City of Greater Dandenong
Tourism Strategy & Action
Plan 2014-2018
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
1
MAYOR’S FOREWARD
The City of Greater Dandenong, through this Tourism Strategy, is
implementing a range of actions to ensure our community shares
in the economic, social and cultural benefits delivered by
Victoria’s $19 billion tourism industry.
We are committed to building our partnership with local tourism
operators, restaurants, cultural destinations, shopping precincts
and the broader community to further grow our vital tourism
sector.
Together we can continue to strengthen Greater Dandenong as a
key destination that makes the most of our vibrant, multicultural
community.
While we may not boast some traditional tourist drawcards – like
a coastline, mountains or proximity to the CBD – we are rich in
exotic cultures, diverse cuisines and unique shopping precincts.
This strategy aims to leverage these strengths to raise awareness
of our vibrant multicultural community, attract new visitors and
increase visitor expenditure.
It covers a broad range of visitor experiences – from local
residents hosting across-town visitors, through to business
travellers, interstate tourists and international students.
Council can play a key role in boosting and promoting local
tourism and this strategy sets out our ongoing commitment to
further develop the local tourism industry.
We look forward to further developing and showcasing the
incredible food, festivals, culture and shopping available right
here in our own backyard.
Jim Memeti
Greater Dandenong Mayor
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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WEAKNESSES, OPPORTUNITIES & CHALLENGES ......................... 15
CONTENTS
TERMS USED IN THIS STRATEGY ..................................................... 4
INTRODUCTION ................................................................................ 6
CONTEXT ........................................................................................... 6
PLANNING APPROACH ..................................................................... 6
OUR TOURISM REGION .................................................................... 7
COUNCIL’S ROLE IN BUILDING OUR DESTINATION ....................... 8
OUR PARTNERS ................................................................................ 9
OUR MISSION.................................................................................. 11
OUR GUIDING PILLARS................................................................... 12
OUR VISITORS ................................................................................. 13
OUR STRENGTHS & ASSETS ........................................................... 14
TRENDS & INFLUENCES .................................................................. 17
OUR TARGET MARKETS.................................................................. 19
VISITING FRIENDS & RELATIVES (VFR) ...................................... 19
LIFESTYLE LEADERS .................................................................... 19
WHAT OUR TARGET MARKETS SAY ABOUT US ............................ 20
WHAT SUCCESS LOOKS LIKE IN 2018............................................. 23
KEY DIRECTIONS – PHASES & AREAS OF fOCUS........................... 24
IMPROVING OUR IMAGE ........................................................ 24
GETTING READY FOR VISITORS.............................................. 24
RAISING AWARENESS............................................................. 24
PLANNING FOR THE NEXT PHASE.......................................... 24
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
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TERMS USED IN THIS STRATEGY
A tourist (in accordance with the United Nations World Tourism
Organization) is defined as someone who is away from home for less than
one year continuously, for the purposes of leisure (including holiday and
visiting friends and/or relatives), business, education, employment or other
personal reason, other than to be employed by a resident entity in the
country or place visited.
International Overnight Visitors have stayed in Australian for less than one
year and are departing through one of the eight major international
airports. Passengers who depart via another gateway, or via other transport
methods such as cruise ships are not captured within the survey however
are included in the benchmarked results (please refer to International Visitor
Survey methodology).
Domestic Day Trip visitors are those who have travelled for a round trip
distance of at least 50km, are away from home for at least 4 hours and do
not spend a night away from home as part of their travel. Same day travel as
part of overnight travel is excluded, as is routine travel such as commuting
between work or school and home.
Domestic Overnight Visitors are those who have taken a trip away from
home for at least one night (and less than one year), at a place at least 40km
from home. A person is a visitor to a location if they stay one or more nights
in the location while travelling.
Net visitor numbers are reported within each geographic region: for
example, if a visitor has a stopover of one night in Benalla and one night in
Wangaratta, they are counted as a single visitor to the total High Country
region.
A visitor night is a measure of the total number of nights spent by overnight
visitors on overnight trips (e.g. one visitor can spend several nights away).
Overnight expenditure in the NVS is collected for the respondent’s entire
journey rather than individual stops. Total trip expenditure includes
expenditure by the respondent during the trip, before or after the trip (e.g.
taxi fare) and expenditure paid by an employer or other person who is not
travelling.
Note that expenditure on capital goods (e.g. motor vehicles, property and
office equipment) is not regarded as tourism expenditure and is therefore
not included in published estimates.
Pre/post-trip expenditure is allocated to the respondent’s home region, as is
part of any long-distance travel fares (e.g. airfares).
Regional Expenditure modelling (referred to as REX) - As expenditure is not
collected for each individual stopover, a modelling process is undertaken to
allocate destination expenditure to stopover regions.
Note that expenditure is allocated through the regional expenditure model
(REX) based on overnight stopovers. If a daytrip to another region is
undertaken as part of an overnight trip, expenditure will not be allocated to
the daytrip destination.
Daytrip expenditure is allocated using a much simpler process, as each trip
has one destination. Expenditure is divided between the home region and
the destination region, based on predetermined ratios.
Source: Tourism Victoria Research – Guide to Sources, Methodologies and Definitions, March
2014
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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Visiting Friends and Relatives (VFR) – The term used to describe visitors that
travel to a destination for the main purpose of visiting their friends or
relatives.
Lifestyle Leaders – The term used to describe Tourism Victoria’s high
yielding visitor market which all domestic Victorian State Government
marketing activity is focused.
Tourism Victoria (TV) -Tourism Victoria is the State Government authority
responsible for the development of Victoria as a distinctive and competitive
destination. Tourism Victoria’s role is to drive visitation, boost expenditure
and extend visitor length of stay in Victoria, and to develop a commercially
sustainable tourism industry focusing on the attraction of new tourism
investment.
Places Victoria (PV) - Places Victoria is the Urban Renewal Authority for
Victoria. As a delivery agency, they aim to accelerate the delivery of urban
renewal in metropolitan Melbourne and regional centres, and unlock
opportunities for future growth by better using land located close to jobs,
services and transport, Places Victoria works with Council in an effort to
Revitalise Central Dandenong.
Victorian Tourism Industry Council (VTIC) - VTIC is the peak policy council
for the Victorian tourism industry, which represents key industry
associations, operators and government agencies, providing one united
industry voice.
Destination Melbourne (DML) - Destination Melbourne is the Regional
Tourism Organisation for Melbourne. Destination Melbourne works with
Melbourne’s tourism industry to encourage collaboration and coordination
through award-winning training programs and cost effective marketing
activities which encourage yield and visitor dispersal.
Multicultural Arts Victoria (MAV) - Multicultural Arts Victoria (MAV) is
Victoria's peak arts organisation promoting cultural diversity in the arts.
MAV is not for profit, and is the only organisation of its kind providing
significant leadership for the advancement of multicultural arts locally,
nationally and internationally.
Cultural Tourism Victoria (CTV) - Cultural Tourism Victoria (CTV) is the peak
membership and advocacy body for organisations and tourism operators
providing cultural tourism services in Victoria. It is a not for profit group that
operates under a committee of management.
Melbourne Food and Wine Festival (MFW) - Melbourne Food & Wine is
responsible for delivering the annual Melbourne Food & Wine Festival
presented by Bank of Melbourne (MFWF), promoting year-round food and
wine events taking place in Melbourne and regional Victoria, implementing
the Put Victoria on Your Table brand and working collaboratively with the
food and wine industry to position Melbourne as an internationallyacclaimed food and wine destination.
South East Metro CEO’s & Mayor’s Group - This group is an alliance of local
government authorities which is made up of regional CEO and Mayors. This
group together promotes and influences the strategic direction for the
region’s substantial economy.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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INTRODUCTION
PLANNING APPROACH
The City of Greater Dandenong Tourism Strategy & Action Plan 20142018 outlines the council’s strategic direction for the
development, management and marketing of Greater Dandenong
as a visitor destination.
The Strategy & Action Plan has been developed following a
comprehensive consultation and engagement process with key
stakeholders from the local tourism industry, business
community, peak bodies, council and state government. The
consultation has been valuable in informing the direction of the
strategy, and has helped ensure its relevance to Greater
Dandenong’s tourism industry and strategic fit within the
statewide and national tourism context.
While Greater Dandenong may not have the natural attractions
that often put destinations on the map, this strategy aims to
leverage our strengths - our unique and undiscovered food
offering and our distinctive kaleidoscope of cultures and their
stories, to raise awareness to attract new visitors, and to increase
visitor expenditure.
To further guide and support the development of the Tourism
Strategy and Action Plan, extensive quantitative research was
undertaken by research agency IER on behalf of the City of
Greater Dandenong.
CONTEXT
Development of the Strategy & Action Plan is a specific action
under strategic objective 5 of The City of Greater Dandenong
Council Plan 2013 – 2017; which is to assist the creation of a thriving
and resilient local economy.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR TOURISM REGION
Home to residents from over 150 different birthplaces, Greater
Dandenong is one of the most culturally diverse cities in Australia.
This cultural diversity is supporting an emerging tourism sector,
one that is authentic and rich in its experiences, but yet to be
discovered by many.
Greater Dandenong also lies within Tourism Victoria’s ‘Melbourne’
campaign region, a region which is recognised nationally and
internationally for its diversity of attractions; multicultural
lifestyle; and reputation as a creative and cutting edge city –
giving it a competitive advantage as a significant cultural tourism
destination.
Melbourne’s attributes are a core driver of Tourism Victoria’s
‘Jigsaw’ tourism brand and provide a unique opportunity to grow
tourism in Greater Dandenong.
By building Greater Dandenong’s tourism strengths – particularly
by using our unique and undiscovered food experiences and
events, we have the opportunity to give people reasons to
venture a little further afield and experience the richness we have
to offer.
Greater Dandenong is also well placed to capture increased
economic growth from visitor’s given our proximity to other
recognised regional tourist destinations such as The
Dandenong’s, Mornington Peninsula and Gippsland.
Tourism Victoria’s Tourism Regions – Victoria’s Brand Guide Book – Tourism Victoria
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
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COUNCIL’S ROLE IN BUILDING OUR DESTINATION
Council is in the early stages of developing Greater Dandenong as
a destination for visitors. It is important that council’s role is
defined to optimise the way we work with the tourism and
business community to achieve our tourism objectives.

Undertake place making and community capacity building
initiatives

Provide tourism related infrastructure; including
community spaces, facilities and services that enhance
the visitor experience, including the safety of residents
and visitors

Develop the local tourism industry; including leadership to
emerging local tourism businesses

Foster and build key partnerships at local and state levels

Provide planning scheme frameworks that support
tourism i.e. land use, green wedge uses

Advocate for appropriate tourism development and
attract investment

Promote the benefits of tourism to industry and the
community
Council’s primary role in tourism over the life of this strategy to
2018 includes:




Undertake tourism strategy development, management
and implementation; including ongoing review, research
and evaluation
Carry out destination marketing; including brand
development , public relations, events development and
management
Develop Greater Dandenong as a destination; including
leadership in new product and tourism experience
development
Manage Greater Dandenong as a visitor destination;
including providing visitor information
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR PARTNERS
Most destinations have a local tourism industry structure, usually
a Local Tourism Association (LTA) which is responsible for
coordinating local tourism; including developing, marketing and
managing tourism in conjunction with Council.
In the absence of a LTA, and in recognition of Greater
Dandenong’s infancy as a destination, council will be responsible
for delivering this strategy and will develop and foster strong
partnerships with peak bodies and industry to assist development
of Greater Dandenong as a visitor destination.
In implementing this strategy, council will work and collaborate
with our local tourism and business community and the following
partners:
Tourism Victoria (TV)
Tourism Victoria is the State Government authority responsible for the development of Victoria as a distinctive and competitive
destination. Tourism Victoria’s role is to drive visitation, boost expenditure and extend visitor length of stay in Victoria, and to
develop a commercially sustainable tourism industry focusing on the attraction of new tourism investment.
Places Victoria (PV)
Places Victoria is the Urban Renewal Authority for Victoria. As a delivery agency, they aim to accelerate the delivery of urban
renewal in metropolitan Melbourne and regional centres, and unlock opportunities for future growth by better using land
located close to jobs, services and transport, Places Victoria works with Council in an effort to Revitalise Central Dandenong.
Victorian Tourism Industry Council
(VTIC)
VTIC is the peak policy council for the Victorian tourism industry, which represents key industry associations, operators and
government agencies, providing one united industry voice.
South East Metro CEO’s & Mayor’s
Group
This group is an alliance of local government authorities which is made up of regional CEO and Mayors. This group together
promotes and influences the strategic direction for the region’s substantial economy.
Destination Melbourne (DML)
Destination Melbourne is the Regional Tourism Organisation for Melbourne. Destination Melbourne works with Melbourne’s
tourism industry to encourage collaboration and coordination through award-winning training programs and cost effective
marketing activities which encourage yield and visitor dispersal
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
9
Multicultural Arts Victoria (MAV)
Multicultural Arts Victoria (MAV) is Victoria's peak arts organisation promoting cultural diversity in the arts. MAV is not for
profit, and is the only organisation of its kind providing significant leadership for the advancement of multicultural arts locally,
nationally and internationally.
Cultural Tourism Victoria (CTV)
Cultural Tourism Victoria (CTV) is the peak membership and advocacy body for organisations and tourism operators providing
cultural tourism services in Victoria. It is a not for profit group that operates under a committee of management.
Melbourne Food and Wine Festival
(MFW)
Melbourne Food & Wine is responsible for delivering the annual Melbourne Food & Wine Festival presented by Bank of
Melbourne (MFWF), promoting year-round food and wine events taking place in Melbourne and regional Victoria,
implementing the Put Victoria on Your Table brand and working collaboratively with the food and wine industry to position
Melbourne as an internationally-acclaimed food and wine destination.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR MISSION
To become known as a destination for people who seek rich, diverse and interesting
experiences.
We will achieve this by using our strengths - particularly unique and undiscovered food
experiences, and events as the ‘entry’ point for visitors to uncover and experience a
diverse kaleidoscope of cultures and stories.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR GUIDING PILLARS
3 pillars will underpin and guide the development, management and marketing of Greater Dandenong as a destination over the next 4 years
to 2018.
Educate our visitor’s and ourselves
Our research has shown that the visitors we want to attract to
Greater Dandenong are unaware of who we are today and how
we have changed, so educating them about what we offer is
necessary to raise awareness of Greater Dandenong as a place to
visit.
Even at a local level we are unaware of what ‘our backyard’ has to
offer, so educating our local residents and business community
about what Greater Dandenong has to offer will help maximise
expenditure from those who already visit for work or to see
friends and relatives. With raised awareness our local residents
and business community will become our best ambassadors.
If we are to educate our visitors, we also need to educate
ourselves to help raise awareness of Greater Dandenong with
others, and to provide the best possible visitor experiences. This
means encouraging and fostering excellence in tourism with our
businesses to ensure quality experiences and to provide a
welcoming and safe destination for visitors.
Engage with our visitors and each other
Success will rely on our ability to engage with visitors at a deeper
level. To do this we need to deliver engaging experiences not just
tourism product; as only engaging experiences have the ability to
leave lasting impressions.
We also need to engage and share with each other. By fostering
ongoing cooperation we will learn, share, collaborate, partner
and promote an inclusive approach to developing our city as a
great place to visit.
Celebrate who we are and share it
Having a strong sense of identity and sense of place will be
important in all that we offer visitors. At every opportunity we
should celebrate and share with our visitors the things that make
us unique - our food, our creativity, our traditions, heritage and
our stories – because a strong sense of place and community
spirit makes for a great destination.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR VISITORS
Since 2008, Greater Dandenong has experienced an average annual growth of 8.3 per cent in domestic daytrip visitation. Domestic
overnight visitor growth since 2008 has however experienced an average annual decline of -0.9 per cent, while international visitor
numbers have increased at an average annual growth of 12.8 per cent.1 The table below provides a profile of Greater Dandenong’s current
visitors and estimated annual expenditure.
Visitor type
Facts
Domestic day trip visitors (YE Dec 2013)*

87 per cent of total visitors to Greater Dandenong
Visitors: 747,000
Estimated expenditure- $87m

Spends on average $117 per day

Purpose of visit: Visiting friend and relatives (48.8%), followed by leisure
(29.8%), and business (12.2 %) **
Domestic overnight visitors (YE Dec 2013)*

10 per cent of total visitors to Greater Dandenong
Visitors: 86,000
Estimated expenditure- $68m

Spend on average $288 per night, and $799 per visitor

Purpose of visit: visiting friend and relatives (63%), followed by leisure
(21.8%), and business (12.8 %) **
International overnight visitors (YE Dec 2013)*

3 per cent of total visitors to Greater Dandenong
Visitors: 22,000
Estimated expenditure - $52m

Spend on average $104 per night, and$2,390 per visitor

Purpose of visit: visiting friend and relatives (65.2%), followed by leisure
(15.6%), business (8.9 %) and education (7.2 %) **
*All data has been compiled from: National
Visitor Survey December 2013, Tourism
Research Australia; International Visitor Survey
December 2013, Tourism Research Australia.
Given limitations in data for ‘Greater
Dandenong
region’,
estimated
tourism
expenditure has been calculated using
‘Melbourne region’ visitor expenditure per
visitor as per: International Tourism Visitor
Spend in Victoria YE Dec 2013, Tourism Victoria
and Domestic Visitors Spend Victoria YE Dec
2013, Tourism Victoria. Note: average
expenditure per person may be less than
estimated due to large VFR visitors in Greater
Dandenong.
**Purpose of visit data has been compiled from:
VFR Travel to Melbourne YE Dec 2012, prepared
by Data insights for Destination Melbourne.
Total visitors (2013): 855,000*
Estimated expenditure: $207m*
1
National Visitor Survey December 2013, Tourism Research Australia and International Visitor Survey December 2013, Tourism Research Australia
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
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OUR STRENGTHS & ASSETS
Today people look for experiences that
offer community interaction and
authentic stories to share2. Greater
Dandenong has a number of council and
commercially operated tourism assets
that provide these types of experience
for visitors. These are either events
occurring at key times of the year, or
destinations and cultural precincts that
operate throughout the year. Many
require improvement, better utilisation
of assets and an increased marketing
effort to reach their full tourism
potential.
Stakeholder consultation and research
findings revealed the following strengths
for Greater Dandenong as a visitor
destination.
Our strengths
•Depth of multicultural diversity
•New quality activity centre infrastructure
•Central location in the south east and access to Melbourne CBD
•Proximity to recognised leisure visitor destinations - Gippsland, Mornington Peninsula, Dandenong
Ranges
•Access to a large population within 30 minute drive or commute
•Strong business community
•Large food manufacturing base with future tourism potential
•Large numbers of visiting friends and relatives
Product strengths
•Sporting attractions - Sporting Bet Park (Sandown motor sport & horse racing), basketball (Women's
NBL) & volleyball stadium, soccor, aquatic facilities
•Sandown 500 event
•Dandenong Market
•Drum Theartre
•Cultural precincts - Afghan Baazar & Litle India
•Shark & Ray Centre
•Le Mans Go Karts
•Sensational Springvale cultural precinct
•'World Fare ' (Melbourne Food & Wine Festival)
•Chilean Latin American Festival
•Lunar New Year Festival
•Camping & Leisure Show
•Dandenong Show
Emerging product strengths
•Food tours and other related food based experiences (yet to be developed)
•Cultural tours
•Walker St Gallery
•Heritage Hill
•Places of worship
•Civic square
• Council run events and festivals - Nocturnal, Children's festival, Snow Festival, Autumn Festival
•Reserves, parkland, historical sites and showgrounds
2
Victoria’s Regional Tourism Strategy 2013-2016
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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WEAKNESSES, OPPORTUNITIES & CHALLENGES
Stakeholder consultation and research findings revealed the following challenges and opportunities for Greater Dandenong as a visitor
destination.
Weaknesses
Low awareness of tourism offer and negative
perception with visitor markets
Opportunities
Challenges
Building on our strengths in food and cultural
diversity
Overcoming the negative perceptions that high
yield visitors have of Greater Dandenong
Change perceptions with visitor markets
Strong competition from nearby attractions and
destinations
Build a brand story and shape the perception of
tourism in our city
Becoming recognised as a destination
Visiting Friends and Relatives market is significant
and growing - ability to leverage opportunities
through our resident community
Increase economic value from those who already
visit
Increase collaboration and cooperative marketing
with Destination Melbourne
Use events to attract visitors and change negative
perceptions
Improve our relationship with our business
community.
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
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WEAKNESSES, OPPORTUNITIES & CHALLENGES CONTINUED
Weaknesses
Not recognised as a tourism destination and
confusion around where Greater Dandenong is
located and what it has to offer
Opportunities
Challenges
Increasing our marketing efforts and targeting our
communications appropriately
Building a relationship with Tourism Victoria and
being recognised by them that Greater
Dandenong is part of Melbourne's tourism offer
Developing an ongoing program of events,
attracting events of regional and national
significance
Lack of mature tourism experiences and iconic
attractions
Attracting increased tourism investment and
development including better utilisation of existing
tourism assets and products
Budget limitations
Building the current tourism offering in a way
that appeals to targeted visitor markets
Maximising potential from existing tourism
assets including reserves/parkland/amenity and
historical sites
Lack of visitor services, particularly visitor
information at destination, online information
and booking capability
Developing improved visitor information services
at destination and online
Providing cost-effective solutions
Service culture requires improvement
Fostering leadership and excellence in tourism
through training and development programs
Encouraging our workforce to make
improvements and participate in training
programs
Limited supply of short stay accommodation
Attracting increased investment in short stay
accommodation to stem the leakage of overnight
stays by our visitors to other locations
Raising awareness of the market opportunity
and attracting private investment in increased
accommodation capacity
Minimal tourism industry structure and
leadership
Building a local industry structure promoting
collaboration and tourism leadership
Encouraging businesses to understand they are
part of our tourism offer
The cost of maintaining relevance to visitors
through ongoing content improvement
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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TRENDS & INFLUENCES
The following trends and influences have been considered in developing this strategy and in identifying actions for each priority area.
Travel preferences
Melburnians in particular, are demonstrating an increasing preference to travel overseas instead
of holidaying in Victoria, particularly for extended holidays. As such domestic travel is now more a
short break proposition, with daytrip visitation growing strongly. 3
The desire for unique, authentic experiences
Overseas destinations currently outperform domestic travel on an emotional and rational basis 4,
meaning that when consumers travel domestically, they seek experiences that are unique and
authentic, rather than simply visiting an attraction. Therefore, destinations that offer close
community interaction and have a story to share will be well placed to attract visitors.
Culinary food and wine tourism
Be it a day trip or a short break, culinary experiences which involve food discovery and
interaction with local producers has fast become a strong motivator for travel, both domestically
and internationally. Food is the most accessible demonstration of culture, and therefore an easy
way for visitors to gain a sense of what a destination is all about, including its people and its
cultures.
Victoria’s food and wine offer is a powerful and compelling motivation for people visiting Victoria
and is a core driver of the Victorian tourism brand. Greater Dandenong can leverage this and
build a considerable strength in food and culinary experiences.
Events as a motivation for travel
3
4
Consumers are looking for authentic experiences and local interaction, particularly when it comes
to events and festivals. Events are also a way to raise awareness and change perceptions of a
destination, and can attract visitors to a destination that would not otherwise be considered.
Victoria’s Regional Tourism Strategy 2013-2016
TNS Travel & Leisure Domesticate Study 2013
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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TRENDS & INFLUENCES CONTINUED
How consumers access information
Increased use of digital technology such as the internet, social media and mobile devices to
source travel information is likely to continue. Consumers are also interacting with tourism at a
deeper level by sharing their experiences via social media which is influencing others travel
behaviours.
Media landscape
Increased use of digital technology is impacting traditional media forms. Print and television
advertising will continue to hold relevance with consumers in the short to medium term however
greater digital usage is providing an opportunity for increased social media and internet
marketing.
Relevance of Visitor Information Centres
The internet has become a key distribution point for tourism information and although this will
continue to grow, Visitor Information Centres will always be a place where visitors can speak with
a local, credible source of information5.
Service expectations
There is dissatisfaction amongst consumers with the quality, attitude, attention to detail, and
overall approach to customer service in Australia. Domestic consumers continue to compare
Australian service standards with international destinations, and often Australia’s service offering
fails to please6. As such visitors will continue to expect improved service and skills across the
tourism industry in Australia.
Strength of the Visiting Friends & Relatives
(VFR) Market
The Melbourne VFR market is strong. Domestically, VFR is the leading motivating factor for
people visiting Melbourne and is worth $2.6 billion to Melbourne’s economy. 7 In the year ending
December 2012, Melbourne’s ‘East’ had the highest proportion of VFR visitors, followed by
Melbourne’s ‘South’ which includes the Greater Dandenong area8. Maximising the economic
value of VFR visitors should therefore be a priority.
5
Tourism Research Australia (2011) The role of Visitor Information Centres (VICs) in distributing tourism product in regional South Australia
TNS Travel & Leisure Domesticate Study 2013
7
Destination Melbourne – DYOB Partnership Packages 2014-15
8
Destination Melbourne - VFR Travel to Melbourne, Year Ending Dec 2012
6
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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OUR TARGET MARKETS
VISITING FRIENDS & RELATIVES (VFR)
Short to medium term tourism growth
Greater Dandenong’s VFR visitors will continue to increase as
population and residential growth increases in Melbourne’s South
East corridor. For a growing destination, visiting friends and
relatives are important as they provide an opportunity to increase
tourism expenditure and improve economic outcomes for our
city.
By informing our resident community about our tourism offer and
inviting them to become ambassadors for our city we will build
community pride, improve our sense of place and increase the
economic contribution of VFR visitors.
LIFESTYLE LEADERS
Longer term tourism growth
Travelling for a number of purposes, including to visit friends and
relatives, Lifestyle Leaders travel more often, spend more per
person, and are more likely to take short trips. They are also more
likely than the general Australian population to travel frequently
within Victoria.
Lifestyle Leaders are of relevance to Greater Dandenong’s long
term tourism growth because of their eagerness to explore
anything that's new or different, their success at influencing
others travel behaviours, and their above average spend. They
also like to experience cultural activities, restaurants, food and
wine, along with theatre performances, art galleries and
museums.
However our research with this market has revealed that they
currently don’t know how Greater Dandenong has changed and
what we have to offer, therefore to achieve long term tourism
growth we must raise awareness of Greater Dandenong’s offer
with this market.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
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WHAT OUR TARGET MARKETS SAY ABOUT US
Quantitative research undertaken by research agency IER with the ‘Lifestyle Leader’ target market suggests we have some work to do if we
are to capture our share of high yielding visitors in the future. The key findings are summarised below:
Perception
The research suggests that visitor perception towards Greater Dandenong is generally negative.
The target market, made up of both people who have and haven’t visited Greater Dandenong
previously, had more negative things to say about the city than positive or neutral things.
Perceptions of crime and dangerous were common themes. On a positive note, those who had
visited Greater Dandenong recently did have slightly better perceptions than those who had not
visited recently.
Feeling safe at a destination is a primary
motivator for travel
Given that feeling safe in a destination is one of the primary factors motivating travel, improving
Greater Dandenong’s appearance of safety and addressing perceptions around safety needs to
be a priority for council.
Greater Dandenong is not seen as a tourism
destination
Tourism experiences are not something the target market currently believes Greater Dandenong
offers. In implementing this tourism strategy, this is a perception that will need to be addressed
over an extended period of time to shift opinion amongst the target market and to increase
visitation for tourism purposes. However, while the target market does not see Greater
Dandenong as a tourism destination, the research indicated a likelihood to visit particular tourism
products and experiences that they were previously unaware of.
The target market is more inclined to discover
tourism attractions through self investigation
rather than via organised tours
The research revealed the target market finds it far more appealing to discover destinations or
attractions within tourism locations through self-discovery. They generally dislike the notion of
discovery through organised tours. This highlights the need to improve actual safety and
perceptions of safety, as only when people feel or perceive it to be safe will they partake in travel
to Greater Dandenong and self discovery.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
20
Food and dining is important to the target market
The target market finds it extremely important that food experiences are unique to that
destination. In addition, the target market is looking for food offerings that are largely affordable
and offer a variety of options as opposed to dining options that offer high-end or exclusive
dining. It is also important to note that the availability of dining options utilising the unique
produce of the area was important. This presents an opportunity to leverage Greater
Dandenong’s unique food proposition as an entry for visitors to experience our destination.
There is confusion surrounding where Greater
Dandenong is located and what it encompasses
Although the vast majority of survey participants could correctly identify the location of Greater
Dandenong, highest on the list of wrong locations identified was the Dandenong Ranges. A large
number of respondents also indicated the wrong suburbs/towns as being part of Greater
Dandenong and missed the correct suburbs/towns altogether. Council needs to differentiate and
position Greater Dandenong away from the Dandenong Ranges.
Themes of exploration and unique activities
within a destination are important to the target
market when selecting destinations
Exploration and unique activities within a destination are important for the target market. These
rated better than themes such as adrenaline activities and for shopping experiences. These
themes are relevant to this strategy as they highlight the importance of developing and
delivering unique experiences to visitors.
Motivations for travel differ significantly between
overnight stayers and day trippers
The research suggests that when talking about visiting Greater Dandenong, overnight stay
visitors’ visit for different reasons than day-trip visitors. Overnight visits are undertaken more for
functional reasons, such as visiting friends and family and business, whereas day trippers are
more likely to visit for experiential or destination specific reasons such as an event or festival.
The idea of a signature food and cultural event has
traction within the target market
The target market took warmly to the idea of visiting Greater Dandenong for a signature food
and cultural event. This presents an opportunity for the creation of an event that can assist in
changing perceptions of Greater Dandenong and put Greater Dandenong on the map from a
tourism perspective.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
21
Awareness of existing tourism experiences is
generally low but the likelihood for future
visitation is promising
With exception of the Dandenong Market, Sandown 500 and to some extent Springvale’s Asian
precinct, there was very low awareness of what Greater Dandenong currently has to offer
visitors. However, while awareness of many existing experiences and attractions is low, the
likelihood of the target market visiting these experiences in the future was promising. This
highlights that raising awareness of these experiences in Greater Dandenong can increase
visitation. It is important to ensure however that these experiences deliver on visitor
expectations in order to maximise positive word of mouth.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
22
WHAT SUCCESS LOOKS LIKE IN 2018
To say we have succeeded means we have improved in the following areas:
Performance indicator
We have a stronger sense of place and identity
Measurement


Perception research data with Lifestyle Leaders
Number of new place making initiatives delivered,

community satisfaction survey data
The perception of Greater Dandenong is shifting from unsafe towards being
recognised as thriving and vibrant, with great visitor experiences

Perception research data with Lifestyle Leaders
We have a signature event which promotes who we are, leverages our strengths and
positions us positively with our community and visitors

Delivery of a new signature event that aligns with
our core brand offer

Perception research data with Lifestyle Leaders
More people know about what we have to offer


Perception research data with Lifestyle Leaders
Community survey
We have new experiences to offer visitors and our community

Number of new tourism experiences developed
We have increased the economic value of tourism

Regional Economic Modelling Plan (REMPLAN)

Tourism expenditure

Tourism Research Australia - National and
International Visitor Survey data

Accommodation providers occupancy rates

Regional Economic Modelling Plan (REMPLAN)

Community satisfaction surveys

Number of new tourism related jobs created

Regional Economic Modelling Plan (REMPLAN)

Number of new tourism related business
investments delivered

Regional Economic Modelling Plan (REMPLAN)
Our day trip and overnight visitation has increased
Tourism is worth more to our community - economically and socially
We have created more jobs in tourism
The tourism and business community is investing in our city
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
23
KEY DIRECTIONS - PHASES & FOCUS
AREAS
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
24
KEY DIRECTIONS - PHASES & FOCUS AREAS
Attracting visitors will take a concerted effort over a number of years, with the first 4 years concentrating on improving our image, and
getting ready to receive visitors. The following outlines the phases of development and areas of focus for the next 4 years to 2018.
Phase
Objective #
Phase 1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
Focus area
Years
Improving our image:
Years 1-4
Building a brand story that promotes our unique value proposition
Changing perceptions of Greater Dandenong
Developing collateral and content to support our image change
Getting ready for visitors:
Years 1-4
Taking a strategic approach to visitor information provision – from a whole of destination approach
Promoting tourism leadership and excellence through collaboration and cooperation
Facilitating excellence in tourism and retail to enhance the visitor experience
Creating a reason to visit by strengthening our sense of place
Engaging our visitors by creating tourism experiences – improving existing experiences and creating new ones
Growing and developing our events as a means to raise awareness, change perceptions and engage with our
visitors
Increasing supply of quality infrastructure in accommodation, retail, attractions and community facilities –
investment attraction
Years 2-4
Raising awareness:
1.11
1.12
1.13
Developing a strong digital presence and social media capability to engage with our target markets
Raising awareness and increasing the economic value from existing VFR and business visitors
Raising awareness of Greater Dandenong’s offer amongst lifestyle leaders – getting a ‘fan base’ together
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
25
Planning for the next phase
1.14
Phase 2
(life of the
next
strategy)
Adopting a planned approach to tourism development, including Researching and evaluation – so we can respond
to and adapt to changing trends, and planning for the next phase – next tourism plan, destination management
plan etc.
Conversion – getting more visitors to come:
TBC
Years 2-4
Beyond
year 4
Marketing activities that convert awareness to visitation
It is important to note that while visitor numbers will start to increase during Phase 1 to 2018 it is only in Phase 2 (2018 and beyond), that
Greater Dandenong will expect to see a significant increase in visitors.
The following pages outline a number of initiatives that Council is considering to implement over the forthcoming years to 2018
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
26
IMPROVING OUR IMAGE
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
27
Objective 1.1 – Build a brand story for Greater Dandenong that reflects our values, demonstrates our
commitment to visitors, and promotes our unique value proposition.
A strong brand for Greater Dandenong as a destination will
provide a comprehensive platform on which to articulate our
vision and build our story. Our brand story will articulate our
unique identity, one that sets us apart and is clearly differentiated
from other destinations. It will guide our entire visitor experience,
maximise awareness with target markets, and guide all future
marketing and communications, from the language we use and
the stories we tell.
As an emerging destination, it is critical we have a brand story to
guide the experience we want our visitors to have.
Action
Lead
Support
Timing
1
Council
External
consultant
2014-15
Budget
FY 14-15
Develop a strong tourism brand for Greater Dandenong (including brand
execution/logo) - one that clearly communicates the unique value
proposition of what Greater Dandenong has to offer visitors.
FY 15-16
FY 16-17
FY 17-18
Note: consider the Greater Dandenong Regional Food Strategy and Food
Identity Brand project in the development of/and or determining a
tourism brand
2
Identify our core brand pillars and key messages – those that support our
undiscovered food experiences, our diverse kaleidoscope of cultures and
their stories.
Council
External
consultant
2014-15
3
Identify potential Greater Dandenong ambassadors and build
ambassador profiles.
Council
External
consultant
2014-15
4
Review all existing collateral and existing marketing content and
communications to align with Greater Dandenong’s brand story
Council
-
2014-15
5
Commission a ‘hero’ photo shoot which communicates Greater
Dandenong’s unique value proposition and brand
Council
External
photographer
2015-16
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
28
Objective 1.2 – Change perceptions of Greater Dandenong
A person’s perception of a destination is intrinsically related to
their decision to visit or not. While Greater Dandenong has rich
and unique food and cultural experiences, we suffer from having
a negative image with high yield visitor markets. To grow as a
destination and attract new visitors we must work proactively to
improve the perception of our city.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Commission a specialist public relations firm to develop a PR strategy and work with Council to
target key influencers to proactively address visitor perception issues.
Council
External
consultant
2015-18
FY 15-16
FY 16-17
FY 17-18
PR strategy should target multiple media platforms – television, print, online, social media, and
leverage opportunities through Greater Dandenong’s unique strengths to build positive
perceptions
2
Run a visiting journalist/bloggers famils program aimed at raising awareness of Greater
Dandenong’s unique tourism offering
Council
External
consultant,
industry
2015-18
3
Undertake a ‘TedX Greater Dandenong’ event with the view of engaging the community and
visitors in exploring and linking the concepts of ‘Transformation’ and ‘food’ with the aim to
connect people across different disciplines to create a local and national conversation around
Greater Dandenong’s transformation, with the mission to:
Council
TedX
events
2015-16



Put Greater Dandenong on the map for positive reasons
Put a spotlight on the change that is happening in Greater Dandenong
Share innovations and ideas coming out of Greater Dandenong as a means of
building awareness and positive associations
Suggested venue – Drum theartre or Civic Square
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
29
Objective 1.3: Develop marketing collateral and content to support our image change
Building positive perceptions of Greater Dandenong as a destination requires effort via a number of marketing channels. Whether it is print,
television, public relations, digital or social media, all require content. Developing content that aligns with our brand story is important to
support our marketing efforts and in raising awareness and building positive perceptions of Greater Dandenong as a destination.
Our actions are focused on creating content for use across both traditional media and digital platforms.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Redesign current tourism collateral, review messaging and print to align with Greater
Dandenong’s tourism brand proposition, including but not limited to:






Council
FY 15-16
FY 16-17
FY 17-18
2015-16
-
Great Bites
Central Dandenong map
Springvale map
Food and cultural tours promotional cards
Free City Shuttle marketing cards
Food & cultural tours marketing collateral
2
Implement relevant content creation actions from the Greater Dandenong Regional Food
Strategy and Food Identity Brand project
Council
-
Ongoing
3
Audit existing written content and engage a copywriter to write new content to support
communication of Greater Dandenong’s key tourism attractions and food and cultural offer
Council
External
consultant
2015-16
4
Undertake an audit of all tourism related editorial photography and fill the gaps through
commissioning a photo shoot that aligns with Greater Dandenong’s food and cultural offer
and themes
Council
External
consultant
2015-16
5
Work in collaboration with Chisholm Institute of Tafe to produce ‘semi-produced’ user
generated content of key tourism experiences and in line with Greater Dandenong’s food and
cultural offer and themes
Council
Chisholm
Ongoing
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
30
6
In the absence of a commercial operator being attracted, improve collateral associated with
Council’s food tours, including the development of take home collateral which outlines the
food tour route, retailer’s details, key foods, recipes etc.
Council
-
2015-16
7
Develop and design a Greater Dandenong Official Visitor’s Guide as a credible source of visitor
information
Council
Destination
Melbourne,
Tourism
Victoria
2015-16
8
Produce a series of 3 x professional video ‘vignettes’ on key attractions, destinations and
experiences in line with Greater Dandenong’s food and cultural offer and themes
Council
External
consultant
2015-16
Note: Raw content can be edited for use in other mediums – e.g. television, corporate
promotional executions etc.
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
31
GETTING READY FOR VISITORS
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
32
Objective 1.4: Develop a cooperative and strategic approach to visitor information provision
Accredited Visitor Information Centre’s at mature destinations
play a key role in enriching the visitor experience and extending
visitor length of stay, yet even those in mature destinations often
run on a volunteer basis and struggle to raise sufficient income to
cover operating costs.
The following actions foster knowledge within our industry to
mobilise cross promotion and cooperation, recognise the
importance the internet plays as a key distribution point for
tourism information, and considers the need to provide a local,
credible source of information at destination.
Given we are in the early stages of developing our destination; we
will focus our efforts on fostering a cooperative and strategic
approach to tourism information provision.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Review the ability of Council’s website to deliver tourism information, with the view to:



Council
External
web
developer
2014-16
Create a dedicated tourism sub-site specifically aimed at visitors and aligned with
Greater Dandenong’s identified tourism brand;
Maximise and leverage online opportunities with partner consumer websites
including Tourism Victoria, Destination Melbourne; VLine, Metro Trains, Eastlink,
Federation Square and local industry/attractions websites – including free event
listings, page links etc.
Maximise Search Engine Optimisation and web visibility through integration with
social media platforms and blogs
2
Undertake a quarterly famils program for the local tourism and business community to ensure
the industry is up to date with tourism attractions and experiences and encourage them to
cross promote
Council
Industry
Ongoing
3
Work in collaboration with Visitor Information Centres, including: Frankston, Federation
Square, Gippsland centres and the Melbourne Airport to ensure appropriate and timely
distribution of Greater Dandenong tourism related collateral
Council
VICs
ongoing
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
FY 15-16
FY 16-17
FY 17-18
33
4
Undertake an audit of visitor information available and develop a visitor information strategy
that adopts a whole of destination approach to the provision of visitor information.
Council
Council
staff
2014-15
5
Implement recommendations from the visitor information strategy. May include: development
of a Visitor Information ‘mini’ Centre at the Civic Square or ‘satellite’ visitor information
infrastructure - including investigation of touch screen technology at attractions, transport
hubs and gateway locations.
Council
VTIC
2015-16
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
34
Objective 1.5: Promote tourism leadership and excellence through collaboration and cooperation
There is no better way to create a successful visitor destination
than to develop it from the ground up. Greater Dandenong needs
a forum where its tourism industry comes together to share and
collaborate in a spirit of inclusiveness and cooperation.
As an emerging tourism industry it is important that we look to
our existing tourism leaders for direction and demonstrate a
commitment to identify future tourism champions for our long
term and sustainable tourism growth.
Our actions are therefore focused on engaging our industry and
bringing our key people together to share, collaborate and
promote improvement and excellence.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Get ‘the goers’ together by developing a ‘Tourism Industry Network’ to provide a platform for
the industry to come together, explore co-operative partnerships to promote Greater
Dandenong’s tourism offer, and to share and collaborate. Suggest monthly meetings
Council
Industry
Ongoing
2
Promote the Greater Dandenong Tourism Strategy & Action Plan to Greater Dandenong
businesses, trader groups, schools, sporting groups, and retailers to bring them on the journey
to revitalize and improve Greater Dandenong’s image and offering to residents and visitors
alike.
Council
Industry
Ongoing
3
Undertake a quarterly tourism forum/breakfast aimed at informing stakeholders on Council’s
tourism initiatives, with the view to engage the local tourism and business community, and
promote the benefits of tourism and being involved. May include: speakers, presentations,
workshops/think tank sessions etc and highlight Greater Dandenong’s unique food and
cultural strengths
Council
Tourism
industry
Network
Ongoing
4
Grow young local tourism leaders through sponsored positions in Destination Melbourne’s
‘Melbourne Tourism Industry Leadership Program’
Council
Destination
Melbourne
Ongoing
Council
Destination
Melbourne
VTIC
Ongoing
FY 15-16
FY 16-17
FY 17-18
Recommend 2 x sponsored positions per year
5
Actively engage with and have representation at tourism industry events and forums
undertaken by Destination Melbourne and VTIC
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
35
Objective 1.6: Facilitate excellence in tourism and retail to enhance the visitor experience
Given the general dissatisfaction consumers have with the
Australian tourism experience, continuing to improve Greater
Dandenong’s overall visitor experience is essential if we are to
maximise our tourism potential.
Our actions therefore focus on identifying our industry’s
development needs, working with industry to improve
understanding of visitor needs, and maximise individual business
performance.
To grow tourism and deliver the best possible visitor experiences,
developing our tourism workforce will be important.
Greater Dandenong’s culturally diverse workforce will require
training and development programs to be individually tailored.
Action
Lead
Support
Timing
1
Council
Destination
Melbourne
2014-15
2016-17
Budget
FY 14-15
Undertake tourism audits (e.g. mystery shopper) to measure and track customer experiences
and to identify the industry development needs of existing and new tourism businesses.
Focus of audits: retail, hospitality, accommodation, attractions and experiences.
FY 15-16
FY 16-17
FY 17-18
VTIC
2
Utilise Destination Melbourne’s Tourism Excellence training programs to address industry
skills gaps identified in the audit.
Council
3
Continue the mentoring program which assists new tourism related businesses that have a
particular focus on integrating food and culture to develop and grow their tourism offer. This
may include working with businesses to develop a business or annual marketing plan
Council
Destination
Melbourne
2015-16
2016-17
VTIC
-
Ongoing
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
36
Objective 1.7: Creating a reason to visit by strengthening our sense of place
Experience is integral to tourism, and what leads to a great
experience is a sense of place.
spirit and personality is clearly visible, and seen as authentic to
visitors.
Creating a sense of place is important in strengthening Greater
Dandenong’s identity as a destination and the ability to leave a
lasting impression on our visitors. We cannot achieve a sense of
place through infrastructure improvements alone. We must
activate our city places so that they are safe, and our community
To create a destination that excites visitors and engages our
community we must celebrate our unique and undiscovered food
offering, our distinctive kaleidoscope of cultures and our stories.
To do this we will increase our place making initiatives.
Action
Lead
Support
Timing
Budget
FY 14-15
1
2
Continue council’s placemaking initiatives delivering a diverse range of highly visible public
realm improvements across the city
Continue to implement Council’s Festivals and Events plan as a means to strengthen Greater
Dandenong’s sense of place.
Council
-
Ongoing
Council
-
Ongoing
FY 15-16
FY 16-17
FY 17-18
Consider maximising program funding through OMAC’s ‘Unity through partnerships program
events funding’ for an annual event of community and tourism appeal to be held in the
Dandenong Civic Square or Lonsdale St
3
Implement relevant place making actions from the Greater Dandenong Regional Food
Strategy and Food Identity project
Council
-
Ongoing
4
Continue streetscaping, way finding and branding improvements in Little India, Afghan Bazaar,
Springvale & Noble Park
Council
-
Ongoing
5
Bring local food retailers, food industry, artisans, musicians and storytellers together at a
Greater Dandenong ‘flavours’ fair to held in the Dandenong Civic Square. Recommend:
Monthly
Council
Industry
20152018
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
37
6
Develop a comprehensive viewing program for the Civic Square Screen, including maximising
opportunities through the Dandenong Short Film Festival, sporting events and the creation of
new ‘screen based’ events (e.g. short food film festival)
Council
Industry
20152018
7
Work with Dandenong Market Board to implement the market’s Tourism strategy and
activation program
Market
Council
Ongoing
8
Work with local tourism operators to bring their experience to the Civic Square with the view
to both activate and create interest and to raise awareness with local residents of the
experiences available within Greater Dandenong. E.g. mobile tanks with Sharks and Ray’s from
the Shark & Ray Centre
Council
Industry
Ongoing
9
Initiate creative lighting projects that improve after dark experiences and an improved sense
of safety, e.g. Installation of artistic lighting features in Springvale activity centre (similar to
Ho Chi Minh City)
Council
-
2015-16
10
Continue to improve connections between attractions (e.g. Walker Street Gallery, Drum
Theartre, Dandenong Market & Heritage Hill Dandenong) through visitor signage and
interpretation and street activation.
Council
-
Ongoing
11
Engage, for example: Polygot Theatre Company to undertake a children’s event in the
Dandenong Civic Square. Potential themes could be the existing Polygot theme ‘ We built this
city’ which touches on Greater Dandenong’s transformation, or ‘ Ants’ which integrates
themes food ideas such as food sustainability
Council
Polygot
theartre
2015-16
12
Explore the concept of ‘Lounging on Lonsdale’ – a place activation initiative that gets people
into the streets in the evenings in the warmer months to support local retailers evening trade,
increase safety and sense of vibrancy.
Council
Industry
20152018
13
Continue ‘Living Colour’ program but consider refocusing towards a ‘Food Forrest’/edible
plants concept
Council
-
20152018
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
38
Objective 1.8: Engage our visitors by creating ‘experiences’
To increase visitor expenditure, attract new visitors and extend
visitor length of stay, new and improved attractions and
experiences will be needed. Greater Dandenong’s ability to grow
visitation will rely on our ability to deliver memorable tourism
experiences rather than just tourism product.
The City of Greater Dandenong will work with industry to develop
new products and new investment to support food/wine and
arts/cultural tourism.
Our actions focus on creating new and improved experiences that
leverage our strengths as a destination.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Continue the business grants program to foster innovation in new products and experiences
and work with business to deliver new/improved tourism experiences that align with Greater
Dandenong’s unique food and cultural offer
Council
-
20152018
2
Expand the existing food and cultural tours by attracting commercial operators to deliver
these experiences with a view to maximise the number of tours available for visitors to book,
and to diversify the tour offering through the development of new itineraries – i.e. combining
food, culture & faith, targeting individual cultures/cuisines or including local manufacturers
and producers
Council
Commercial
operator/s
Ongoing
3
Work with local food manufacturers to identify tourism related opportunities – i.e. tours,
warehouse sales etc, and help advocate for Govt support/funding through Council’s
investment attraction program
Council
Industry
Ongoing
4
Implement actions related to food tourism experience development
from the Greater Dandenong Regional Food Strategy and Food Identity Brand project
Council
Industry
Ongoing
5
Consider how Council’s community assets (e.g. parks & gardens; Heritage Hill Dandenong and
other historic sites) can be better developed and utilised for visitor experiences, i.e. via
interpretation, events or attraction of private operators
Council
Industry
Ongoing
FY 15-16
FY 16-17
FY 17-18
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
39
Objective 1.9: Grow our events and use them as a means to engage and increase our share of new visitors
Consumers are looking for authentic experiences, particularly
when it comes to events and festivals. Events are also a way to
raise awareness and change perceptions of a destination, and can
attract visitors to a destination that would not otherwise be
considered.
maximise the types of visitors through the creation of new events
with significant tourism appeal. Our actions focus on working
with partners to create new events aimed at visitors, and enhance
existing events that have the ability to engage and leave a lasting
impression.
Events held in Greater Dandenong already attract a wide range of
community and local area visitors, yet there is an opportunity to
Action
Lead
Support
Timing
Budget
FY 14-15
1
Continue to implement Council’s Festival’s and Events plan and build and grow Springvale
Snow Festival, Nocturnal , Autumn Festival and Children’s Festival to events with significant
tourism appeal and that support Greater Dandenong’s food and cultural strengths
Council
Industry
Ongoing
2
Establish a tourism events working group to identify, plan and deliver a signature event for
Greater Dandenong.
Council
Ongoing
Ongoing
3
Seek event funding through Tourism Victoria’s Victorian Events program for a signature event
Council
MF&WF
TV, MAV,
Dandenong
Market,
Sandown,
key food
and tourism
industry
-
4
Implement relevant food events actions from the Greater Dandenong Regional Food Strategy
and Food Identity Brand project
Council
-
Role of the group should also include identifying supporting events throughout the year
Signature event to be planned and delivered in 2016-17 onwards.
FY 15-16
FY 16-17
FY 17-18
Ongoing
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
40
5
Support industry to curate and deliver events as part of the Melbourne Food and Wine year
round program, including:




Council
MF&W
TV, MAV,
Dandenong
Market,
Sandown,
key food
and tourism
industry
20152018
Expansion and improvement of the World Fare (Festival event)
Explore the opportunity to develop a ‘Longest lunch’ (Festival event)
Expand food industry involvement with ‘Put Victoria on your Table’ (Year-round
event)
Explore the opportunity to develop a new event – e.g. Greater Dandenong Short
‘Food Film Festival’ (Year-round or Festival event)
6
Work with Sporting Bet Park (Sandown) as Greater Dandenong’s premier event venue to
attract regionally or nationally significant events that align with Greater Dandenong’s core
brand offer
Council
Sandown
20152018
7
Work with Springvale Asian Business Association (SABA) to explore the recommencement of
regular Springvale Hawkers night food markets.
Council
SABA
20152018
8
Improve Council’s events grants program process to ensure significant tourism opportunities
are not passed up
Council
-
2014-15
9
Work with Dandenong basket ball stadium to identify opportunities where Greater
Dandenong’s local food offering can support key basketball events throughout the year, i.e.
presence of food retails/stalls at key events
Council
Basketball
Stadium,
industry
Ongoing
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
41
Objective 1.10: Increase supply of quality infrastructure in accommodation, retail, attractions and community
facilities
Attracting investment will be important in increasing visitor yield
in Greater Dandenong across a wide range of areas including:
short term accommodation, tourism attractions, experiences and
retail, including cafes and restaurants.
Our investment attraction actions focus on; increasing the quality
and choice of accommodation options to stop the leakage of
overnight visitors to other locations; and increasing the number
of high quality tourism experiences and attractions that enable us
to complete into the future.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Include tourism investment attraction as a priority as part of Council’s existing investment
attraction activities, including assessment of green wedge land available for potential tourism
investment
Council
2
Seek private investment in new attractions and experiences – e.g. Regional Art gallery, Places
of Worship, Soccer Stadium, new commercial tour operators, funding for manufacturing based
tourism operations, retail (café’s, restaurants, food trucks, pop up café’s etc.)
Council
3
Continue council’s program of community facilities infrastructure upgrades
Council
4
Develop an investment prospectus to attract private tourism investment in short term
accommodation and conferencing facilities to grow business events
Council
Tourism
Victoria,
Places
Victoria
Tourism
Victoria,
Places
Victoria
-
Ongoing
Tourism
Victoria,
Places
Victoria,
private
developers
Ongoing
FY 15-16
FY 16-17
FY 17-18
Ongoing
Ongoing
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
42
RAISING AWARENESS
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
43
Objective 1.11: Develop a strong digital presence and social media capability to engage and raise awareness
with our target markets
Use of digital technology such as the internet, social media and
mobile devices to source travel information will continue to grow
in the future. Consumers are now interacting with tourism
information at a deeper level by sharing their experiences via
social media. While dedicated destination websites will continue
to hold relevance in tourism planning, importance must be placed
on interacting with social media communities as a way to improve
perceptions and convey the depth of experiences available in
Greater Dandenong.
Our actions focus on building our online presence across
traditional online and social media platforms.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Undertake an online tourism content audit and content distribution strategy that looks at
existing online content, gaps and opportunities across various online and social media
platforms
External
consultant
Council
2015-16
2
Develop a Social Media Strategy which looks at Council’s social media voice in the context of
the visitor market versus community/residents and identifies actions and social media
channels to target key influencers and raise awareness of Greater Dandenong’s food and
cultural offer in line with the Greater Dandenong Regional Food Strategy and Food Identity
Brand project
External
Consultant
Council
2015-16
FY 15-16
FY 16-17
FY 17-18
Recommend: undertake in conjunction with the content audit and distribution strategy
3
Implement actions from the online tourism content audit and distribution strategy and Social
Media Strategy. May include the creation of new tourism specific social media accounts, blogs
etc.
Council
-
Ongoing
4
Maximise and leverage social media opportunities with partners including industry, Tourism
Victoria, Destination Melbourne; Arts Victoria, Cultural Tourism Victoria, Multicultural Arts
Victoria, Federation Square, VLine, Metro Trains and Eastlink
Council
Partners
Ongoing
5
Maximise the potential and leverage Destination Melbourne’s ‘Discover your own Backyard’
campaign website through increased social media engagement
Council
DML
Ongoing
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
44
Objective 1.12 – Raise awareness and increase the economic value of tourism from our existing VFR and
business visitors
Raising awareness with new visitors is important for long term
tourism growth, however tourism yield can be maximised more
expediently by communicating our offering to those who already
live in Greater Dandenong or visit regularly, be it for work or other
purposes.
Our actions therefore focus on activities and marketing initiatives
that:
People living and working within Greater Dandenong have limited
awareness of the experiences Greater Dandenong has to offer,
and therefore an opportunity exists to increase the economic
value of tourism by educating our resident population and
business community.
Action

Increase our residents understanding of our tourism offer
and their ability to help maximise economic value from
visiting friends and relatives; and

Increase our business community’s understanding of our
tourism offer, to look beyond their place of work to
explore what Greater Dandenong has to offer and to
promote it to their corporate visitors.
Lead
Support
Timing
Budget
FY 14-15
1
Actively participate in Destination Melbourne’s ‘Discover your own Backyard’ Campaign by
highlighting the depth of experiences to be had in Greater Dandenong with a particular focus
on food and culture
Council
DML
20152018
2
Work with key local tourism products and experiences to undertake community and local
business open days to enable them to gain an understanding of the tourism experiences on
offer
Council
Industry
Ongoing
3
Maximise tourism related content in Council’s ‘Stakeholder’ & ‘The City’ newsletters; including
promotion of Greater Dandenong’s tourism offer and experiences (both council owned and
commercial operations)
Council
-
Ongoing
4
Create, build and maintain a local ‘fan base’ of residents and businesses interested in Greater
Dandenong’s tourism offer and actively engage with them via social media – e.g. competitions
etc.
Council
Industry
Ongoing
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
FY 15-16
FY 16-17
FY 17-18
45
5
Utilise the Civic Square Big Screen to promote upcoming events, festivals, tourism
product/experiences
Council
-
Ongoing
6
Work with corporate accommodation providers and businesses to provide visitor information
to corporate visitors in the workplace and at the time of hotel booking confirmations
Council
Industry
Ongoing
7
Work with Dandenong basket ball stadium and industry to package sporting event tickets and
dining or other tourism experiences, and market these packages to the local resident and
business community via Council’s and Dandenong Basketball stadiums existing marketing
channels
Council
Basketbal
l stadium
Ongoing
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
46
Objective 1.13 - Raise awareness of Greater Dandenong and our tourism experiences amongst lifestyle leaders
Lifestyle Leaders are a very desirable market for any destination to
target. They travel more often, spend more per person, and are
more likely to take short trips. They are also more likely than the
general Australian population to travel frequently within Victoria.
And while they know where Greater Dandenong is, they know
very little about the tourism experiences we have to offer.
However, because lifestyle leaders are trusted advisors and
influence others travel behavior, they are important to getting
our message out. Therefore our actions focus on using our hero
experiences, in particular our unique food and cultural offering to
build our lifestyle leader fan base as a means to reach new
visitors.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Support Dandenong Market’s 150 Year celebrations strategic marketing initiatives
Market
Board
Council
Council
2016-17
2
Implement destination marketing actions from the Greater Dandenong Regional Food
Strategy and Food Identity Brand project
-
Ongoing
3
Work with Federations Square to bring ‘ Greater Dandenong’ to the CBD through the creation
of a Greater Dandenong CBD based event that promotes Greater Dandenong’s food and
cultural strengths
Council
Fed Square
2015-16
4
Develop and implement an online /social media marketing campaign to support the ‘TedX
Greater Dandenong’ event’s reach
Council
-
2015-16
5
Build awareness of Greater Dandenong’s arts and cultural offering through the cooperative
promotion of the Walker Street Gallery, Drum Theartre and Heritage Hill Dandenong.
Marketing channels – e-news, online, social media/blogs, PR, competitions
Council
Ongoing
6
Work with Council’s PR consultant to actively target and raise awareness of Greater
Dandenong’s: unique food and cultural experiences, the arts, events, and basketball sporting
events via high performance athletes.
Gallery,
Drum,
Heritage
Hill
Dandeno
ng
Council
External
consultant
Ongoing
FY 15-16
FY 16-17
FY 17-18
Channels: television, print, online, social media.
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
47
7
Continue to support Dandenong Market, Drum Theartre, Heritage Hill Dandenong and Walker
Street Gallery’s annual strategic marketing initiatives
Market,
Drum,
Gallery,
Heritage
Hill
Dandeno
ng
Council
8
Work with VLine, Metro Trains and Eastlink to leverage partnership opportunities via
advertising placements (on trains, at stations, on roads, and online), and via cooperative
programs that add value to VLine, Metro Trains and Eastlink customer experience
9
Work in collaboration with Multicultural Arts Victoria and Arts Victoria to leverage partnership
opportunities and content marketing through their existing marketing channels, including:
online, social media, e-news, brochures, collateral, co-branding etc.
Council
10
Work with Mornington Peninsula tourism to identify cooperative marketing opportunities,
particularly with Frankston
Council
11
Continue ‘Where Magazine and Where website marketing
12
Council
?
?
?
2015-18
-
$10K
$10K
$10K
2015-18
-
$5K
$5K
$5K
2015-18
-
$10K
$10K
$10K
Council
VLine,
Metro
Trains,
Eastlink
Multicultur
al Arts
Victoria,
Arts
Victoria
Morningto
n Peninsula
Tourism
-
-
$15K
$15K
$15K
Work with accommodation providers to provide visitor information at the time of booking
confirmation via online links/emailed information and or hard copy information where hard
copy booking confirmation exists
Council
Industry
Ongoing
Council
staff
Council
staff
Council
staff
Council
staff
13
Work with Dandenong basketball stadium via Council’s PR consultant to raise awareness of
CGD’s basketball sporting events via high performance athletes
Council
Basketball
Stadium
Ongoing
PR
budget
PR
budget
PR
budget
PR
budget
14
Undertake Prime Television campaign aligned with new tourism brand and messaging. View to
measure success and asses in year one to determine strategy for years 2 and 3.
Council
-
$10K
$10K
$10K
$10K
15
Take a full page advertisement for Greater Dandenong in the Melbourne OVG and a full page
advertisement for Springvale in the Melbourne ‘ China’ market OVG
Council
DML
2014-15
then
assess
Ongoing
$9.5K
$9.5K
$9.5K
$9.5K
16
Continue advertising in ‘ Victoria’s Cultural Guide’
Council
-
Ongoing
$3K
$3K
$3k
$3k
PLANNING FOR THE NEXT PHASE
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
48
Objective 1.14: Adopt a planned approach to tourism development
A proactive approach to planning is important as it enables us to
address our future tourism development and infrastructure
needs, as well as the marketing directions we need to deploy.
Destinations that have resources to undertake research, planning
and evaluation are better placed to make informed decisions and
adapt to shifting market trends. Gathering relevant and timely
information is also beneficial in communicating the value of
tourism to the community and tourism industry, and can assist in
improving understanding of the economic and social benefits that
tourism offers our community.
Action
Lead
Support
Timing
Budget
FY 14-15
1
Appoint a Tourism Officer to work in collaboration with council staff to manage and champion
the implementation of this plan, including working with industry, peak bodies and Government
stakeholders
Council
-
20152018
2
Commission visitor perception research to benchmark and track perception and awareness
improvement, including measuring food brand health with the identified target markets.
Council
External
consultant
2016-17
3
Develop the Greater Dandenong Tourism Strategy & Action Plan 2018-2021 to plan for the next
phase of tourism growth
Council
External
consultant
2016-17
4
Contribute towards Destination Melbourne’s VFR research project to support ongoing
development of the DYOB campaign
Council
-
Ongoing
5
Monitor the success of the Visitor Information Strategy implemented and pursue identified
improvements in 2016-17
Council
-
2016-17
6
Develop a program to monitor and evaluate the success of all destination marketing
campaigns and event attendance
Council
-
Ongoing
7
Develop a research program in conjunction with industry that collects and analyses visitor
information including where visitors have come from and where they heard about Greater
Dandenong and or the experience or activity they may be undertaking
Council
-
Ongoing
City of Greater Dandenong Tourism Strategy & Action Plan 2014 2018
FY 15-16
FY 16-17
FY 17-18
49
8
In the absence of specific visitor survey data relating to Greater Dandenong, monitor Greater
Dandenong’s tourism performance by developing a joint research program in conjunction
with the Melbourne’s South East CEO and Mayor’s Group to monitor tourism numbers,
performance and visitor satisfaction in Melbourne’s South East
Council
South East
metro CEO
& Mayor’s
Group
Ongoing
9
Consider developing a Destination Management Plan to identify future tourism needs
including: experience gaps, infrastructure requirements, a roadmap to investment success and
barriers to investment etc.
Council
External
consultant
2016-17
To be undertaken in conjunction with the Tourism Strategy & Action Plan.
TOTAL
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
50
© K2 Group Pty Ltd 2014
This document is and shall remain the property of K2 Group Pty Ltd. The document may only be used for the purposes for which it was commissioned and in accordance
with the Terms of Engagement for the commission. Unauthorised use of this document in any form whatsoever is prohibited.
This plan has been prepared in good faith and in conjunction with the City of Greater Dandenong
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
51
City of Greater Dandenong Tourism Strategy & Action Plan
2014-2018
52