Good tourism news is that finally some constructive marketing work will begin to happen for Cape Town, in that it is to have a brand developed for it. Currently Cape Town shares the brand name ‘Cape Town & Western Cape’, which was developed by Cape Town Routes Unlimited about five years ago, and which the tourism industry has rejected from day one as being ‘schizophrenic’.
The tourism marketing bodies in Cape Town have stood still for more than a year, having been focused purely on the World Cup, rather than to continue marketing Cape Town. Even after the event, no visible marketing was seen from both Cape Town Tourism and Cape Town Routes Unlimited, both organisations appearing to believe that their job was done for the next few years ahead. They too, like tourism players, are surprised that the tourism onslaught has not happened post the World Cup, given all the hype! The strained relationship between the two tourism bodies, and the Western Cape Tourism Minister Alan Winde’s threat to amalgamate them, has not helped build relationships between the two bodies.
Creating a separate stand-alone brand for Cape Town is a huge victory, and in my opinion it signals an ‘UDI’ by Cape Town Tourism, declaring to the Minister that the body is determined to go it alone. The announcement of the branding for the city was contained in a long, not always articulate, article written by Cape Town Tourism CEO, Mariette du Toit-Helmbold, in the Cape Argus earlier this week. The article contains the following marketing plans for Cape Town:
1. “A long-term vision for the decade ahead”, but Mrs Helmbold does not tell us what this vision is
2. Trends have to be evaluated, and Mrs Helmbold mentions the example of extreme weather conditions, and says Cape Town should capitalise on these opportunities in other parts of the world, with last minute packages. However, when the UK tourists were snowed in over Christmas, nothing was done locally nor internationally, as both the CEO’s of Cape Town Tourism and Cape Town Routes Unlimited were on holiday, unheard of for the hospitality industry, when the summer season is at its busiest!
3. “… Cape Town to lead the way to a new future-fit environment through fundamental change”, a rather meaningless sentence, written in the context of our city embracing “leadership and innovation”, and not hunkering after the way things used to be, is what she is trying to say. She calls for investing in and testing new ideas.
4. A “365-day marketing strategy” is mentioned, but no detail is provided. If this implies a campaign to address seasonality, than it is sorely needed, and should be the priority focus.
5. In marketing the city, the focus should not only be on Cape Town’s natural beauty, writes Mrs Helmbold. A series of workshops is to be held to focus on the importance of tourism product development: “We must diversify and invest in new experiences and products”.
6. Cape Town should be repositioned “as more than just a summer leisure city”. However, all marketing ever for Cape Town has been focused on the city’s attractiveness to the leisure tourist. What is needed, Mrs Helmbold writes, is a focus on Cape Town as an attractive business centre, and the encouragement of new tourism entrepreneurs.
7. The tourist target market must be broadened away from the “white, affluent, well-travelled English speaker”, writes Mrs Helmbold. Once again, she seems to be out of touch as to the profile of the tourists visiting our city.
I remain surprised about Mrs Helmbold’s lack of understanding of our tourism season. In the article she writes “While Cape Town’s traditional international season is only starting…”, clearly not aware that the tourism season began in October, and runs through until Easter.
Chris von Ulmenstein, Whale Cottage Portfolio: www.whalecottage.com Twitter: @WhaleCottage