Our work

Positioning Victoria’s food and agriculture industry to global markets

September 2019
Department of Economic Development

The Challenge – Creating a platform for Victoria’s food industry to integrate across agriculture, trade and investment, and the visitor economy, while simultaneously bolstering Victoria’s presence in the global food chain.

Solution – In partnership with the Victorian State Government and Victorian food industry, the project team developed Global Table, a new internationally-food and agriculture-focused business event, as part of the State’s Food & Beverage Strategy.

The summit includes a partnership between Seeds & Chips and Food + Wine Victoria to position Australia as the destination for investors and traders to connect with business leaders from across the Asia-Pacific region.

Results

The largest food beverage agribusiness event ever to be staged in Australia (September 2019)

An expected 5000 summit participants

Transforming temporary spaces into electric experiential destinations

March 2017
Melbourne Food and Wine Festival

The Challenge – Creation of a temporary space which offered extraordinary food and beverage experiences to showcase Melbourne and Australia, while meeting the needs of a diverse stakeholder audience and appealing to both local and international festival-goers.

Solution
– The House of Food and Wine, MFWF’s home and heart in 2017, featured a curated Victorian-focused wine bar, event space, private dining room, laneway, and upstairs gallery. Throughout the Festival, 14 different events were staged, including a sustainable seafood dinner, wine speed dating nights, and outdoor fire and coal cooking dinners.

Results

4000+ local interstate and international visitors

40+ Australian winemakers and sommeliers

100+ creative collaborators

Delivering global headlines and increased international visitation to Melbourne

March 2017
Melbourne Food and Wine Festival

The Challenge – To increase non-Victorian visitation to the 25th Melbourne Food and Wine Festival, while simultaneously reinforcing Victoria's position as a global food destination.

Solution – Successfully orchestrated the 25th Anniversary Festival to coincide alongside the Worlds’ 50 Best Restaurant Awards hosted in Melbourne. As part of the partnership, eight chefs whose restaurants had featured on The World’s 50 Best Restaurants hosted Masterclasses, and the series was a sell-out. Many of the world’s leading food and wine media also flocked to the state to partake in celebrations, increasing awareness for the Victorian food and hospitality industries

Results

270+ events across Victoria

International PR value for MFWF was $8.75million, an 86% increase on 2016

246,000+ attendance (Non-Victorian paid attendance increased from 7% to 10%)

Defining the brand and delivering on the promise

August 2018
Tahbilk Winery Estate

The Challenge – To clarify and agree on the visitor experience and key messaging to grow new audiences to both the Estate and Wine Club.

Solution – A workshop was designed integrating global trends and recent consumer insights with the Estate’s own data sets, consumer and product knowledge. The project team developed and agreed on key brand pillars together with an overarching positioning statement and a go-forward plan outlining the priorities and project timelines.

Results

Brand pillars and key messaging integrated into Tourism & Visitation plan ready for execution

New target audiences identified and product alignment underway

Master planning commissioned to identify medium to longer term site opportunities

"By coinciding the Festival with the 50 Best program, it helped create a once-in-a-generation culinary buzz in the city of Melbourne that will, I’m sure, resonate in future years."

William Drew — Group Editor the World's 50 Best Restaurants

Building unique consumer experiences around events

April 2018
Cradle Coast Authority, Tasmania

The Opportunity:
To increase the desirability of the region, visitation, length of stay, yield as well as strengthening the industry’s event capability.

Solution – As an associate of Sparrowly Group we undertook a rigorous industry consultation program including:

34 participants across two days of workshops with representation from the council, event organisers, venue owners and the education sector.

One-on-one industry stakeholder interviews.

In-depth interviews with key events identified in the workshops.

Results

The stakeholder input together with macro and micro data provided a comprehensive strategy for events in this region to:

Capitalise on the strength of Tasmania’s tourism industry

Build a calendar of high-quality events, particularly during winter

Secure diverse and innovative events and festivals for the region

Develop the capacity of professional event coordinators, managers and volunteers

Drive economic activity in the region and support the arts community

Curating product for the growing wellness marketing

July 2019
The Kuan Tao Community

The Opportunity:
Identify the opportunities and challenges for a potential new spiritual and wellbeing development.

Solution – Stakeholder survey interviews:

An environmental scan of the wellbeing and tourism sector globally.

Stakeholder workshop to determine priority tourism audiences and their corresponding needs in terms of the physical assets.

Research into state and local marketing insights for stakeholder negotiations and development of marketing plans.

Results

Through stakeholder input, together with global and local marketing insights provided a product development strategy and report:

Delivered on the values and services to meet the community’s expectations and beliefs

Prioritised facilities outlined in the business plan to meet both the community and the visitor requirements

Identified priority visitor audiences that can be targeted for spiritual and wellbeing tourism

Develop compelling consumer experiences built on unique wine positioning

July 2020
Macedon Ranges Vignerons Association

The Opportunity:
To review the current operations, consumer experience and overall marketing and create an actionable plan.

Solution – As an associate of Food & Wine Insights, we undertook internal and external consultation to inform the strategic review and recommendations. Reviewing the current Budburst festival structure, offering and marketing activities. Benchmark the Budburst festival against other regional wine festivals in Australia & New Zealand.

Quantitative - MRVA member survey February 2020, Wine Intelligence consumer segmentation 2019.

Qualitative - Stakeholder interviews, surveys, and industry workshop Audit best practice event management.

Integrate changed consumer insights and travel restrictions post COVID 19.

Results

The strategic review is built on the three key Budburst pillars of Structure, Profile and Product.

Structure: Maximise operating efficiencies within the MRVA to ensure limited funds can achieve the greatest return on investment

Profile: Branding and marketing strategy to move from a more traditional campaign to a fully integrated digitally focused and to grow owned channels to communicate with customers year-round

Product: Build a Budburst program where the consumer experience is paramount to the offer

Produce a strategic action plan that positions the Budburst Festival for long-term growth and success with key actions and timelines

Develop a user friendly tool kit to build internal knowledge and capability

Transforming the visitor experience to grow local and international markets

July 2020
Narana Aboriginal Cultural Centre, Surf Coast Highway, Victoria

The Opportunity:
Develop a suite of strong tourism product and experiences underpinned by an effective marketing strategy to attract both domestic and international visitation.

Solution:

Context planning & situational analysis.

Stakeholder survey interviews together with research into Aboriginal tourism and global insights.

Analysis of marketing plans and current metrics on visitor profiles and spend.

Identify international tourism trends and determine priority markets.  

Research into state and local marketing insights for stakeholder negotiations and development of marketing plans.

Integrate changed consumer insights and travel restrictions post COVID 19.

Results

The stakeholder input together with macro and micro data provided a comprehensive tourism business strategy for Narana:

Develop a strong tourism product and experiences for inclusion in Tourism Australia’s Signature Experiences program

Recommendations on a diversified revenue model and possible funding sources

Recommendations on potential infrastructure projects to enhance the experience

An organisational review to strengthen Narana’s capacity to deliver current tours, and to develop a resourcing strategy to deliver

Marketing Activity Plan - a detailed activity plan ready for implementation

A go-forward plan that will assist in the implementation of both product, resourcing, and marketing recommendations

A codesigned Visitor Economy Plan with Community at the core

March 2021
City of Ballarat

The Opportunity:
Creating a tourism recovery plan that commits to building Ballarat’s visitor economy by 2024 and increasing Ballarat’s market share of regional Victorian visitation.

Solution:

The strategy outlines the agreed priorities for the City of Ballarat and industry to work together to re-ignite the visitor economy.

The central priority is a focus on transforming experiences and events that are compelling and express the DNA of Ballarat to drive word of mouth, third party endorsement, and community advocacy.

Grow visiting friends and relatives’ market and engage the community to play an integral role in hosting and welcoming visitors. Locals are the creators of the Ballarat experience enabling unique, authentic, and local experiences.

Infrastructure improvements are vital to success for shifting day trips to higher yield overnight stays together with developing the night-time economy fundamental to attract new visitors to the region and re-build overnight mid-week visitation.

Results

Customer research was undertaken to identify a clear and reliable profile of thecurrent and potential visitor base for Ballarat outlining motivations and visitation behaviours, of perceptions and attitudes toward Ballarat’s existing and prospective future visitor offering.

Strategic priorities and actions agreed by industry and the City of Ballarat.

Measurement targets have been agreed to achieve the agreed purpose of rebuildingBallarat’s visitor economy and shaping the industry and community for the future,five measurement targets adopted by Council.

Repositioning a destination from transactional to transformational

October 2021
Ballarat Regional Tourism
Image Credit: Belinda Pilcher

The Opportunity:
Curating a new immersive experience to encourage overnight stays.

Solution:

Bid for an acclaimed installation by artists Keith Courtney & Christian Wagstaff to activate in traditionally low period in visitation.

1000 Doors art installation was secured as it celebrated active participation by the visitor to engage in the experience. The activation connected locally as many of the doors originally came from the Goldfields and local artists were infused in the project through a soundscape.

Results

The activation enabled extensive exposure in the Melbourne market and positive visitation from regional markets.

10,000 people visited the exhibition over its 4-week period. Each of the four weekends sold out.

Ballarat Regional Tourism worked with local Influencers to help amplify the event. The total reach of the influencer’s participation was 135,000+ people across social media.

4000 new subscribers signed up to receive eDM’s on upcoming events and campaigns.

A local soundscape was put out to tender and 12 local artists applied. Dr David Waldron, from Federation University was commissioned to create a series of historically accurate Witch Markings to the 1000 Doors structure.

A Master class was held with the visiting artists and local artists to engage and talk about their craft and share learnings.

Local hospitality, accommodation, and attraction providers were able to amplify the event through their own eDMs, social media, and through call-to-action business cards and posters delivered to each business.

Ballarat Regional Tourism facilitated an accessible tourism offering and local community access to the exhibition.