Tag Archives: Linked-In

Cape wine drinkers and restaurant-goers are misled by unethical ‘reviews’!

Tweeters are starting to express their frustration at being misled by two Cape Town based reviewers, Lionel Lelyveld, Tweeting about restaurants as @IntertwEAT, and Michael Olivier, Tweeting as @FoodWineGuru about wines.

What the two Tweeters have in common is that neither reveal to the readers of their blogs/websites nor in their Tweets (nor to the Fine Music Radio FMR listeners) that they have received their meals for free in the case of Lelyveld, and that the wine reviews are part of an advertising package offered by Olivier, showing that both the reviewers have no ethics in misleading their Twitter Followers and blog readers, and radio listeners.

Michael Olivier has been around for a while, and appears to have needed a new source Continue reading →

Breach of employment contract: an open letter to our ex-Manager Charmaine Maritz

Dear Charmaine

Your walk-out from our employment at Whale Cottage Camps Bay twelve days ago without resignation, on the day that you saw the salary in your bank account, is the worst blow to any employer, especially given the good relationship we enjoyed in the eight months in which you worked for us.  We appointed you when your previous employment at the White Lodge Guest House in Constantia had run out (they are shocked at your claim that they reneged on a contract, as there was none) due to the severity of the recession last winter.  We took a chance on you, despite the financial pressure on our business at that time, and you were an excellent receptionist, with the potential to grow into the rest of your job description of Manager.

As you left without notice, despite our meeting appointment for the day of your sudden departure, we have chosen to communicate to you via this blogpost how we view your behaviour, not deserved given how well we looked after you, with a salary increase after six months, giving you three days off to attend a family wedding in Queenstown when we were fully booked and couldn’t spare you but found a locum for you, and regular invitations to you, your family, and your boyfriend to the theatre and restaurants. You regularly expressed to us and to others how much you enjoyed your job. In retrospect, little signs of a recent change in your behaviour – your breaking of our rules, taking an afternoon off when we had guests checking in, wanting to delegate your duties to two unreliable housekeepers while you went to the wedding, and more – were evident.

You can imagine our shock when a guest house colleague in Camps Bay called a week prior to your walk-out to tell us that he had received your application for a job, as must have most hotels in Cape Town, and in which you dishonestly called yourself our ‘General Manager’. When you sent out your CV to more than 100 hotels last winter, no one except ourselves responded. We appointed you immediately.  At no time did you express any dissatisfaction or desire to grow your spectrum of tasks, which we would have happily delegated to you. On the day before your departure you asked me for copies of your salary slips, and lied as to the reason why you needed them.  We had thought that you were the most honest staff member until that day, and given the information from our guest house colleague, this request was a further confirmation about your job search.  We asked someone to call you on the pretense of inviting you to a job interview, and you announced that you had accepted a job that day at a hotel in Claremont.

Given this information, we met with you at the end of that day, and read through the employment contract with you, specifically the clause relating to the calendar month’s notice that you had agreed to, and we confirmed by additional contract in the meeting, which you signed, that your last day of employment would be 30 April, as per the contract.  Under pressure and in tears you told us that you were starting at your new employer three days later.  We discussed that you had made a mistake in accepting the new job on this date, and that you would have to tell them that you could only start on 1 May, and we even offered to try and find a replacement for you at the end of March to assist you, at our own expense.  We highlighted to you your dishonesty in lying to us, and your secretiveness in sending out the application for all hotels to see (not sending the application by blind copy), and in not honouring your employment contract.  You told us that the reason for the job search was the pressure from your boyfriend Ian Little, who had to drive you to and back from work every day as you do not drive, due to the increasing cost of the petrol between Plumstead and Camps Bay.  We promised to discuss with you the next day how we could enlarge your range of duties, for more pay, to cover the increased petrol costs.  You did not even have a letter of resignation to give us, and you promised to contact the new employer about the delay in starting with them.  The next morning you saw the salary payment, and dropped to the level of a housekeeper by sending us a text message saying that you had dropped your keys at the guest house and had left our employment (we were fully booked and you left the guest house management to the housekeepers, without even saying goodbye to them), giving yourself the weekend off, and causing chaos at the guest house, the staff bursting into tears when we had to tell them that you had absconded from our employment without notice, resignation, and farewell.  Only later that morning you sent an e-mail with a letter of immediate resignation, in breach of your employment contract.

Your parents in Queenstown were devastated to hear about your dishonesty, having seen you as a trustworthy and honest daughter, even though they had seen the negative influence on your behaviour since you moved to Cape Town with your boyfriend. Your father was ready to drive to Cape Town to come and fetch you, but didn’t have enough money for the petrol.  Your new boss and co-owner Nicolene Barrow at the 5-star The Andros Boutique Hotel in Claremont was speechless when we called her and told her about your breach of our employment contract, given that you had lied to her in saying that we had given your leaving us our blessing! We are surprised that you moved for a lesser position at the same salary that we were paying, to save a few Rands in petrol. It is shocking that a colleague in the hospitality industry could be so naive and opportunistic to expect the appointment of a new member of staff with two days notice to the previous employer.  For a person who moved to Cape Town from Queenstown last year, job hopping after 3 months and then 8 months for two jobs does not look good on your CV.

At 25 years you are relatively young, but we could not believe that you are so naive as to :

*  blatantly breach our employment contract and the additional contract which you signed about your date of departure, clearly showing that you have no respect for the law of contract, and have no business ethics and honesty at all, not being trustworthy for any future employer

*   expect our co-operation for paperwork from us

*   expect any positive future references for any prospective employer, given that we are one of your four hospitality employers

*   think that we would not have warned your new employer

*   think that we have not shared our experiences with your previous employers White Lodge Guest House, and the Heritage Guest House in Queenstown.

Any prospective employer should know that they are not only appointing you but also your boyfriend, manipulating you in the background. His invitation to connect on Linked-In, to ‘coffee dates’ and dinners, and his other attempts to become my ‘friend’ were totally inappropriate and unwelcome.  Even since your departure he is communicating with us, as if he is your manager or representative.  We did not appoint him.

Wanting to share the outcome of our subsequent negotiations, in which you admitted the breach of your contract, I called The Andros Boutique Hotel yesterday, and asked to speak to Ms Barrow.  Your new colleague Steyn Venter called back aggressively on behalf of Ms Barrow, threatening legal action should your hotel’s name be mentioned in this blogpost.  What a shame that we cannot share with her the final outcome of our negotiations with you, which should be of interest to her as your current employer.

You will pay the price of your dishonesty for many years to come, and you probably already regret your selfish and short-sighted action, which has cost you your reputation and a lot of money in paying out our contract, money which could have got you to Camps Bay for a number of years yet!

We are sharing this letter with the hospitality industry, not only as a warning about any potential future employment of you, but also to share with hospitality employers the rights that they have to have their employment contract honoured, even if it is financially after a departure, which we are happy to share with them privately.  It is also a reminder to hospitality employers that all staff are legally obliged to give and work out their notice, and there is a moral obligation to do so too, given that no business can operate with a sudden departure of a staff member without a hand-over and the replacement of that staff member, as we all know!

We salute our labour advisor Gerald Jacobs for his excellent advice, and the luck of finding locum Lily Lello, who came to our rescue two days later, allowing us to honour our guest bookings in Franschhoek, and to continue operating our Whale Cottage Camps Bay, both operations which could have been jeopardised by your walk-out.

Chris von Ulmenstein, Whale Cottage Portfolio: www.whalecottage.com Twitter:@WhaleCottage

Cape Town Tourism: poor marketing comes from the top!

Yesterday we wrote about the poorly maintained website of Cape Town Tourism, and had naively hoped that our contribution would have helped its Communications Manager Skye Grove to fix all the embarrassing errors on the site. Sadly, nothing has been fixed at all.

Finding this state of affairs unacceptable, especially during this peak tourism period, I called City Councillor Grant Pascoe’s office (Tel 021 400-1346), and his secretary kindly gave me his cellphone number (082 748 3998) when I told her that the esteemed Councillor has not once returned my calls nor responded to my Tweets and e-mails addressed to him in the past few months.  The Councillor answered his cellphone immediately, and was in a noisy space sounding like a children’s playground, and said that he could not speak to me because he was in a meeting with a colleague, and was off anyway, and was only back in the office on Monday.  I asked him to confirm that he would indeed call back, given his poor record of non-response in the past year, which unleashed a torrent of abuse from him, saying that he didn’t know why he should call back because of what I have written about him on this blog, and demanded an apology first!  I said that I have only written about his rudeness in not responding to me. When I asked him to elaborate about what else I had written that had offended him, he told me to read my blog, indicating that he could not remember! Over and above highlighting the Councillor’s non-communication rudeness, we wrote about his Design Indaba PR gaffe!

Councillor Pascoe has been a DA Councillor for Westridge in Mitchell’s Plain for the past ten years, appears to have studied theology for a year, with Who’s Who falsely claiming that he has a degree in theology, has been chairperson of the Cape Town Metro region of the Democratic Alliance, and has been Mayoral Committee Member for Social Development & Special Projects since 2010, his profile on Linked In says, but his Twitter profile states that he serves on the Executive Mayoral Committee for Tourism, Events and Marketing.  Last year Mr Pascoe stood for Mayor of Cape Town.  The R40 million Cape Town Tourism budget buck stops with him! Interestingly, the Councillor has protected his Tweets, mainly focused on cricket, not understanding that they are readable via Hootsuite!  A Twitter exchange about my call to Mr Pascoe this morning has attracted the attention of DA Leader Helen Zille, and she has requested Western Cape provincial Minister of Tourism Alan Winde to get involved.

It gets even better: Ian Bartes has been the Chairman of Cape Town Tourism for the past four years, and is the Services Standards Manager of the Airports Company in Cape Town (Tel 021 935-3860). He is on leave, only returning to the office on 26 January!  Interesting is his role at ACSA, being quality standards, and one wonders if he reads what Cape Town Tourism puts on its website, as the content should not meet his approval.  Trying to obtain his cellphone number via Cape Town Tourism was a major mission, marked top secret!  Deputy Chairman Sabine Lehmann, CEO of the Table Mountain Aerial Cableway Company (Tel 021 424-0015, cell 082 305 9019), was in a meeting, but her office sweetly passed on her cellphone number, also designated as top secret.  She took my call to her cellphone immediately, even though she was in the meeting, and has promised to call back.

Cape Town Tourism Acting CEO Enver Duminy (Tel 021 426-4260) was contactable, and said that he had been at work over the festive period, for which I congratulated him, but admitted to not having seen our blogpost about Cape Town Tourism’s out-of-date website yesterday.  He promised to get back to me once he had read it.

POSTSCRIPT 5/1:  I am impressed with Enver Duminy’s response time, as Acting CEO of Cape Town Tourism – his CEO Mariette du Toit-Helmbold could take a leaf from his book!  This was his reply: I would like to thank you for bringing some of your website comments to my attention, and the team have been tasked to review your points and amend spelling errors and remove expired content where and when possible, and as appropriate. Thank you for highlighting  the “Beyond Cape Town” sections, which the team will look into, and with the support our LTO and RTO colleagues in the regions, provide us with updated content to populate as such”.

POSTCRIPT 5/1:  Sabine Lehmann has just called back, and refuses to comment as a Cape Town Tourism Board member, and neither as Deputy Chairman in the absence of her Chairman Ian Bartes.  She was not aware of all the website errors, and will take it to the next Board meeting, she said.

POSTSCRIPT 9/1: Not surprisingly Councillor Grant Pascoe did not return my call today, as he had promised last week!

Chris von Ulmenstein, Whale Cottage Portfolio: www.whalecottage.com Twitter: @WhaleCottage

So who the ‘bloody hell’ is Cape Town Tourism’s new Australian strategy consultant?

I have been intrigued by the appointment by Cape Town Tourism of its new strategy consultant from Australia, ever since the city’s tourism body had him on the stage to part-present the so-called ‘Strategic Plan’ for Cape Town almost two weeks ago. The more I have searched for information about consultant Ian Macfarlane, the less I have found!

My first impression of him at the meeting was one of being patronised by an Australian comedian, cracking jokes with a ‘dof’ Cape Town tourism audience which knows nothing.  We were served obvious information about the state of the international tourism world, and told to focus on ‘urban tourism’.  We were told controversial things, such as the exchange rate has no bearing on tourism arrivals, quoting research.  He contradicted himself, being scathing about market research as a discipline, yet when it suited him, he quoted it in support of his statements. We spoke after the presentation, walking to the car park together, and he told me that he has ‘been involved’ with Nielsen and TNS Research.  In preparing this blogpost, I wondered exactly what this meant – has he been a client, or an employee of these international market research companies?

It was his business card that started to intrigue me, which he handed to me when I asked him for it.  Billed by Cape Town Tourism as a brand strategy development specialist, I was surprised when his business card, for his company Strategetic Consultants, has a web address www.strategetic.co, a non-existent address, as it misses the ‘.com.au’.  Can his attention to detail be so poor that he cannot get his company website address correct on his business card?

Macfarlane was presented to Cape Town Tourism members as follows in an e-mail on 28 July: “Cape Town Tourism consulted Ian MacFarlane, brand strategy development specialist and MD of Strategetic Consultants, regarding the business case for Brand Cape Town and a strategic plan for Cape Town Tourism to deliver its implementation. Ian was employed as Marketing Director for Tourism New Zealand from 1998 to 2004 where his team spearheaded the highly successful ‘100% Pure New Zealand’ campaign, where after he was the Marketing Director for Tourism Australia and subsequently launched Strategetic Consultants where he has worked with a number of tourism destinations (only two, as per below) on their brand strategies”.

Ian Macfarlane’s biggest ‘claim to fame’, it would appear, which would have motivated Cape Town Tourism to appoint an international consultant, is his ‘involvement’ (that word again!) with the ‘100% Pure New Zealand” and “So where the bloody hell are you?” campaigns for Tourism New Zealand and Tourism Australia, respectively.  I could find documentation for Macfarlane writing about the ‘100% Pure’ campaign, as the Marketing Director of Tourism New Zealand. In doing the Google search about the Aus$ 180 million Tourism Australia campaign, I had to laugh when I read on Wikipedia that this campaign was a miserable failure, and had to be canned, as the UK media refused to flight it, due to its headline! Tourism numbers dropped as a result of the campaign, not quite what they had planned, one would think.  Surely this is not what Cape Town Tourism wants for Cape Town?  Macfarlane’s tenure as head of Gold Coast Tourism is not mentioned in any of his ‘Bios’.

The appointment by Cape Town Tourism was not pre-announced, odd as he has worked with Cape Town Tourism for the past eight weeks already.  It is the type of news the PR department of a tourism body would have put out.  His name is no longer visible on the Cape Town Tourism website, appearing to have been removed in the past few days.  As a Cape Town Tourism member, Macfarlane’s appointment signalled to me that Cape Town Tourism is incapable of writing a Strategic Plan and a Marketing Plan for Cape Town, having been entrusted with R40 million by the City of Cape Town to market Cape Town as a business and leisure tourism destination, and even more so when I heard Mrs Helmbold’s response at the ‘Strategic Plan’ presentation to my question about Cape Town’s proposed positioning as ‘Inspirational’.

My Google search about Ian Macfarlane interested me from a Marketing perspective, because a strategy consultant with such a strong marketing ‘involvement’ could be expected to be reasonably good at marketing himself and his consultancy services. His profile on Linked-In lists him as MD of Strategetic Consultants since 2007, past Principal at International Marketing Strategy (the previous name of his current consultancy), and past Marketing Director at Tourism New Zealand.  He did tell us that he grew up in Cape Town, and he still sounds very South African, but with an Australian lilt at the end of each sentence.  He studied at UCT for one year in 1985 (MBA?), and his ‘Bio’ on his company website includes B.Comm and M.Phil degrees, not mentioned on his Linked-In profile.  He was a Marketing Director at Tourism New Zealand from 1998 – 2004, says his Linked-In profile.  There is no timing given for his tenure at Tourism Australia as their Marketing Director, but it would appear that he went to Gold Coast Tourism in 2004, and then to Tourism Australia before he started his consultancy in 2007.  He has also been MD of Young & Rubicam Cape Town, and GM of the Lubricants Division of Engen Petroleum.  The only other mentions of his name on Google are a Cape Argus article about Cape Town Tourism’s new ‘strategy’, our blogpost about the ‘Strategic Plan’ presentation, and a fleeting mention in an in-depth article entitled ‘Cape Town Tourism: delivery time!’ by Carl Momberg on his oddly-named blog ‘A Spaniard in the Works’ !  What is interesting is that Momberg does not question Macfarlane’s credentials, but he does write that he requested an interview with Macfarlane via Mrs Helmbold, but that it was subsequently cancelled by Mrs Helmbold, motivated as follows: “…he isn’t a spokesperson for CTT (Cape Town Tourism) and I should put questions for him in writing to her first”, writes Momberg.  If my alarm bells weren’t already ringing, this action by Mrs Helmbold certainly enhanced my concerns, and one wonders what she would be wanting to hide about Macfarlane!

A call to Cape Town Tourism yesterday was most interesting.  The switchboard assistant told me that Macfarlane was no longer at Cape Town Tourism, and that he ‘had gone back’.  She put me through to Mrs Helmbold’s secretary Elana Theunissen, who became very stroppy when I asked questions about how I could get hold of Macfarlane.  She told me that he has left Cape Town, to return to New Zealand, and will return for ‘Phase 2’ on 5 September.  I questioned the ‘New Zealand’ return, as his business card says that he is based in Sydney, but she assured me that it is where he returned to.  The more I questioned her, the more agitated she became, and then said that she had told me previously that Macfarlane is not the official spokesperson of Cape Town Tourism – I have not spoken to her in months, and this information was in Momberg’s blogpost, clearly showing that Macfarlane is becoming an issue at Cape Town Tourism, and someone they no longer want to expose!  I could not help but get the feeling that she was very cagey and suspicious, asking me why I was asking all the questions!  Just ten days ago Macfarlane told me at the presentation that he will be in Cape Town until November.

As a ‘brand strategy development’ consultant, Macfarlane’s website for Strategetic Consultants, when I worked out how to find it, given the incomplete web address on his business card, is very lean on information.  Its home page has the most information, stating that the company is a group of consultants specialising in brand auditing, strategy development, and marketing strategy assessment for ‘high involvement brands’ (one questions whether ‘Cape Town’ is such a brand).  Naively, it assures the prospective client that its consultants ‘have extensive experience and are well qualified in the discipline of marketing’!  Its philosophy is the consultants’ belief that ‘success is predicated on efficient and effective functional relationships within and external to any organisation. This requires focused strategy and co-ordinated implementation’. The Consultancy’s guiding principle is ‘Strategy and implementation optimisation without incremental costs’! It states that its Approach is: “We have adopted a framework which makes maximum use of resources and information already available to the client organisation.  The process is adjusted to meet specific client requirements and modified in accord with investigation findings“, with a diagram showing the flow of a project from Project specification, to Analysis, to Consolidation (the Report, it explains), to Feedback, and finally to Recommendations.  The website information is all very simple (too simple for comfort!), and without any ‘consultant-speak’!  Five consultants are listed in addition to Macfarlane, whose ‘Specialist Area’ is denoted as ‘Strategy Development’.  On the ‘Projects and Assignments’ page, the Strategetic Consultants’ website lists Quick Engen shops, Hertz, Goodyear, J&B, and Smirnoff as South African brand projects, as well as Tourism Australia, Tourism New Zealand, City of Adelaide, Sydney Olympic Park, and the City of Sydney.  A Blog page has a latest blogpost by Macfarlane on Brand Equity, written in October 2009!   Interestingly the Contact page has only an e-mail contact form, without a telephone number, e-mail address, or physical address!

I found only one further website with a link to this particular Ian Macfarlane, being Veridian Media, an Australian social media consultancy.  On this site Macfarlane’s ‘Bio’ (confirmed by Veridian Media CEO David Warwick as being the same Ian Macfarlane as being used by Cape Town Tourism) is listed as an academic, but not one of these university sites offer any link to this Ian Macfarlane when one does a search: he is listed as ‘Adjunct Professor’ at ‘University of Victoria’ (actually the name of a Canadian university – the Australian one is called ‘Victoria University’!); member of the Advisory Board of the University of South Australia’s Ehrenberg-Bass Institute for Marketing Sciences; and lecturer at the School of Marketing at the University of New South Wales, which is part of their un-mentioned Australian School of Business.  He is also said to have ‘provided strategy and management services’ to Sydney Olympic Park, Tourism Australia, ‘J&B Whiskey’ (sic), Engen Petroleum, and Hertz, as listed on his Strategetic Consultants website.  Interesting is that his work for Tourism New Zealand, City of Sydney, and City of Adelaide, is not mentioned, as per his Stategetic Consultants’ website, and that clients are listed, which are not listed on his company website, being SAS Software, the Delta Motor Corporation, and surprisingly, Discovery Channel, one of the communication channels proposed for Cape Town Tourism!  Macfarlane and I spoke about Twitter as we walked to the car park, and he told me that he was surprised at how big Twitter is in Cape Town, it being insignificant in Australia.  The Veridian Social Media website’s most recently recorded Tweet is a month old!

What interested me too, the more I thought about the mystery consultant, was the questions I posed to Cape Town Tourism CEO Mariette du Toit-Helmbold (and to the City of Cape Town Executive Mayoral Committee Member for Tourism, Events and Marketing, Grant Pascoe, who did not reply), in the interest of transparency, to which Mrs Helmbold replied as follows:

1.  “Why was an Australian consultant used, and not a Cape Town or South African one? “Strategetic’s proposal addressed all elements raised in the RFP (Request for Proposal) and presented the most cost-effective fee structure based on a risk-sharing model.  In summary, the Board approved Strategetic’s proposal because it best addressed the RFP criteria, proposed consultant/s had the most appropriate actual global destination marketing and brand campaign experience, of importance to CTT in the light of the need to grow demand in global markets, and the fee-structure was the most competitive”.

2.   What exactly are Ian Macfarlane’s credentials that make him suitable to work with Cape Town Tourism? The managing consultant proposed for this project was Ian Macfarlane, B.Com (sic), MBA., M.Phil., who has extensive international experience having developed and executed brand and marketing strategy for New Zealand, Australia, Gold Coast, Adelaide, Sydney and Abu Dhabi (This city is not mentioned in any of Macfarlane’s ‘Bio’s’). Furthermore, he has a solid understanding of the local environment, having worked and lived in Cape Town for 18 years in various senior management positions in the corporate sector. It is likely  he will be assisted by Lyska Nelson B.Sc. MSc., previously Marketing Research Manager Tourism New Zealand, Catriona Fraser (formally Marketing Director of Tourism New South Wales and The Australian Tourism Commission),  and Carolyn Childs, previously Tourism Director of TNS Research”.

3.   How much is he costing Cape Town Tourism?  “At least 63% of the remuneration would be ‘at risk’ (not explained)…for hard costs and a percentage of time (termed basic fee) , at predetermined intervals between July and December, not exceeding R170 000; on a commission basis (termed commission) for successful generation of third party campaign contributions (payable ex contributions and not ex CTT (Cape Town Tourism) budget)”.

4.   What exactly is his mandate? Over the next few months CTT will be required to execute both strategy development, operational activities and engage with extra-organisation partners. The required scope of work includes the following elements:

a.  Strategy development in association with the CEO with input from the Board of Cape Town Tourism and management including the following key considerations:

i. The drafting of a consolidated “future-fit” destination marketing and brand strategy

ii. 3 Year Operational Plan developed

iii. Budget revisions made

iv. Alternative funding channels identified

v. Action plan developed and implemented

vi. Concluding three cities marketing strategy which should reflect an urban city strategy, collective and individual plan, timetable and funding model, South African Tourism engagement plan and an individual and collective support plan.

vii. Development of the CTT support programme, which stipulates and arranges the necessary private and public sector support for the destination strategy as well as funding requirements.

viii. Development and implementation of the programme funding plan.

b.   Support of partner activities. Irrespective of the strategic programme; CTT is required to perform against its mandate. In this regard, the organisation will be required to shift its marketing activities and focus in the immediate future. This will require a number of activities alongside those, which will inevitably be executed in the day-to-day execution of tasks at hand. These incremental activities are likely to focus on partners who will assist and contribute to the campaign development and execution. Activities could include:

i. The selection, appointment and overseeing of an advertising agency to execute the brand campaign.

ii. Media plan; the development of a core media plan including the assessment of channel options and most appropriate media owners

iii. Budget reformulation: A process to reassess and attain Board approval for a revised budget”

5.   Can you confirm that he will be working with you until November?  “The Board approved the appointment of Strategetic in July 2011 for a 6 month period (until end December 2011)”

We question whether, as an Australian ‘tourism consultant’, Ian Macfarlane is the right man to have been appointed to prepare a ‘Strategic Plan’ for Cape Town, and what credentials he has specifically to do this job in preference to a Capetonian or South African consultant, particularly as he lists Sydney as a client, a city which is a significant competitor to Cape Town!  The actual scope of the project sounds vague and even academic in many respects, and could be a concern in itself, as a poor brief could lead to a poor plan.  The domestic market must be an important focus, one would think, in these trying times, but it is not mentioned in the Cape Town Tourism brief at all.  Given Macfarlane’s poor ability to market himself, his business, and Australia, we seriously question his ability to do this for Cape Town!

POSTSCRIPT 16/10: It is interesting to note that the website for Macfarlane’s Strategetic Consultants is now a blank one, especially poor for a marketing consultancy!

Chris von Ulmenstein, Whale Cottage Portfolio: www.whalecottage.com Twitter:@WhaleCottage