tourism australia case study

Case Based Research in Tourism, Travel, Hospitality and Events

• © 2022
• Marianna Sigala 0 ,
• Anastasia Yeark 1 ,
• Rajka Presbury 2 ,
• Marcela Fang 3 ,
• Karen A. Smith 4

Department of Business Administration, University of Piraeus, Piraeus, Greece

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Strategy and Operations Discipline, Kaplan Business School, Brisbane, Australia

Blue mountains international hotel management school, torrens university, sydney, australia, faculty of higher education, william angliss institute, melbourne, australia, wellington school of business and government, victoria university of wellington, wellington, new zealand.

• Consolidate case studies from tourism, hospitality, events that combine theory and practice to untangle real world issue
• Enables students to develop academic mastery by better understanding and applying knowledge beyond the classroom
• Inspires scholars to use case study methods to research as well as implement a research informed teaching approach

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Table of contents (27 chapters)

Front matter, introduction, case study: an underestimated research and pedagogical method.

• Marianna Sigala, Anastasia Yeark, Rajka Presbury, Marcela Fang, Karen A. Smith

Experiences

Designing servicescape and experience with art: learnings from the d’arenberg cube , australia.

Marianna Sigala

A Day in the Life of Guest Experience Stagers: The Saffire Freycinet Experience

• Anita Manfreda, Justin King

Extraordinary (Memorable) Experiences in Events: The Case of Skylighter Fireworx, Australia

• Anastasia Yeark, John Powers

Boom Then Bust at the George Hotel

• Eileen Aitken-Fox

High-End Restaurants During COVID-19: The Beginning of a New Fine-Dining Era?

• Sandra Cherro Osorio, Ana Delevska, Peter Matheis

The Power of Words: A Case Study of Service Language in an Australian Five-Star Hotel

• Madalyn Scerri, Rajka Presbury

Hidden Factors: Operations Management Implications for the Hayman Island Resort

• Zdenka Gabrielova, Marcela Fang

Hotel Revenue Management Strategy – Impacts and Consequences of Changes in Management

• Antoine J. Bisson

The Expansion of MexHospitality: Exploring the Ethical Implications of Hospitality Outsourcing

• Blanca A. Camargo

Exploring the Relationship Between Hotel Classification System and Service Quality: A Case Study of the Indian Hotel Industry

Technologies, how to design a smart tourism destination: the case of granada.

• Luis-Alberto Casado-Aranda, Juan Sánchez-Fernández, Ana-Belén Bastidas-Manzano

Marketing Suburban Tourism Destinations on Social Media: The Case of the City of Joondalup, Western Australia

• Oscar Vorobjovas-Pinta, Violetta Wilk

Mandatory System Usage Behaviour: A Case Study in Australian Resorts

• Leo Y. L. Kwong, Susan Foster, Victoria Peel

EHS Hotels: Neuroimaging or Self-Reports When Evaluating Tourism Advertising and Websites?

• Hospitality
• Tourism case studies
• Tourism management
• International Tourism
• Marketing communications

About this book

This book consolidates international, contemporary and topical case study based research in tourism, travel, hospitality and events. Case studies can make learning more attractive and interesting as well as enable students to understand the theory better and develop their analytical and problem-solving skills. Using industry as an open living lab, case study based research infuses scholars into real-world industry challenges and inspires them to theorise and advance our knowledge frontiers.

The book includes international case studies that can help tourism scholars build and advance (new) theories and enrich their educational practices. Case studies are accompanied with a teaching note guiding scholars to integrate case studies into instruction.

Dr Kirsten Holmes, Chair, Council for Australasian Tourism and Hospitality Education (CAUTHE) 

There is a vital need for contemporary and well-structured case studies for use in tourism teaching. By including case studies from Australasia and key destination regions in Asia, Europe, and the Caribbean, the book is helpful for tertiary teachers globally. 

The book inspires educators and students. The cases provide context to students’ learning and demonstrate the richness and variation of the industry. The book also clearly demonstrates how research can inform our teaching. 

Professor Brian King, Chair, THE-ICE Assessment Panel   

The book includes cases under five themes: experiences, operations, technologies, strategy and marketing, and destinations. The book provides subject lecturers with a structure to guide students of applying theory into practice. 

Dr Paul Whitelaw, Academic Director, Southern Cross University

This book marks a significant contribution to hospitality, tourism and events pedagogy at undergraduate and postgraduate level.  At a time when the industry is demanding that our graduates have a strong grasp of “real world issues”, the case study approach provides an accessible, meaningful and relatable means by which students can engage in real world issues.

Editors and Affiliations

Anastasia Yeark

Rajka Presbury

Marcela Fang

Karen A. Smith

About the editors

Prof Marianna Sigala   

Dr Rajka Presbury   

Dr Rajka Presbury coordinates the scholarship activities at Blue Mountains International Hotel Management School (BMIHMS) at Torrens University. Before joining academia, Dr Presbury gained extensive professional experience in the hotel sector and had held several management positions in Banqueting Services, Restaurant, and Event Sales and Conventions. Rajka is an auditor for the International Centre for Excellence in Tourism and Hospitality Education (THE ICE): www.the-ice.org.   

Dr Marcela Fang   

Dr Marcela Fang is a management lecturer in the Faculty of Higher Education at William Angliss Institute, where she teaches strategic management, leadership and innovation. Her experience includes lecturing, design and development of curriculum for higher education and industry settings. Marcela’s research focuses on leadership, leadership development, evaluation of higher education and training programs, strategy and innovation.  

Prof Karen A. Smith

Prof Karen A. Smith is an Associate Dean in the Wellington School of Business and Government, Victoria University of Wellington, where she is also a Professor of Tourism Management and teaches tourism and event management. She has co-edited four books and journal articles on a range of tourism and volunteer management areas. She makes extensive use of case studies in teaching and curriculum design. 

Bibliographic Information

Book Title : Case Based Research in Tourism, Travel, Hospitality and Events

Editors : Marianna Sigala, Anastasia Yeark, Rajka Presbury, Marcela Fang, Karen A. Smith

DOI : https://doi.org/10.1007/978-981-16-4671-3

Publisher : Springer Singapore

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : Springer Nature Singapore Pte Ltd. 2022

Hardcover ISBN : 978-981-16-4670-6 Published: 06 January 2022

Softcover ISBN : 978-981-16-4673-7 Published: 07 January 2023

eBook ISBN : 978-981-16-4671-3 Published: 05 January 2022

Edition Number : 1

Number of Pages : XVIII, 505

Number of Illustrations : 1 b/w illustrations

Topics : Tourism Management , Marketing , Management , Operations Management , Artificial Intelligence

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Tourism Research Australia

Tourism Research Australia (TRA) is a branch within Austrade. We are Australia's leading provider of quality tourism intelligence across both international and domestic markets.

Main content

Domestic mobility data.

Monthly mobility data to report on domestic visitor movement.

National Visitor Survey results

Latest quarterly results are available now.

NVS quarterly results

International Visitor Survey results

IVS quarterly results

Tourism Investment Monitor

Outlining the number and value of significant infrastructure projects of Australia’s tourism industry.

Summary and report

Tourism industry impact

Attach_money $36.5bn.

In 2021-22, tourism directly contributed 1.6% of Australia's GDP

business_center 1 in 22 jobs

Directly employed 713,000 people to June 2023

directions_boat $31.2bn

Accounted for 6.6% of Australia's total exports (pre-pandemic)

apartment 1 in 7 businesses

In June 2022, there were 358,300 tourism related businesses

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Case Based Research in Tourism,Travel, Hospitality and Events

• COCA - Centre for Organisational Change and Agility

Research output : Book/Report › Book › peer-review

• hospitality
• Tourism case studies
• Tourism management
• International tourism
• Marketing communication

Access to Document

• 10.1007/978-981-16-4671-3 Licence: Unspecified

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• travel Social Sciences 100%
• Tourism Social Sciences 96%
• event Social Sciences 64%
• educational practice Social Sciences 36%
• tourism sector Social Sciences 25%
• Tourism industry Social Sciences 23%
• educator Social Sciences 23%
• teaching method Social Sciences 16%

T1 - Case Based Research in Tourism,Travel, Hospitality and Events

A2 - Sigala, Mariana

A2 - Yeark, Anastasia

A2 - Presbury, Rajka

A2 - Fang, Marcela

A2 - Smith, Karen

PY - 2022/1/5

Y1 - 2022/1/5

N2 - The book includes a compilation of various case studies from the tourism, hospitality and events sectors, contributed by international scholars. The case studies investigate topical and contemporary industry challenges and practices, and they are accompanied by a teaching note guiding educators on how to use and embed cases into their teaching and assessment methods. Case studies are for long and widely recognised as an effective method to conduct research, produce new knowledge but also enrich and support educational and instructional practices. However, the case study is limitedly known and used as a research method in tourism and hospitality. Tourism educators are also lacking contemporary case studies from the tourism industry, which they can use to complement and enrich their instructional purposes. This book fills in these gaps in tourism research and education by showing scholars how to use case studies to conduct research and advance (new) theory as well as to enrich their educational practices.

AB - The book includes a compilation of various case studies from the tourism, hospitality and events sectors, contributed by international scholars. The case studies investigate topical and contemporary industry challenges and practices, and they are accompanied by a teaching note guiding educators on how to use and embed cases into their teaching and assessment methods. Case studies are for long and widely recognised as an effective method to conduct research, produce new knowledge but also enrich and support educational and instructional practices. However, the case study is limitedly known and used as a research method in tourism and hospitality. Tourism educators are also lacking contemporary case studies from the tourism industry, which they can use to complement and enrich their instructional purposes. This book fills in these gaps in tourism research and education by showing scholars how to use case studies to conduct research and advance (new) theory as well as to enrich their educational practices.

KW - tourism

KW - hospitality

KW - Tourism case studies

KW - Tourism management

KW - International tourism

KW - Marketing communication

U2 - 10.1007/978-981-16-4671-3

DO - 10.1007/978-981-16-4671-3

SN - 978-981-16-4673-7

BT - Case Based Research in Tourism,Travel, Hospitality and Events

PB - Springer Singapore

CY - Singapore

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Case studies can be found in:

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• Last Updated: Apr 30, 2024 11:16 AM
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Please note you do not have access to teaching notes, tourism as a transformative economic agent in regional australia: a case study of operators' use of social media.

Worldwide Hospitality and Tourism Themes

ISSN : 1755-4217

Article publication date: 7 November 2022

Issue publication date: 31 January 2023

This study utilises a case study approach to explore how local tourism providers in the Shire of Collie, Western Australia (Collie), a coal-mining region, use social media to promote the providers' businesses and the destination.

Design/methodology/approach

Semi-structured interviews with 11 local, small business tourism providers were conducted. These interviews explored the use of social media from local tourism providers' perspectives.

The findings show that local tourism providers in Collie recognise the benefits of using social media for promotion, although there are some barriers when using social media. Barriers included insufficient time, difficulty in measuring the impact of social media and a lack of knowledge on how to use social media effectively. Participant benefits included reaching a wider audience and a “younger” demographic.

Research limitations/implications

As a small regional destination case study, a limited number of tourism businesses were included in the study. Therefore, this study utilised Dickman's 5 A's of a successful tourism destination to encapsulate a robust representation of tourism businesses.  

Social implications

This study details the experiences of local tourism providers in a rural destination, providing insight into using social media to market a rural tourist destination. The study provides a methodology for application to other rural tourist destinations, particularly emerging tourism destinations, in order to understand how local tourism providers use social media.

Originality/value

This study provides insights on local tourism providers' perspectives by detailing their experiences in a town and region transforming their tourism offering. The introduction of small-scale renewable energy sees mining communities' economic landscape changing. Further, opportunities for employment within the coal mining sector are declining and there is a need to develop new industry to support the economy. Tourism is an integral part of this transition in Collie. This study offers insights into how local tourism providers are adapting and utilising social media to promote the town's newly established tourism offerings.

• Regional tourism development
• Social media
• Tourism operators
• Motivations and barriers for using social media
• Organizations

Vlasich, E. , Lee, D. and Archer, C. (2023), "Tourism as a transformative economic agent in regional Australia: a case study of operators' use of social media", Worldwide Hospitality and Tourism Themes , Vol. 15 No. 1, pp. 52-62. https://doi.org/10.1108/WHATT-08-2022-0102

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The business case for digital transformation: be a tourist

By saul flores.

Why can’t government work more like a business?

It’s a familiar gripe . Variations on this meme are common whenever government is perceived as wasteful or unpleasantly bureaucratic. Which is to say, it’s a question on everyone’s mind every time they go to the local drivers’ licence authority.

Others have thoroughly answered this question from a general perspective, citing the difference between social good and monetary profit, heightened standards of accountability needed in areas such as law enforcement, and pointing out that businesses aren’t necessarily perfectly efficient or user friendly anyways.

But what about digital transformation? Digital transformation promises that any organisation can dramatically reduce costs, get things done faster, and create better experiences for users. Surely in this area the similarities between the public and private sector outweigh the differences? Shouldn’t public sector officials be able to follow the same digital transformation playbook as their private sector counterparts?

The answer is mostly “yes”, but there are some important areas where the answer is definitely “no”. In this piece we’ll explore three topics: the different role of technology disruption in the private and public sectors, the difference between digital consumers and digital citizens, and we’ll review an agency that has struck the perfect balance between “like a business” and “for the public good”.

In the private sector, digital transformation and disruption are closely linked. Companies often need to transform because a new breed of business has entered their territory with a new technology, and the incumbent could be forced out. The fear of becoming irrelevant through a failure to transform keeps many CEOs awake at night.

Digital transformation in the private sector is often defensive — it’s about keeping yourself in business. However, in the public sector, this thinking should be reversed. Public sector leaders should be looking at digital transformation and asking: is there a disruptor technology out there that would eliminate the need for our agency to provide a given service?

Microfinance organisations (like Kiva) have shown the viability of providing economic development services without requiring direct public sector involvement. AirBnB and Uber have enabled peer-to-peer provision of services that previously required high degrees of government regulation. Elon Musk’s SpaceX has reduced the United States government’s need to support space exploration.

In these examples, the challenge for leadership in the public sector wasn’t how to transform their own organisations, but rather, how to let go of their remit through partnerships with private sector disrupters. This means that digital transformation and disruption in the public sector is as much a challenge of policy and politics as it is one of technology.

The first question public sector transformation leaders should ask themselves is the last question that private sector leaders would ever ask: how can I use this technology to take myself out of business?

Digital citizens ≠ digital consumers

Often, when companies chose to transform, they have the freedom (and necessity) of changing what they sell and whom they sell it to. Transformation is often driven by a need to replace an ageing client base with a younger one, a poorer client base with a richer one, etc.

Businesses are free to choose which consumers they want to purchase their products, and which they will ignore. By making these decisions, companies can use transformation to achieve dramatic cost savings, raise (or lower) the price of the products, and acquire (or abandon) new markets.

When the choice is about prioritising the needs of one set of consumers over another, and it’s a business making the choice, that’s fine. The challenge for transformation in the public sector is that choosing one set of citizens to serve over another is often illegal, immoral, or both. If the department of education announced that it had developed an entirely new way of teaching math that saved 50% of cost, but the new service wouldn’t be offered to boys, that would be an entirely unacceptable outcome.

The challenge with digital transformation is that sometimes this is precisely what can happen — even if just by accident. While more and more people are using the internet at home and on their phones, it’s not the case that everyone is comfortable using it to access public services that they may depend on. Agencies who look to make cost savings by transferring the bulk of their support and access online may inadvertently be discriminating against citizens who prefer not to access services digitally.

The fundamental difference between a citizen and a consumer is that a citizen has the right to access a service as they choose, while a consumer does not. When considering digital transformation, public sector leaders must ask: how can this technology improve service access for everyone? And business leaders must only consider the needs of consumers they find profitable.

Who’s doing it right?

Getting public sector digital transformation right requires two things:

• A partnership-oriented approach to embracing disruption; and
• A focus on inclusiveness of digital citizenship.

One agency has scored high marks on both criteria: Tourism Australia. Tourism Australia started making big steps along the digital transformation journey in 2014, and has made splashes with the relaunch of Australia.com in 2015, and the launch of a virtual-reality campaign focused on Australia’s beaches and coastal regions in 2016. The results: record setting years for number of travellers, total visitor spend in Australia, and number of jobs in the tourism sector.

The global travel industry has been highly prone to disruption , with “the extraordinary extent of automation and variable pricing of everything from hotel room to airline seats to media impacting the very essence of the industry”. Ensuring that Australia is continuously positioned to benefit from these disruptions has been a key area of focus.

However, developing world-class technology solutions in house is not always feasible despite the agency’s considerable budgets. The solution? A focus on partnerships with private sector companies who have the technology and positioning to amplify Tourism Australia’s mission.

For example, last year Tourism Australia brokered a landmark partnership with Chinese e-commerce giant Alibaba, securing unique positioning for Australian travel offers on Alibaba’s new travel booking portal. More recently, Tourism Australia launched a partnership with camera company GoPro, which will result in a GoPro sponsored athletes filming exploration of Australia’s iconic destinations. The partnership focus in the technology space was summarised by chief technology officer David Rumsey in 2015:

“At Tourism Australia, partnerships are key, particularly in my area: technology. If I haven’t got a good partner then I’m not going to be able to deliver what I need to deliver.”

The vast diversity of tourism activities available across Australia is both a blessing and a curse for digital transformation. Because Tourism Australia has a social mandate to represent as many different operators and localities as possible, designing a digital presence that is both engaging to use and rich with information is challenging.

To meet this challenge, Tourism Australia invested in web technologies that enable large-scale management of information and images, and a user experience on Australia.com that makes it highly engaging. The site presents information from thousands of operators throughout Australia, and users from around the world have found the redesigned site more engaging than ever.

Digital transformation of Australian government is still in it’s early stages. Taking a commercial view of cost benefit analysis is certainly an important part of managing successful public sector digital transformation.

However, agencies will need to continue to ask themselves two questions that businesses never would: how can I use this disruption change or reduce my agencies remit?; and does this transformation help me be more inclusive of the needs of all digital citizens?

Saul Flores is a partner and executive strategy director at DT .

Partners: DT

Tags: Digital digital government Digital transformation DT e-government Tourism Australia

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Travel, tourism and hospitality

Create memorable travel and hospitality experiences for others and learn the skills to provide exceptional service.

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Why australia, looks_one an incredible place to have an adventure.

Australia is an amazing place to get practical experience in the field, and you could also have the adventure of a lifetime while you study. You’ll have opportunities to put what you learn into practice.

looks_two Courses focused on getting you a job

All hospitality and tourism courses in Australia are structured to help you move into a career. Courses are designed with industry, and are regularly reviewed to make sure you are learning the most relevant skills to help you find a job and succeed.

looks_3 A safe, supportive place with many cultures 

Australia’s vibrant cities house students from more than 190 different countries. So, you will have the chance to experience the Australian way of life while feeling a safe sense of belonging in a multicultural place.

Study Options

Travel, tourism and hospitality studies will give you specialist skills in your chosen area, but you will also gain important business skills and communication skills along the way. 

Depending on what interests you, or where your existing skills are, you could build your expertise in any part of the industry – from the ground services provided at airports and shipping ports, to concierge services and hotel management, and the food and drink experiences people have at their destinations.

Your studies can help you build your knowhow and practical skills in: 

• the Australian tourism industry 
• the global tourism industry
• housekeeping
• food and hospitality business 
• preparation, display and service of food and beverages
• business skills for managing tourist operations
• project management skills 
• interpersonal and customer service skills 
• health and safety standards
• flight services (on the ground and in the air)
• hotel management. 

If you want a future full of fun and adventure, you love helping others enjoy life, and you want to become a fantastic communicator and customer service professional, this field could be a match for you.

school Quality education

6 Australian education providers are ranked in the world’s top 100 for Hospitality and Leisure Management. (Source: QS World University Rankings by Subject 2024).

people_alt Industry demand

The tourism industry in Australia employs more than 650,000 people – 5% of Australia’s workforce.

dining A strong food culture

Australia is a thriving foodie destination, and chefs and cooks are in demand.

Career options 

Working in this booming industry opens exciting opportunities with: 

• hotel and resort groups 
• food and beverage operators 
• entertainment and leisure services 
• tourism operators 
• transport and travel providers 
• destination marketing and management organisations.  

Worldwide travel is opening up, and people are spending more time investing in leisure. That means there is more demand for professional staff in international travel, tourism and hospitality organisations.  

With your expertise in your chosen area coupled with your understanding of business, you will have skills that are needed all over the world – you could take your job nearly anywhere where services are needed, and have an adventure at the same time.  

Whether you pursue a career as a pilot, a hotel housekeeper, a restaurant manager or a chef, you will be part of a global team that is making places more fun and enjoyable for people to experience.  

Jobs in demand 

Australia plays a major role in reconnecting people from around the world and providing them with great experiences.  

With its incredible landscapes, colourful cities, friendly locals and foodie culture, it is no wonder that the country’s thriving travel, tourism and hospitality industry is growing and needs to employ more people.  

Between 2021 and 2026, it’s expected that there will be increased demand for workers across the industry. Employment is expected to increase by:  

• 13.2% in accommodation and food services – an extra 112,400 jobs 
• 34% in travel agency and tour arrangement services – an extra 10,200 jobs. 

Across these sectors, the number of jobs is set to increase most for:  

• hotel and motel managers – 2.2% (400) more jobs 
• travel attendants – 23.9% (1,100) more jobs 
• café and restaurant managers – 23.7% (17,500) more jobs 
• chefs – 13.9% (11,200) more jobs 
• fast food cooks – 18% (10,300) more jobs 
• air transport professionals – 31.4% (3,900) more jobs. 

Find out more about jobs and salaries. 

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Tourism Australia Launches Global Campaign with Support from System1

Tourism Australia Come and Say G’day

Opportunity.

Mix exotic scenery with upbeat music and people enjoying their holidays and you’ve got the formula for nearly every tourism commercial. The travel category is saturated with many brands producing engaging yet similar ads. Standing out can be a challenge – one that Tourism Australia wanted to avoid with its first global campaign since 2016.

During the COVID-19 pandemic, travel to Australia was heavily restricted. In February 2022, borders reopened to all vaccinated tourists. Tourism Australia knew it needed to launch a creative campaign that would entice international visitors.

“There’s nothing like Australia. During the pandemic, our team was proactively planning how we would present ourselves to the world once we were ready to welcome travellers again,” said Susan Coghill, Chief Marketing Officer, Tourism Australia. “We knew we needed a campaign that is both distinct and emotionally engaging.”

The $125 million “Come and Say G’Day” campaign, first conceptualized with M&C Saatchi Australia in April 2021, includes numerous assets. Tourism Australia researched its brand codes across various markets and found that kangaroos are the most recognisable asset.

The brand then worked with director Michael Gracey and production house FINCH to create a short film featuring Ruby the kangaroo, an animated souvenir voiced by Australian actor Rose Byrne. The film establishes her backstory and positions her as a long-term brand ambassador.

A 60-second ad features Ruby and Louie, a toy unicorn voiced by actor Will Arnett, visiting iconic destinations throughout Australia, like the Great Barrier Reef, the Sydney Opera House and Uluru. King Stingray, an Australian rock band, puts a new spin on Men at Work’s hit song “Down Under,” which plays in the background as Ruby and Louie explore. To ensure it would make an impression with holiday-goers, Tourism Australia turned to System1 to test different versions of the animatic and ad before the launch. System1’s Test Your Ad platform enables brands to see how their creative performs with audiences by measuring emotional response and offers creative guidance to improve the final result.

The Star Rating, on a 1 to 5-Star scale, predicts the long-term effectiveness of ads while the Spike Rating predicts the potential for an ad to drive short-term sales activity. The baseline is 1, and scores of 1.3 and above predict strong or exceptional activity.

“We needed to find a partner that could help guide us in the development and objectively give us insights quickly across multiple markets,” added Coghill. “System1’s research was invaluable for helping us understand how the ad was working and how we could make improvements as well as giving our organisation and stakeholders the confidence that we are investing our marketing funds effectively.”

After securing 4-Stars at the animatic stage, the final ad scored an exceptional 5.6-Stars in the United Kingdom and 5-Stars in other international markets like the United States and Singapore, as well as impressive short-term Spike ratings too. This means Tourism Australia can effectively reach audiences at both ends of the marketing funnel. The campaign resonates with those who are considering destinations for a potential holiday and makes a strong positive impression on anyone for whom it’s just a daydream.

“We wanted to reward viewers with a great story that would capture hearts and minds,” said Coghill. ”Ruby is a wonderful distinctive brand asset for us and System1’s testing showed that she resonates well with international audiences. We look forward to continuing to use her, taking her on new adventures.”

In addition to the short film and the 60-second spot, the campaign includes 30- and 15-second television ads, print and Out of Home (OOH) placements, and social, digital, and content marketing initiatives. It runs across 15 international markets.

What our clients say

"System1’s research was invaluable for helping us understand how the ad was working and how we could make improvements as well as giving our organisation and stakeholders the confidence that we are investing our marketing funds effectively." Susan Coghill Chief Marketing Officer, Tourism Australia

“There are so many distinctive layers to this ad, from Ruby the kangaroo to the soundtrack to the celebrity voiceovers to the famous destinations. It’s the perfect combination for an unmistakably Australian campaign that brings joy to audiences around the world” Jon Evans Chief Customer Officer, System1

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James makes waves in the tourism industry

Training and skills case study

When James Murphy returned to study as a mature age student, he knew he wanted to stay close to the ocean and help the environment.

Now a skipper and the owner of an eco-tourism company in Port Phillip Bay, he gets to do both.

“I started with a Certificate IV in Business (Sales) and then went on to do a Diploma and Advanced Diploma of Business,” explains James.

Although he had jumped into a degree in ecology and sustainability after high school, James never completed the course. TAFE provided him with a practical pathway to resume his education later, laying the foundation for future business ventures.

Today, James heads up the team at Sea All Dolphin Swims, a tourism enterprise offering close-up snorkel experiences with wild fur seals and dolphins.

“I also run a surf school and I’m the founder of Southern Ocean Environmental Link, which is a registered non-profit aimed at improving the health of the ocean through education and conservation,” says James.

It’s through this work that James has begun to pay it forward to others looking for their start in the tourism industry.

“We’ve done a lot of workplace experience for TAFE students out on the boat,” says James.

“We find that people with a hospitality or retail background often have an advantage because they’ve learned how to communicate and talk to people.”

For James, sharing that interaction with others is by far the best part of working in tourism. In an industry that thrives on creating experiences, people skills are definitely important.

To those looking at starting their career in tourism, James says it can be an incredibly fun and rewarding path.

“I think there is going to be demand in the service and tourism industry for years to come,” he says.

“AI is changing the face of the office but at the end of the day, a computer won't be able to hold your hand and empower you to set foot into the ocean for the first time.”

To get started, James recommends looking into qualifications that will help you stand out in a particular interest area.

"There’s a niche group of qualifications applicable to a lot of our jobs,” he explains.

“Look at the position you’re considering, go get something like a diving certificate or coxswain qualification, then work your way up.”

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Updated 7 May 2024

Destroyed by cyclones, impacted by climate change and neglected by foreign owners – these abandoned island resorts are now an eyesore

A pool lined with green sludge, rotting roofs and termite infested buildings – this derelict island resort has become a sad tourist attraction for all the wrong reasons, and it's not an isolated case.

At least half a dozen resorts along the Queensland coast have fallen to a similar fate.

In the heart of tropical Far North Queensland, the picturesque Double Island was once a thriving hub for holiday-makers including former Hollywood power couple Brad Pitt and Jennifer Aniston.

The island resort, 30 minutes north of Cairns, even built a gym for actor Keanu Reeves, so frequent were his stays.

But the resort has long been in a state of disrepair, with rotting roofs punctured by falling coconuts and green sludge lining the bottom of the once sparkling pool.

Brad Madgwick offers guided kayaking tours to the island, and recently incorporated the island's decay into his regular marine-life spotting adventures.

"We've always walked the shorelines looking for wildlife, but in the last few years, we have been given permission to go through the resort," Mr Madgwick said.

"The coconuts have taken a toll and the termites are having a good feed, it's sad really because it used to be a very glamorous resort back in the day."

The derelict state of the resort — safari-style tents covered in mould are dotted throughout — is shaping up to be one of the biggest legal battles ever held over an island in Australia.

The Queensland Government's Department of Resources will attempt to strip Hong Kong based billionaire Benny Wu of the island's lease in the Land Court in Cairns within weeks.

Mr Wu's Fortune Island Holding's is accused of non-compliance for failing to bring the facilities up to scratch and open the island to the public.

The day can't come soon enough for some local Palm Cove business owners, although opinions vary about what should happen with the island, if the state government is successful in its proceedings.

"When it was taken over in 2012, it was a thriving business," said local businessman Tony Richards, who would like to see a resort rebuilt.

"Nothing has been done to it since then. It's a complete bulldoze job."

The ABC has contacted Mr Wu for comment.

Paradise lost

Across the Great Barrier Reef, cyclones and neglect have left half a dozen island resorts shuttered and abandoned, with ruined infrastructure and damaged environments.

Brampton Island Resort, off Mackay, was a jewel in Queensland's tourism crown until it was bought by United Petroleum in 2010 for $5.9 million, its ocean side pool now filled with sand.

Lindeman Island in the Whitsundays, once famed for being the first Club Med in Australia, has sat in ruins since it was pummelled by Cyclone Yasi in 2011.

The Singaporean company, Well Start, has since bought the island and pledged to restore it.

Resorts on South Molle and Hook Island have also been closed for years.

The 1980s party paradise, Great Keppel (Woppa) Island off the central Queensland coast, has been laying in ruin for 15 years, with the Queensland government recently announcing a $30 million master plan including provisions for an eco-resort , new sewage system and conservation areas. 

Meanwhile, the beleaguered Dunk Island resort off the coast of Far North Queensland, was also destroyed by Cyclone Yasi in 2011.

There are plans to open "glamping" style accommodation on the island within months, following billionaire Annie Cannon-Brook's purchase in 2022.

Professor Daniel Gschwind, from Griffith University's Institute for Tourism, said abandoned and closed resorts not only had an impact on the Great Barrier Reef's reputation, but Australia's broader tourism brand.

"Globally, the Great Barrier Reef is recognised as an outstanding asset, it's World Heritage listed, which in itself draws a lot of attention," Professor Gshwind said.

"The way Australia manages that asset and presents the asset to visitors is absolutely, critically important for our global reputation."

He said island resorts helped to bring in billions of tourism dollars each year and there needed to be an "expectation that lease holders fulfil their obligations".

However, he said the high cost of maintaining as well as accessing the resorts by plane or barge was impacting on owners to turn a profit, as well as skyrocketing insurance premiums.

"So there are great obstacles to overcome, but the benefit and the value of those islands as a tourism destination really can't be overstated."

Parliamentary inquiry into Queensland islands

Queensland's Transport and Resources Committee held a parliamentary inquiry examining the economic and regulatory frameworks for Queensland's island resorts, tabling a report just over a year ago.

Eighteen recommendations were made to the state government, including cancelling the leases of developers who let the resorts fall to rack and ruin.

Several of the submissions raised concerns about foreign ownership, as well as the impact of climate change, including intense cyclones, on resort infrastructure.

Professor Tim Harcourt, chief economist at the Institute for Public Policy and Governance at the University of Technology Sydney said buying up tropical islands could be seen by some international companies as an attractive proposition.

"They've got to get their money out and they're going to put it somewhere, and buying land is the easiest thing to do," Professor Harcourt said.

He also noted the longevity and success stories of the Hamilton and Hayman Island resorts in the Whitsundays.

The Andrew Forrest-owned Lizard Island, off Cooktown in Far North Queensland has been rebuilt twice due to successive cyclones, and is enjoying strong occupancy numbers.

Orpheus Island and Pelorus Island north of Townsville have also undergone extensive renovations.

Back on Double Island, Mr Madgwick said he would like to see the island returned to its natural splendour.

"I would love to see the island turned into a national park, with a communal kitchen, maybe a caretaker on the island, and to open it up to camping," Mr Madgwick said.

"It's a beautiful island and it should belong to the people."

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Optimization study of tourism total revenue prediction model based on the Grey Markov chain: a case study of Macau

• Xiaolong Chen , 
• Hongfeng Zhang , 
• Cora Un In Wong , 
• Faculty of Humanities and Social Sciences, Macao Polytechnic University, Rua de Luís Gonzaga Gomes, Macau, China
• Received: 21 February 2024 Revised: 22 March 2024 Accepted: 29 March 2024 Published: 08 May 2024

MSC : 62M05, 62M10, 62P20

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The GM (1, 1) model, grounded in gray system theory, utilizes first-order cumulative data for forecasting. While offering simplicity and efficiency, its applicability is confined to such data. In light of the constraints inherent in the conventional gray GM (1, 1) prediction model when confronted with stochastic data fluctuations, the residual correction methodology was deployed to enhance the predictive efficacy of the GM (1, 1) model. Subsequently, an augmented model underwent refinement through the application of the Markov chain, giving rise to a sophisticated and optimized gray Markov chain prediction model. The efficacy of this novel model was substantiated through a case study involving the prediction of Macao's aggregate tourism revenue. A comparative analysis was conducted between the outcomes generated by the traditional gray prediction model, those of the refined prediction model, and the empirical data pertaining to tourism. This scrutiny validated the proficiency and precision of the optimized prediction model. The process of model optimization manifested a discernible enhancement in both predictive accuracy and stability, thereby broadening the prospective applications of gray prediction models. This endeavor aspired to furnish a scientifically grounded point of reference for the advancement of tourism within the Guangdong-Hong Kong-Macao Greater Bay Area and, indeed, throughout China. Moreover, it introduced a fresh methodology that held promise as a decision-making support mechanism for the developmental trajectory of Macao's tourism industry.

• stochastic fluctuation ,
• residual correction ,
• gray prediction ,

Citation: Xiaolong Chen, Hongfeng Zhang, Cora Un In Wong. Optimization study of tourism total revenue prediction model based on the Grey Markov chain: a case study of Macau[J]. AIMS Mathematics, 2024, 9(6): 16187-16202. doi: 10.3934/math.2024783

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• This work is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 4.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/4.0/ -->

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