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A new direction forAuckland’s visitor economyT H E ST R AT E GYDestinationAKL 2025
Destination AKL 2025 sets a new direction for Auckland’svisitor economy. It is the outcome of a process initiated byAuckland Tourism, Events, & Economic Development (ATEED)and guided by an industry leadership group.Our vision is a more sustainable future for Auckland.
For a thousand years, people have beenattracted to this place we call home:Auckland, Tāmaki Makaurau, ‘the placedesired by many’. We are by no meansthe first to realise what a great placethis is to live, work, and visit.Just as the sea meets the shore and is never still,so our region is in perpetual motion: people arriving,leaving, going to work, coming home, out to play, offon holiday. Some stay a lifetime, others a day beforetravelling onward.This never-ending flow of people gives our region itsvibrancy and drives its economy. The buzz createdattracts others and the region thrives and continuesto grow: today 1.6 million people; more on the way.Now we realise—or maybe are learning all overagain—that great places to live, work and visit onlystay that way if we look after them. We now see wehave much to do to ensure our region remains thegreat place to live, work, and visit it has been forso long.Destination AKL 2025 is about all of us workingcollaboratively to ensure a more sustainable futurefor our region, Auckland, Tāmaki Makaurau: thedestination desired by many.D E ST I N AT I O N A K L 20253
Ensuring Auckland is a greatplace to live, work and visitDestination AKL 2025 presents a positive andsustainable vision for Auckland’s visitor economy,providing direction and leadership for the region asthe gateway to New Zealand and as a world-classdestination city.Recently, Auckland Council published the refreshedDestination AKL 2025 emphasises effectiveAuckland Plan, our long-term spatial plan forcollaboration: key stakeholders aligning and workingAuckland that looks ahead to 2050 and how we willtogether to ensure the sustainability of Auckland,address the challenges and seize the opportunitieseconomically, socially and environmentally. It setsahead of us. Destination AKL 2025 is a valuable anda new long-term direction for Auckland’s visitortimely contribution to the discussion. Developedeconomy and identifies this first seven years as beingby ATEED and guided by an industry leadershipcritical to creating genuine, tangible momentumgroup, it describes a new ‘Destination Management’towards turning aspiration into reality.approach that aligns with the outcomes detailed inthe Auckland Plan.The Auckland Plan identifies the three challengesour region faces: population growth, prosperity forall and environmental degradation. Destination AKL2025 acknowledges those challenges and acceptsthe responsibility we all share for addressing them,whether long-term residents or short-term visitors.4A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYPhil GoffMayor of Auckland
Auckland’svisitor economyAuckland is the gateway to New Zealandand New Zealand is in demand: Lonely Planetranks New Zealand in their top ten countries tovisit in 2018.Not surprisingly, then, Auckland’s visitoreconomy is thriving. Our region now welcomesmore than 2.6 million international visitorseach year and nearly as many domestic10.2MOvernight guest nightsA 38% increase.45% domestic55% international 13.9BTotal visitor spendAn 85% increase.46% domesticvisitors. While they are here, our visitors spendmore than 8 billion annually.The projections are for growth to continue.The Ministry of Business, Innovation andEmployment (MBIE), Auckland Airport andTourism Industry Aotearoa (TIA) forecast thatby 2025, Auckland can expect:76K 483M107K4.1MAucklanders employedin the visitor sectorA 27% increase.International StudentsA 26% increase.Value of business events sectorA 105% increase.International visitors annuallyA 58% increase.171Cruise ship visitsA 64% increase.54% internationalTHE CHALLENGEEconomically, more and morevisitors are good for Auckland:they create prosperity for ourregion. But Aucklanders today nolonger regard economic growthalone as a sufficient measure ofsuccess. Our challenge is to ensurethat the growth in visitor numbersenriches Auckland in other ways too:helping us protect and improve ourenvironment, protect and improveour unique identity and culturalheritage, and generally improveour quality of life.We must ensure that the moredesirable Auckland becomes as aplace to visit, the better it becomesas a place to live and work.D E ST I N AT I O N A K L 20255
An increased focus ondestination managementDestination AKL 2025 signals a new direction for Auckland’s visitoreconomy: a fundamental shift in thinking and approach. It is a shift thatreflects and is in step with what is increasingly considered best practiceacross the businesses community and in society generally: a growingawareness of, and concern for, sustainability.Figure 1: Auckland’s development as a great place to live, work and visitAuckland’s development as a great place to live, work and visitReactive:Proactive:Keeping pace with demand. EconomicSetting the pace: staying ahead of thesurvival and success paramount.curve. Ensuring Auckland is sustainableas a place to live, work and visit.From 11001840 onwards21st CenturyTāmaki Makaurau becomesAotearoa’s most desirableplace, because of its richnatural resources and easyaccess east to west.Auckland becomes the placewhere New Zealand meets theworld: immigration and tradein commodities drive growth.Auckland becomes NewZealand’s largest city and itscommercial capitalAuckland evolves. There isa greater focus on qualityof life: a sustainable cityeconomically, socially andenvironmentally.Travel to discover or acquirefood and other requirements.Travel to start a new life. Earlydays of international tourism.International air travelfor leisure becomescommonplace. Tourismexpands globally.A shift from destinationmarketing to destinationmanagement: ensuring thevisitor economy contributes toAuckland’s sustainable future.Until recently, economic survival and growth haveFor the visitor economy, this means takingbeen society’s predominant concern. In the visitorresponsibility for what previously were consideredeconomy, that has meant a focus on ‘more’: moreexternalities. If we accept, as all the indicatorsvisitors, from more places, spending more money.suggest, that demand for travel will continue toThat, in turn, has meant an emphasis on publicity,expand, then we need an increased focus onpromotion and events: on destination marketing.destination management: on proactively managingBut today, as economist Kate Raworth puts it,“humanity’s 21st century challenge is to meet theneeds of all within the means of the planet.”620th CenturyA NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYthe impact of our visitor economy in such a way thatAuckland is better off not just economically, but alsosocially and environmentally.
Destination AKL 2025 is about ensuring the visitoreconomy contributes to Auckland’s sustainable future.Figure 2:D E ST I N AT I O N M A N AG E M E N TCYC L EDestination management involves thinking holisticallyand with agencies that might previously not haveabout our visitors and our region. It begins withconsidered themselves having any responsibilitythe acceptance that visitors are not in some wayfor visitors. Ultimately, it requires the engagementseparate from everyone else: they are a definable,of everyone in the region.yet indivisible, cohort. Like other cohorts, they havetheir unique requirements, but in many respects theyare simply ‘temporary residents’.It also means, as we shall discuss later, an additionalresponsibility for ATEED - Auckland Council’sdestination marketing arm – because ATEED is theWhat that means is that, unlike destination marketing,organisation best-placed to provide the cross-sectordestination management is beyond the scope ofleadership destination management requires.the visitor industry alone: it requires alignment andcollaboration between the public and private sectors,D E ST I N AT I O N A K L 20257
Our guiding principlesThe vision for Destination AKL 2025 is a sustainable future for Aucklandand its visitor economy. This vision will be achieved through the new direction andincreased focus on destination management.As just discussed, however, destination managementdesired by many. The ancient stories, prayers, songs,is, ultimately, an ‘all-of-Auckland’ activity. Which makeshaka and carvings of this region pay homage to thedestination management more of a process (a way ofmany ancestors that walked this land creating aworking) than a project (a list of things to be done).unique chronicle of how our city was formed and whatHence our guiding principles: three behaviours thatwill underpin all our activity and that will be essentialA specific outcome we hope for from Destinationto the success of Destination AKL 2025.AKL 2025 is greater effort being made to foster theThe guiding principles are drawn from tikangaMāori and set the tone for how all those whohave an interest in the long-term developmentof ‘Destination Auckland’ will work together.It was Māori who first brought meaning and value tothis piece of land hundreds of years ago. The naturalabundance of the region created a thriving economyso prized it was named Tāmaki Makaurau: the place8it means to be from Tāmaki Makaurau – Auckland.A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYunique identity of New Zealand’s most diverse region:the place where nearly half of us identify as Māori,Pasifika or Asian. Implicit in this is the expectationof a much stronger and more visible Māori influenceon the region’s culture. Our advocacy of theseMāori concepts is in support of that.
KOTA H I TA N GACollaborationWe will work together in unity and common purposeK A I T I A K I TA N GAGuardianshipGuided by mana whenua, we will actively careM A N A A K I TA N GAA warm welcomeWe share the abundance and spirit of generosityfor our region; our environment and our peoplewithin this special region with our visitors, from theirwelcome to their farewell and returnD E ST I N AT I O N A K L 20259
Our visionThe Destination AKL 2025 visionis for Auckland to be sustainable—economically, socially, andenvironmentally— as a place to liveand work and as a place to visit.10To enable Auckland to reach its potential as a destination, thecollaborative efforts of the sector must be channelled in the rightdirection. This direction is provided by six strategic imperativeswhich emerged from the widespread consultation undertaken tohelp shape the strategy.A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMY
A UNIQUE PL ACEA CONNECTED PL ACEA region with a uniqueidentity that resonates withA region that is easier to navigate.residents and visitors alike.A SKILLED PL ACEA C A P T I V AT I N G P L A C EA region where more youngA region that entices visitorsmen and women are choosingto stay longer and that localsglobally relevant careers in thelove more than ever.visitor economy.AN INSIGHTFUL PL ACEA S U S TA I N A B L E P L A C EA region that makes moreA region recognised asinformed decisions in thea world-leader for takingmanagement and marketingaction on sustainability.of its visitor economy.T H E S I X S T R AT E G I C I M P E R AT I V E S R E F L E C T: T he desire to have a clear identity for whatAuckland is and what it aspires to be in the future T he desire to focus more on value whilst maintainingsustainable volume growth T he desire of industry and the community to protectthe environment, support cultural development,and improve profitability The desire for improved physical and digitalconnectivity, regional dispersal, way-findingand collaborative decision making Recognition that the visitor economy requiresgreater human capacity and capability Feedback that ATEED and the industry needto be more data-led, content-rich and digitallyfocused in destination marketing.D E ST I N AT I O N A K L 202511
Key focus areasThe six strategic imperatives have been further distilledinto twelve key focus areas, highlighting those areas wherealigned activity across the relevant parts of the sector candeliver positive outcomes.The strategic imperatives andkey focus areas of DestinationAKL 2025 are separated intodestination management anddestination marketing sub-groups.D E S T I N AT I O N M A N A G E M E N TCoordination& PlanningConnectivity& DispersalCultural & ArtsDevelopmentCoordinating the private andImproving physical and digitalDelivering quality experiencespublic sector efforts and planningconnectivity and encouragingwhich build on the richness of thefor human resource and structuralregional dispersal of visitorscultural assets in Auckland.capability to support the growththroughout the region.potential of the visitor mentEnsuring the visitor economyCreating world class infrastructureExpanding the product base anddelivers sustainable and desirableto support the needs ofenhancing the quality and deliveryenvironmental outcomes toAucklanders and its visitors.of existing product and services.benefit Auckland.D E S T I N AT I O N M A R K E T I N GData, content& digital-ledUsing latest data insights toDevelop &attract major &business eventsEngaging with Auckland’sinform all activity, in particular toDeveloping or attracting eventshost community to ensure theycreate world class content utilisingin shoulder and off peak seasonsunderstand the value of the visitorowned and third party channels toand target sector aligned businesseconomy and are ambassadorseffectively and efficiently target ourevents supporting seasonalityfor Auckland.value audiences.and value.Positioning& NarrativeReduceseasonalityTarget highvalue marketsOffering a clear and uniqueFocusing marketing activity onMoving the marketing focus towardpositioning statement for Auckland,shoulder and low season periodshigher value target markets whichreflecting its many narratives, whichwhere spare capacity across thecan also offer sustainable volume.industry and other stakeholders canvisitor economy exists.rally behind.12A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYHost communityengagement
Figure 4: Alignment between strategic imperatives and key focus areasA UniquePlaceA Captivating A SustainablePlacePlaceA ConnectedPlaceA SkilledPlaceAn InsightfulPlaceCoordination& PlanningConnectivity& DispersalCultural & ArtsDevelopmentSustainabilityInfrastructureProduct DevelopmentData, content &digital-ledDevelop and attractmajor & business eventsHost communityengagementPositioning & NarrativeReduce seasonalityTarget high-valuemarkets and segmentsUNDERPINNING ALL OF THIS IS THE NEED FOR:1. Strong cross-agency alignment2. Capacity building to address3. U sing the latest data insightswithin Auckland Council, CCOsthe current and future shortageto inform all our activity,and central government, inof personnel working in theparticularly in creatingaddition to far greater cohesionvisitor economy, particularly ifengaging content forand alignment between industrysustainable growth is going todistribution through owned andand government at all levels.be achieved with a focus morethird party digital platforms.toward generating value (andquality) over volume.D E ST I N AT I O N A K L 202513
Recommended actionsA comprehensive suite of recommended actions has beendeveloped, directly aligned to the strategic imperatives and keyfocus areas, which will contribute to achieving the strategy’sdesired outcomes. The recommended actions are non-exhaustiveand will continually be validated over time.The recommended actions are:Coordination & Planning Work across the structure of CCOs and AucklandCouncil to more effectively integrate the needs ofthe visitor economy Create effective dialogue and alignment betweenindustry, government and mana whenua Develop a night time economy strategy and activations Improve connectivity between visitor attractionsand visitor hubs within greater Auckland Support ongoing focus on cruise andaviation development Effective public transport links from the city centreto the airportCultural & Arts Development Develop a visitor sector training and employmentstrategy for Auckland’s youth Enhance standards across the service sector Ensure the visitor economy is well integrated ininfrastructure planning Promote Auckland’s distinct identity and narratives,recognising our place as a cultural city of the Pacific Create a cohesive cultural/arts sector marketingprogramme Support and promote the development of authenticConnectivity & Dispersal Improve city walkability, cyclability and wayfinding Enhance visitor journey mapping Seamless public transport integration andenhanced transport planning around major events14A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYMāori cultural visitor product and experiences Develop new cultural and arts product opportunities(including the screen industry)
Sustainability Conduct base-line analysis to determine strengthsand weaknesses of Auckland’s destination eco-system Support an agreed definition of sustainability (referto definition from the UN World Tourism Organisationapplied in the strategy) and a set of measurableindicators and targets Establish a working group to develop a long-termsustainability action plan for the visitor economy Better promotion and communication of theopportunities and benefits for smarter, moresustainable business practices within the sector Introduce a visitor sector sustainability champion Actively profile organisations that embracesustainability throughout their business Zero waste policy for all major and business eventsInfrastructure Develop Auckland visitor economy infrastructurepriority list Develop a world-class waterfront with relevantcruise (port) infrastructure Future-proof sports and cultural infrastructure needsProduct Development Develop regional health and wellness productsand services Audit commissionable and non-commissionableproduct to inform investment attraction strategy Expand product and services in the Hauraki Gulfand the greater Auckland region Introduce all-weather visitor experiences andattractions consistent with Auckland’s identity Support additional higher quality accommodationproduct and servicesD E ST I N AT I O N A K L 202515
Data, content & digital-ledReduce seasonality Create world-class digital content for use on owned Develop Auckland’s Event Calendar with aand third-party platforms such as Trip Advisor,Facebook, newzealand.com Use big data and access to partner data to mosteffectively target our high-value markets Prioritise digital channels for effectiveness, efficiency,balanced portfolio throughout the year Develop a new and compelling ‘off peak’ domesticmarketing programme Attract large-scale international business eventsand conventionsand measurabilityDevelop and attractmajor & business events Enhance Auckland’s event calendar with abalanced portfolio throughout the year Stronger focus on Asia Pacific business conferences,meetings and incentive activity Create and enable new locally grown major events Investigate potential for domestic and internationalleverage of Auckland’s major cultural eventsHost community engagement Better inform Aucklanders of the benefits of thevisitor economy Introduce local promotional campaign toAucklanders to build advocacy Develop ‘greeters’ programme to welcome andassist visitorsPositioning & Narrative Develop Auckland’s destination narrative Develop a robust research programme for annualvisitor data16A NEW DIRECTION FOR AUCKL AND’S VISITOR ECONOMYTarget high-valuemarkets and segments Develop a regional food tourism marketing strategy Develop an international student visitor plan Refocus and strengthen business event activity Target special interest, high value internationalmarkets with an emphasis on the ea
destination management Destination AKL 2025 signals a new direction for Auckland’s visitor economy: a fundamental shift in thinking and approach. It is a shift that reflects and is in step with what is increasingly considered best practice across the
