returning to the parks. One of the main customers targeted is the black middle class in South Africa. The vision of SANParks is to follow a growth strategy, the current problem will inhibit the goals set by SANParks. 30 Primary research questions ● Which perceptions do millennials, young families and the black middle class have towards the SANParks brand? Secondary research questions ● How can millennials and the black middle class be attracted to SANParks offerings? ● What do millennials and the black middle class expect from a vacation? ● What do millennials and the black middle class perceive as value for money? ● What are the current brand perceptions about the SANParks brand? Research Objectives ● To understand how millennials and the black middle class can be attracted to SANParks offerings. ● To identify what millennials and the black middle class expect from a vacation. ● To identify what millennials and the black middle class perceive as value for money. ● To identify what the current brand perceptions of SANParks are. Methodology This study will be done from an interpretivist perspective. An interpretivist approach to a social study or a study of people would be performed as a qualitative study. Du Plooy-Cilliers (2014) write that interpretivism was developed as a reaction to the shortcomings of positivism, stating that humans cannot be studied in the same manner as objects. Interpretivists believe that humans shouldn’t be studied in a laboratory setting simply because humans do not live and engage socially in laboratory settings in real life. This approach is appropriate for this study because the study is based on consumer perceptions towards SANParks and their opinions of what holiday experiences should be. Sample Non-probability sampling is used when it’s nearly impossible to determine who the entire population is, as well as when it is impossible to reach the entire population (Du Plooy-Cilliers et. al, 2014). It is 31 difficult to reach every target customer that falls under ‘millennial, young family and black middle class’, so it will be more viable to somewhat select who the participants of the research will be. The sample will therefore be chosen using the researcher’s judgement, which will be different to probability sampling which would give every member of the population an equal chance of being selected. Due to the lack of time to do fieldwork and analyse results, convenience sampling is best suited for this study. Snowball sampling is a method often used in qualitative research, but the results of the research cannot be generalised to the rest of the population. The survey was conducted using 232 respondents and the in depth interviews were conducted using 26 respondents Data collection method Quantitative survey: The word ‘survey’ means to inspect something carefully. A survey will be used as a tool for data collection, it will consist of a series of questions designed to answer the SANParks problem statement (Du Plooy-Cilliers et. al, 2014). Survey’s are well suited to answer questions that look to gather information based on demographics, opinions, attitudes towards brands (in this case) and levels of satisfaction. SANParks has segmented their target consumer by age and race, a survey will clarify which perceptions each segment may have about SANParks. Questions will be designed based on the research objectives identified by the researcher, aimed at finding the solution of the problem statement. This research will use a cross-sectional survey design. It is suitable for this study because it will aim to get an overall perspective of a phenomenon at one point in time, the survey will not be repeated again. The survey was created online using Google Docs, it allows the researcher to distribute a link digitally via text, social media or via email. This saves the time of having to meet with every survey participant in order to have them complete the survey. This method does not require money to create and distribute the survey, Google Docs is a free service. The only disadvantage would be if participants had cell phones or digital devices that were not compatible with the digital survey. 32 Qualitative interview: In-depth interviews are a qualitative data collection method that allows the researcher to ask questions to participants with the intention of learning more about their views and opinions about a specific phenomenon (Du Plooy-Cilliers et. al, 2014). Interviews are a form of conversations based on open-ended questions - open ended questions give the participants the ability to give full meaningful answers without restriction of words or time. The interview questions in this study were printed and given to participants to fill in. Unlike the online survey, this is a more strenuous task that requires for the researcher to find the participants one at a time. The advantage of this process is that participants can be chosen to match the target criteria, this is convenient to the researcher. Pre-testing and research data collection method The survey and in-depth interview was tested on the buddy group to ensure all questions were correct and improvements where needed could be made. Analysing and interpreting your information The data was analysed from graphs from charts on google forms and an analysis of common themes from both the in-depth interviews and surveys. Data analysis All data was analysed was analysed trough graphs and tales to find common themes Brief overview of research findings: • 76% of the African market knows about SANParks, they however did not know that there are 19 parks. There are parks all over the country. SANParks has a strong social media presence but they are not effectively pushing campaigns. Only 12% of people heard about SANParks from Social Media whereas 82% of people have it as their mostly consumed media. 48% found out about it by Word of Mouth. • 54% of people travel / go on holiday from October - December followed by 23% for July to September. The main factors influence holiday destinations is budget (35%) followed by location (34%). 33 • The African and Indian sample population have a low leisure and comfort (11%) perception of SANParks. 50% of the sample associates SANParks with wildlife and nature reserves. • A large portion of the sample travel 2 - 3 times a year; this is due to social aspects being a major consideration for individuals choosing when to go on holiday. School holidays & individuals getting leave is a major influence for when people travel. • Places with many activities are more preferred as people wish to travel with their family children. • Coastal (64%) holidays are the most preferred types of holidays. There is a slight interest in bush (12%) outings which gives potential for growth. • 80% of trips decisions are made by women. SWOT Strengths · Large inventory of accommodations (15 000 beds) and unique destinations · Varied product offerings and locations · Increased access to resources, and capabilities by being a government entity Opportunities · Online distribution channels · National marketing campaign · Conference facility offerings · Offering packaging from a reputable brand Weaknesses · Activities · Awareness · Package offerings · Competitive pricing by rivals · Property management systems vs. reservations Threats · Competitor destinations · Local competitors · Lack of market share in new markets · Market perceptions Figure 11: SWOT analysis (Own source) 34 Key findings, insights, issues and objectives Brand Awareness Finding Majority of the African market know about SANParks, they however are not familiar with their offerings, and that they have a park for every person and every season. Insights Individuals prefer familiar and known experiences as they possess a higher degree of credibility. Issue Although people know some of the parks, they are not aware of what the mother brand entails. The issue is how to communicate that the independent brands within the overarching portfolio contribute to the identity of SANParks. Objectives Communicate that the overarching brand is representative of the associations related to the 19 parks by increasing SANParks brand presence by 20% by the end of the 12-month campaign. Luxury Findings Majority of the sample African population do not associate SANParks with leisure and luxury. The perception that people have of SANParks is one of outdoors, and all of the ruggedness that comes with being in that environment. Insight When going on holiday, the African population expect to have a luxurious experience defined by luxury, as this is what they deem as value for money. 35 Issue How can we show the African population that SANParks do in fact have luxurious offerings that would meet their expectations? Objective To communicate that SANParks offers a luxurious and leisurely experience by showcasing that their range of offerings extends beyond wildlife associated activities by the end of the 12-month campaign. Travel Preferences Finding A large portion of the African population prefer travelling to locations that have social and physical activities on offer as they enjoy travelling to family-friendly destinations. Insights Individuals see value in travelling with family and friends as it allows for bonds to be formed and memories to be made. Issue How can SANParks create brand awareness that communicates the vast range of activities on offer in their brand portfolio? Objectives To increase the number of individuals visiting SANParks by encouraging them to share their experiences across digital platforms to inform and influence the travel decisions of others. 36 Preferred locations Findings More than half of the sample population prefer coastal destinations when going on holiday. Insight Consumers associate coastal destinations with relaxation and tranquillity. Beach holidays are thus popular holiday destinations as individuals are looking to take a break-away from their fast-paced realities. Issue How can SANParks communicate that they offer relaxing holiday destinations in coastal and inland areas? Objective To communicate that individuals don't need to go far to have a break from reality with their 19 parks located across the country Decision Drivers Findings Most travel decisions are made by female figures in households. Insights Females are trusted to make sound travel decisions as they are known to take all aspects into consideration. Issue How can SANParks appeal to and communicate with the female decision drivers in each household? 37 Objective To make marketing efforts appealing to the female population by communicating that there are different parks for different people. Travel Trends Findings Majority of the sample population prefer to travel between the months of October and December with budget and location being the main influencing factors. Insights Individual's travel during months that are characterised by collective holidays and good weather. Issue: How can SANParks be associated with being a competitive holiday destination for every season? Objective To have an increase in domestic overnight visitors to the parks by informing consumers that SANParks is a competitive holiday destination. 38 Strategy Strategic direction Corporate level strategies are vital in internal expansion, reaching new markets with existing products or services, buying other business as well as forward integration (Louw & Venter, 2013). In order for SANParks to outperform their competitors and achieve their strategic objectives, it is important to implement strategies on a corporate level. SANParks can employ a growth and positioning strategy as their reasons for strategy include improving the organisations competitive advantage, tapping into new markets, and encouraging increased profitability and performance (Louw & Venter, 2013). SANParks adopts an organic growth strategy based on market development as they are interested in exploring new markets with the aim of meeting needs with current products and services (Louw & Venter, 2013). Appealing to young families and millennials, emphasising the African race as they are the biggest market segment. Strategy objectives • Communicate the brand to change current perceptions • Increase brand awareness through repositioning. • Tapping into new markets with existing offerings through organic growth. Positioning statement To families that embrace what it means to be South African, who are always looking for the next big thing, the next adventure and the next memory to be made. SANParks offers you the ultimate travel experience, showcasing 19 of South Africa’s most spectacular hidden gems. 39 Target market and audience Campaign Target audience Marketing will be aimed at appealing to all consumers within the South African market. The efforts will be aimed at creating a sense of inclusivity by communicating something that everyone is interested in. The campaigns should retain the current market, and appeal to the untapped market which is characterised as mainly being made up of black consumers within the middle-class. The audience will include • tweens • millennials • young adults • families Campaign Target market The primary target market is made up of young black middle-class families. Consumer persona and journeys The Brown family: current consumer Peter and Cheryl met in the 70’s in the Western Cape, had children young and spent most of their lives working hard to provide for them. Their careers required them to relocate to Gauteng as business prospects were optimistic, Peter worked as a farmer and Cheryl as a teacher. Cheryl loves going to the shops and socialising, where Peter is more of a stay at home and watch rugby kind of guy. Although they have spent a large deal of Figure 12: The Brown family (Own source) their lives loyal to their jobs they understood the value in spending time with family, making memories and have made a point to go on regular local family holidays with their kids, Mike and Carla in their Land Rover. Now that the Mike and Carla have finished off their studies at the University of Pretoria, and Peter 40 and Cheryl are retired, they have a lot more time to do couple things. They love making trips back to the Cape, re-exploring spaces that were special to them, and finding new places that they hold dear. The kids enjoy convenience and a balanced lifestyle, making quick flights and time to meet up with their parents when they have a moment, but also enjoy going on trips with their friends to create their own memories, recently having come back from a trip to Bali. The Sishi family Wandi and Bongi Sishi met when they were in high school, holidaying in Durban. Wandi was from Durban, spending a day at the beach with his friends, and Bongi from Pretoria was at the beach with her family. Bongi was out enjoying the sea when she was stung by a blue bottle when Wandi ran over to help her. Fast forward a few years and they’re both living and working in Cape Town with 2 Figure 13: The Sishi family (Own source) children, Tibo and Thandi. Bongi and Wandi have decided to go on a family holiday to relieve every one of their own personal stress and take a chance to reconnect with each other as well as nature; with the kids being teenagers now, they aren’t as interested in spending an entire 2 weeks with their family only, and are thus each allowed to take a friend with. The family decides to go to the Augrabies Falls National Park as it is jam packed with outdoor activities allowing for the kids to be entertained and in nature, and downtime, rest and relaxation for themselves. This was a great holiday for all, moments were captured, shared and stored, and everyone had a great time. With a new term starting, this was the break that the whole family needed. The Ndlovu family Neo and Ntombi met at the University of the Free state where they were both studying law, they enjoyed spending time in the outdoors to take a break from the university stress and participated in nature-based activities regularly. Neo proposed to Ntombi on a hike in the Golden Gate Park. Since then they have Figure 14: The Ndlovu family (Own source) gotten married, bought new family and environmentally-friendly 41 cars (VW Passat and VW Tiguan) and have a baby boy, Thando. Although they enjoy going out with their married friends, they still enjoy spending time with their single friends, and in their downtime, enjoy relaxing and connecting with their families, as well as socialising with their friends. Ntombi has a personal lifestyle blog where she posts about her fashion and health tips, drawing inspiration from her family and their activities. The family were planning on going on an overseas holiday, but with the current state of the Rand they opted for a local trip away in which they could experience luxury as well as a bunch of activities to keep them all entertained. With the help of one of the mothers from Thando’s school, they are currently planning a family road trip in their Tiguan down to the Western Cape, to experience all the wonders the land has to offer and meet up with old university friends Stakeholders Figure 15: Stakeholder engagement map (Own source) (Glover, 2014) The Stakeholder engagement map organises the stakeholders according to low to high interest, and from low to high power. By mapping out the stakeholder according to their degree of interest, we can determine the stakeholders with the most influence in the campaign and the ones that are the most important to please and target in the campaign (Glover, 2014). The most important stakeholders are the ones with high interest and power, for SANParks this is the CEO, directors, management and partnerships. the least important stakeholders are the ones with low interest and low power such as developers and contractors to SANParks. 42 Concept development Figure 16: Design thinking process (Dam & Siang, 2017) The following design thinking process was used in the ideation of our concepts. (Dam & Siang, 2017) we used this to help form our big idea or concept by ideating and brainstorming. Empathise We started the design thinking process by developing a deep understanding of SANParks by having a full comprehension of the brief, and doing research on the brand. Define When then defined the problem that needs to be solved, by looking at the problems identified in the brief and the research. Ideate: We then begun to brainstorm solutions to the problem, see below the 6 concepts we thought of. We ended up choosing only one of the solutions that we prototyped. We ideated using a story board Figure 17: Design thinking (Own Source) 43 Concept one: More Room No leg room, no bag space, your car is cramped, your apartment is stuffy, and it feels like there’s a thousand tabs open in your brain. Everybody obviously needs more room. We know that people want more space, more luxury, more comfort and more room to breathe. More Room implies better value for money and more luxury, and provides a sense of escape from the cramped urban world, figuratively and literally. Concept two: Say Cheese! Little bit to the left Sarah, John you're blocking your little brother, okay perfect, keep it there, now everybody SAY CHEESE! SAY CHEESE is all about creating special moments with loved ones in the now, taking pictures to share as a throwback and having future memories to be nostalgic about. Traveling isn’t just about reaching your destination, but creating extraordinary memories on the way. SAY CHEESE is a universally loved saying, and it appeals to a very large audience. Concept three: Where to? Where to (your targets (bro sis ma love) 0r the different locations) Let’s go on an adventure, where to? I’m stressed, I need a holiday, where to? I want to go away with the fam’, where to? The ‘Where To’ campaign emphasises the almost limitless getaway options SANParks has to offer. It creates a feeling of impulsiveness, connection with nature and self and nothing holding you down. Anything can happen, and in a society where we easily fall into routines, the prospect of the unknown sets us free. 44 Concept four: a small piece of paper Statement Can a small piece of paper recall moments that stir the soul and represent the things that you hold dearest? THIS ONE CAN. Messaging Don't let nature become just a part of history. A small piece of paper embodies the idea of more than a ticket for entry into a park, it captures the moments and memories made on a holiday with friends or family. this small piece of paper serves as a ticket to get more out of your holiday, to see more and to feel more. SANParks knows the moments that will be shared and experiences that will be remembered on your visit to their parks, they also know how to make that memory special by giving you something to remember time spent by. Elaborated South Africa's National Parks offer more than a holiday, relaxation or activities, they offer the opportunity to connect. Concept five: back to basics Statement Finding authenticity by experiencing real moments in real life; back to where it began. Messaging Take a moment to let your mind escape by immersing yourself in an environment for relaxation, really, rather than scrolling through images that have captured tranquil images. A return to seeing things first hand, living for yourself, living FOR REAL. 45 Elaborated With the increase in demands, deadlines and stresses of the technologically fuelled hustle and bustle of the city life, it is sometimes necessary to get back to experiencing life for what it really is, and taking a moment to breath in and change your reality. SANParks offers individuals an opportunity to return to authenticity to take a break, relax your mind and reconnect with what is really important in life, friends, family and your soul. don’t know “this ad is REAL. Your experience with nature could be too.” Experience the REAL THING. Concept six: the best kept secret Statement Finding a holiday destination that resembles a place or moment specially made for you is a lot like discovering a hidden gem, personal to your story. Messaging Some of the most special places, moments and memories are kept secret, preserved and stored away. Spots only the locals know, flavours only families and tradition know … keeping these things hidden adds to what makes them special and intriguing, it makes them worth so much more because they resonate on a deeper level than commercialised moments, places or memories - they’re different because they foster authenticity. With over 90 years of experience, SANParks knows exactly what makes South Africa so special, and takes you to places only they know! Elaborated South Africa's best kept secret lies in SANParks 19 hidden gems that inherently encapsulate the breath-taking beauty that is unique to South Africa, the moment you enter the park is the moment the memories either begin, or come back to you. Nestled in and amidst the South African landscapes lies one of South Africa's "best kept secrets," embodying the intrinsic beauty of the fauna and flora of the natural environment which can often be forgotten in and amongst the disarray and bewilderment of the urban jungle. Consumers in 46 themselves want to be the pioneer in discovering the next big thing, going beyond ordinary parameters into unchartered territory. SANParks 19 parks located across South Africa are the hidden gems that make up South Africa's "best kept secret." SANParks is inspiring individuals to seek out the exhilarating and breath-taking experiences that South Africa's best kept secret holds. 47 Chosen concept: the best kept secret Purpose To communicate that the brand gives you more than a wildlife experience by offering you an opportunity to visit the most well-preserved and authentic spots Target Market The main target market consists of South African families living in urban areas, this demographic consists mainly of black middle-class individuals aged between 26 and 55 Context This concept will be portrayed by means of installations in malls and airports to reach families, and social media and television commercials to reach individuals within families by means of online and digital advertising. Techniques used to appeal to target market One of the techniques used to appeal to families as a target audience are that the installations enhance the consumer’s existing experience rather than try take them out of what they’re doing to interact with the brand. When families are out and about they are often busy with more than one thing, accommodating all individuals, and are either carrying lots of bags or trolleys that will require them to use elevators in public spaces. the campaign thus meets consumers where they are, rather than trying to get them to interact with the brand in a manner that is ‘out of their way’. 48 Executions Key messaging: discover your oasis Print media executions Scratch cards Explanation The scratch cards consist of a simple fold out design. The front of the design is essentially two closed doors that the consumer will unfold open to reveal the scratch area. Essentially enabling the consumer to discover a hidden gem that is unique to them. The consumer will be provided with a small SANParks token that they can make use of to scratch away the foil area to reveal their unique QR code. The consumer will have to make use of a QR scanner that is compatible with their mobile devices to scan their code. Once they have scanned the QR code it will take them to a mobile page, which will reveal their “prize.” The prizes will range from discounts on bookings to free holidays at the lesser-visited parks thus driving overnight stays in these specific parks. These discounts and free stays however will be run within periods of the year where the accommodation is usually vacant so that SANParks will not lose any income. Individuals love the thrill of getting a discount and this is a fun way to make an experience out of it for the consumer. These scratch cards will be a direct call to action for consumers as they will be driven to retain their prize and book their stays. This will be a good way to encourage consumers first time visits to the five parks that SANParks is wanting to drive. Representation These scratch cards will be handed out from a SANParks branded stall that will be setup at the annual Travel Expo, which is held at the Coca Cola Dome. The Scratch cards will also be handed out at the SA Open. Brand representatives will hand out the scratch cards and will be able to engage with the consumer at a personal level. A certain amount of excitement will be generated throughout the expo with everyone discovering where their next hidden gem is. 49 Visual Folded scratch card Figure 18: Front of scratch card (Own source) Figure 19: Back of scratch card (Own source) Unfolded scratch card Figure 21: Outside the scratch card (Own source) Figure 20: Inside the scratch card (Own source) 50 Figure 22: QR link (Own source) Magazines Explanation The magazine advertisement will be placed in Women and Home Magazine, ELLE Magazine, Cosmopolitan Magazine and Sawubona SAA In-flight Magazine. The magazine advert will allow the reader to discover SANParks, by pulling a tab on the advert which has an image of a door to open an image from one of the parks. This will continue the message of discovery and the hidden gems that SANParks has to offer. Representation The advertisement will be represented in a magazine, where advert of a door becomes functional where a ‘pull me’ tab opens up to another page of the advert of a SANParks park Visuals Figure 23: Magazine advertisement (Own source) 51 Figure 24: Magazine advertisement pull page (Own source) Passports Explanation Individuals will receive their very own SANParks passport for free. Their SANParks passport will be stamped at each individual park once they have paid their entrance fee. Each stamp will be unique to each park, thus making the stamps collectable items. This passport will act as a memento that will cultivate and encapsulate all the consumer’s BEST SANParks memories. This is something that the consumer can keep and build onto with each trip. It is an execution that will be timeless. These passports will also be handed out at both the Travel Expo and the SA Open. The passports will serve as a loyalty initiative, where a person gets five stamps on their passport, their 6th holiday is free to one of the 19 parks chosen for them Representation The SANParks passport will be the exact size of an actual South African Passport and will be executed in the SANParks corporate colours. 52 Travel expo and SA open Explanation SANParks will hire a store at the SA open that is over four days in January and at the Travel Expo that is in February, the stall will be a platform for the print media, where the scratch cards and passports will be handed out. This platform will allow SANParks to engage and interact with consumers already looking for a holiday through a hired stall and bringing awareness to the stall from the SA Open stall. Representation The stall will be branded in the SANParks visuals, and will be supplemented with SANParks passports and scratch cards that will be handed out at the events. Visuals Figure 30: Stall execution (Own source) Online media executions Social media paid advertising Facebook Explanation Consumers love content that is visually stimulating, thus video advertisements will be placed on Facebook to promote the 19 different SANParks destinations. 54 Representation The video ads will be 15 seconds long so that the consumer does not get bored with the content. There will be different coloured doors made up of different designs that once the consumer opens the videos these doors will open up revealing the beautiful landscapes that are nestled in and amongst the 19 different SANParks destinations. This will spark a sense of curiosity with each different destination, as individuals will be sharing the destinations that they have uncovered with their friends, and will be looking to see which other destinations they can discover. Thus, driving consumers to feel the desire to go and experience these views in real life. Visuals Figure 31: Facebook execution (Own source) Instagram Explanation An Instagram advertisement will be place in consumer’s timelines who enjoy traveling or looking at travel related content. The ad will be engaging so that the consumer does not merely skip over the ad. The caption will be “Discover your hidden gem.” Instructions will be clearly stated at the bottom of the post so that consumers are aware of what they are engaging with. 55 Representation A GIF will be looped so that it automatically plays when the consumer scrolls onto it. The GIF will be made up of picturesque pictures of each of SANParks 19 locations. The consumer will need to double tap and “heart” the GIF for the loop to stop. The image that the GIF stops on will be the consumer’s own hidden gem. Therefore, acting as a fun way of people randomly selecting their next travel destination. The GIF will be randomized and the images will change at a high speed thus making each consumer’s outcome unique to them. Visuals Figure 32: Instagram execution (Own source) Installations/activations SANParks simulation in lifts and passages Explanation Often time’s young families go into shopping malls to do their grocery shopping. The husband is often tired of being at the shops, the children are usually complaining or nagging the mother for something. By the end of the shop everyone is feeling overwhelmed. This is where the installations 56 will tie in with the theme of discovering “the best kept secret.” There will be lifts and passages that the consumer can walk into and experience a brief moment of relaxation from the busy over stimulation of their daily lives. The installations will be an audio-visual experience, thus stimulating the consumer’s senses. The visuals will be videos of the different SANParks destinations with matching audio to provide an overall relaxing experience for the consumer to step into. Representation These installations will only be providing the consumer with a brief taste of what it is that they can experience if they visit SANParks. Thus, encouraging them to go and book their next holiday at one of the 19 SANParks. The reason for the installations being in lifts and passages is so that the consumer does not have to go out of their way to partake in the installation, it is convenient for them and is something that will not be intrusive or invading on the consumer. Visuals Figure 33: Outside the elevator (Own source) 57 Figure 34: Inside the elevator (Own source) Figure 35: Passageway executions (Own source) 58 Media plan summary Below is a summary of the media plan according to the media type, media channels and media vehicles. Figure 36: Media plan (Own source) Magazine Magazine statistics Women and Home Magazine This magazine was chosen as it directly targets the household decision makers within the middleclass consumer category, with 87% of their readers falling into the LSM 7 to 10 group (Women and Home, 2017). They have a monthly readership of 360 000, with 90% of the readers being female (Women and Home, 2017). In addition to this, 62% of their total readers are of the African race (Women and Home, 2017). It would thus be beneficial to advertise in this magazine as it targets the consumers that the campaigns efforts are targeted towards, which will increase brand awareness and recall regarding the campaign. 59 ELLE Magazine The typical Elle reader can be defined as “intelligent, professional, driven and stylish…. she’s the young, modern South African woman” (Elle, 2017). The Elle reader is thus the market that the campaign is targeting with 75% of the readers being reflective of the changing demographics of South Africans. Due to the fact that the campaign is targeting individuals from Gauteng, Cape Town and Kwa-Zulu Natal, it is beneficial that 43% of the readers live in Gauteng” (Elle, 2017). This magazine would be beneficial to advertise in as it targets the young and middle-aged, trendy and influential consumer. Although the campaign is not reliant on having consumers influence others, studies have shown that word-of-mouth is a reputable and trusted source of information that individuals respect. Cosmopolitan Magazine With approximately 40% of the readers being married, and the readership being 174 000, a large amount of families will be reached by advertising in this magazine (Cosmopolitan, 2017). 60% of the consumers reached are African, thus directly reaching a large majority of the campaigns targeted market (Cosmopolitan, 2017). Advertising in the Cosmopolitan will be advantageous to carrying out awareness regarding the campaign and brand as it will reach a large portion of the desired target market and increase brand awareness. Sawubona SAA In-flight Magazine Sawubona is South African Airways in-flight magazine, is directed at the leisure and business travel market and caters to a diverse local, continental and international readership (Sawubona, N.D). Sawubona has a monthly readership of 720 000, with a monthly print run of 90 000 reaching individuals that fall into the LSM 8 to 10 group, with 90% of them being aged 30 and over, thus reaching our ideal target market effectively (Sawubona, N.D). We believe that reaching consumers at the in-flight as well as at the airport with the campaigns installations will effectively reach the desired target market. 60 Communication strategies Internal communications strategy Figure 37: Internal communications strategy (Own source) Explanation The internal communication strategy starts off with from the SANParks headquarters or the individual parks, here a communication message is coded, such as ‘The best kept secret’ with an underlying message of discover your oasis. This message is communicated through the following channels: • activations: these activations will be similar to the activations in the external campaign in order to link the communication strategies and get the employees more involved and create a better understanding. • The internal videos, will be created to motivate, encourage and inform employees about ‘The best kept secret’ campaign • The competitions will be used as a way of encouraging the employees to get involved and motivated about the campaign. The channels will communicate the campaigns message to the employees of the park, this will create a nature of change in the organisations dynamics so that the organisations culture, climate and dynamics are better suited to the campaign and values. 61 External communications strategy Figure 38: External communications strategy (Own source) Explanation The external communication starts off with SANParks who will ten code the communication message of the best kept secret with the underlying message of discover your oasis. This message will be communicated through the following communication platforms: • Advertising o Print o Online • Events and experiences o Installations and activations o Travel expo These communication platforms will target the middle class young families with the communication message to bring a call to action in the target market., such as: • Traffic to social media and websites • Encourage sales • Create awareness 62 Rollout plan The rollout plan will be over a 12-month time period beginning at the start of 2018 in January and ending in December 2018. Figure 39: Rollout plan (Own source) Print Scratch cards: the scratch cards will be running in February in conjunction with the Travel Expo and in January during the SA Open where they will be handed out at the stall. Print passports: these will run during the SA Open in January and the Travel Expo in February Online: the online media will run conjunction with the travel Expo and the instillations/activations where it will be used to add exposure to those events, hence the online engagement will run for most of the year with just a break in March, April and December so as the consumer does not feel ambushed by SANParks marketing activities. Magazine: the magazine advertisements will be pulsing throughout the year as people book their holidays at different times of the year, therefore having the advertisements spaced out will allow SANParks to reach people at the different times of the year when they are making their holiday decisions. Such as the advertisements will run in January, February, May and July. We choose July 63 to run the commercials as August is a popular moth for people to book their holidays for the following year. Installations/activations: These installations/activations will run during June, July and August as these are the months straight before people will be booking their December holidays. These installations and activations will be running in malls and airports, however, not simultaneously over the three months at all destinations. Metrics Below is a summary of the marketing metrics used for the campaign. Figure 40: Metrics (Own source) 64 Budgets The budget given by SANParks is between 2 and 5 million Rand. The Protea Budget The Protea Budget is within SANParks budget, refer to appendix F for the Protea Budget The protea Budget Summary Print Media Total Costs R14 080,00 0,36% Airport Total Costs R-,00 71,66% Experiential Total Costs R897 600,00 22,73% Social Media Total Costs R100 800,00 2,55% Expo R106 412,00 2,70% Contingency R434 301,00 11,00% GRAND TOTAL R-,00 Figure 41:The Protea Budget (Own source) Figure 42: The Protea Budget pie chart (Own source) 65 The Big 5 Budget Refer to appendix G for the detailed big 5 budgets, this budget is slightly over budget. The Big 5 Budget Summary Print Media Total Costs R-,00 18,80% Airport Total Costs R-,00 51,83% Experiential Total Costs R897 600,00 16,44% Social Media Total Costs R100 800,00 1,85% Expo Costs R106 412,00 1,95% Contingency R540 974,72 9,91% GRAND TOTAL R-,72 Figure 43: The Big five Budget (Own source) Figure 44: The big 5 budget pie chart (Own source) 66 Understanding of the brief CliffCentral is an online content hub that taps into mobile and internet usage in order to stream infotainment. They pride themselves on being uncensored and unscripted. The Millennial Zeitgeist 2017 or #Mz17 is an upcoming documentary and podcast series broadcasted by CliffCentral. The series will showcase young, influential millennials speaking on topics such as Purpose, Love, Fame, Success, Happiness and The Internet. The main objective of the brief is to create a campaign advertising #Mz17. It should make use of 360 degree integration across platforms, speak to young people and be international. Some key objectives are to trends on Twitter in South Africa for 2 to 3 hours and to trend globally when launched. The brand also wants to be shared extensively on Facebook and in the sphere of podcasts, they wish to reach over 12 500. Video should get over 20 000 views. There must be a notable presence on Instagram and Snapchat. Generate R2 million in PR exposure. Key words used during the briefing were: millennial, international, connectivity, influencer, inspirational and digital. 13 | P a g e Research Introduction to CliffCentral Launched in 2014 in Johannesburg South Africa, CliffCentral is at the forefront of the future of radio. Their focus is on internet and mobile radio as well as podcasts. The brand describes themselves as content producers rather than broadcasters. They air every weekday between 09:00 and 16:00. Topics such as celebrities, politics, technology and love are spoken about by well-known personalities such as Gareth Cliff and Arye Kellman. Ordinary people and young, up and coming people are also featured on the show. Significance of study To clarify what kind of trends fall under the millennial target audience in order to create an effective campaign that resonates with the brand and consumer. Research Question What inspires millennials? Secondary Questions What challenges millennials? How do millennials see themselves inspiring other people? Are millennials interacting with the CliffCentral brand? What social media platforms are millennials using? Does the target audience engage with podcasts or are they at least aware of the medium? 14 | P a g e Research Aim To try and identify what sort of people inspire millennials. To identify how aware the target audience is of CliffCentral. To identify how willing the consumer is to engage with the platform and produced content. To identify how active the consumer is with engaging with trending topics on social media. To find out if millennials find themselves or other young people inspiring or influential. To explore what broadcasters millennials are currently consuming. Research Objectives To obtain a greater understanding of what role inspirational people play in millennials lives and how they view themselves as being influential. To gage an understanding of peoples willingness to interact with CliffCentral and its produced content. To explore frequency of podcast content consumption. To identify what problems millennials are currently facing. Delimitation We did not do any research aimed at identifying what content CliffCentral should cover as the themes were specified in the brief and new content for the show does not need to be created. Our research focuses on the type of people who inspire millennials. 15 | P a g e Research Design We made use of a mixed method approach as to avoid the limitations of one or the other approach and to gain both an in-depth understanding of results and to have quantifiable results as well. We made use of exploratory research as this better suited the problem CliffCentral is facing as it is one that does not necessarily have an answer and needed to be explored and investigated. Sampling Techniques A convenience sample was used as the main non-probability sampling method. Purposive sampling was also used as, where the judgment of the researchers was needed to deduce the importance of the collected research. Interviews were conducted in Johannesburg and Pretoria via Facebook, Twitter, Whatsapp, phone calls, on Tuks campus, Vega Pretoria campus, at Irene mall, outside a church and in a variety of different locations. Data Collection Method The aim of an interview is to have a meaningful and focussed conversation between two or more people (Kahn & Cannel, 1957). The data collected was qualitative research. The interviewer has a set of questions that must be asked. The order of the questions vary at times, depending on the flow of the discussion. All surveys were completed by individuals that reside in urban areas in either Pretoria or Johannesburg, South Africa. The questions were semi-structured and open-ended. The interviewees were all between the ages on 18 and 35 (the millennial bracket). The theme for the interview was “inspiration”. Online questionnaires created on SurveyMonkey were used as a low cost per respondent way of collecting the data needed. The respondents were able to give more honest and open answers as no 16 | P a g e interviewer is involved (Kotler, 2008). The elimination of an interviewer also leads to less bias. The questionnaires provided both quantitative and qualitative data. 68 online surveys were completed. All respondents had to be between the ages of 18 and 35. The theme for the questionnaire was “inspiration.” The aim was to collect data that explored millennials perceptions on inspiration and the CliffCentral brand. Short questions were asked and recorded via Snapchat and cell phone video recorders to engage with millennial participants in a fun and innovative way. Data Analysis Content analysis was used to study the captured data in an objective manner. Open coding was used to identify key concepts and categories within the data. An example of this is how interviewees constantly speak about recurring topics. Research Challenges Time limitations as we only had one weekend to conduct research. Reach because of the time limitations we could only reach a small sample size. Uninterested potential participants. Participants who do not take it seriously. 17 | P a g e Primary Research Findings Findings: Out of the millennial age group which is considered to be between 18-34, The majority of respondents were in the younger half of the millennials Regular people were the most mentioned as inspiring people with influential people in second and celebrities in third. Respondents responses indicated that they felt their mind-set was an inspirational factor above all else. A lot of respondents indicated that actions are also a really important inspirational factor. Peoples talents and gifts were mentioned a lot less. 53 out of the 68 respondents actively listened to radio The number of people who listen to podcasts is not very high. However, the majority of respondents at least know what a podcast is, and quite a few of them have at some point engaged with podcasts. The vast majority of respondents have access to the internet either at home or at work. Their access to internet may be at work, meaning they may have limited or restricted access or opportunity. Majority of the respondents at least know what CliffCentral is. Not many of them are actually listeners. All the big social media platforms had a lot of responses. Twitters responses were less than both Facebook and Instagram Individually, regular Joe’s were considered more inspiring than celebrities/influential people However, majority of people thought that both groups could be as inspiring as the other The urban or sub-urban based radio stations had the most mentions There was a lot of variety in the radio stations mentioned 90% of respondents used Instagram but only 64% engaged with explore The majority of participants were in the younger half of the millennial group. 18 | P a g e Millennials feel technology is one of the biggest challenges that face them today. Finding happiness is also a big challenge millennials face The economic environment came out as the third largest challenge believed to be facing millennials with worries of not finding work and being unprepared being some issues Celebrities figures were the most mentioned inspirational people in the personal interviews with influential people come in a close second and regular people behind that From the celebrities, the majority were actors or musicians who make an effort to influence people or better the world in some way Majority of respondents tend to associate what they consider as inspiration with a state of mind they possess in terms of what they believe in and their work ethic Majority of respondents want to find their drive for success as a factor for others to be inspired by Some of the respondents do not know how they inspire people and are not aware if they do inspire people. Majority of respondents tend to think that outlook on life, despite their circumstance, is an inspirational factor. Out of the sample size, majority of people knew about CliffCentral but a very small amount actually listened to it Of the people who knew about CliffCentral, more than 90% of them did not listen to it The fact that it was online was a prominent reason that people didn’t listen to it They either didn’t know where to find it or they did not want to listen to it because it was online, meaning it has to be streamed and that is difficult in the car and expensive if you do not have Wi-Fi as data costs are high The vast majority of respondents believed that anyone can be inspiring Many participants believed that people who have a message to share and have something to offer, sharing your voice can be inspirational to someone 19 | P a g e It was expressed that even people who are cruel or selfish can be inspiring in that they remind other people what they are fighting for or what they do not want to be like Experiences that people have been through can make them inspiring Some of the participants who said not everyone can be inspiring expressed that people who just sit around are not inspiring The majority of our sample group favours behaviours and characteristics in terms of what they think makes someone inspiring People’s actions is also a prominent theme in what makes people inspiring People who express an interest in other people’s lives were seen as aspiring Podcasts are not that popular in South Africa Less than half the respondents listen to podcasts It was expressed that if it was done in an interesting way they would be interested. Avoiding the normal documentary style to rather make it more fun and exciting could help to build interest. Concerns were expressed about the topics being spoken about by young, inspirational people as there may be more knowledgeable professionals on the topics who could speak to each topic better. Regardless of how relatable the younger speakers are. In contrast, opinions were expressed showing that age is not a factor, as long as the speakers had experienced what they were speaking about and were knowledgeable on the topic, age wouldn’t be an issue. Some participants felt that these sort of talks are always cheesy and very cliché and said they would not watch them because these were going to be the same. Some would rather have it be presented in a news format, and not necessarily trying to influence but rather updating us on those topics regarding what’s happening around us. Generally, the majority said they would listen to them as they feel it could be relatable and they felt it was a step in the right direction in encouraging and inspiring this generation. 20 | P a g e Key findings People who are more willing to give advice and offer something are seen as inspirational Podcasts are an untouched medium in SA Access to podcasts is a problem in SA Free Wi-Fi could help Hard facts and honesty is wanted A unique way of presenting and talking about the topics should be explored. The people speaking about the topics should be relatable and use their own experience and knowledge to go about conversing on each issue. Speakers should demonstrate why they are believable and trustworthy so to show the consumers that what they’re saying holds some weight. All our respondents were normal people, meaning that the results show that normal people do not think that their talents or gifts are inspiring. Most of the respondents believed that their mind-sets or their actions inspire people. The awareness of podcasts was high in the millennial group, meaning that the possibility of attracting people to listen to podcasts will be easier as they are at least aware of them. Podcasts are ideal as they can be stopped and started at the listener’s leisure. Podcasts can be downloaded at work and taken home if there is no internet access at home. Awareness is quite high amongst millennials meaning that they can possibly be harnessed in to listening to CliffCentral through igniting their interest Celebrities and influential people started out as being regular Joe’s, so regular Joe’s could become celebrities/influential people They could possibly do this through being inspiring 21 | P a g e Urban or sub-urban radio stations could have had more mentions as a result of the fact that questionnaires were conducted on Facebook and off the accounts of people who live in these sorts of areas Majority of our respondents saw influential people as the most inspiring followed quite closely by regular Joes A persons actions were considered a point of inspiration for respondents – A lot of respondents are aware of what podcasts are. Majority of respondents use Facebook followed by Instagram and then twitter Majority of respondent found that the technology was the biggest influence for the state of mind of millennials followed by happiness and purpose. Majority of respondents believes that anyone can be inspiring, behaviours and characteristics were mentioned inspirational factors along with expressing interest in other people’s lives. Majority of our respondents said that age was not an issue Respondents found that some of the topics were cheesy and cliché Secondary research findings Characteristics of millennials Multi-gendered Constantly looking for purpose Believe they can change the world (Eash, 2015) Grown up with internet and smartphones (tech savvy) Millennials tend to prefer access over ownership. This can be seen in the way they consume music. They are exercising more, eating healthier and smoking less. (Goldman Sachs, 2016) Love to travel Eat good food and loves to share it Follows liberal politics Very philanthropic (Smith, 2014) 22 | P a g e Macro environmental analysis PESTLE PESTLE is a macro environmental analysis of the political, economic, socio-cultural, technological, environmental, legal changes in your business environment. This allows you to understand the “big picture” and gives you a competitive advantage in the industry you are in. (Mind tools 2014) Political Political involvement in South African radio is largely based around government and private censorship of the Internet. The privately owned ISPs (internet service providers) are being challenged to the importance of their role in censoring the Internet. The only issue is that the government has tried restricting the Internet the same way they have tried with traditional media. This means that most of the time they won't have the technical capacity to regulate. This is why the ISPs were tasked to regulate the Internet where the government were unable to enforce control. (Kamaldien. 2012) The ISPs self-regulate through their own policies. Users cannot make representations before content is taken down. You are also not allowed to appeal after the content has been taken down. The ISP can never be liable of wrongful take down of content. They take down and ask questions later. Due to private censorship is worse than government censorship because they don't have public participation processes. The terms regarding removing content are too broad regarding their restrictions of speech. For instance, one ISP said it would prohibit websites from publishing content that is too embarrassing. (Kamaldien. 2012) 23 | P a g e Economic The economic stance of South Africa effects many aspects of cliff central. Economic factors include all the determinants of an economy and its condition. The economic stance of South Africa effects many aspects of CliffCentral. Economic factors include all the determinants of an economy and its condition. Fluctuations in the South African currency may cause a problem in the country when it comes to internet access as people would not be inclined to purchase access internet. Customers levels to disposal income rising or falling, and consumers consider costs before trying new avenues Employment rate might affect CliffCentral because it affects the amount of disposal income consumers have and their access to the internet or devices with internet access. Globalization may affect the operations of CliffCentral as South Africa is still transition from analogue to digital and this may cause an issue with the brand. Sociocultural Language Historical background Discrimination Violence and sexual violence Poverty Generational attitudes towards online/internet activity CliffCentral was launched May 2014. It took the risky leap from traditional terrestrial radio to the future of the internet and mobile. CliffCentral is still a growing platform which has redefined the norms that people are accustomed to in South Africa. South Africa is still a developing country and things such as the radio are still hugely successful and important to the everyday lives of people, this is due the gradual growth in South Africa which is still largely hit by poverty stricken areas. 24 | P a g e CliffCentral has successfully brought in diversity in the brand that very much represents what and how South Africa is, they have done this by targeting and producing content for the diverse cultures, influences and lifestyle of South Africans. They’ve done this by including a range of conversations that include sport, finance, legal, beauty, fashion, astronomy, celebrity gossip, technology, gaming, youth panels, education, entrepreneurship, health and fitness, love and relationships, social media, inspirational stories, television, movies, lifestyle related topics. (CliffCentral.com, 2015) Technology Technology is vital for competitive advantage and is the main driving force behind globalization. Technology provides efficiency and thus cheaper costs in terms of production of goods and services. The prices to date in South Africa could be a prohibiting factor for the lower LSM groups. Streaming online, whether it’s video or audio can be very heavy on internet data. The availability of Wi-Fi and Fibre rollout to improve on internet speeds does suggest and encourage the direction societies are moving towards, podcasts. The improvement on PC technology (processing power) and software (and tutorial online) has made UGC easier. Now everyone can be a star. Due to the direction our society has been moving in, we have been exposed to many products. We are no longer easily persuaded by names, we are constantly learning, as consumers we want to interact. And we are no longer taking things at face value but want to and need to understand them. Environmental The environmental factors include all those that influence or are determined by the surrounding environment. This aspect is crucial for certain industries particularly for example tourism, farming, agriculture, etc. But factors of a business environmental analysis include but are not limited to climate, weather, geographical location, global changes in climate and environmental offsets. (Pestleanalysis, n.d) 25 | P a g e CliffCentral is involved in a market that is constantly changing, whether it’s beliefs, constant learning and experiences. Their market could easily change in a matter of seconds whether it's caused by political conflicts, racial tension or various trends that are occurring. CliffCentral is an online platform and won’t necessarily be affected by weather and climate change, unless it’s the topic of discussion. The way in which the environment in which they are in affects them, is by social changes and situational factors that determine circumstances day to day for their consumers, which happens in their environment. That is why it is important for them to constantly stay in check with the consumers and what influences, and affects their everyday lives. Legal ICASA (Independent Communications Authority of South Africa) is the regulator for South Africa’s communications and broadcasting sector and so, governs the space in which CliffCentral operates. The laws and regulations laid out under ICASA and the acts they govern need to be closely analysed by CliffCentral to ensure that they abide by them (ICASA. n/d). South Africa has two classes of radio licenses. Class A and class B. Each class has specific requirements and examinations are required for both of them. CliffCentral needs to adhere to these and ensure that employees have the relevant licenses (SARL. 2014) CliffCentral also needs to adhere to the regulations regarding music rights, relating to SAMRO (South African Music Rights Organisation) (SAMRO, n.d) Demographic factors applicable Marital status- The shows content and topics discussed or that podcasts are based on can be influenced by the martial statuses of their listeners as different statuses will want to hear different content or may be against certain content. (Kokemuller. 2016) 26 | P a g e Race- (Kokemuller. 2016) with South Africa’s controversial past, racial tensions and issues surrounding race have the potential to effect any broadcaster as content could then become considered racially insensitive. Income- (Kokemuller. 2016) Income levels in South Africa are a factor that could have a large influence on a public broadcaster as some mediums of broadcasting may be out of large groups of people financial reach. Life Cycle Stage- (Examstutor, n.d) Where people are in their lives influence what their interests are and what they engage with and support. Micro environment Micro environment refers to the environment that is in direct contact with the business or organisation and it can affect the routine activities of the business right away. The elements of the micro environmental factors are: suppliers, employees, customers, competitors & shareholders (BusinessDictionary, n.d). The following analysis has been applied to CliffCentral. Customers CliffCentral strives to attract and sustain consumers. CliffCentral prioritizes their production towards quality and durability, which meets consumers’ needs. In every organisation, there needs to be a focus on customers as they are the central part of the business and will determine how the organization progresses. The organisations marketing plan should focus on attracting and retaining customer by meeting their wants and needs. Cliff Centrals target audience is the general public who have access to internet as they provide podcasts on sport, finance, legal, politics, fashion and etc. 27 | P a g e Employees Having staff with relevant experience and skill is vital to the success of the organisation. Employing staff is one of the most vital issues an organization has to do. You need to be able to employ staff with the relevant skills and experience. Training and development plays a major role in having a competitive advantage. CliffCentral has one of the most well-known broadcasting DJs, personalities and experts. It also gives a platform to ordinary people who would never get to showcase their talents and stories. Suppliers CliffCentral strives to maintain a concrete and healthy relationship with suppliers to ensure the smooth supply of raw material to enable stable production. CliffCentrals suppliers are the back bone of their operations because they receive a lot of favors from their suppliers. A strong relationship with supplies will stop their competitors from stealing their consumers. Poor quality products and services given to CliffCentral by the suppliers could reflect badly on CliffCentrals brand perception which could lose their viewership. Competitors The market competition refers to those who sell matching or similar products and the way the competitors sell need to be taken into account. The broadcasting space in South Africa is an industry that is growing rapidly and has lots of potential. CliffCentral is innovating in this space, however, they need to be 28 | P a g e aware of competitors that may challenge them or find new ways to improve and grow their own brand. CliffCentral is in competition with many of the FM radio stations in the country, who dominate the air waves as the style of shows CliffCentral does is a new area in South Africa and has not been exposed to large portions of the country. International podcasts and documentaries that are made available online are also potential competitors as the internet makes these available to South Africans who may be searching for certain content. Podcasting being a new area in South Africa, means that freelances and other broadcasters could start doing them as to try be some of the first in the market. These could be competitors for CliffCentral. Shareholders The shareholders in any company are also an important consideration as their support is crucial to the brand and its success. Shareholders financial investment and support drive brands and are often the only reasons they can start. Because CliffCentral is still a new company, the shareholders support is still vital as the early years of a company’s existence are difficult times and need unconditional support. The back of CliffCentral’s shareholders can also aid them in new ventures and campaign that are ideated and introduced in an effort to grow or expand the brand. Shareholders need to be assure that their return on investments are going to be worthwhile and they need to be informed of the use of their investment. SWOT Analysis SWOT analysis is an analysis of a business’s strengths, weaknesses, opportunities and threats. Strengths and weaknesses are usually internal to the organisation and the opportunities and threats are usually external to the organisation. It is important 29 | P a g e for a business to do a SWOT analysis so that they can know which areas to exploit (opportunities) and which areas where there might possible threats (Mindtools. 2015). Strengths These are the internal attributes and means that support positive and successful outcomes of a brand Available on the internet Podcasts- easier to find the content you’d like to listen to as a consumer whereas usual FM radio is filled with noise/clutter: such as advertising, news, weather, sponsorship, traffic updates, and often interviews with people who do not meet the consumer’s interests Moving away from traditional media Incorporate and make use of social media Highlight connectedness of the world Creative Gareth Cliff as a brand (the name makes it easier to start a new station), he is well known and has a specific personality, he already had a following Influential people Saw gap in the market Brings local to international No restrictions Weaknesses These are internal attributes and means that they oppose positive and successful outcomes of a brand 30 | P a g e Initial reach (have to get people to know it through word of mouth) Accessibility (radio versus internet) Different medium Young business May be too niche Language barriers in South Africa Lose some locality Opportunities What opportunities can be identified that are most like opened up through the strengths of your organisation and could give you a competitive advantage. No limits to ideas of teaching material with podcasts. Podcasting allows flexibility to users as to when and where they would like to listen. Podcasting doesn't limit the amount of times you can go through material. Threats Threats are what obstacles you encounter or could encounter and would hinder the progress and perception of your brand. Could our weaknesses affect our brand? Network problems around the country could affect the amount people who make use of the platform. The prices for Internet data and consumption rate of data. And failure to understand the market and environment could affect the organisation's growth 31 | P a g e Prioritised SWOT Gareth Cliff (strength) Gareth Cliff brings a well-known aspect to the brand. He is a brand already, having shared his personality on 5FM and built up his brand. Arye Kellman (strength) Arye’s #Kellman20 campaign and his show every afternoon on CliffCentral have grown awareness for him and has made people aware of his name and work. #Kellman20’s success means people will be watching anything with his name attached to it and he is running #Mz17. Podcast (strength) It is possible for the consumer to pick which content they wish to listen to, and how much time and data they spend on it Accessibility (weakness) Many South Africans do not have access to the internet. Initial reach (weakness) Transitioning people who listen to FM radio to listening to online radio is difficult as people associate streaming on the internet with being expensive. No limit to amount of material (opportunity) CliffCentral is new and uncensored - opening up previously undiscussed topics Flexibility (opportunity) The internet has opened many doors for the radio industry, it does not fall under the same censorship rules as FM radio, and there are podcasts which can be listened to at any time (not just live shows) Data usage (threat) 32 | P a g e Data is expensive (in South Africa Wi-Fi is not as advanced and freely available as some overseas countries) Unemployment rate (threat) Employment rate amongst millennials might have an effect on the #Mz17 campaign as it affects the amount of disposable income millennials will have and thus their access to the internet or devices with internet access. Failure to understand the market and environment (threat) Misunderstanding the South African radio market can have huge ramifications, especially when introducing new ideas such as online radio. Perceptual Maps Porter’s Five Forces This analytic tool is used as a way of understanding where power lies in a business situation. The theory is that five forces aid in understanding the strength of the 33 | P a g e organization’s positioning in the market and the strength of the position that the organization is trying to move into within the market (Mindtools. 2015). The application of these five forces to CliffCentral’s current position in the market, allows for an analysis of current position and potential future position of CliffCentral. 1. Supplier power: This is an assessment of how easy it is for their suppliers to drive up the price of the service, this is not particularly relevant considering CliffCentral as they do not so much have suppliers but rather sources of content (people who offer content for radio shows, and so on) 2. Buyer Power: This is an assessment of how easy it is for consumers to drive the prices of the product/service down. For CliffCentral, consumers can easily switch between listening to different online radio stations and/or FM Radio. So, if the consumers do not like the content then they can simply stop listening and tuning into CliffCentral, in this sense the consumer is, ultimately, king. 3. Competitive Rivalry: This is an assessment of the number and capability of competitors- without differentiation, a brand may face reduced market attractiveness. This is a potential high threat for CliffCentral. The competitiveness in the online radio industry is rapidly increasing due to no barriers to entry. Also, companies like Apple, Google and Amazon have online radio projects in the works, threatening less profitable companies that already exist. Although, the differentiation of CliffCentral as an uncensored online radio station has found a gap in the South African market, but it has also opened the market for more radio stations to move to an online platform. 4. Threat of Substitution: This is whereby close substitute products/services exist in the market. This is currently low threat for CliffCentral. Internet Radio remains cheaper than satellite radio, but more expensive than FM. FM Radio remains a strong substitution due to it being free and the technology widely available. 34 | P a g e 5. Threat of New Entry: This is whereby profitable markets attract new entrants, this effects the profitability of the existing brands in the market as they may offer new and differentiated ideas. Competitiveness in the online radio industry is rapidly increasing due to no barriers to entry. Start-up costs are relatively low and can be done in a short space of time. The technology is also freely available. Key Finding and Insights Our insights were written as statements as if being said by a millennial. Key findings: Insights: Majority of respondents stated that they Data is expensive, therefor I get my find it difficult to access podcasts. news and gossip from my friends. Majority of respondents want the Speak to me in a language I speakers to be knowledgeable, unique understand, I have more substance and have substance than the older generation thinks. Majority of respondents expressed that I believe I can change my world, my their mind-set and actions are what they generation is my generation. Things are believe to be most inspiring. done differently now. Research showed that 91% of I use Facebook because it is the easiest respondents use Facebook as their platform for me to connect to ANYONE, primary social media platform. I don’t have to sign up or anything anymore, I just sign in with Facebook. Research shows that millennials believe I have the potential to create popular that average citizens have the potential icons out of regular people I find to become celebrities or influential inspiring and relatable. people Research suggests that technology I’m constantly comparing myself to impacts how millennials see and people I see online, It makes me feel interact with the world. like I need to improve, like all the time. 35 | P a g e Research showed that FM radio has a I already have so much choice, and I larger following than online can turn on my car or stereo and radio broadcasters is just there. Research showed that the Uncensored, I listen to radio online because however Unscripted, Unradio ethos is a big I feel, whatever mood, I can listen to differentiator from CliffCentral’s whatever I want to match that. I want to competition see myself reflected in what I listen to. I like being in control. Research brought to light that To me, being inspiring isn’t about saying millennials do not like content the same stuff other people have said, considered to be cheesy or cliché, or that’s considered to be inspiring. Tell topics that are overdone and want me something new, something google authentic and innovative presentation doesn’t know. methods. Research supports that purpose and I don’t know what I’m really meant to do happiness has become more difficult to with my life, with all these options I identify and obtain shouldn’t fail. Because of this, not achieving my dreams, is my biggest fear. I’m afraid to disappoint. Key brand issues How can CliffCentral convert the people who are just aware of the brand into active listeners, and supporters of #Mz17? How can CliffCentral change the perception of millennials, by millennials, today? How can we create adequate awareness for the #Mz17 campaign on social media? How can we ensure that the content engages and interests the consumer? How can CliffCentral change the perception of internet radio as compared to FM radio in the South African market? 36 | P a g e How can CliffCentral ensure that millennials are aware that they can choose the content they engage with on CliffCentral? Communication Objectives To increase awareness for the #Mz17 campaign with an international and local millennial generation by January 2017. To communicate CliffCentral as a provider of authentic and engaging podcast content to an international millennial generation, by December 2016, as to attract interest before the roll out of #Mz17. To clarify the ease of access to CliffCentral and podcast content with any potential listeners interested in the lifestyle of broadcaster CliffCentral by December 2016. 37 | P a g e Target Market 1. Sasha Demographic Segmentation Age: 18 Gender: Female Race: Coloured Religion: Christian Language: English and Afrikaans Employment: Student Geographic Segmentation Lives in Melville, Johannesburg. Psychographic Segmentation Interests and background: Loves to learn new things (DIY tutorials), eats with purpose and documents it, lives as green a lifestyle as possible (recycles). Favourite song: Beyonce – Flawless (Sasha considers herself a part of the ‘Beyhive’ Beyonce fan base.) Pressing issue/challenge: Relationship with technology (such as instant gratification and suffering from FOMO) Inspired by: She sees her mom as a strong and powerful role model. Inspirational characteristic: Believes anyone can change the world Technological Usage Social Media: Facebook Twitter Instagram 38 | P a g e Snapchat Pinterest Podcast usage: Sasha binge consumes CliffCentral. 2. Nix Age: 22 Gender: Non-binary Race: White Religion: Atheist Language: English Employment: Blogger and Writer Geographic Segmentation Lives in Killarney, Johannesburg. Psychographic Segmentation Interests and background: TedTalks, liberal politics, travel. Favourite song: Kanye West – BLKKK SKKKN HEAD (Kanye is their guilty pleasure) Pressing issue/challenge: Happiness and purpose Inspired by: Athlete, Simone Biles Inspirational characteristic: Tries to live as authentically as possible and has strong beliefs. Technological Usage Social Media: Facebook Twitter 39 | P a g e Instagram Podcast usage: Enjoys podcasts on a variety of topics as long as they have substance. 3. Michael Age: 25 Gender: Male Race: Black Religion: Agnostic Language: English and Swati Employment: Graphic Designer Geographic Segmentation Lives in Pinelands, Cape Town. Psychographic Segmentation Interests and background: Gym, soccer and series. Favourite song: Nine Inch Nails – Down In It Pressing issue/challenge: Stable employment and economic situation Inspired by: Steve Jobs (loves all things Apple) Inspirational characteristic: Strong work ethic Technological Usage Social Media: Facebook Twitter Instagram LinkedIn 40 | P a g e Podcast usage: Doesn’t listen but other people in the office do, therefore he is considering it. Customer Journey CliffCentral Framework To the young, unrestricted listener, CliffCentral is the digital future, streaming content to you, because only CliffCentral entertains, informs and connects by giving you the power to influence and choose. 41 | P a g e Stakeholders Stakeholder engagement 42 | P a g e 43 | P a g e 44 | P a g e Stakeholder Grid External Sponsorships JoziHub JoziHub is a fertile environment and community for early stage technology entrepreneurs and small businesses. It is a co-creation and collaboration space dedicated to fostering entrepreneurship, innovation, growth, learning and collaboration through the power of technology. JoziHub’s vision is to be one of South Africa’s leading sustainable technology and social business incubators to support 45 | P a g e people, products and services that could have a deep and sustainable impact in South Africa. JoziHub is a great brand that CliffCentral can go into partnership or look at for sponsorship because JoziHub offers a space for upcoming young entrepreneurs, with facilities that will assist them with their start-ups. JoziHub helps young entrepreneurs with Incubation Programmes that will help fast track their business ideas as well as offer workshops, talks and learning sessions that will help improve on their skills. (JoziHub, n.d.) Samsung Samsung follows a simple business philosophy: to devote its talent and technology to creating superior products and services that contribute to a better global society. To achieve this, Samsung sets a high value on its people and technologies. One of Samsung’s goals and company objectives is to contribute to society. CliffCentral could do well with Samsung being a sponsor because they are dedicated to improving the use of technology and applying it empower youth around the world. Samsung is also a very willing brand to sponsor events and campaigns that would help them push out a new product to the market and use incentives to communicate with the target audience. 46 | P a g e Concept How to even [Human] Concept Statement It is characteristic for millennials to not quite know what they want to do with their lives, yet everyone has an opinion. How to even human is an ironic ‘how to’ guide that looks at very real, funny and exaggerated moments that millennials face daily. Message We are an opinionated generation that asks a lot of questions and is looking for some sort of direction, yet we hate being told what to do and what to think, and that’s okay. We’re all a bit lost and silly. Video Videos focusing on “human” fails. Guide show audience what not to do. How to even [Fame]? YouTuber that tries to break the world record for number of mini marshmallows in their mouth then chokes and goes viral. How to even [Love]? You take a selfie with your crush in the background to send to your friend. Your crush notices. How to even [Purpose]? Hike up mountain and a bird attacks you. How to even [Success]? Get mugged after catching a rare Pokémon. 47 | P a g e How to even [Happiness]? Asks girl on date. Accepts and asks if she can bring her boyfriend. How to even [The internet]? Person accidently shares a dolphin porn post to their Facebook page. (PAID) SEO: Buy words such as love, fame and success, and mimic the Google “Did you mean” suggestion. E.g. “Did you mean: love v. |*#@?!| #Mz17 #thatslove” (FREE) Instagram: Navigate through life - how not to human. (Game created using multiple Instagram accounts and tagging) (FREE) Snapchat: Ask people to snap and share their human fails. (FREE) Speaker announcement Gifs: 1. Speaker emoji line-up 2. All speakers/ all topics 3. Emoji Gif (FREE) Link on Facebook and Twitter to Gif generator on CliffCentral website. 48 | P a g e Metrics Market Share represents the percentage of an industry that is earned by a particular company over a specified time period. This metric is used to give a general idea of the size of a company in relation to its market and its competitors. Relative Market Share is method of measuring market share. A company will measure its own market share and compare it with that of its competitors to determine relative market share. Changes in relative market share indicate that a company is gaining or falling behind a competitor. Brand penetration measures brand acceptance within the population a set geographical territory. Page Views P/Day represent the level of interaction a campaign has generated, and is an important measure for companies who want to advertise on the platform. New sessions Is a metric found in google analytics which measures how many people visited your site are new and how many people who visit your social media pages are new. This will help measure how many of CliffCentral interactions are new and how many of them are new customers. 49 | P a g e Twitter Hashtag Analysis Twitter Hashtag Analysis measures the level of interaction between the brand and consumer on the specific social media. This metric can help figure if you effectively reached your campaign objectives with the Mz17 campaign. The promotional lift percentage is the incremental increase in awareness over baseline awareness Retention rate The amount of customers that return to cliff central and engage with the content on their pages. This is important to know if this campaign worked and if you are retaining more of a millennial fan base through the campaign. 50 | P a g e Budget “Student” Budget Agency fee (flat rate) SEO R1 500 Google Adwords R6 000 Agency fee (flat rate) R18 000 Contingency at 12% of budget R900 Contingency at 12% of budget 51 | P a g e “Blesser” Budget Agency fee (flat rate) SEO R1 500 Google Adwords R24 000 Agency fee (flat rate) R18 000 Contingency at 12% of budget R3 060 Contingency at 12% of budget 52 | P a g e MARKETING PLAN Introduction The Franschhoek Wine Tram hop-on hop-off tour has become a remarkably popular tourist attraction and iconic brand in not only the Franschhoek region but in Cape Town itself, and it is arguably the most recognisable and successful private wine tourism initiative in the world. Passengers aboard the hop-on hop-off tour experience the Franschhoek Valley’s picturesque vineyards, breathtaking scenery, warm hospitality, world-class cuisine, fine wines and a 300 year history as they journey through rolling vineyards in a double-decker tram and open-air tram-bus that stop at some of South Africa’s oldest and most distinguished wine estates. The tracks upon which the tram runs were originally built in 1904 to serve as an alternative to ox drawn carts for farmers wanting to get their produce to market. The newly constructed double-decker trams are modeled after the Blackpool Corporation Tramways Double Deck Balcony Tramcar of circa 1923. The almost five-meter tall trams give passengers a unique and unparalleled vantage point from which to survey and experience the local countryside, and vintage-looking bus and tractor-hauled trailers take guests on tours of nearly two-dozen wineries in the valley. Over the past five years the Franschhoek Wine Tram has grown its offering from a short rail journey in a 32-seater open sided tram visiting just 2 wine estates in the Franschhoek Village, to a service that today spans the entire Franschhoek Wine Route, visiting 22 wine estates, with the opportunity to spend between half an hour to an hour on the almost 5-metre tall 80-seater double deck railway trams. The Franschhoek Wine Tram is a tremendous asset to the Franschhoek Valley community through direct job creation related to the Wine Tram operation as well as the substantial indirect economic effects experienced by the 22 participating wine estates and the Franschhoek Valley tourism sector as a whole. I am extremely grateful to have been given the opportunity to work on such a distinguished brand and will do my utmost best to add value to your business. Objectives ● ● ● ● ● ● ● ● ● ● ● ● Communicate and inform consumers of Franschhoek Wine Trams’ extensive brand offerings Establish a strong social media presence on Facebook, Instagram and Twitter Manage and maintain Franschhoek Wine Trams’ online reputation (reviews and ratings) Communicate and inform consumers regarding facilities and activities Change the misconception that the brand is exclusively associated with tourism, and that it can also be a weekend activity for locals Communicate the comfort and convenience of using the Franschhoek Wine Tram to explore the region Associate the brand with extraordinary experiences Appeal to and interact with a larger audience (middle-class consumers, young families and millennials) Utilise the benefits of leveraging partnerships to increase brand awareness Retain existing market Create and share aspirational content online and on social media that express remarkable experiences to attract consumers who are chasing the trend of buying experiences not products Brand Communication and Messaging ● ● ● ● ● ● ● Explore marketing channels that will appeal to the desired target market Create brand awareness of the offerings amongst the local community while still appealing to the tourism market Communicate by using image-consciousness Create access to more product information Inform consumers about the diversity of activities Connecting with millennials and tweens Have a target growth of 20% within a year of the campaign launch Industry Trends Overview The tourism industry is an extremely competitive industry, this attributed to the ever-changing needs of tourists. Despite the constant change in tourist behaviour and the weakening of the world economies and in turn consumer spending power, the tourism industry has shown significant growth over recent decades. Travel itself is now cheaper and easier. And wine is almost always produced in beautiful places like South Africa to which you’d want to go anyway. Positive media coverage and internationally recognised wine awards have generated interest and investment in the evolving local wine industry which has helped the wine tourism in the the Western Cape grow by 16% in the past year alone! Tailor-made wine tours was key to growing the industry, allowing tourists to immerse themselves in authentic experiences. This trend is further supported by the growing interest in unique activities like food and wine pairings (68%), cellar tours (54%), meeting the winemaker (51%) and food- and wine-tasting events (49%). (Wine & Food Tourism study, Wesgro in partnership with Explore Sideways) Other reasons for increased interest in wine tourism are due to shifts in societal values and interests. In many countries, there is an increased interest in environmental issues, which has created growth in agri and eco-tourism industries that involve vineyards. Globally there is a growing interest in dining and cooking, which is reflected in the rise in restaurant revenues as well as the number of TV cooking shows. Referred to as a trend towards becoming a "café society" - this is the concept that people want to enjoy life more through the culinary arts and taking time to enjoy conversation with friends and family over a meal. Wine is a natural part of this trend, and therefore helps to explain not only the growth in wine tourism but the growth in wine consumption. Experiential spending has come up as a prominent trend in most industries, yet is influential within the tourism industry as consumers are drawn to places in which they can enjoy unique experiences; consumers respond to imagery that has an emotional or visually pleasing narrative as consumers aspire to achieving things that they can share on social media. An increase in intergenerational expeditions plays on the fact that although families want to get away and spend time together, they don’t get the opportunity to spend time together. Experiences that offer facilities and activities for all family members in a convenient manner regarding travel and location is regarded as ideal. The move to mobile devices and away from PC emphasises the value consumers place on mobile friendly sites and apps as they are defined by convenience. Consumers that fall into the millennial age group have a need to be social as well as share their experiences in real time, so offering tools that make sharing these experiences online easier is thus essential as millennial consumers place a high regard to remaining connected. Target Market Tourists, working professionals & pensioners The current market is made up of tourists, working professionals, pensioners and their respective families (aged 30+) both locally and from abroad. Individuals from this segment can be characterised as being the biggest spenders within the economy as they are commonly more established and have a higher degree of spending power. Characteristics include: ● ● ● ● ● ● A high degree of community involvement Continued career development Conscious about spending and the environment Not as open-minded, decreased openness and conscientiousness Value word-of-mouth and personal experience as opposed to direct marketing efforts Set in their ways Millennials Millennials as a segment are made up of dependents (0-17), students (18-25) and young adults (26- 30). These individuals use multiple platforms on which to communicate simultaneously, and place a lot of value on instant gratification. They also have access to a lot of information which better informs their decisions. This generation is concerned with spending money on experiences rather than tangible products, and are less brand loyal than former generations as they are quick to change to what is trendy. It is common that millennials respond well to less traditional forms of marketing, spanning from experiential to digital. This segment values a balanced lifestyle characterised by flexible working hours, time to maintain their physical and mental health, and most importantly social lives. The largest generation in history is officially the millennials. The millennials and tweens are an important target market that Franschhoek Wine Tram should aim to reach. This generation is lucky enough to have their travelling plans available to them conveniently characterised by booking trips and tours conveniently online, and having a desire to purchase and share experiences, rather than committing to long-term assets. ● ● ● ● ● Customisation and personalisation Flexibility and convenience Value instant gratification Multi-taskers Intelligence and collaboration Figure 1: Consumer-Market Segments The Motivations of a Wine Tourist All of these motivations can be used to gain insight into the minds of consumers and leveraged in marketing campaigns to attract various segments of consumers-. To taste wine, to gain wine knowledge, to experience the wine setting, (e.g. meet the winemaker; tour cellars & vineyards), to be in a outdoor setting (beauty of vineyards; learn about farming, agri-tourism), to match food and wine - culinary tourism, to have fun (wine festivals and events), to enjoy wine culture (romance and elegance), to appreciate the architecture and art, to learn about the "green" aspects and eco-tourism, and to enjoy the health aspects of wine. Brand Contact Inventory Conducting a brand contact point inventory requires identifying the many points of contact that the brand has with its target audience. This is important because each point of contact influences consumer perceptions and ultimately the brand in its entirety. When analysing Franschhoek Wine Tram, it is required that the mind set of outside-in thinking is taken when approaching contact planning and management; being able to engage with the bigger picture. This approach assures that all actions are customer-focused. Figure 2: Planned and unplanned touchpoints Customer journey mapping ​(CJM) is a tool used to map out the total customer experience across all touch points identified between the customer and the organisation. The CJM is a visual representation of the journey a customer takes when interacting with the brand. Below is the typical journey a consumer currently takes with Franschhoek Wine Trams with regards to finding out about the organisation and booking a tour. Figure 3: Consumer Journey Brand Contact Audit Successively an audit of all of the identified points of contact is undertaken to reveal and prioritise subjects and levels of brand contact influence. It is important to consider the touchpoints frequency of contact, impact of contact, the first and last moments of the contact as well as contact points which are differentiated from other brands in the industry. It is necessary for Franschhoek Wine Tram to prioritise the points of contact to establish which ones play a key role in shaping perceptions and building the brand. From the touchpoint analysis, it is evident that the most influential points of contact are the website, online ratings and reviews and word-of-mouth from patrons who have experienced the Franschhoek Wine Tram. These have been prioritised as the most influential points of contact, emphasising the fact that the website, online reviews and word-of-mouth are currently what drives the target audiences there. Figure 4: Franschhoek Wine Tram influential touchpoints According to Forbes, 92% of consumers are more likely to trust recommendations made by friends and family, than any other form of advertising. Word-of-mouth (WOM) advertising is also deemed the most credible form of advertising, with opinions and perceptions from individuals bearing a lot of weight on informing brand choices. This emphasises the reasoning to why WOM is regarded as one of the most influential touchpoints for Franschhoek Wine Tram. Online ratings and review sites like TripAdvisor are very influential when it comes to attracting the tourist segment as they rely heavily on the information on these sites to plan their trips. Online search results and articles (such as Googling “Best Franschhoek Activities”) also play a role in how tourists plan their trips. It is very important to continually monitor these reviews and ratings and update the articles to current information and pricing. Social Media is essential for general brand awareness, engaging with local consumers and tourists and to receive valuable feedback on their experiences. Social media is cost-effective, targeted and is a great way to foster brand loyalty and top of mind awareness. Brand ambassadors and individuals associated with Franschhoek Wine Tram such as ticket sales agents, tram drivers and tour guides also carry a strong influence, it is thus important to ensure these individuals are all brand champions. Brand Champions have a strong understanding of, and emotional commitment to the brand, ensuring that the brand promise is integrated into all aspects of the business. Marketing Strategy Positioning Statement For locals and tourists seeking an exciting activity, Franschhoek Wine Tram will provide an authentic, convenient and affordable way to travel between wine farms and experience the Franschhoek Valley. The Franschhoek Wine Tram is a popular tourist attraction and iconic brand in not only the Franschhoek region but in Cape Town itself, and it is arguably the most recognisable and successful private wine tourism initiative in the world. Social Media, Content Marketing & Online Reputation Management Social Media ★ Create and post aspirational content online and on main social media platforms (Facebook, Instagram & Twitter) that showcase the remarkable experiences on the Franschhoek Wine Tram tour to attract consumers who are chasing the trend of buying experiences not products ★ Influencer Marketing Approach Influencers and offer them a free Wine Tram experience in exchange for creating and posting content At its most basic, Influencer Marketing is like a hybrid of old and new marketing tools, taking the idea of the celebrity endorsement and placing it into a modern day content-driven marketing campaign. The main difference is that the results of the campaign are usually collaborations between brands and influencers. ★ Run weekly Like, Tag & Share competitions as well as polls ★ The #WineTram hashtag has over 9000 photos uploaded by users and this content can be reposted to showcase positive customer experiences Online Reputation Management ★ Manage ratings and reviews on sites like TripAdvisor ★ Work alongside the General Manager to manage customer complaints & implement customer suggestions ★ Online search results and articles (such as Googling “Best Franschhoek Activities”) play a huge role in how tourists plan their trips. It is very important to continually monitor these reviews and ratings and update the articles to current information and pricing Website ★ A popular trend is the use of gradients in design, and it’s something simple we can do to give the Franschhoek Wine Tram website a fresh, updated look Blogs ★ Write engaging articles about the various activities available at the different wine farms on the route, as well as informative pieces that tourists enjoy reading before their trip. (Some article ideas: The Do’s and Don’ts of Wine Tasting - Your Guide to Visiting Wineries, Best Instagram Opportunities On The Franschhoek Wine Tram Route, Top 10 Interesting Dishes in Franschhoek, How To Survive A Day Of Wine Tasting) E-Mail Marketing ★ Every Wednesday before pay day & the Wednesday after pay day with competitions (Win a Franschhoek Wine Tram Experience, Win a Dinner for two at Cosecha Noble Hill) Figure 6: Franschhoek Wine Tram Mailer Outdoor Activations ★ Brand Activations at University of Cape Town, Stellenbosch University, Vega Cape Town and other varsities to attract students ★ Brand Activations at tourists hotspots like The V&A Waterfront and on City Sightseeing Tours ★ Attend Travel Expo’s hosted in Cape Town like the Cape Holiday Show, the World Travel Market, and the International Luxury Travel Market Africa (ILTM Africa) ★ Attend music events and distribute targeted marketing material Print Media ★ Ensure visible posters and brochures at all City Sightseeing Tour meeting points ★ Collaborate with a Tourist Shop inside Cape Town International Airport and distribute flyers/brochures to tourists ★ Get listed for free or place ads in all Cape Town tourism brochures ★ Partner with hotels and backpackers and supply them with marketing material PR Activities ★ Invite travel bloggers and journalists to come experience the tour and create and share content for us ★ Send out press releases and new content to the press on a monthly basis Experiental Marketing ★ Collaborate with wine farms to co-host special events scheduled throughout the year to attract visitors to the region. Traditional events include harvest parties; food and wine celebrations, such as chocolate and wine around Valentine's Day; barrel tasting; grape stomping; release parties, and music and wine festivals. ★ Host Instameets (a group of Instagrammers meeting up to take photos and videos together) and tie prominent Influencers to the event for extra credibility ★ Consider creating The Franschhoek Wine Tram Music Festival and host it at one of the wine farms Camera Gear For the purpose of content creation, I recommend that Franschhoek Wine Tram invests in the following camera gear: ➔ ➔ ➔ ➔ Sony A7 II SLR or Panasonic LX100 2 Lenses Tripod & Camera Backpack GoPro Hero 5 or GoPro Hero 7