2 Key Strategic Issues
Based on a synthesis of the information contained in the
SWOT Analysis (section 5) and the outcomes of an industry
planning workshop held in 2006, this section highlights
a number of key strategic issues facing the sustainable
development of the destination.
1. Policy, Planning and Regulation – the need for greater
coordination and linkages between the various government
agencies. At this stage of the evolution of the destination,
effective policy and planning linkages will be crucial for a
sustainable future.
2. Market Trends and Changing Social Dynamics – the need
to develop a more applied understanding of consumer travel
dynamics in order to identify and plan for trends. At the micro
level, gaining a better understanding of current visitors and their
behaviour, needs, interests and satisfaction levels will be critical
in market development and in evaluating and developing the
visitor experience.
3. Management and Development of Natural Resources
– the need for sustainable management of natural attributes
and the development of destination experiences that reflect the
natural character of the destination. The careful management
and development of natural assets is fundamental to the
destination appeals and base attributes.
4. Seasonality, Length of Stay and the Development
of Attractions and Experiences – the need to develop
attractions and activities that will enhance appeal, increase
length of stay, and have year-round drawing power to ensure
a consistent and stable visitor base. In the short term, better
packaging and presentation of the range of existing activities
and enhanced linkages between the coastal area and the
heritage precinct of Maryborough are actions that could bring
about more immediate results.
5. Marketing and Communications – the need to address
destination awareness and conversion issues. The industry
environment analysis shows how competitive the tourism
business climate is and, given the harsh reality of industry
conditions, how critical it is to establish a differentiated and
appealing position and image in the market place. There is
also a need to understand the key role technology plays in
the transformation of traditional tourism product distribution
systems, and, critically, to apply new media technology in
distribution and communications.
6. Destination Access – the need for expansion of air, road and
water services into Victoria/Melbourne and possibly northern
ports of Queensland could bring similar benefits as the increase
in the New South Wales/Sydney market.
Key Strategic Issues
7. Local Access and Signage – the need to provide affordable,
convenient access to seize visitor growth opportunities from
target markets, through creating stronger linkages and
services between Hervey Bay and Maryborough, offering
parking and pedestrian friendliness and improving general
internal road conditions.
8. Hospitality and Service – the need to enhance the range and
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quality of hospitality and retail services will be a key destination
management consideration, as well as attracting and retaining
skilled, experienced staff for the sector.
9. Public Services and Community Support – the need for
visitor mindfulness in the provision of local services. Councils
have made considerable investment in public services and
amenities and recent research shows a high level of satisfaction
with the local scene on the mainland.
Urangan Pier

 Strategic Outlook
The Fraser Coast destination is rich in natural attractions and offers
visitors a wide range of relaxing and more adventurous nature-
based experiences. It is the home of great icons of Queensland’s
tourism, Fraser Island and the annual whale watching season,
and is an access point for Lady Elliot Island, the Great Barrier
Reef’s southernmost coral cay. The safe sheltered waters and
golden beaches of Hervey Bay are a haven for all kinds of aquatic
adventures and activities and the quaint coastal towns of the
Great Sandy Strait frame a wetland area of profound international
marine significance. Inland the heritage town of Maryborough,
one of Queensland’s oldest provincial cities, augments the natural
attraction of the coastal area with its authentic provincial Australian
country charm.
Tourism plays an increasingly key role in the financial and social
2 Key Strategic Issues
required. Niche markets are of real value to niche market
operations but from a sustainable destination perspective, growing
the visitor base is crucial to maintenance of current business and
the attraction of investment required for development.
n Coordinated and collaborative marketing programs that
embrace the values of new media technologies, maintain a
sharp focus on target market priorities and maximise the values
and impact of collective effort.
n Development of an array of destination attractions and activities
that reflect, build on and extend the natural features and
characteristics of the destination. Creating a broader range and
choice of experiences through better packaging and product
development initiatives will enhance the destination’s appeal
during peak seasons and help to generate year-round visitation.
This can include development of natural and built attractions as
well as a range of tours, activities and events.

economy of the region, contributing significantly to the revenue

base and employment in a number of sectors including retail and
wholesale trade, accommodation, cafés and restaurants, and
recreational, personal and other services.
The Fraser Coast continues to evolve as a tourist destination
with visitor data showing a positive trend. Within its limited
resources, promotion and advertising efforts are well focused and
coordinated. The advent of direct flights from Sydney has helped
to make the destination more accessible, and marketing efforts
continue to generate greater awareness in important short-break
and drive markets. Despite its many significant appeals however,
the Fraser Coast is still in the early stages of establishing its
national profile as an attractive year-round visitor destination.
As with many developing destinations there are a number of
challenges to address in order to secure a viable tourism future.
In the big picture, establishing a clear, distinctive and compelling
position in an otherwise crowded and competitive market place is
a foremost consideration. In this regard, all the research suggests
that there is real scope to own the category of Queensland’s most
affordable nature-based and aquatic playground for short-break,
fly/drive and drive visitors. Furthermore, this position also offers the
opportunity to capture the hearts and minds of the coming Baby
Boomer leisure class.
n A research and marketing information system that provides
insight into customer characteristics and industry and market
trends. Understanding customers and customer needs will be
fundamental to marketing and development activities.
n Leadership in the promotion of high quality service in all tourism
and tourism related operations and the advocation of systems
and processes designed to attract, train and retain skilled
staff. A reputation for consistent, high quality service will be a
significant competitive factor in consumer decision making.
n Greater visitor awareness and regard for visitor needs in the
development of all tourism and non-tourism related services,
facilities and amenities. This consciousness should extend
from attractions, tours and activities to hospitality and retail
services, signage, internal transport systems, parking,
pedestrian areas and the provision of general service and
amenities. A reputation for visitor awareness and friendliness
will be a significant competitive factor in consumer decision
making.
n Leadership in the promotion of environmentally viable tourism
and the sustainable management of tourism services and
natural assets. This approach will not only help protect
the fundamental appeal of the destination but enhance its
reputation, attractiveness and competitiveness.

In terms of charting a direction for 2007–2010, key strategic

priorities are identified as:

n Consolidation of a clear, distinctive and compelling position

and image based on differentiation and market focus. In a hotly
competitive industry environment, the position and image need
to clearly project a unique selling and emotional proposition to
targeted consumers.

n Building on current short-break, fly/drive and drive market

strengths to achieve greater conversion and penetration. The
principles of supply and demand require that to sustain tourism,
hospitality and related services a critical mass of visitors is

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