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Economic Development
Committee
5 September 2016
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Part
A Reports
Dunedin Marketing - Winter Campaign 2016
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to update the Committee on the results of the Winter
2016 Campaign Activity between April and June 2016. The purpose of the Where
the Wild Things Are (WTWTA) campaign was to raise awareness of Dunedin as
compelling destination. The primary target market focus was Brisbane, Australia
and included domestic and international as secondary markets.
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RECOMMENDATIONS
That the Committee:
a) Notes the
Dunedin Marketing Winter Campaign 2016 report.
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background
2 This
campaign was the last consumer campaign of Enterprise Dunedin’s annual
marketing activity in 2015/2016 financial year from within existing budgets.
3 The
purpose of this campaign was to raise Dunedin brand awareness and position
Dunedin as a compelling destination with travellers primarily in the Brisbane
market and secondarily in the wider national and international marketplace.
4 The
campaign theme focussed on a Wild Winter in Dunedin including weather,
landscapes, events, festivals and the city’s unique wildlife. It is the
first execution of a three year programme of themed Dunedin campaigns.
5 The aims
of the campaign included:
a) increasing
Dunedin’s visibility and attractiveness as a destination to visit over
the Autumn and early Winter
b) generating
additional website traffic and social media engagement including a Dunedin NZ
Facebook competition,
c) generating
awareness of campaign deals and encouraging bookings to travel to Dunedin
between May to August,
d) generating
further awareness of Dunedin as a year round destination with the Australian
Travel Trade and Business Events sectors.
6 The
campaign’s primary target market was travellers from Brisbane, Australia
working alongside Air New Zealand and Virgin Air, who provide trans-Tasman
connectivity between Brisbane and Dunedin. The period highlighted for travel to
Dunedin was during the low winter season. The campaign’s secondary target
markets were domestic New Zealand and international travellers looking to
experience a South Island winter break.
Discussion
7 The WTWTA
Campaign proved successful. Key highlights are outlined below.
8 The WTWTA
campaign was a co-ordinated three month multi-channel campaign across digital,
social, competition, video, media, trade, consumer and business event channels.
9 The total
campaign budget was $96,000 of which Enterprise Dunedin contributed $41,000 to
the campaign. This was matched by cash contributions of $31,000 and in kind
contributions of $24,000. The campaign brought together 14 partners
including local, national and international industry, trade and
media.
Results
10 Key results for
activity during the WTWTA Campaign are outlined in the table below.
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DIRECT MEASURES
Digital/Online
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2015
April - June
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2016
April - June
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% change
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DunedinNZ.com visits (within 25km of Brisbane)
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1,540+
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6,800+
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+ 342%
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Facebook Followers
(Page Likes)
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2000+
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11,600+
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+480%
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Facebook engagements
(Organic reach)
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469, 000+
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1,733,000+
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+270%
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Facebook Competition
(Actual entries)
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1,400+
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3,000+
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+115%
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DunedinNZ.com
Winter landing visits
(April to Jun)
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N/A
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10,050+
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N/A
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DunedinNZ.com
Winter deals visits
(April to Jun)
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N/A
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6,200+
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N/A
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DunedinNZ.com
Winter Events visits
(April to Jun)
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N/A
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2,200+
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N/A
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WTWTA Video (Facebook Views)
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N/A
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205,000+
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N/A
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TripAdvisor
(Banner Views)
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N/A
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389,000+
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N/A
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Brisbane Times (Banner Views)
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N/A
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304,000+
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N/A
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Air NZ eDM
(electronic Direct Mail)
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N/A
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800,000+
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N/A
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analysis
11 Online there was a
substantial increase new site visits to www.DunedinNZ.com and social media
channels saw a marked increase in engagement. The Dunedin NZ Facebook
competition drew significant attention, adding over 3000 new contacts to
Enterprise Dunedin’s consumer database and over 11,600 new Facebook
followers.
12 Responses to Dunedin
video posts during the campaign period were also significant with over 205,000
views via Facebook. Additionally the WTWTA video featured in Air New
Zealand’s electronic Direct Mail to their consumer database of over
800,000 people and Dunedin was featured on the Air NZ landing page for the
first time ever.
13 In addition the
campaign resulted in a significant number of Dunedin banner views on Trip
Advisor page and the Brisbane Times sites which linked to the DunedinNZ.com
Winter landing page driving visitation to the related winter feature pages.
14 Two Australian
journalists one from Jetstar Magazine and one syndicated Australian broadsheet
travel writer were assisted by Enterprise Dunedin to write articles on the city
during the campaign period.
15 A two page feature
destination spread on Dunedin appeared in Jetstar Inflight magazine during June
with a readership of 300,000 travellers.
16 Travel Trade
activity saw an Air NZ/Virgin Air Fare Sale to Dunedin in April and an agent
webinar focussing on ground packages in Dunedin with ANZCRO (Australian based
NZ Holiday Specialists).
17 Business Events
activity involved 12 Professional Conference Organisers (PCO) buyers from both
Australia and NZ together with a conference sector journalist visit the city
hosted by Enterprise Dunedin.
18 Enterprise Dunedin
with the addition of 3000+ competition entry emails from Brisbane now has a
total consumer database of over 24,000 people who have opted into our consumer
newsletter to whom remarketing (email) of future campaigns can be undertaken.
19 Additionally
over 150,000 people whom have either, watched Dunedin videos, or interacted
with Dunedin Facebook ads are able to be retargeted (online advertising) via
Facebook with future Dunedin messaging and campaigns. (Both of the above
digital marketing activities comply with NZ Privacy laws).
20 Evidence shows
‘Dunedin Fare Sale’ bookings for travel to Dunedin increased
substantially during and post campaign activity. Air New Zealand (Virgin Air)
has recorded a 25% increase in bookings from Brisbane to Dunedin over and above
the last ‘Dunedin Fare Sale’ period.
21 Dunedin Airport has
recorded its biggest month on record in July 2016. More than 84,500+ passengers
transited the airport. Flights into and out of Dunedin have more than 75% of
seats full (load factors). International load factors have improved on previous
months. Domestic load factors remain strong with a 13% increase in capacity
from Air New Zealand.
22 Early indirect
measures indicate more than 10% increase in visitor spend in June on the same
period last year. There is a time lag in reporting on visitor arrival and
overnight data measures.
23 A full detailed
activity report for the ‘Where the Wild Things Are’ (WTWTA) Winter
Campaign 2016 is attached.
conclusion
24 As evidenced by the
results in the above table and commentary the WTWTA Campaign achieved:
a) achieved a good increase in awareness, visibility with
the key primary Brisbane and secondary domestic and international target
markets via digital social and media channels.
b) encouraged shoulder/low season markets have been
open and responded to market activation evidenced by competition entries and
high levels of social media engagement
c) increasing Dunedin’s visibility and
attractiveness as a destination to visit over the Autumn and early Winter is
evidenced by digital engagement on the Winter campaign pages and views of the
WTWTA video.
d) generating additional website traffic and social media
engagement including a Dunedin NZ Facebook competition resulted significant
market responses.
e) generating awareness of campaign deals and encouraging
bookings to travel to Dunedin between May to August, are evidenced by the
traffic to the Winter deals page and the increase in bookings via Air NZ (Virgin
Air) Dunedin Fare Sale.
f) generating further awareness of Dunedin as a year
round destination with the Australian Travel Trade and Business Events sectors
is evidenced in the uptake of the Dunedin Fare Sale, PCO Familiarisation and
agent webinar.
next steps
25 The WTWTA campaign
provides a good model on which to build future consumer campaigns in which
Enterprise Dunedin together with campaign partners would aim to achieve similar
or better results.
26 The WTWTA theme
& Wild Dunedin messaging will be utilised again in an appropriate campaign
period.
27 Enterprise Dunedin
will continue to build on ‘Dunedin brand’ momentum increasing the
profile of the city in collaborative seasonal campaigns across key target
markets.
28 Lessons learnt have
informed activity in the upcoming ‘Explore Dunedin like a local’
spring campaign promoting travel to Dunedin in the September to December
shoulder season.
Signatories
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Author:
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Ryan Craig - Destination Dunedin Manager
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
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Title
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Page
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a
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Winter Campaign 2016
Report
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12
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SUMMARY OF CONSIDERATIONS
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Fit with purpose
of Local Government
This report relates to providing a public service and is
considered good-quality and cost-effective use of budget to promote the
Dunedin brand, marketing Dunedin collaboratively with private sector
partnership and added financial contribution.
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Fit with strategic
framework
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Contributes
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Detracts
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Not applicable
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Social Wellbeing Strategy
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☒
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☐
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☐
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Economic Development Strategy
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☒
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☐
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☐
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Environment Strategy
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☐
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☐
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☒
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
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☐
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☒
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Spatial Plan
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☐
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☐
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☒
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Integrated Transport Strategy
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☐
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☐
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☒
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Parks and Recreation Strategy
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☒
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☐
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☐
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Other strategic projects/policies/plans
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☒
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☐
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☐
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This activity in this report contributed to the Economic
Development theme ‘Compelling Destination’ and associated action
‘Marketing Dunedin’. It also contributed to the Arts and Culture,
Events and Festivals, Parks and Recreation strategies by promoting activity
under these thereby also contributing to the Social Wellbeing Strategy.
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Māori Impact Statement
Ngai Tahu is one of the six partners who are responsible
for governing and delivering the Economic Development Strategy. The activity
in this report has also delivered profile around Puaka Matariki celebrations.
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Sustainability
The activity in this report aids in building
sustainability of air connectivity to Australia providing economic, social
and environmental benefits to the city.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no implications from the activity in this
report.
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Financial
considerations
There are no financial implications. All activity in this
report was within budgets. The activity drew external financial and in kind
contributions totalling $55,000.
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Significance
This report is considered of low significance in terms of
the Council’s Significance and Engagement Policy.
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Engagement –
external
There has been external engagement with local, national
and international industry, trade and media partners around activity within
this report.
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Engagement - internal
There has been engagement with DCC Events and Festivals,
Marketing and Communication, Web Team and the Dunedin iSite around activity
within this report.
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
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Conflict of
Interest
There are no known conflicts of interest.
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Community Boards
There are no known implications for Community Boards.
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Economic Development Committee
5 September 2016
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Public Relations and Communication
Department: Enterprise Dunedin
EXECUTIVE SUMMARY
1 The
purpose of this report is to provide an update on the Public Relations (PR)
activity undertaken by Enterprise Dunedin for the period 1 July 2015 – 30
June 2016.
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RECOMMENDATIONS
That the Committee:
a) Notes the
PR and Communications update.
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BACKGROUND
2 Enterprise
Dunedin operates a targeted media programme, hosting and assisting high quality
national and international media to increase the awareness of Dunedin as a
‘Compelling Destination’ leverage the Dunedin Brand and deliver
current campaign messages into their markets and publications.
3 Enterprise
Dunedin has collaborated with key stakeholders and partners over the past year
to deliver some of these results.
DISCUSSION
Results
4 The
attached results table (attachment A) is a record of media results during the
period July 2015 – July 2016. Result included in the sheet have
been published online, in social media as well as print media and have been
broadcast on television where indicated. Audience reach numbers are
printed publication numbers unless otherwise indicated.
5 A
selection of four examples published between 1 July 2015 – 30 June 2016
are attached as a snapshot of the media programme and the results achieved.
Escape
6 Australian
Sunday newspaper travel supplement ‘Escape’ featured the Otago
Peninsula in ‘It’s a wild, wild life’. The story raised
the profile of Dunedin, and the Otago Peninsula as ‘a wildlife
hotspot’ and advising that ‘It’s worth devoting a few days to
this university town, styling itself “the world’s most Scottish
city outside Scotland” ’. See attachment B.
7 Enterprise
Dunedin worked with the writer, supplying images, up to date information and
advice for the story.
8 The
result was significant as the story was produced in all Newscorp Sunday papers
around Australia and in the Sunday Telegraph (Sydney).
9 Escape is
Australia’s #1 media travel brand. Escape magazines audience
is travel focused and targets the groups we market directly to in our marketing
campaigns. These include the family market, young professionals and empty
nesters.
New Zealand Herald
10 Published in January
2016, this 32 page supplement was created to raise awareness of Dunedin as a
compelling destination through the creation of
editorial stories covering the following areas: arts and culture,
business, education, events and lifestyle.
11 A
full activity report has already been presented to the committee. To see the
full supplement on e-book visit this website: https://issuu.com/apn_mediaservices/docs/dunedin_feature
12 NZ Herald is part of
the NZME group and the printed supplement was targeted and distributed to the
audience of 130,000 north of Taupo, including Auckland based NZ Herald
readers, the digital content was featured on NZME’s travel pages online,
which has 40,000 page visits per month.
Idealog
13 Enterprise Dunedin
and Idealog magazine produced an extensive 27 page feature
‘Idealog’s guide to Dunedin’ worked on throughout 2015 and
published first week of July 2016 in their annual Technology Issue. The
features included themes and stories relating to GigCity, employment,
innovation businesses, designers, cuisine and many others. See attachment C.
14 The magazine has
been distributed to the subscriber database and Idealog’s digital
platforms will be used to promote the extensive editorial content created for
the feature via social media, their website and via e-newsletters to their
database over the next 12 months.
15 Idealog is a leading
media brand for business innovation, technology and design. Their target
audience includes entrepreneurs, innovators and business owners they deliver
content both in print and online.
Elle a Table
16 In collaboration
with Tourism New Zealand, Enterprise Dunedin hosted prestigious Japanese
cuisine magazine Elle a table. The focus was on
Dunedin’s unique flavours, local produce and culinary venues. See
attachment D.
17 The target audience
is female Independent Professionals who like to travel and learn about new
destinations.
1 Signatories
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Author:
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Sharon O'Loughlin - PR and Communications Advisor
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Authoriser:
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John Christie - Director Enterprise Dunedin
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Attachments
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Title
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Page
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a
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Media results
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35
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b
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Escape
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39
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c
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Idealog
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45
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d
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Elle a Table
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61
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SUMMARY OF CONSIDERATIONS
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Fit with purpose of
Local Government
This report relates to providing a public service and it
is considered good-quality and cost-effective.
|
|
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Fit with strategic
framework
|
|
Contributes
|
Detracts
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Not applicable
|
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Social Wellbeing Strategy
|
☒
|
☐
|
☐
|
|
Economic Development Strategy
|
☒
|
☐
|
☐
|
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Environment Strategy
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☒
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☐
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☐
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Arts and Culture Strategy
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☒
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☐
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☐
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3 Waters Strategy
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☐
|
☐
|
☒
|
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Spatial Plan
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☐
|
☐
|
☒
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Integrated Transport Strategy
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☐
|
☐
|
☒
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Parks and Recreation Strategy
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☐
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☐
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☒
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Other strategic projects/policies/plans
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☒
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☐
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☐
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PR and Communications contribute to Dunedin’s
Economic Development Strategy theme “Compelling Destination” and links
into other key themes such as “Business Vitality”,
“Alliances for Innovation”, “Linkages Beyond our
Borders”, and “Hub for Skills and Talent”.
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Māori Impact
Statement
References to Māori culture and activities are
included where relevant.
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Sustainability
The goal of the sustainability of Dunedin’s tourism
offerings underpins all of the reported activity.
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LTP/Annual Plan /
Financial Strategy /Infrastructure Strategy
There are no known implications from the activity in this
report.
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Financial
considerations
There are no financial implications; all costs are met by
Enterprise Dunedin’s budget and other partner’s
investments.
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Significance
This is considered to be low in terms of the
Council’s Significance and Engagement Policy.
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Engagement –
external
External engagement has been maintained with partners
(e.g. Tourism NZ and Air NZ) where appropriate to assist with hosting media.
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Engagement -
internal
There has been no internal engagement.
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Risks: Legal /
Health and Safety etc.
There are no identified risks.
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Conflict of
Interest
There is no known conflict of interest.
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Community Boards
It is noted that some of the media activities related to
the OPCB and Strath Taieri Board areas.
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