Jamaica Tourist Board Communications Plan

Francesca Breene

 

 

4  May  2015                

Table  of  Contents  Executive  Summary  ................................................................................................................  2  

Background  ...............................................................................................................................  3  Jamaica’s  Assets  .................................................................................................................................  3  Tourism  and  Resort  Development  ..............................................................................................  4  Promoting  Jamaica  Abroad  ............................................................................................................  5  A  Shifting  Environment  ...................................................................................................................  5  

       Up  Close  .................................................................................................................................................  7          JTB’s  Social  Landscape  .....................................................................................................................  9          In  a  Nutshell  ......................................................................................................................................  11  

Situation  Analysis  ..................................................................................................................  11  

Core  Problem  &  Opportunity  .............................................................................................  12  

Goal  .............................................................................................................................................  12  

Objectives  .................................................................................................................................  12  

Key  Publics  ...............................................................................................................................  13  

Framing  &  Positioning  .........................................................................................................  14  

Messages  ...................................................................................................................................  15  

Strategies  &  Tactics  ...............................................................................................................  16  

Measurement  &  Evaluation  ................................................................................................  18  

Appendix  ..................................................................................................................................  20  References  ........................................................................................................................................  20  List  of  Potential  &  Probable  Publics  ........................................................................................  22  SWOT  Analysis  ................................................................................................................................  23  Competitive  Analysis  ....................................................................................................................  24  Communications  Audit  .................................................................................................................  25  Calendar  ............................................................................................................................................  26  Budget  ................................................................................................................................................  29  Confirmation  Table  ........................................................................................................................  32  

           

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Executive  Summary      

Founded  in  1955,  The  Jamaica  Tourist  Board  (JTB)  is  Jamaica’s  national  tourism  agency.  The  Board  is  responsible  for  worldwide  tourism  marketing  and  promotion  for  the  island,  and  is  fully  funded  by  the  government  of  Jamaica.  In  recent  years,  the  JTB  has  seen  a  number  of  successes  –  Jamaica  has  been  ranked  as  a  top  five  tourist  destination,  and  international  tourist  arrivals  continue  to  grow  gradually.  However,  70%  of  these  arrivals  originate  in  the  USA  or  Canada.1  The  JTB  has  been  much  less  successful  in  the  European  market,  both  absolutely  and  in  comparison  to  other  Caribbean  destinations  that  see  less  than  50%  of  tourists  originating  from  the  United  States.  Compounding  this  weakness,  travel  to  the  Caribbean  by  Europeans  has  dropped  3.7%  over  the  last  five  years,  and  appears  to  be  on  a  worrisome  downward  trajectory.2    

 Since  the  1960’s,  the  JTB  has  launched  a  number  of  campaigns  aimed  at  marketing  

Jamaica  to  a  more  diverse  array  of  audiences.  Most  recently,  these  have  included  “Jamaican  me  Happy”,  “Once  you  go,  you  know”,  and  “Get-­‐All  Right”,  to  name  a  few.  However,  these  attempts  have  not  adequately  taken  account  of  the  more  demanding  motivations  and  aspirations  of  wealthy  European  travellers,  who  are  used  to  a  plethora  of  culturally  rich  and  exotic  destinations  more  easily  accessible  to  them  than  to  Americans.  The  JTB  has  inundated  its  websites  and  social  channels  with  images  of  jerk  shacks,  reggae,  rum  cruises,  and  action-­‐packed  images,  as  well  as  promotions  and  sweepstakes  tied  to  some  of  the  island’s  largest  all-­‐inclusive  resorts.  This  has  certainly  contributed  to  the  success  and  further  development  of  these  types  of  resorts  on  the  island,  but  it  has  simultaneously  and  inadvertently  distanced  the  brand  from  European  audiences.  What  remains,  is  a  nation  with  a  mid-­‐market,  even  somewhat  down-­‐market,  brand  identity  significantly  underrepresented  in  the  growing  luxury  segment  and  failing  to  attract  its  share  of  affluent  European  travellers.  

 The  JTB  is  now  at  a  crossroads.  Jamaica  must  extend  its  brand  image  and  

supplement  its  mass-­‐market  appeal  with  a  premium  set  of  offerings  that  reposition  the  island  as  a  top  choice  for  Europeans  searching  for  luxury  beach  holidays,  by  demonstrating  how  much  more  there  is  to  the  country  than  “Sand,  Sea,  Sun”  and  behemoth  all-­‐inclusives  that  operate  on  manufactured,  cookie-­‐cutter  experiences.  It  is  vital  that  the  JTB  work  to  rebalance  the  hotel  landscape  on  the  island,  by  encouraging  the  development  of  smaller,  luxury  boutique  hotels  that  will  offset  the  culture  of  all-­‐inclusive  resorts  and  attract  European  patrons  in  search  of  luxury  accommodations,  bespoke  experiences,  and  world-­‐class  service.  

                                                                                                                 1  Boxill,  I.  (2004).  Towards  an  alternative  tourism  for  Jamaica.  International  Journal  of  Contemporary  Hospitality  Management,  16(4/5),  269-­‐272.  Retrieved  from  http://search.proquest.com/docview/228365282?accountid=11091    2  Jamaica  Tourist  Board  (2013)  Annual  Travel  Statistics  2013.  JTB  Online  (February  2015)  From  http://www.jtbonline.org/statistics/Annual%20Travel/Annual%20Travel%20Statistics%202013.pdf  

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The  JTB  can  do  this  with  the  use  of  several  strategies  and  tactics  over  the  next  year.  Most  importantly,  they  will  need  to  develop  a  new  range  of  marketing  materials,  from  brochures  to  short  films,  which  focus  on  a  new  “Luxury  Jamaica”  brand  image.  Simultaneously,  they  will  need  to  invest  in  formal  social  media  training  for  their  team,  and  begin  to  develop  a  new  social  media  strategy.  Once  these  foundational  pieces  are  close  to  completion,  the  JTB  must  begin  active  outreach,  targeting  four  key  publics  –  Wealthy,  European  millennials,  families,  and  retirees;  and  luxury  hotel  property  developers.    

 Through  a  combination  of  new  and  innovative  digital  content,  meetings  and  

events,  celebrity  engagement,  and  earned  and  paid  media  that  focuses  on  showcasing  “Luxury  Jamaica”  to  key  publics,  the  JTB  will  be  able  to  deliver  the  right  messages  to  the  right  audiences,  and  will  ultimately  achieve  successful  brand  expansion.  By  targeting  wealthy  Europeans,  the  JTB  will  create  a  near  term  uptick  in  demand  that  will  then  build  cumulatively  overtime.  The  focus  on  luxury  hotel  developers  is  intended  to  extend  and  improve  the  JTB  product  offering,  which  will  likely  take  five  to  ten  years  from  the  initiation  of  this  plan.    

 The  JTB  should  be  able  to  execute  the  above  strategies  with  a  one-­‐year  budget  of  

$1,100,000.      

Background  

Jamaica’s  Assets    

Jamaica  has  often  been  called  the  Hawaii  of  the  Caribbean.  It  is  an  island  rich  in  natural  resources  and  beauty,  with  over  70  public  beaches,  11  natural  waterfalls,  16  museums,  several  national  parks  and  large  botanical  gardens,  as  well  as  countless  monuments  and  memorials.3  Lonely  Planet  describes  the  island  as  a  country  which    “cries  out  to  be  explored…  underwater,  on  hikes,  river-­‐bound  with  a  raft,  underground  with  a  lamp  strapped  to  your  head,  or  on  the  road  by  car  or  bicycle.”4    

 Jamaica  is  an  adventure  island,  where  the  list  of  adrenaline-­‐rushing  activities  runs  

on:  bamboo  river  rafting,  white  water  rafting,  tubing,  kayaking,  White  River  Valley  rapids,  pools  and  lagoons,  lush  forests  of  bamboo  groves  and  dense  tropical  vegetation,  cruises,  sailing  trips,  submarine  rides,  and  scuba  and  snorkel  trips,  to  name  a  few.  Large  parts  of  the  island  still  remain  unexplored,  from  mountaintops  to  rocky  coves,  providing  countless  opportunities  for  further  adventure  and  potential  development.      

 

                                                                                                               3  Clammer,  P.  (N.d.)  Why  I  Love  Jamaica.  Lonely  Planet.  February,  6  2015.  From  http://www.lonelyplanet.com/jamaica  4  ^Ibid  

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For  those  looking  for  a  slightly  more  laid  back  vacation  experience,  the  island  is  also  renowned  for  its  many  beautiful  beaches  and  famous  golf  courses,  including  the  prestigious  Johnnie  Walker  World  Championship  host,  the  Tryall  Club.  The  towns  themselves  offer  history  and  culture  buffs  the  chance  to  experience  heritage  walking  tours  through  Old  Spanish  Town,  explore  Bob  Marley’s  home  and  the  training  grounds  of  the  Jamaican  bobsled  team,  and  visit  homegrown  coffee  plantations  rich  in  colonial  history.    

 This  diverse  array  of  sites,  experiences  and  heritage,  together  with  a  climate  

ideally  suited  to  exploit  the  increasing  demand  for  “winter  sun”,  provides  the  country  with  a  rich  tapestry  of  tourism  possibilities.  

Tourism  and  Resort  Development    

Tourism  is  a  critical  part  of  the  Jamaican  economy,  accounting  for  25%  of  the  island’s  gross  national  product,  and  30.8%  of  its  gross  domestic  product,  making  up  a  significant  portion  of  the  country’s  economy5.  The  majority  of  locals  earn  a  significant  portion  of  income  from  tourism  to  the  island,  whether  directly  in  service  or  as  part  of  the  broad  supply  chain.  In  the  major  cities  of  Kingston,  Negril,  and  Montego  Bay,  most  business  rely  upon  tourist  dollars  for  profit,  a  draw  that  has  resulted  in  large  population  growth  in  the  major  Jamaican  resort  towns.  An  unintended  consequence  of  this  success,  however,  has  been  large  population  growth  in  the  major  resort  towns,  which  has  occurred  without  the  supporting  infrastructure  necessary  to  prevent  squatting.  Consequently,  many  of  these  cities  are  now  faced  with  growing  issues  of  economic  instability,  debt,  poverty,  unemployment,  crime,  and  corruption.  In  Negril  today,  30%  of  the  local  population  are  homeless.6    

This  economic  landscape  in  turn  has  contributed  to  the  ways  in  which  resort  and  hotel  development  has  occurred  on  the  island,  and  has  helped  define  the  current  dominant  product  offering.  With  growing  concerns  surrounding  homelessness  and  crime  in  the  major  resort  towns  of  Jamaica,  and  deteriorating  public  perception  of  the  island,  resorts  have  now  shut  their  doors  completely  to  the  public.  Today,  most  large  resorts  exist  within  tightly  secured  gated  communities,  enabling  tourists  to  stay  within  the  confines  of  their  resort  walls  at  all  times.  For  most  patrons,  this  move  has  had  little  effect  on  their  ability  to  indulge  in  the  “Sun,  Sea,  and  Sand”  aspects  that  Jamaica  has  to  offer.  Cultural  experiences,  however,  have  all  but  disappeared  from  these  hotels,  with  the  exception  of  a  few  designated  nights  where  approved  vendors  from  town  are  able  to  enter  the  hotel  grounds  and  set  up  small  kiosks  on  the  beach.    

                                                                                                               5  Edghill,  M  (September  2013)  Tourism  and  the  Caribbean  Economy.  Caribbean  Journal.  March  1st,  2015  From  http://caribjournal.com/2013/09/30/tourism-­‐and-­‐the-­‐caribbean-­‐economy/    6  Biswas,  S.  (2007,  May  16).  Jamaica  struggles  to  fight  crime.  BBC  News.  March  1,  2015.  from  http://news.bbc.co.uk/2/hi/6657203.stm    

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Promoting  Jamaica  Abroad    

The  Jamaica  Tourist  Board  (JTB)  is  the  agency  responsible  for  worldwide  tourism  marketing  and  promotion  for  the  island  of  Jamaica.  Since  their  founding,  the  JTB  has  developed  numerous  campaigns  aimed  at  increasing  tourism  rates  on  the  island.  Though  different  in  approach  each  time,  every  one  of  the  campaigns  to  date  has  focused  on  what  the  JTB  believes  to  be  the  unique  brand  traits  of  Jamaica  –  joy,  vibrancy,  authenticity,  and  island  spirit.  Most  recently,  the  JTB  launched  a  new  campaign  called  “Get  All-­‐Right”,  which  focuses  on  Jamaica’s  unique  ability  to  help  international  visitors  find  rejuvenation  and  renewal  on  the  island.  The  campaign  manifesto  reads  as  follows:  

 There’s  nothing  in  the  world  that  can  make  you  more  optimistic,  more  at  peace  and  more  

alive  than  strolling  down  a  beach  in  JAMAICA.  Between  the  spirit  of  the  people,  the  aroma  from  the  jerk  shacks,  the  sound  of  the  reggae  and  the  vision  of  green  hills  peering  down  on  blue  water—you’re  lifted  to  a  place  you  never  dreamed  possible.  That  feeling  is  what  JAMAICA  creates.  We  pump  it  out  every  second  of  every  day.  It  comes  naturally  to  us.  It’s  who  we  are.  That  feeling  that  all  is  right  in  the  world.  And  not  a  single  place  in  the  world  does  it  better.  So  come  to  JAMAICA.  And  get  all  right.7  

 Though  these  efforts  have  been  successful  in  continuing  to  grow  Jamaica’s  tourism  

industry,  dependence  on  all-­‐inclusive  resorts  is  at  the  heart  of  this  success.  In  2008,  these  large,  all-­‐inclusive  resorts  accounted  for  78.6%  of  all  room  nights  sold  on  the  island,  exhibiting  far  higher  occupancy  rates  than  non-­‐inclusive  lodging  options.8  Unfortunately  these  resorts  seem  to  have  much  more  appeal  to  American  and  Canadian  visitors  than  to  Europeans,  demonstrated  by  the  fact  that  Americans  and  Canadians  make  up  70%  of  the  guests  at  these  resorts,  while  in  contrast,  72%  of  Europeans  refuse  to  book  all-­‐inclusive  holidays.9    

A  Shifting  Environment    

According  to  the  latest  survey  of  the  World  Travel  Monitor  by  IPK  International,  more  European  vacationers  are  escaping  Europe,  preferring  getaways  to  sunnier  climates.  The  ITB  Berlin  survey  shows  that  the  number  of  Europeans  taking  wintertime  holidays  has  risen  by  a  huge  50%  over  the  past  seven  years.  Overall,  during  the  winter  of  2013,  Europeans  undertook  around  127  million  holiday  trips  abroad,  marking  a  30  to  40%  increase  in  market  share  over  the  last  seven  years.10  Wintertime  beach  holidays  have  seen                                                                                                                  7  Jamaican  Tourist  Board  (2013)  Brand  and  Campaign  Style  Guide.  JTB  Online.  (February  6th  2015)  From  http://www.jtbonline.org/resources/Documents/JTB%20Brand%20Guidelines%202013.pdf    8  Jamaica  Tourist  Board  (2013)  Annual  Travel  Statistics  2013.  JTB  Online  (February  2015)  From  http://www.jtbonline.org/statistics/Annual%20Travel/Annual%20Travel%20Statistics%202013.pdf    9  European  Commission  Directorate-­‐General  for  Communication  (February  2014)  European  Travel  Preferences:  Flash  Eurobarometer  392.  European  Commission.  February  28th,  2015.  From  http://ec.europa.eu/public_opinion/flash/fl_392_en.pdf  10  Manama,  J.  (November  2014)  Europe  wants  to  warm  up  this  winter.  Travel  and  Tourism  News  Middle  East.  February  12th,  2015.  Retrieved  from  http://search.proquest.com/docview/1627166280?accountid=11091    

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a  consistent  increase  in  market  share,  while  comparatively,  winter  sports  holidays  have  fallen  three  percent.  Despite  these  favorable  trends,  an  International  Monetary  Fund  (IMF)  Working  Paper  titled,  “Revisiting  Tourism  Flows  to  the  Caribbean:  What  is  Driving  Arrivals,”  found  that  the  Caribbean’s  share  of  the  global  tourism  market  is  declining  at  significant  rates.  Moreover,  although  Europeans  are  taking  more  winter  holiday’s  abroad  than  ever  before,  they  are  still  highly  unlikely  to  choose  Jamaica  over  other  beach  destinations.  In  2014,  visitors  from  the  USA  accounted  for  62.3%  of  all  visitors,  with  Canada  accounting  for  a  further  20.2%.  The  UK,  in  comparison,  only  claimed  8.5%,  and  the  whole  of  Continental  Europe  only  4.0%.11    

Although  both  global  tourism  and  European  tourism  are  expanding,  there  is  an  increasing  dissonance  between  what  is  on  offer  in  Jamaica  and  what  the  most  attractive  segments  of  the  European  market  seem  to  want.  Several  factors  are  at  play  in  this.    Jamaica’s  problem,  in  part,  reflects  an  overall  decline  in  the  Caribbean’s  attractiveness  as  new  resort  destinations  open  up  in  previously  underdeveloped  markets,  but  it  also  reflects  the  success  of  other  Caribbean  island  resorts  in  appealing  to  the  more  upmarket  European  traveler.  

Twenty-­‐five  years  ago,  the  Caribbean  had  an  almost  exclusive  monopoly  on  exotic  travel  from  Europe.  The  Southeast  Asian  Market  was  still  relatively  undeveloped;  Eastern  Europe  was  still  under  Soviet  rule,  and  travel  hubs  like  Dubai  easing  connection  around  the  world  had  not  yet  emerged.  Historically,  travel  preferences  were  heavily  influenced  by  the  colonial  interests  and  attachments  of  Germany,  the  UK,  and  France.  Jamaica  was  an  early-­‐preferred  destination  for  British  tourists,  with  the  French  more  likely  to  favor  French  Caribbean  destinations  like  Martinique  and  St  Barts.  In  recent  decades,  however,  the  competitive  set  has  shifted  dramatically.  

 As  2015  begins,  the  global  luxury  travel  market  continues  to  record  strong  growth  

which  is  expected  to  continue  over  the  forecast  period  to  2017.  One  of  the  key  drivers  of  this  growth  is  the  increasing  number  of  high  net  worth  individuals  (HNWIs)  globally.  With  growing  affluence,  the  available  “winter  sun”  choices  have  multiplied  to  include  exotic  destinations  like  Thailand,  Malaysia,  Indonesia,  South  Africa,  the  Seychelles,  Maldives,  India,  Mexico,  and  Dubai.  As  these  emerging  markets  have  flourished  economically  there  has  been  significant  new  resort  development,  and  new  aviation  technologies  have  brought  more  of  these  destinations  within  the  reach  of  a  single  direct  flight.  Europeans  are  therefore  able  to  reach  many  more  desirable  and  culturally  diverse  destinations  than  they  were  15  to  20  years  ago,  and  many  more  than  their  American  counterparts  can  conveniently  reach  -­‐  simply  as  a  function  of  geography.    

 At  the  same  time,  the  Caribbean  resort  typography  has  also  changed.  First  generation  

travellers,  postcolonial  independence  (1960’s-­‐1980’s),  fuelled  by  the  glamor  of  the  Bond  movies,  preferred  the  major  islands  like  Jamaica  and  Barbados.  However,  beginning  in  the  

                                                                                                               11  Laframboise,  N;  Mwase,  N;  Park,  J;  Zhou,  Y.  (December  2014)  Revisiting  Tourism  Flows  to  the  Caribbean:  What  is  Driving  Arrivals?  International  Monetary  Fund.  From  http://www.imf.org/external/pubs/cat/longres.aspx?sk=42541.0    

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1980’s,  the  upscale  traveller  began  to  seek  out  more  romantic  boutique  experiences  like  The  Cotton  House  in  Mustique,  made  famous  by  princess  Margaret,  and  Necker  Island,  made  famous  by  Sir  Richard  Branson.  Over  the  last  15  years,  the  creation  of  hotels  like  the  Aman  Resorts  in  Turks  and  Caicos,  Peter  Island,  Carlyle  Bay  in  Antigua,  and  Jade  Mountain  in  St.  Lucia,  have  redefined  luxury  for  the  European  traveller  looking  for  a  Caribbean  destination  -­‐  with  an  emphasis  on  relaxation  and  restoration.  Their  amenities  include  world-­‐class  spas,  fine  dining,  and  private  butler  service,  coupled  with  and  extreme  privacy  and  exclusivity.  Few,  if  any  Jamaican  properties  can  compete  with  these  new  properties.  

 These  hotels  appeal  to  the  two  most  attractive  segments  of  the  European  market  -­‐  the  

increasingly  affluent,  cosmopolitan,  and  upwardly  mobile  young  millennials,  and  the  affluent  baby  boomers,  who  are  now  approaching  or  have  reached  retirement  and  have  high  disposable  income  which  they  will  readily  spend  for  the  right  vacation  experience.  

Up  Close       Despite  its  size,  beauty,  and  wealth  of  resources,  Jamaica  continues  to  struggle  to  compete  with  other  beach  destinations  in  the  region.  When  it  comes  to  Europeans  specifically,  Jamaica  loses  large  numbers  of  tourists  to  the  U.S/British  Virgin  Islands,  Bermuda,  and  Mexico.         Focusing  first  on  its  Caribbean  counterpart,  the  U.S  and  British  Virgin  Islands,  it  is  important  for  Jamaica  to  understand  why  a  destination  that  is  equidistant  from  Europe  and  offers  many  of  the  same  attractions  is  finding  greater  success  in  the  European  market.  This  region  consists  of  the  smaller  islands  of  St.  John,  St.  Croix,  St.  Thomas,  Tortola,  Virgin  Gorda,  and  Peter  Island,  to  name  the  most  prominent.  The  islands  are  much  smaller  than  many  other  Caribbean  destinations,  and  as  a  result,  are  far  less  developed.  The  British  Virgin  Islands,  in  particular,  are  best  known  for  their  quaint  small  towns,  exclusive  resorts,  and  secluded  beaches.  “Charm”  and  “tranquility”  are  some  of  the  first  words  used  to  describe  these  islands,  which  are  also  known  to  be  popular  yacht-­‐hopping  islands  for  the  super-­‐rich.  For  that  additional  reason,  the  islands  tend  to  be  dominated  by  boutique  luxury  hotels  (with  very  few,  if  any,  all-­‐inclusive  resorts)  and  boast  a  handful  of  very  upscale  dining  possibilities.  Prominent  celebrities  are  known  to  frequent  many  of  these  islands,  and  they  are  often  photographed  by  paparazzi  docking  at  some  of  the  island’s  best  hotels  for  a  quick  Oceanside  lunch.         Acknowledging  the  brand  position  that  they  own,  the  USVI’s  and  BVI’s  have  worked  to  match  this  image  on  their  official  websites  and  social  media  platforms.  Each  of  these  channels  is  driven  by  images  of  secluded  beaches,  luxury  accommodations,  and  fine  dining,  and  describes  how  visitors  are  enticed  by  “yacht  clubs,  quiet  coves,  safe  anchorages,  and  luxury  resorts  and  villas.”12  Common  buzzwords  used  are  evocative  of                                                                                                                  12  BVI  Tourism.  (N.d)  Virgin  Gorda.  The  British  Virgin  Islands.  January  20th  2015  From  http://www.bvitourism.com/virgin-­‐gorda    

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peace  and  indulgence  and  center  around  the  idea  of  ‘barefoot  elegance’  over  specific  activities  and  experiences.         Though  not  a  part  of  the  Caribbean,  Bermuda  is  another  island  beach  destination  that  poses  a  legitimate  threat  to  Jamaica.  There  is  little  doubt  that  this  threat  is  in  large  part  a  result  of  a  much  shorter,  and  cheaper,  journey  across  the  Atlantic.  A  non-­‐stop  seven-­‐hour  flight,  and  Europeans  can  be  on  the  Island  of  British  heritage  and  pink  beaches  in  half  the  time  it  takes  them  to  reach  Jamaica.  Once  there,  visitors  are  confronted  with  a  very  pleasant,  civilized  hybrid  of  British  high-­‐society  and  Caribbean  attractions.  The  capital,  Hamilton,  is  a  beautiful  harbor  town  dotted  with  pastel  colored  buildings  and  home  to  some  of  Britain’s  most  famous  luxury  goods  stores.    In  this  sense,  Bermuda  offers  everything  most  Europeans  would  hope  to  find  at  home,  but  adds  worthwhile  and  unexpected  elements  of  beautiful  beaches,  world-­‐class  golf  courses,  fine  dining,  and  consistently  beautiful  weather  to  the  mix.  It’s  little  surprise,  then,  that  it  has  been  nicknamed  the  “Jewel  of  the  Atlantic”.13       The  Bermuda  Tourism’s  digital  presence  is  very  clearly  representative  of  the  Island  as  a  whole.  Though  it  has  room  for  improvement,  it  is  densely  populated  with  photographs  and  videos  that  show  wealthy  white  men  in  long  pink  Bermuda  shorts,  on  the  golf  course,  docking  at  Hamilton  harbor,  or  strolling  along  main  street.  It  paints  a  picture  of  British  class  amidst  the  perfect  climate,  and  though  this  lacks  the  exoticism  of  the  Caribbean  islands,  it  draws  users  in  with  evocative  images  of  the  “Bermuda  lifestyle”  –  easy,  familiar,  and  boosted  by  a  perfect  climate.         The  last  destination  that  brings  significant  competition  to  Jamaica  is  Mexico.  Massive  in  both  its  size  and  its  tourist  offerings,  Mexico  is  the  perfect  example  of  a  country  that  intentionally  created  varied  destinations  with  their  preferred  clientele  in  mind.    The  beach  town  of  Cancun  exists  primarily  for  Americans,  and  is  characterized  by  hundreds  of  larger  hotels  with  all-­‐inclusive  offerings.  Take  a  short  trip  south,  however,  and  one  finds  Playa  del  Carmen,  a  town  intentionally  built  for  Europeans  with  a  focus  on  small  hotels  and  more  charming,  intimate  settings.  Though  Mexico  certainly  faces  similar  challenges  to  Jamaica,  especially  in  regards  to  the  “Spring  Break”  landscape  that  characterizes  much  of  the  Eastern  coast,  it  has  managed  to  mostly  remove  these  perceptions  from  the  country  narrative  in  Europe  by  carefully  constructing  more  European-­‐focused  offerings.    Mexico  also  takes  care  to  utilize  its  cultural  heritage  and  Mexican  traditions  to  draw  visitors  to  the  island.  Far  from  relying  on  ubiquitous  characteristics  of  “Sand,  Sea,  and  Sun”,  they  are  intentional  about  incorporating  culture  into  tourist  experiences.      

Digitally,  the  Mexican  Tourist  Board  has  a  large  social  presence,  active  on  everything  from  Facebook  to  Google+.  They  push  out  content  daily,  a  large  amount  of  which  focuses  on  the  food  and  drink  made  so  famous  by  the  country,  and  its  Mayan  

                                                                                                               13  Bermuda  Tourism  (N.d)  The  “Jewel  of  the  Atlantic”.  Go  To  Bermuda.  January  20th  2015  From  http://www.gotobermuda.com/about-­‐bermuda/our-­‐island/    

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history  and  architecture.  Their  Pinterest  and  Instagram  platforms  make  use  of  beautiful,  professional  photos  that  clearly  depict  the  countries  brand  images.    

These  three  countries  are  all  strong  examples  of  the  ways  in  which  Tourists  boards  have  utilized  digital  and  social  tactics  to  amplify  their  brand  image,  a  tactic  which  is  proving  to  be  vital  in  reaching  more  and  more  audiences  today.    

JTB’s  Social  Landscape    

As  the  competitive  set  for  European  travellers  continues  to  shift,  so  too  does  the  way  in  which  they  make  choices.  Luxury  traveller  behavior  patterns,  and  specifically  the  way  purchasing  decisions  are  influenced,  are  now  coming  to  be  redefined  by  the  Millennial  generation,  who  rely  upon  social  media  for  reviews  and  photos,  and  continuously  seek  'Instagrammable'  experiences  that  are  visual,  one-­‐of-­‐a-­‐kind,  and  will  generate  buzz  amongst  their  social  networks.14  This  trend  is  on  the  rise  amongst  other  key  publics  as  well  –  from  stay-­‐at-­‐home  moms  looking  for  family-­‐friendly  recommendations,  to  retiree’s  seeking  to  learn  and  reap  the  benefits  of  new  technologies  that  will  keep  them  connected.    

 For  this  reason,  it’s  vital  that  those  in  the  hospitality  industry  take  their  social  

presence  seriously  and  keep  up  with  best  practices.  Measurable  social  media  excellence  in  today’s  landscape  is  marked  by  at  least  5000  Facebook  'Likes',  a  TripAdvisor  rating  of  4.5  or  over,  and  a  strong  presence  on  Instagram,  YouTube  and/or  Pinterest.15    

 Currently,  the  JTB’s  social  media  efforts  are  not  up  to  this  standard.  Though  they  have  

ensured  that  the  country  has  a  branded  presence  on  each  of  the  major  social  channels  today  -­‐  Facebook,  Twitter,  Instagram,  Pinterest,  and  YouTube  -­‐  their  official  channels  are  both  difficult  to  find  and  poorly  monitored.  The  platforms  lack  any  sort  of  centralized  messages,  and  in  some  cases,  even  still  broadcast  old  campaign  messages.  Much  of  the  content  on  these  channels  employs  the  use  of  hyperboles  and  cliché  storytelling  that  feels  inauthentic.  Coupled  with  densely  pushed  promotional  content  which  acts  to  cheapen  the  brand,  and  the  social  channels  fail  to  function  as  positive  advocates  for  the  island.  

    Jamaica’s  official  Facebook  page,  VisitJamaica,  is  clearly  the  most  active  of  all  the  JTB  social  channels.  Posts  to  the  timeline  occur  once  every  two  or  three  days,  and  the  team  seems  to  be  attentive  in  responding  to  tourists  with  questions  or  comments.  The  timeline  nicely  intersperses  photos  and  updates  on  a  diverse  array  of  materials,  including  adventure  opportunities,  scenic  beaches,  and  local  events.  Despite  these  strengths,  however,  the  platform  falls  short  in  several  ways.  Upon  attempts  to  navigate  through  the  page,  the  user  is  faced  with  several  pages  with  no  content,  and  others  that  promote  out-­‐of-­‐date  campaigns  and  promotions.  The  descriptive  content  of  the  page  is  written  

                                                                                                               14  N.a  (September  2014)  The  Luxury  Traveler  and  Social  Media  in  2014.  ILTM  Americas.  March  6th,  2015.  From  http://www.brand-­‐karma.com/wp-­‐content/uploads/bk-­‐reports/2014/ILTM%20Americas%202014%20Report_DIGITAL%20FINAL.pdf  15  ^Ibid.  

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awkwardly  and  leaves  one  feeling  confused  about  its  somewhat  elusive  message.  A  ‘Book  Now’  tab  at  the  top  of  the  page  is  an  innovative  and  important  insert,  though  the  link  immediately  directs  users  to  a  list  of  the  largest  all-­‐inclusives  resorts  on  the  Island,  in  the  main  cities  of  Negril,  Ochos  Rios,  and  Montego  Bay.  Add  to  this  the  fact  that  evocations  of  luxury  appear  nowhere  on  the  timeline,  and  it’s  not  hard  to  conclude  that  Jamaica  does  not  offer  the  kind  of  peaceful,  five-­‐star  luxury  holidays  that  other  quieter  Caribbean  Islands  do.         The  JTB’s  Twitter  presence  is  in  need  of  a  more  serious  facelift.  The  feed  is  incredibly  text  heavy,  and  the  few  photos  that  do  appear  are  more  often  than  not  those  of  local  events  and  local  people  –  not  the  beautiful  landscapes  and  hidden  treasures  that  the  island  relies  upon  to  draw  tourist  attention.  Upon  first  glance  of  the  feed,  it  seems  as  though  this  channel  is  used  almost  solely  to  broadcast  island  promotions,  all-­‐inclusive  hotel  sales,  and  airfare  discounts,  not  to  sell  the  real  Jamaican  experience.  A  large  portion  of  these  tweets  come  across  as  forced  advertising,  and  convey  the  message  that  Jamaica  is  desperate  for  increased  sales  and  visitors.  The  channel  is  also  strongly  focused  on  island  events,  tweeting  regularly  to  locals  about  concerts  and  sporting  events  on  the  island.  Though  this  may  contribute  to  a  sense  of  community  within  the  country  itself,  it  also  acts  to  isolate  those  not  on  the  island,  and  confuses  users  as  to  the  voice  and  tone  of  the  platform.  Lastly,  the  feed  appears  to  be  poorly  monitored,  an  example  of  which  appears  when  the  site  references  inappropriate  handles  or  retweets  content  from  offensive  handles  such  as  @ashamelessbitch  or  @thetravelslut.16  Were  the  managers  of  the  page  doing  more  to  both  monitor  and  interact  via  this  platform,  it’s  likely  that  re-­‐tweets,  favorites,  and  direct  responses  would  all  increase.       The  JTB’s  YouTube  presence  is  not  much  better.  Users  are  first  presented  with  one  or  two  official  video’s  reflecting  the  most  current  campaigns  being  run  by  the  JTB.  However,  once  past  this  point,  the  platform  devolves  into  a  very  strange  mix  of  professional  and  amateur  videos.  Diving  into  the  archives,  it  appears  that  the  JTB  at  one  point  attempted  to  film  a  mini-­‐series  documenting  the  travels  of  a  young  couple  throughout  the  country,  highlighting  their  experiences  and  enthusiasm  for  the  island.  The  video’s,  however,  are  almost  difficult  to  watch  due  to  poor  filming,  an  awkward  script,  and  forced,  inauthentic  acting.  As  users  move  through  these,  they  are  then  bombarded  with  dozens  of  Baltimore  Raven’s  Cheerleading  calendar  shoot  films,  some  of  which  warn  of  explicit  content.  The  channel  lacks  any  kind  of  centralized  message,  or  look  and  feel,  and  in  its  current  form  only  serves  to  further  confuse  potential  visitors.         The  JTB’s  image  based  platforms,  Pinterest  and  Instagram,  do  slightly  better  in  their  efforts  to  push  out  the  beautiful  and  idyllic  images  traditionally  associated  with  Jamaica.  Though  in  the  same  way  as  the  previously  mentioned  platforms  do,  the  channels  struggle  to  showcase  consistency.  Perhaps  the  most  common  theme  throughout  JTB’s  social  media  pages  is  a  diffused  identify  and  target  audience.  Messages  are  mixed,  and  in  attempting  to  appeal  to  both  locals,  tourists,  and  the  international  community,  the  JTB  has                                                                                                                  16  JTB  Twitter  Account.  Visit  Jamaica  Now.  Twitter.  January  20th,  2015.  From  https://twitter.com/VisitJamaicaNow      

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been  unable  to  establish  a  clear  look,  feel,  tone,  and  voice.  This  confusion  is,  in  some  part,  a  skills  issue,  but  it  can  be  primarily  attributed  to  unclear  brand  architecture.  The  JTB’s  social  channels  need  to  market  a  "branded  house";  one  that  has  a  common  shared  identity  but  also  has  explicit  variations  (i.e.  BMW  premium  series  5,6,  &  7  compared  to  BMW  3-­‐series.)  Unless  this  kind  of  brand  architecture  is  put  in  place,  the  different  messages  and  styles  as  they  currently  appear  will  continue  to  jumble  and  compete  with  one  another,  resulting  in  brand  diffusion  rather  than  brand  clarity.    

 With  the  knowledge  that  more  and  more  Europeans,  and  especially  millennials,  are  

using  digital  and  social  media  to  research  and  review  vacation  destinations  and  experiences,  it  is  vital  that  the  JTB  develop  and  strong  strategy  that  will  help  amplify  their  outreach  efforts  and  enable  them  to  legitimately  compete  in  the  evolving  social  marketplace.  

In  a  Nutshell    

If  Jamaican  tourism  and  efforts  of  the  JTB  remain  on  their  current  course,  Jamaica  will  not  successfully  participate  in  the  growth  of  European  premium  travel  and  is  unlikely  to  capitalize  upon  the  opportunities  offered  by  the  shift  toward  winter  sun  holidays,  or  by  the  opportunity  offered  by  the  growing  HNWI  market,  whether  millennials  or  retiring  baby  boomers.  Its  share  of  global  tourism  will  likely  continue  to  decline.  

Consumer  expectations  are  changing  and  so  is  the  competition.    Jamaica’s  brand  appeal  –  once  exotic  and  differentiated  -­‐  has  become  secondary  to  the  appeal  of  resort  and  cruise  liner  brands  and  is  essentially  “generic  Caribbean.”    It  lacks  the  nuances  and  differentiation  required  to  appeal  to  the  European  luxury  market.  There  are  multiple  contributory  factors  at  play:  

• The  profile  of  Jamaica’s  resort  portfolio    • Jamaica’s  monolithic  brand  architecture  • The  JTB’s  failure  to  differentiate  its  targeting  and  messaging  in  a  clear  way  for  

the  different  expectations  of  different  key  publics  • The  JTB’s  lack  of  sophistication  and  discipline  in  its  use  of  increasingly  

important  digital  and  social  marketing  channels.    

 

Situation  Analysis      

Jamaica  is  a  beautiful  and  culturally  rich  island  in  the  Caribbean,  famed  for  its  biodiversity  and  countless  opportunities  for  adventure.  With  its  incredibly  diverse  landscape  and  geography,  it  is  unique  in  its  ability  to  offer  ‘something  for  everyone’  –  from  escaping  to  isolated  beaches,  to  strolling  through  historic  Spanish  towns,  to  scaling  

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rainforest  ravines.  For  this  reason,  Jamaica  has  very  successfully  positioned  itself  in  the  American-­‐driven  mass-­‐market  segment,  and  in  doing  so,  has  paved  the  way  for  the  development  of  large  all-­‐inclusive  resorts  and  become  a  primary  destination  for  major  cruise  lines.    

 However,  Jamaica  is  significantly  underrepresented  in  the  growing  luxury  

segment,  and  for  the  European  market  in  particular,  where  ‘charm’  and  ‘character’  reign  superior  to  ubiquitous  and  manufactured  “Sand,  Sea,  and  Sun”  experiences,  this  movement  has  been  catastrophic.  If  the  JTB  wants  to  increase  their  European  market  share,  it  is  vital  that  they  find  ways  to  extend  and  rebalance  the  Jamaica  brand  to  enhance  its  appeal  to  European  visitors.  They  must  encourage  the  development  of  new  small  luxury  hotels  on  the  island,  and  begin  to  incorporate  this  image  into  the  Jamaican  narrative.  They  must  also  tailor  their  marketing  programs  more  clearly  to  different  audiences,  and  become  an  industry  leader  in  the  use  of  social  media  marketing.    

Core  Problem/Opportunity    Jamaica  suffers  from  a  narrow  and  undifferentiated  brand  identity,  and  as  a  result,  

has  allowed  the  island  to  become  inundated  with  cheap  all-­‐inclusives  and  cruise  liners  that  are  not  a  good  match  for  the  expectations  of  the  more  sophisticated  European  traveler.  If  Jamaica  cannot  capitalize  upon  its  plethora  of  unique  resources  to  extend  their  brand  image  and  rebalance  their  mass-­‐market  appeal,  by  focusing  on  boutique  hotel  development  and  bespoke  experiences  for  its  European  patrons,  they  are  likely  to  lose  out  on  the  growing  opportunity  to  tap  into  the  European  luxury  travel  market.  

Goal    

Objectives      

1. To  reach  measurable  social  media  excellence*  by  honing  in  on  a  cohesive  and  unified  social  media  voice  that  fully  utilizes  current  popular  social  platforms,  specifically  Instagram  and  Twitter,  to  develop  a  more  balanced  brand  image  of  Jamaica.  (*5000  Facebook  'Likes',  a  TripAdvisor  rating  of  at  least  4.5  and  a  strong  presence  on  Instagram,  YouTube  AND  Pinterest)  

To  reposition  the  island  of  Jamaica  to  create  a  brand  that  includes  both  mass-­‐market  and  premium  options,  thereby  creating  new  opportunities  for  luxury  development  on  the  

island  and  increased  European  traffic  and  market  share.  

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2. To  increase  occupancy  rates  by  10%  in  the  next  five  years  at  boutique,  luxury,  and  non-­‐inclusive  lodging  in  Jamaica  by  focusing  new  advertising  content  on  ‘Luxury  Jamaica’.  

3. To  develop  new  marketing  strategies  in  the  next  6  months  that  will  attract  increased  interest  in  development  from  luxury  hotel  chain  leadership,  hoteliers,  and  potential  investors.  

4. To  balance  out  the  ratio  of  US:  European  visitors  to  Jamaica  by  positioning  Jamaica  as  a  top  luxury  beach  destination  for  European  travelers.    

Key  Publics      

In  order  for  the  JTB  to  reach  these  objectives,  it  is  vital  that  they  target  their  efforts  toward  four  key  publics:  

Wealthy  European    Millennials  are  driven  by  a  strong  sense  of  adventure  and  a  desire  to  explore  different  parts  of  the  globe  while  they  are  still  young  and  unburdened  by  later  life  commitments.  They  want  to  travel  further  than  the  borders  of  Europe,  and  so  are  likely  to  seek  out  the  Caribbean  as  an  option.  They  connect  strongly  with  visuals,  and  are  likely  to  seek  out  ‘instagrammable’  places  and  experiences  that  will  generate  buzz  amongst  their  social  networks.  They  want  to  travel  to  places  that  can  offer  diverse  array  of  experiences,  which  makes  Jamaica  a  perfect  destination  with  its  beaches,  waterfalls,  and  jungle-­‐like  climate,  for  adrenaline  junkies  to  luxury  sun-­‐seekers.  15%  of  millennials  admit  to  using  social  media  sites  for  travel  recommendations,  looking  to  traveler  photos  on  sites  like  Instagram  and  Yelp  to  determine  their  interest  in  a  destination.  67%  also  reveal  that  they  choose  holiday  destinations  based  on  recommendations  from  friends  and  family.17  

Wealthy  European  Families  make  up  a  smaller  portion  of  the  market,  as  they  take  vacation  less  frequently  than  both  Millennials  and  Over-­‐55’s.  Their  schedules  are  intimately  linked  to  school  calendars,  which  in  Europe  falls  in  July,  August,  December,  and  early  April.  This  group  is  driven  primarily  by  ease  of  travel,  and  secondly  by  child-­‐friendly  options  and  amenities.  They  are  likely  to  prefer  destinations  with  direct  flights,  and  resorts  that  offer  kids  clubs  and/or  babysitting  services  (if  needed)  on  site.  They  are  more  likely  to  spend  a  greater  amount  of  time  on  vacation  than  Millennials,  due  to  more  flexible  work  schedules  and  longer  school  holidays.  They  are  also  likely  to  look  for  traditional  five-­‐star  resorts  with  fun  external  opportunities  to  explore  their  destination  of  choice.    

Wealthy  European  Retiree’s  make  up  a  large  portion  of  the  tourism  market.  A  SAGA  Report  titled  “Travel  and  Tourism  for  the  over  50’s  (UK),”  reports  that  the  over-­‐50’s  budget  share  is  increasing  drastically.  50-­‐65  year  olds  are  currently  traveling  the  most  of                                                                                                                  17  European  Commission  Directorate-­‐General  for  Communication  (February  2014)  European  Travel  Preferences:  Flash  Eurobarometer  392.  European  Commission.  February  28th,  2015.  From  http://ec.europa.eu/public_opinion/flash/fl_392_en.pdf    

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any  other  group,  so  it  is  vital  that  marketing  efforts  focus  in  on  this  group.  Over  55’s  are  generally  more  interested  in  nature  (35%)  and  culture  (28%)  than  younger  generations  (28%;  22%),  and  also  care  less  about  sun  and  beaches  (36%)  than  their  younger  counterparts  (51%).18  Retiree’s  are  likely  to  spend  more  on  airfare  and  take  longer  holidays,  but  are  also  more  demanding  when  it  comes  to  substance.  This  group  is  most  focused  on  experiencing  the  unique  characteristics  of  their  destination  of  choice.  Perhaps  for  this  reason,  Over  55’s  are  far  more  likely  to  book  through  a  travel  agent  (27%)  than  millennials  (16%),  who  will  help  construct  detailed  itineraries  that  suit  their  needs  and  desires.19  Retiree’s  are  also  far  less  likely  to  book  travel  over  the  Internet  than  any  other  group,  and  rely  more  on  traditional  media,  travel  agents,  and  recommendations  by  family  and  friends  for  their  holidays.    

Luxury  hotel  property  developers  are  vital  to  this  plan  due  to  the  three  key  publics  listed  above.  For  wealthy  Europeans  today  quality  of  accommodation  ranks  as  the  second  most  important  factor  (33%)  in  vacation  destination  decision-­‐making,  falling  only  behind  “natural  features”  (46%).20  In  the  UK,  specifically,  quality  of  accommodation  is  seen  as  the  MOST  important  factor  (41%)  in  choosing  a  vacation.21  A  2014  survey  by  SLH  shows  that  when  picking  a  luxury  hotel,  the  most  important  features  for  clients  are  both  “character”  and  “charm”,  followed  by  traditional  Five  Star  facilities  (Clearly  lacking  in  the  huge,  all-­‐inclusive  resorts  that  dominate  the  island.)  Given  the  fact  that  a  huge  72%  of  Europeans  will  deliberately  avoid  all-­‐inclusive  holidays,  the  need  for  further  hotel  development  in  Jamaica  is  clear.  If  Jamaica  can  convince  developers  of  chains  like:  One  and  Only  Resorts,  Cappella  Hotels  and  Resorts,  Belmond  Luxury  Hotels,  Aman  Resorts,  Bayan  Tree  Hotels  and  Resorts,  Rosewood  Hotels  and  Resorts,  Small  Luxury  Hotels  of  the  World,  Leading  Hotels  of  the  World,  etc.  to  invest  in  new  property  locations  on  the  Island,  it  will  immediately  work  to  help  draw  the  previously  mentioned  publics  to  Jamaica.  In  order  to  do  so,  developers  must  be  convinced  that  they  can  create  properties  with  ambience  and  style  that  can  “enhance  every  aspect  of  a  guest's  experience  by  reflecting  the  location's  culture,  history  and  geography.”22  

 

Framing  and  Positioning  In  order  to  reposition  Jamaica  as  an  attractive  destination  for  Europeans  and  

consequently  increase  its  market  share,  the  Jamaican  Tourist  Board  needs  to  shift  its  current  brand  position.  Jamaica’s  brand  space  revolves  around  the  islands  large  all-­‐inclusive  resorts  and  the  culture  they  create.  It  is  known  among  critics  as  a  “party-­‐island”,  

                                                                                                               18  ^  European  Commission  Directorate-­‐General  for  Communication  (February  2014)  European  Travel  Preferences:  Flash  Eurobarometer  392.  European  Commission.  February  28th,  2015.  From  http://ec.europa.eu/public_opinion/flash/fl_392_en.pdf  19  ^Ibid.  20  ^Ibid  21  ^Ibid  22  N.a  (n.d.)  For  Developers.  Rosewood:  A  Sense  of  Place.  March  27th  2015.  From  http://www.rosewoodhotels.com/en/developers  

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the  “cheaper  Caribbean  option”,  an  “American-­‐dominated  island”,  and  a  “crime-­‐ridden  nation”  filled  with  “manufactured  resorts”.  

 If  Jamaica  wants  to  compete  on  an  international  level,  it  is  critical  that  they  

reposition  themselves  to  incorporate  a  more  upmarket  sub-­‐brand,  and  simultaneously,  tone  down  the  part-­‐island  images  and  price  promotional  messaging.  Jamaica  wants  to  own  legitimacy  as  a  “luxury  Caribbean  island”,  a  “luxury  beach  destination”,  a  “perfect  family  vacation”,  and  an  “internationally-­‐visited  island”.  

 Jamaica’s  central  problem  is  that  it  currently  framed  by  a  mismatched  set  of  attributes  

and  situations.  In  refocusing  our  frame,  we  will  draw  upon  current  examples  of  luxury,  elegance,  and  five-­‐star  services  in  Jamaica  and  hone  in  on  a  more  diffused  narrative.  We  want  to  reframe  Jamaica  as  both  a  luxurious  Caribbean  island  with  world-­‐class  services  and  amenities,  and  the  perfect  family  destination.  In  order  to  do  so,  we  will  refocus  attention  away  from  the  large  American  presence  and  cheaper  all-­‐inclusives  to  the  existing  five-­‐star  resorts  and  dining  offerings,  as  well  as  the  luxurious  and  wholesome  family  friendly  activities  that  can  be  enjoyed  privately  as  hotel  offerings.      

Messaging      

This  messaging  platform  is  targeted  toward  all  key  publics  –  wealthy  European  millennials,  families,  and  retiree’s,  and  luxury  hotel  developers.  All  messages  will  resonate  importantly  with  these  audiences,  with  the  exception  of  primary  message  number  two,  which  is  directed  solely  at  hotel  developers.  Were  we  to  launch  this  message  platform,  primary  message  two  would  be  excluded  from  our  targeted  European  outreach.      

1. There’s  more  to  Jamaica  than  “Sun,  Sea,  and  Sand”  a. SECONDARY:  Jamaica  is  rich  and  diverse  in  natural,  untouched  beauty,  with  

11+  natural  waterfalls,  a  renowned  botanical  garden,  and  hidden  rainforests.  

b. SECONDARY:  For  the  history  buff,  Jamaica  boasts  16+  museums,  monuments  and  memorials,  beautiful  old  Spanish  towns,  historic  Johnny  Walker  golf  course.  

c. SECONDARY:  Luxury  hotel,  Round  Hill  Hotel,  developed  by  Ralph  Lauren,  offers  high-­‐end  luxury,  fine  dining,  and  family  driven  activities.  

2. Jamaica  offers  the  perfect  setting  for  high-­‐end,  luxury  hotels  a. SECONDARY:  Jamaica  is  a  hotelier’s  paradise  –  offering  the  perfect  

environment  in  which  to  craft  diverse  luxury  experiences  for  guests,  from  secluded  spa  days  to  family  whitewater  rafting  trips.  

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b. SECONDARY:  Research  shows  41%  high-­‐earning  Europeans  are  driven  to  purchasing  decision  by  quality  of  accommodation,  over  country  and  destination  attributes.23  

c. SECONDARY:  72%  of  Europeans  avoid  all-­‐inclusive  vacations  and  prefer  to  stay  in  smaller,  boutique  hotels  in  naturally  beautiful  places.24  

3. The  people  of  Jamaica  are  intent  on  helping  “Get  All-­‐Right”  a. SECONDARY:  Jamaica  and  its  people  enable  tourists  to  restore,  renew,  

rebalance,  and  “find  their  escape”,  whatever  it  means  for  them.  b. SECONDARY:  The  stresses  of  the  real  world  do  not  reach  the  Island  of  

Jamaica  4. Jamaica  provides  a  diverse  breadth  and  depth  of  experiences  that  other  Caribbean  

islands  do  not  a. SECONDARY:  Jamaica  is  one  of  the  largest  islands  in  the  Caribbean  and  still  

has  vast  expanses  of  unexplored  land  and  quiet,  hidden  beaches.  b. SECONDARY:  Unlike  the  many  other  generic  islands,  it’s  “The  Hawaii  of  the  

Caribbean”  5. Jamaica  is  safe  for  tourists  

a. SECONDARY:  The  vast  majority  of  crime  in  Jamaica  happens  within  communities  of  squatters  that  exist  around  the  major  cities  –  just  as  it  does  in  many  other  countries  

b. SECONDARY:  Trained  professionals  will  guide  tourists  safely  and  expertly  throughout  their  time  in  Jamaica  and  on  off-­‐resort  excursions  

c. SECONDARY:  Jamaican’s  that  tourists  come  into  contact  with,  at  local  markets  or  musical  performances,  have  an  infectious  spirit  and  are  eager  to  share  their  love  of,  and  the  wonders  of,  the  Island  with  visitors.    

Strategies  and  Tactics       Based  on  our  four  objectives,  we  will  employ  the  use  of  seven  strategies  and  associated  tactics.  These  are  organized  below,  based  upon  the  objective  they  seek  to  achieve:  

To  reach  measurable  social  media  excellence*  by  honing  in  on  a  cohesive  and  unified  social  media  voice  that  fully  utilizes  current  popular  social  platforms,  specifically  Instagram  and  Twitter,  to  develop  a  more  balanced  brand  image  of  Jamaica.  (*5000  Facebook  'Likes',  a  TripAdvisor  rating  of  at  least  4.5  and  a  strong  presence  on  Instagram,  YouTube  AND  Pinterest)  

                                                                                                                 23  European  Commission  Directorate-­‐General  for  Communication  (February  2014)  European  Travel  Preferences:  Flash  Eurobarometer  392.  European  Commission.  February  28th,  2015.  From  http://ec.europa.eu/public_opinion/flash/fl_392_en.pdf  24  ^Ibid  

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1. Establish  a  cohesive,  easily  identifiable  social  media  voice.  a. Rewrite  the  JTB  social  media  strategy  and  messaging  to  develop  fresh,  

consistent  platforms;  give  the  JTB  a  social  ‘facelift’.  b. Conduct  a  social  media  training  for  JTB  staff  and/or  the  existing  social  

media  team.  c. Embed  social  widgets  on  all  JTB  sites  to  immediately  connect  platforms.  

 2. Create  a  vibrant  and  responsive  social  media  community    

a. Invite  followers  to  write  blog  stories  and  share  their  most  “instagrammable”  Jamaican  experiences.  

b. Push  out  new  copy  and/or  graphic  content  daily.    c. Respond  to  all  direct  interactions  and  mentions  within  24  hours.  

 To  develop  new  marketing  strategies  in  the  next  6  months  that  will  attract  increased  interest  in  development  from  luxury  hotel  chain  leadership,  hoteliers,  and  potential  investors    To  increase  occupancy  rates  by  10%  in  the  next  five  years  at  boutique,  luxury,  and  non-­‐inclusive  lodging  in  Jamaica  by  focusing  new  advertising  content  on  ‘Luxury  Jamaica’    

3. Brand  Jamaica  as  a  top  choice  for  “luxury  Caribbean”  vacations  a. Develop  new  marketing  materials  to  be  distributed  worldwide  b. Re-­‐design  website  with  new,  design  responsive,  user-­‐friendly  interface,  that  

easily  directs  potential  visitors  to  “a  luxury  collection”  of  hotels  and  experiences.  

c. Book  appointments  with  luxury  travel  planners/agents  to  discuss  Jamaica’s  place  in  their  portfolio  suggestions  to  clients.    

4. Highlight  luxury  experiences  possible  in  Jamaica  a. Develop  a  series  of  stories  for  website/blog  that  follow  3  groups  as  they  

experience  “luxury”  “bespoke”  Jamaica  (2  mid-­‐twenties  females,  a  family  of  4,  and  a  retired  couple).    

b. Develop  video  of  above  experiences  for  other  social  platforms  c. Write  ‘Spotlight  On’  piece  on  Round  Hill  Hotel  &  Villas.  

 5. Showcase  the  potential  of  “Luxury  Jamaica”  to  luxury  hotel  industry  leaders  

and  investors  a. Host  selected  industry  leaders  (VP’s/Presidents  of  new  projects/development  

for  major  luxury  hotel  chains)  at  Round  Hill  Hotel  for  5  days;  Develop  targeted,  detailed  itinerary  that  will  showcase  the  Island’s  best  and  the  opportunities  that  come  with  it.  

b. Host  an  event  for  the  group,  at  a  location  TBD  with  unique  natural  beauty,  with  Jamaica’s  hotel/dining  leaders  and  guest  speaker  of  note    

i. (Well-­‐known  travel  writer  with  passion  for  Jamaica)  c. Survey  the  group  following  the  week  on  openness/interest  in  a  ‘potential’  

development  RFP.    

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To  balance  out  the  ratio  of  U.S.  to  European  visitors  to  Jamaica  by  positioning  Jamaica  as  a  top  luxury  beach  destination  for  European  travelers.    

6. Engage  a  celebrity  spokesperson  with  ties  to  the  Island  who  will  connect  with  our  key  publics  

a. Pitch  partnership  request  to  Ralph  Lauren  b. Partner  with  RL  to  host  a  shopping  event  in  London  that  enters  qualifying  

buyers  into  sweepstakes  for  an  all-­‐expenses  paid  one-­‐week  trip  to  Round  Hill  Hotel.  

c. Write  blog  stories  of  RL’s  ties  to  Jamaica  –  include  other  celebrities  of  note  (The  Kennedy’s,  Sean  Connery,  Bing  Crosby,  Kathie  Gifford,  Beyoncé,  European  royalty)    

7. Increase  stories  on/mentions  of  Jamaica  in  international  media  a. Hire  photographer  and  videographer  to  develop  new  marketing  materials  

that  focus  in  on  ‘Luxury  Jamaica’  b. Write  and  pitch  stories/photos  of  celebrity  visits  to  popular  European  

gossip  magazines  c. Write  and  pitch  cultural/historic,  more  nuanced  pieces  to  luxury  travel  

magazines    

Measurement  and  Evaluation       In  evaluating  the  success  of  this  plan,  it  will  be  necessary  to  first  conduct  baseline  research  which  reveals  accurate  data  on  the  JTB’s  current  social  media  reach  and  influence,  the  effectiveness  and  frequency  with  which  current  marketing  materials  achieve  direct  response  and  drive  to  purchase,  current  occupancy  rates  on  the  island  at  non-­‐inclusive  hotels  and  resorts,  and  European  traffic  to  the  island.  We  will  secure  this  baseline  research  through  primary,  quantitative  research  and  formal  surveys.         Following  initial  implementation  of  the  plan,  between  April-­‐May  2016,  we  will  begin  to  track  social  media  uptake.  Once  all  new  marketing  materials,  social  media  sites,  and  websites  have  been  put  in  place,  we  will  use  Google  Analytics  to  monitor  traffic,  impressions,  sentiment,  and  conversations.  We  will  simultaneously  conduct  weekly  media  monitoring  to  gage  the  frequency,  traction,  and  popularity  of  our  earned  and  paid  media  placements.  We  expect  this  analysis  to  begin  tracking  in  June  2016,  and  continue  through  the  duration  of  our  contract.  In  the  first  few  months  of  implementation,  we  will  conduct  formal  targeted  surveys  in  major  European  cities.  We  will  also  distribute  surveys  to  guests  at  smaller,  boutique  hotels  on  the  island.  The  same  surveys  will  be  disseminated  6-­‐months  into  the  plan,  and  again  at  12-­‐months.  They  will  evaluate  sentiment,  perception,  desire/likelihood  of  visiting,  and  general  knowledge  of  Jamaica.  At  the  same  measurement  points  as  these  surveys,  we  will  conduct  focus  groups  with  selected  groups,  which  we  will  construct  from  our  target  audience.  We  will  continuously  monitor  demographic  data  of  

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arrivals  to  Jamaica,  and  conduct  brief  5-­‐10  minute  interviews  in  airport  lounges  with  arriving  and  departing  tourists.  Just  as  our  surveys  and  focus  groups  will,  these  interviews  will  focus  on  perception  of  the  Island,  as  well  as  vacation  takeaways,  likes,  and  dislikes.           At  the  conclusion  of  this  contract,  this  evaluation  should  enable  us  to  track  an  increase  in  social  media  and  web  activity,  positive  and  timely  responses  to  marketing  efforts,  an  uptick  in  good  public  sentiment  across  our  key  European  audiences,  and  a  steady  growth  in  bookings  and  inquiries.  Our  measurement  and  evaluation  efforts  will  continue  throughout  the  duration  of  our  contract  with  the  JTB.    

Calendar  and  Budget  Please  see  Appendix  F  and  G,  attached  at  the  end  of  this  document.    

                                                           

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APPENDIX  A:    

References  

1. Audi,  T.  (2010,  Mar  9,  2010).  Jamaica's  new  tourism  spiel:  Beaches  and  reggae  and  Jews  -­‐-­‐-­‐  island  lures  travelers  with  hidden  history;  Moses  Cohen  Henrique’s,  pirates  of  Caribbean.  Wall  Street  Journal  Retrieved  from  http://search.proquest.com/docview/399151710?accountid=11091  

2. Baloglu,  S.,  Henthorne,  T.  L.,  &  Sahin,  S.  (2014).  Destination  image  and  brand  personality  of  Jamaica:  A  model  of  tourist  behavior.  Journal  of  Travel  &  Tourism  Marketing,  31(8),  1057-­‐1070.  doi:10.1080/10548408.2014.892468  

3. Bermuda  Tourism  (N.d)  The  “Jewel  of  the  Atlantic”.  Go  To  Bermuda.  January  20th  2015  From  http://www.gotobermuda.com/about-­‐bermuda/our-­‐island/    

4. Biswas,  S.  (2007,  May  16).  Jamaica  struggles  to  fight  crime.  BBC  News.  March  1,  2015.  from  http://news.bbc.co.uk/2/hi/6657203.stm    

5. Boxill,  I.  (2004).  Towards  an  alternative  tourism  for  Jamaica.  International  Journal  of  Contemporary  Hospitality  Management,  16(4/5),  269-­‐272.  Retrieved  from  http://search.proquest.com/docview/228365282?accountid=11091  

6. BVI  Tourism.  (N.d)  Virgin  Gorda.  The  British  Virgin  Islands.  January  20th  2015  From  http://www.bvitourism.com/virgin-­‐gorda    

7. Clammer  ,  P.  (N.d.)  Why  I  Love  Jamaica.  Lonely  Planet.  February,  6  2015.  From  http://www.lonelyplanet.com/jamaica    

8. Currie,  R.  R.,  Franz,  W.,  &  Sutherland,  P.  (2008).  Going  where  the  joneses  go:  Understanding  how  others  influence  travel  decision-­‐making.  International  Journal  of  Culture,  Tourism  and  Hospitality  Research,  2(1),  12-­‐24.  doi:http://dx.doi.org/10.1108/17506180810856112  

9. Edghill,  M  (September  2013)  Tourism  and  the  Caribbean  Economy.  Caribbean  Journal.  March  1st,  2015  From  http://caribjournal.com/2013/09/30/tourism-­‐and-­‐the-­‐caribbean-­‐economy/    

10. European  Commission  Directorate-­‐General  for  Communication  (February  2014)  European  Travel  Preferences:  Flash  Eurobarometer  392.  European  Commission.  February  28th,  2015.  From  http://ec.europa.eu/public_opinion/flash/fl_392_en.pdf  

11. Europe  wants  to  warm  up  this  winter  (2014).  .  Manama,  Jordan,  Manama:  Al  Bawaba  (Middle  East)  Ltd.  Retrieved  from  http://search.proquest.com/docview/1627166280?accountid=11091  

12. The  global  luxury  hotels  market  -­‐  key  trends  and  opportunities  to  2017.  (2013,  Sep  26,  2013).  PR  Newswire  Retrieved  from  http://search.proquest.com/docview/1436955450?accountid=11091  

13. ILTM  reveals  new  insights  into  luxury  travel  (2013).  .  Manama,  Jordan,  Manama:  Al  Bawaba  (Middle  East)  Ltd.  Retrieved  from  http://search.proquest.com/docview/1438196435?accountid=11091  

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14. Jamaica  named  among  countries  with  high  rate  of  armed  violence.  (2011,  Nov  3,  2011).  BBC  Monitoring  Americas  Retrieved  from  http://search.proquest.com/docview/901606599?accountid=11091  

15. Jamaica:  Full  of  culture,  history  and  natural  beauty.  (2009).  Travel  Agent,  ,  7-­‐7.  Retrieved  from  http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,uid&db=bth&AN=47111986&site=ehost-­‐live&scope=site  

16. Jamaica:  Historical  data  -­‐  tourism  indicators.  (2007).  ().  New  York,  United  Kingdom,  New  York:  The  Economist  Intelligence  Unit  N.A.,  Incorporated.  Retrieved  from  http://search.proquest.com/docview/466559283?accountid=11091  

17. Jamaican  Tourist  Board  (2013)  Brand  and  Campaign  Style  Guide.  JTB  Online.  (February  6th  2015)  From  http://www.jtbonline.org/resources/Documents/JTB%20Brand%20Guidelines%202013.pdf    

18. Jamaica  Tourist  Board  (2013)  Annual  Travel  Statistics  2013.  JTB  Online  (February  2015)  From  http://www.jtbonline.org/statistics/Annual%20Travel/Annual%20Travel%20Statistics%202013.pdf    

19. Johnson,  H.  N.  (2014).  JAMAICA:  A  famous,  strong  but  damaged  brand.  Place  Branding  &  Public  Diplomacy,  10(3),  199-­‐217.  doi:10.1057/pb.2014.15  

20. N.a  (n.d.)  For  Developers.  Rosewood:  A  Sense  of  Place.  March  27th  2015.  From  http://www.rosewoodhotels.com/en/developers  

21. N.a  (September  2014)  The  Luxury  Traveler  and  Social  Media  in  2014.  ILTM  Americas.  March  6th,  2015.  From  http://www.brand-­‐karma.com/wp-­‐content/uploads/bk-­‐reports/2014/ILTM%20Americas%202014%20Report_DIGITAL%20FINAL.pdf    

22. On  the  beach:  Brits  look  for  holidays  abroad.  (2011,  Oct  10,  2011).  PR  Newswire  Retrieved  from  http://search.proquest.com/docview/897791767?accountid=11091  

23. Sneath,  J.  Z.,  Hensel,  P.  J.,  &  Kennett-­‐Hensel,  P.  (2010).  Case  summary  brief:  Repositioning  a  country's  brand  image:  The  case  of  'brand  Jamaica'.  Society  for  Marketing  Advances  Proceedings,  ,  93-­‐94.  Retrieved  from  http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,uid&db=bth&AN=59386883&site=ehost-­‐live&scope=site  

24. Williams,  D.  A.,  &  Spencer,  A.  (2010).  Advertising  and  tourist  arrivals:  Evidence  from  Jamaica.  Tourism  and  Hospitality  Research,  10(4),  359-­‐366.  doi:  http://dx.doi.org/10.1057/thr.2010.13  

           

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APPENDIX  B:      

List  of  Potential  &  Probable  Publics    Potential:  

• Hoteliers/Investors  • Jamaican  Tour  Guides/Vendors  • All-­‐Inclusive  hotel  chain  management  • Airlines  (British  Airways,  Air  France,  American  Airlines)  • Canadian/American  return  visitors  to  Jamaica  • European  travel  agents  and  planners  

o European  travelers  prefer  to  customize  their  holidays  rather  than  ‘pick  all-­‐inclusive  packages.’  Luxury  travel  agents  often  put  together  these  bespoke  trips.  

o 22%  use  travel  agents  to  book  holidays  today,  second  only  behind  the  internet  (58%),  and  this  percentage  is  increasing  annually.  

o The  largest  group  of  travelers,  aged  55+,  prefers  to  use  travel  planners.  • Luxury  travel  influencers  

o Writers/bloggers  drawn  from  social  media    o Major  travel  publications  -­‐  Conde  Nast,  BBC,  Travel,  Harper’s,  etc.  

•    Probable:  • Upper/middle-­‐class,  college  educated  Europeans  -­‐  focus  on  UK,  Germany,  and  France.    

o Three  sub-­‐categories:  Millennials,  Families,  Over-­‐55’s  • Luxury  travel  agents/planners  • High-­‐end,  small,  five  star  hotel  chains  • Luxury  travel  influencers  • Luxury  travel  publication  staff                            

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APPENDIX  C:  SWOT  Analysis  STRENGTHS:  

• NATURAL  BEAUTY  • BIODIVERSITY/BOTANICAL  RICHNESS  • UNIQUE  HERITAGE  AND  CULTURE    • OPPORTUNITIES  FOR  ADVENTURE  • VIBRANT  ‘SPIRIT’  • SAND,  SEA,  AND  SUN    • USE  OF  EVOCATIVE  IMAGES  • ABILITY  TO  CATER  TO  MANY  INTERESTS  • UTILIZATION  OF  ALL  SOCIAL  MEDIA  

PLATFORMS  • RELAXED  AND  FAMILIAL  TONE  • WELCOMING  • WEALTH  OF  FAMILY  ACTIVITES  

         

WEAKNESSES:  • LACK  OF  UNIFIED  ‘IMAGE’  OF  JAMAICA  • TOO  MUCH  INFORMATION  FOR  

POTENTIAL  VISITORS  • USE  OF  HYPERBOLES  ON  WEBSITE  AND  

TOURIST  MATERIALS  • SOCIAL  MEDIA  TOO  FOCUSED  ON  

DISCOUNTS  AND  PROMOTIONS  • DIFFICULTY  FINIDING  OFFICIAL  SOCIAL  

MEDIA  SITES  • FORCED  STORYTELLING  • ONLINE  COMMERCIALS  DO  NOT  INSPIRE  • NOT  ALL  MATERIALS/SITES  UPDATED  

WITH  “GET  ALL-­‐RIGHT”  CAMPAIGN  • UNFOCUSED/TOO  LOCALIZED  USE  OF  

TWITTER  • POOR  WRITING  

 

OPPORTUNITIES:    • WEALTH  OF  NATURAL  WONDERS  AND  

ISLAND  BEAUTY  • THE  HAWAII  OF  THE  CARIBBEAN  • LARGE  ISLAND  WITH  LOTS  OF  LAND  

STILL  UNTOUCHED,  REMOTE.  • MORE  TO  SEE  –  MORE  TO  DO  –  ALLOWS  

EUROPEANS  LONGER  STAYS,  MULTIPLE  LOCATIONS  

• GREATER  EUROPEAN  DESIRE  FOR  WINTER  TRAVEL  TO  BEACHES  

• ABILITY  TO  TAP  INTO  ‘INSTAGRAMABLE  EXPERIENCES’  

• EASE  OF  TRAVEL  IN  RELATION  TO  COMPS.  

• PRIME  FOR  FURTHER  DEVELOPMENT  AND  INVESTORS    

 

THREATS:    • DOMINEERING  ALL-­‐INCLUSIVES  AND  

CRUISE  LINES  • MANUFACTURED  AND  UBIQUITOUS  

EXPERIENCES  • DISPROPORTIONATE  PERCENTAGE  OF  

AMERICAN  TOURISTS  • BUDGET-­‐FRIENDLY  TO  A  FAULT  • IMAGE  OF  “MARGARITAVILLE”  AS  THE  

JAMAICAN  VACATION  EXPERIENCE  • POPULATION  GROWTH  WITHOUT  

INFRASTRUCTURE  • COMPETITION  FROM  US  VIRGIN  ISLANDS,  

BERMUDA,  MEXICO,  ETC.  • ADP  TRAVEL  TAX  FROM  THE  UK  • HIGH  CRIME  RATES  IN  CITIES  • AGGRESSIVE  VENDORS  AND  TOUR  

GUIDES  MAKING  TOURISTS  UNCOMFORTABLE  

• DRUG  PERCEPTION    

 

Primary  Purpose Key  Audiences Key  Messages Tone   Voice

VisitJamaica.com  (official  site)

To  market  Jamaica  as  a  desirable  and  unique  Caribbean  holiday

Potential  Visitors,  Returning  Visitors;  Travel  Agents

That’s  what  I  call  all  right;  Find  its  spirit;  The  Island  of  all-­‐right;  Get  all-­‐right.  Cultural  capital  of  the  Caribbean;  Culture  and  heritage-­‐rich;  adventure  island;  something  for  everyone;  Find  your  Jamaica;  Treat  you  right

Excited,  familial.  Employs  the  use  of  too  many  hyperboles.  Seems  inauthentic;  forced.  Sharp  Juxtapositions.  Badly  written

1st  and  2rd  person.  "You  can  enjoy  'our'  Island,  'our'  spirit"

Facebook

To  promote  Jamaica  through  the  sharing  of  photos  and  videos,  share  event  happenings,  advertise  promotions,  introduce  different  parts/places  on  the  island

Potential  Visitors;  Jamaican  Locals;  Travel  Agents

Relax;  book  now;  Bob  Marley/Musical  heritage  heavy

Informative,  relaxed.  Romantic.  Paints  nice  picture 2nd

Twitter To  update  followers  on  deals  and  promotions,  to  connect  with  locals.  Potential  Visitors;  locals;  Influencers

Promotion  driven.  Scattered.  Obvious  lack  of  effort.  Consistent  sales  and  promotions  seems  to  'cheapen'  image  of  island

Sales-­‐y.  Too  diverse,  careless  (automated),  crowded. 2nd

 InstagramNo  distinguishable  purpose.  Diverse  photo  sharing,  to  regram  visitor  experiences,  share  experiences.

Jamaican  Locals;  Potential  Visitors;  Influencers

Heavily  re-­‐grammed.  Sharing  others  experiences.  Diversity  of  options.

Excited,  experience-­‐focused,  informative Varied

 Youtube Share  campaign  videos,  promotional  videos,  commericals

Jamaican  Locals;  Potential  Visitors;  Travel  Agents

Visit  Jamaica,  People  of  Jamaica  want  to  share  the  country Informative,  'selling' Varied

Official  Blog  -­‐  Islandbuzzjamaica.com

To  blog  about  current  events  and  share  stories,  happenings,  experiences  in  Jamaica

Jamaican  Locals;  Potential  Visitors Very  similar  to  website.  Same  messaging Informative,  evocative 2nd

Lonely  PlanetTo  educate  interested  audiences  on  Jamaica  -­‐  what  to  see,  what  to  do,  places  to  stay,  island  happenings,  etc

Global  travelers  -­‐  general  information  source  without  marketing  agenda  -­‐  no  real  'target'  audience

Very  focused  on  images  of  'Island  spice',  mystery,  reggae,  Bob  Marley,  African  rythems,  old  world  colonialism,  jerk  cooking  -­‐  very  exoticized  images  of  Jamaica

Exotic,  yearning  to  be  discovered,  myterious. Varied

TripAdvisor

To  help  potantial  visitors  make  informed  decisions  about  traveling  to  Jamaica  by  offering  reviews,  photos,  and  general  information  about  Jamaica

Potential  travelers,  mostly  US  focused,  past  travelers

Initial  summaries  of  Jamaica  vary  by  city,  but  very  focused  on  themes  of  nightlife,  duty-­‐free  shopping,  reggae  music,  dancing,  and  adrenaline  inducing  activities.

Informative.  Varied  based  on  reviewers. Varied

Competitors U.S.  Virgin  Islands Bermuda Bahamas Mexico Puerto  Rico

What  audiences  do  they  serve?Global  travelers,  wealthier  audience,  honeymooners;  Not  necessarily  a  kid-­‐friendly  destination.

Global  travelers  -­‐  Brits  and  Northeast  Americans  in  particular,  families,  golf-­‐enthusiasts

Global  travelers,  US  citizens,  scuba  enthusiasts,  middle-­‐class

Global  travelers,  spring  breakers,  honeymooners,  more  Europeans  than  other  Caribbean  islands

Global  travelers,  adventure  seekers,  lots  of  US  stop-­‐overs.  Not  a  final  destination  for  many.

How  are  they  percieved?Exclusive,  remote,  peaceful.  "Do  nothing"  kind  of  place.  Not  activity  driven

British  Colony;  Pink  beaches;  Golf  haven;  Very  sophisticated

Exotic  -­‐  emphasis  on  scuba  diving,  diversity  of  islands

Closest  to  Latin  America.  More  culturally  'interesting'  than  Caribbean.  Great  diversity  of  destinations.  

Large  city,  stop-­‐over  port.  Rainforest  heavy.  Jungle-­‐like.  Humid,  exotic.  Ziplining,  hiking.  

What  is  unique  about  their  brand?

"Sand,  Sea,  and  Sun"  angle  work  best  for  these  islands.  It  is  all  they  need.  Enough  natural  beauty  to  warrant  full  focus  on  these  attributes.  Luxury  hotels  have  capitalized  on  this

British  Heritage.  Carribean  Island  with  British  port  and  town.  Colonial  feel.  "Teatime"  and  other    British  traditions  'on  holiday'.  Countryclub-­‐esqe.  Not  exotic

Diversity  of  island  options  in  one  place.  Exumas  for  luxury,  Nasseau  for  nightlife,  etc.  Travel  mostly  by  sea-­‐plane  or  boat  -­‐  water  lovers

Very  distinctive  culture.  Large  country  with  global  economy,  attractive  to  a  multitude  of  audiences  for  diverse  offerings

Very  different  from  other  Caribbean  Islands.  Not  known  for  beaches.  Larger  city.  Good  for  avid  hikers.

What  works  well  for  them?Emphasis  on  peace  and  tranquility;  an  unscripted  experience;  exclusive;  uncrowded;  haute  cuisine

Ease  of  travel  a  huge  draw.  2-­‐3  hours  from  Boston,  NY,  DC,  Philly.  5  hours  from  London.  British  heritage  also  a  large  draw.

Focus  on  scuba  diving  and  biodiversity.  Unspoiled  areas.  Very  blue  idyllic  looking  ocean

"Mexican  culture"  Food,  Tequila.  All  inclusives  work  well  here,  but  include  'super-­‐luxury'  all  inclusives  for  $2000+pp/per  night.  Diversity  of  landscape  allows  for  multiple  offerings

Major  port  city,  lots  of  international  traffic.  Able  to  draw  from  this,  but  also  detracts  from  image  of  country  as  'vacation  destination'.  Offers  similar  features  as  South  America  without  the  distance.  

What  does  not  work  well  for  them? Travel  is  difficult  and  expensive.  Not  really  a  destination  for  everyone.

Cannot  work  as  'exotic'  island,  may  not  feel  like  the  'escape'  that  people  hope  for  when  they  travel  to  the  Caribbean.  Not  enough  of  an  'escape'  for  Europeans,  similar  to  other  parts  of  Europe

Nasseau  dominates  perceptions  of  the  islands,  Atlantis  in  particular  and  casino  culture.  Large  number  of  islands  confused  tourists  with  mixed  images.  Difficult  to  access  minor  islands

Cancun  and  major  spring  break  party  destinations  can  skew  perceptions,  difficult  for  Europeans  to  access  to  quieter  parts  of  the  Island,  Europeans  travel  for  the  great  hotels,  not  necessarily  the  culture

Seen  as  travel  'stop-­‐over'.  San  Juan  airport  to  better  Caribbean  destinations  or  South  America.  City  is  not  attractive,  pervasive  crime  and  pollution  issues

Where  are  they  headed?Remaining  on-­‐track,  current  brand  is  extremeley  successful.  No  need  to  move.

Remaining  on-­‐track;  Successful  brand Remain  on-­‐track Greater  resort  divesity.  More  luxury  offerings  to  be  capitalized  upon

Unknown.  Economy  is  not  tourist-­‐centric,  no  huge  need  to  revamp  stategies

What  distinguishes  Jamaica  from  them?

Jamaica  has  greater  landscape  diversity,  far  more  activity  driven,  larger  cities,  more  family  activities.  But  lacks  the  same  upscale  hotels  and  luxury  feel.

Jamaica  is  a  much  larger  island  than  tiny  Bermuda.  There  is  far  more  to  see.  Jamaica  much  more  exotic.  Bermuda  seen  as  higher-­‐income  destination.  Prices  are  very  high  over  spring/summer  months

Jamaica  is  very  different  geographically  with  its  mountains,  waterfalls,  etc…  Activities  are  more  family  friendly  than  scuba.  More  'cultured'  

Jamaica  offers  similar  features  and  experiences  at  its  beach  destinations,  albeit  more  'manufatured'.  Greater  options  for  hiking,  waterfalls,  biodiversty.  

Jamaica  relies  more  on  Sun,  Sea,  and  Sand.  Not  a  common  destination  for  the  business  traveller.  More  'removed'  from  the  real  world.

Current  hotel  landscape

Great  wealth  of  luxury  hotels  including  the  prestigious  Aman  resorts  chain  and  small  boutique  resorts.  Little  to  no  all-­‐inclusives

A  mixture  of  large  luxury  hotels  (Rosewood,  Manderin  Oriental)  with  large  middle-­‐range  hotels.  Not  a  large  number  of  boutique  hotels

Very  mixed.  Large  casino  like  hotels  in  Atlantis  and  Nasseau.  Not  a  high  number  of  small  luxury  hotels  on  outlying  islands.  Could  benefit  to  develop  these  in  same  way  Jamaica  could.

Very  diverse.  Huge  all  inclusive  chains  in  Cancuun,  but  also  extremely  expensive  high-­‐end  hotels,  large  and  small  -­‐  Rosewood,  Bayan  Tre,  Four  Seaons,  Capella  Resorts

City-­‐driven  and  adventure  driven.  Very  diverse  mix  of  offerings.  A  lot  of  business  hotels.

CALENDAR January February March April May June July August September October November December

Tactic 1A: Rewrite the JTB social media strategyCreate official social media teamReview old contentBrainsotrmingDevelop new messages

Develop opportunities calendarIdentifying key platforms & differentiated strategiesTactic 1B: Conduct a social media training Request and review professional proposalsReview staff calendars to identify best timeConduct one-week training

DebriefTactic 1C: Embed social widgets on all JTB sites Meet with developerDiscuss placement/linksApply to sites

Tactic 2A: Invite followers to shareBrainstorm 'sharing' opportunitiesCreate social media calendarCreate hashtagLaunch campaign - instatgramLaunch campaign - blogTactic 2B: : Push out new copy and/or graphic content daily. Meet with creativesCreate suite of graphicsCollect photos/videos for archivesBrainstorm content copyLaunch new strategyTactic 2C: Respond to all direct interactions and mentions within 24 hours.Designate community managerDiscuss tone/feelDiscuss situational responsesMonitor media dailyRespond as directed

Tactic 3A: Develop new marketing materialsConduct full communications audit of existing materialsBrainstormMeet with creative teamDetermine materials needed

Develop first drafts of copy & graphics

Reviews/Edits 1Second draftsReviews/Edits 2Final copy & graphicsSend to PrinterDistribution

Tactic 3B: Re-design websiteResearch and hire web-designerEstablish look & feelDesign draft 1Review and feedbackDesign draft 2ApprovalsMove onlineTactic 3C: Book appointments with luxury travel planners/agents Identify list of agents to be reachedOutreachMeetings

Strategy  Three:  Brand  Jamaica  as  a  top  choice  for  “luxury  Caribbean”  vacations

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

Strategy  Two:  Create  a  vibrant  and  responsive  social  media  community  

Strategy  One:  Establish  a  cohesive,  easily  identifiable  social  media  voice.

Tactic 4A: Develop a series of stories for website/blog Identify writing teamBrainstormingFirst draftsReviews and editsFinal draftsAdditional design & graphics

Tactic 4B: Develop video

Put out RFPsReview submissionsHire videographerConsult with videographerBrainstormWrite/edit scriptHire actorsFilmReview footageEdit footage for final cutReview

Tactic 4C: Write ‘Spotlight On’ Round Hill

ResearchBrainstormingFirst draftReviews and editsFinal draftDistribution to key channels

Tactic 5A: Host selected industry leaders at Round HillCreate event teamContact Round Hill to discussBrainstorm attendees

Set potential agenda

Begin outreach and invitations

Send out information materials

Send out official RSVPs

Finalize agenda

Finalize details with Round HillWalk-Through

On-site help as neededDistribute welcome packets, details of week, etc.

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

KEY PUBLIC: Luxury Hotel Industry Leaders

Strategy  Five:  Showcase  the  potential  of  “Luxury  Jamaica”  to  luxury  hotel  industry  leaders  and  investors

Strategy  Four:  Highlight  luxury  experiences  possible  in  Jamaica

Tactic 5B: Host an event for the groupResearchPut out RFP for local event coordinator/plannerSelect and meet with plannerBrainstorm

Select venue

Research potential speakers

Outreach to potential speakersSelect speakerSelect entertainment & cateringCreate initial run-of-show

Send out Save-the-dates

Send out invitationsBegin event materials

Arrange for transportation

Arrange for photographer

Print event materialsMeet and coordinate with event staff on-the-ground

Attend eventTactic 5C: Survey the groupBrainstormMeet with JTB to discuss informationDraft surveyReview/Edit/ApproveFinalize surveyDistrubute at eventCollect and record responses

Tactic 6A: Pitch partnership request to Ralph LaurenStrategize on outreachOutreach to RLBrainstorm list of back-upsInitial discussionsContract development

Tactic 6B: Host shopping eventLogistical discussionsOutreach to Round HillStore outreachDiscussion on sweepstakesOfficial partnership agreementDetmine time/location of eventDevelop materials for eventAdvertise eventTravel to UK for eventOn-the ground support as-neededTactic 6C: Write blog on Aristocratic past of JamaicaResearchOutreach to celebritiesInterviewsFirst draftsReview and feedbackFinal draftsGrahics/creative additionsMove online

Tactic 7A: Hire photographer and videographer Send out RFPsReview and select contractorsMeet with photographerMeet with videographerTime for shootingReview footageMake selectionsDistrbute to necessary channelsTactic 7B: Write/pitch stories/photos of celebrity visits Create teamResearchBrainstormMake papa razzi inquiriesFirst story draftsReviews and editsFinal story draftsPitch storiesAquire photographs Contact gossip magazinesDistribute as able Tactic 7C: Write/pitch cultural/historic pieces to luxury travel magazinesResearchBrainstormConduct interviewsWrite preliminary draftsReview and editsFinal draftPitch to travel/leisure magazines and bloggers

Strategy  Seven:  Increase  stories  on/mentions  of  Jamaica  in  international  media

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

Strategy  Six:  Engage  a  celebrity  spokesperson  with  ties  to  the  Island  who  will  connect  with  our  key  publics

KEY PUBLIC: European Millenials (Primary) European Families & Retirees (Secondary)

Budget Quantity Cost Per Item Projected Cost Sponsor Credit Final Cost

Tactic 1A: Rewrite the JTB social media strategy

Create official social media team Hours worked

Review old content Hours workedBrainsotrming Hours workedDevelop new messages Hours workedDevelop opportunities calendar Hours worked

Identifying key platforms & tools (Hootsuite, etc) 1 $20/mth $240 240

Tactic 1B: Conduct a social media training Request and review professional proposals Hours worked

Review staff calendars to identify best timeConduct one-week training 1 $4,000 $4,000 $4,000 Debrief Hours workedTactic 1C: Embed social widgets on all JTB sites Meet with developer 1 $450 $450 $450 Discuss placement/links Hours workedApply to sites 0Editing 1 $150 $150 $150 Tactic 2A: Invite followers to shareBrainstorm 'sharing' opportunities Hours worked

Create social media calendar Hours worked

Create hashtag Hours workedLaunch campaign - instatgram Hours worked

Launch campaign - blog Hours workedTactic 2B: Push out new copy and/or graphic content daily. Meet with creatives Hours workedCreate suite of graphics Hours workedCollect photos/videos for archives Hours worked

Brainstorm content copy Hours workedLaunch new strategy Hours worked

Tactic 2C: Respond to all direct interactions and mentions within 24 hours.

Designate community manager Hours worked

Discuss tone/feel Hours workedDiscuss situational responses Hours worked

Monitor media daily Hours workedRespond as directed Hours worked

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Tactic 3A: Develop new marketing materials (Digital & Print)Conduct full communications audit of existing materials

Hours worked

Brainstorm Hours workedMeet with creative team Hours worked

Determine materials needed Hours worked

Develop first drafts of copy & graphics Hours worked

Reviews/Edits 1 Hours workedSecond drafts Hours workedReviews/Edits 2 Hours workedFinal copy & graphics Hours workedSend to Printer 10,000 .$20 .$200,000 200,000Digital placement to include Daily Mail UK take-over 1 .$32,000 .$32,000 32,000

Tactic 3B: Re-design websiteResearch and hire web-designer 1 $24,000 $24,000 $24,000

Establish look & feel Hours workedDesign draft 1 0Review and feedback Hours workedDesign draft 2 0Approvals Hours workedMove online 0Tactic 3C: Book appointments with luxury travel planners/agents Identify list of agents to be reached Hours worked

Outreach Hours workedMeetings Hours workedTactic 4A: Develop a series of stories for website/blog Identify writing team Hours workedBrainstorming Hours workedFirst drafts Hours workedReviews and edits Hours workedFinal drafts Hours worked

Additional design & graphics Hours worked

Tactic 4B: Develop videoPut out RFPs Hours workedReview submissions Hours workedHire Film Production company* 1 $20,000 $20,000 $20,000

Consult with videographer Hours workedBrainstorm Hours workedWrite/edit script Hours worked

Hire actors 6 $30/hr for 35 hours of shooting $6,300 6300

Film 0Review and edit footage Hours workedFinalize Hours workedRun 'teaser' ad. During off-peak TV in UK 2 200,000 400,000 400,000

Advertise film on facebook 1 $2,000 2000Advertise film on twitter 1 $2,000 2000

All Key Publics

All Key Publics

All Key Publics

All Key Publics

All Key Publics

Tactic 4C: Write ‘Spotlight On’ Round HillResearch Hours workedBrainstorming Hours workedFirst draft Hours workedReviews and edits Hours workedFinal draft Hours workedDistribution to key channels Hours workedTactic 5A: Host selected industry leaders at Round HillCreate event team Hours workedContact Round Hill to discuss Hours worked

Brainstorm attendees Hours workedSet potential agenda Hours workedBegin outreach and invitations 200 $0.10 $20 20

Send out information materials Hours worked

Send out official RSVPs 200 $0.10 $20 20Finalize agenda Hours workedFinalize details with Round Hill Hours worked

Travel to Jamaica, expenses occurred while there. 1 $3,000 3000

Walk-Through Hours worked

Distribute welcome packets, details of week, etc. Hours worked

Tactic 5B: Host an event for the groupResearch Hours workedPut out RFP for local event coordinator/planner Hours worked

Select and meet with planner 1 .$10,000 .$10,000 10,000

Brainstorm Hours workedSelect venue 1 .$12,000 .$12000 12,000

Research potential speakers Hours worked

Outreach to potential speakers Hours worked

Select entertainment 1 .$3,000 .$3000 3,000Select speaker 1 .$7,000 .$7000 7,000Select catering 200 .$150 .$30000 30,000Create initial run-of-show Hours workedSend out Save-the-dates 200 $0.10 .$20 20Send out invitations 200 .$0.1 20Begin event materials Hours workedArrange for transportation 10 .$200 .$2000 2,000Arrange for photographer 1 .$3000 .$3000 3,000Print event materials 5,000Meet and coordinate with event staff on-the-ground 20 .$80 .$1600 1,600

Attend event Hours worked

Key Public: Luxury Hotel Developers

Key Public: Luxury Hotel Developers

All Key Publics

Tactic 5C: Survey the groupBrainstorm Hours workedMeet with JTB to discuss information Hours worked

Draft survey Hours workedReview/Edit/Approve Hours workedFinalize survey Hours workedDistrubute at event Hours workedCollect and record responses Hours workedTactic 6A: Pitch partnership request to Ralph LaurenStrategize on outreach Hours workedOutreach to RL Hours workedBrainstorm list of back-ups Hours workedInitial discussions Hours workedContract development Hours workedTactic 6B: Host shopping eventLogistical discussions Hours workedOutreach to Round Hill Hours workedStore outreach Hours workedDiscussion on sweepstakes Hours workedOfficial partnership agreement Hours worked

Detmine time/location of event Hours worked

Develop materials for event 1 $5,000 5000

Advertise event in fashion magazines $500,000

Ralph Lauren to insert in normal ad

runs0

Travel to UK for event, expenses occurred while there

1 $6,000 .$6000 6,000

On-the ground support as-needed Hours worked

Tactic 6C: Write blog on Aristocratic past of JamaicaResearch Hours workedOutreach to celebrities Hours workedInterviews Hours workedFirst drafts Hours workedReview and feedback Hours workedFinal drafts Hours workedGrahics/creative additions Hours workedMove online Hours workedTactic 7A: Hire photographer and videographer Send out RFPs Hours workedReview and select contractors Hours worked

Meet with photographer 1 .$5,000 .$5,000 5000

Meet with videographer 1 .$10,000 .$10,000 Previously hired (tactic 4B) 0

Time for shooting 0Review footage Hours workedMake selections Hours workedDistrbute to necessary channels Hours worked

Key Public: Luxury Hotel Developers

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

Key Public: European millennials, families, and retiree's

All Key Publics

Tactic 7B: Write/pitch stories/photos of celebrity visits Create team Hours workedResearch Hours workedBrainstorm Hours workedMake papa razzi inquiries Hours workedFirst story drafts Hours workedReviews and edits Hours workedFinal story drafts Hours workedPitch stories Hours worked

Aquire paparazzi photographs 20 $5000-$100,000 $100,000-

$2,000,000

Magazine pays photographer

directly0

Contact gossip magazines Hours workedDistribute as able Hours workedTactic 7C: Write/pitch cultural/historic pieces to luxury travel magazinesResearch Hours workedBrainstorm Hours workedConduct interviews Hours workedWrite preliminary drafts Hours workedReview and edits Hours workedFinal draft Hours workedPitch to travel/leisure magazines and bloggers Hours worked

JTB Retainer for Breene & Company Hours Worked 12 $25,000 $300,000 $300,000

Total Hard Costs 783,580

Hard Costs for Key Publics 1-3 706,900

Hard Costs for Key Public 4 76,680

FINAL PROJECTED COST 1,083,820

NOTE: This budget assumes Breene & Company is a Washington, D.C. based firm. All ad placements are priced for major European metro markets. The budget deliberately leaves room for higher profile placements should the client desire.

All Key Publics

All Key Publics

Key  Public Self-­‐Interests Messages Influences Objective(s) Strategies Tactics Calendar Budget

European  Millennials

Sense  of  adventure;  Opportunities  to  

explore;  Generating  "Buzz";  Social  media

1,3,4,5Other  millennials,  friends  and  family,  social  media,  visuals

1,2,4 1,2,3,4,61.1,  1.3,  2.1,  2.2,  2.3,  3.1,  3.2,  4.1,  4.2,  4.3,  

6.2,  6.3Yes Yes

European  FamiliesEase  of  travel;  Child-­‐friendly  amenities;  

Direct  flights1,3,4,5

Other  families,  school  calanders,  work  

schedules2,4 2,3,4,6,  7

2.1,  2.2,  2.3,  3.1,  3.2,  3.3,  4.1,  4.2,  6.2,  6.3,  

7.2,  7.3Yes Yes

European  Retiree's Nature;  Culture;  Long  holidays 1,3,4,5

Friends,  travel  agents,  traditional  media,  

substantial  experiences2,4 3,4,5,6,7

3.1,  3.2,  3.3,  4.1,  4.2,  4.3,  5.1,  5.2,  5.3,  6.2,  6.3,  7.1,  7.2,  7.3

Yes Yes

Hotel  Developers

Character;  charm;  Ability  to  enhace  guest  experience;  Integration  of  place  and  culture

1,2,3,4,5Guest  experience,  

destination  attributes,  uniqueness

2,3,  4 3,4,5,7 3.1,  3.2,  4.3,  5.1,  5.2,  5.3,  7.1,  7.2,  7.3 Yes Yes