Ksh.8,000/= would be the cost of fuel,
on a self–drive road trip.
The development in road infrastructure
has created some possibilities hitherto
a reserve for a few with good 4WD
vehicles. For instance, due to good
road network, it is possible to do a
road trip comfortably in a 1000 cc
Mazda Demio to see the magnificent
snow-capped Mt. Kilimanjaro in the
morning and still make it back to
Nairobi for dinner. All that a potential
domestic tourist needs is a compelling
promotion, targeted awareness creation
and value promotion and proposition
to trigger purchase decision.
Secondly, the growing number of
well-educated and exposed middle
class (including ‘tenderpreneurs’) in
Kenya, with considerable disposable
income coupled with adventure
spirit, is also seen as another key
to unlocking domestic tourism
potential. Most of these people hold
decision making positions or great
influencer roles in the corporate
world suggesting that using them as
‘tourism drivers’ and piggybacking on
corporate incentive travels could be
something to be relooked at.
Closely related to the above is the
social media tourism continuity plan
for domestic tourism. I speak under
correction but I am suggesting this
because internet account s for over
85% of holiday purchase decisions
globally and the Kenya’s domestic
market can’t be entirely an exception.
In Kenya, social media craze, smart
phones access, internet penetration
(and reliability) is already amazingly
high compared to other leading
African Countries like Nigeria and
South Africa.
A coherent social media information
plan would therefore be a great
option for leveraging on various
domestic tourism marketing
initiatives for instance. In my opinion
this would be a sure way of increasing
destination digital footprints and
user generated contents in view
of the ever dwindling funding for
the agencies charged with such
marketing mandates.
Finally, in relation to the above
factors (infrastructure and people),
the third element relates to piggybacking on already existing tourism
‘drivers’ to boost domestic tourism
and I’ll explain my point.
Lots of local activities are listed on
the event calendar of the destination.
These include Safari rally, Soccer,
Rugby, Athletics, MICE, Birding,
Rhino Charge, Polo and Camel
Derby to mention but a few. Listing
of events in a destination alone is a
process not strategic but augmenting
on the respective organizers’ effort
to co-market and leverage on the
outcome of these events is strategic.
Coincidentally these events spread
across many counties and would be
a great opportunity if strategies to
boost attendance are put in place
to encourage domestic travelers to
attend and spend. Why couldn’t
Jambo Jet (or any bus company)
for instance, partner with Athletics
Kenya to offer extra seats to Eldoret
to boost local attendance during the
just concluded Olympic trials?
What would happen to quality of
attendance if the same partnership
was promoted well in advance to
reach targeted audience and secure?
From a domestic marketing point
of view these activities have been
successfully used to not only
boost tourist arrivals but also
create business opportunities for
sustainability.
For instance during Euro2012 in
Poland-Ukraine, the destination
marketers piggy-backed on the event
to show case Eastern Europe as tourist
destination on one hand, while on
the other the destination partnered
with tourism industry players to
innovatively boost accommodation
capacity for the destination.
To this end, some industry players
came up with 2M X 2M temporary
hotel cube for renting Euros 40/night
while others ‘grounded’ a 880 ship,
which ordinarily ply across the border
lake, to sell each cabin for Euros150/
night during the entire tournament.
Both initiates were fully sold out way
before the tournament!!
This is not far-fetched and could
be done in Kenya. Imagine an
initiative where 4WD rental firm
partners with say, Kenya Canvas,
were to provide transport/off road
access solution and accommodation
during the next Rhino Charge event
in some wilderness in Laikipia. If
such an initiative is well packaged,
promoted and successfully delivered
then a sharp increase in attendance
is definitely guaranteed for the
successive events.
Such initiatives can only be successful
with effective industry partnership
identification and administration
which is conducive and supportive of
thinking outside the box and timely
in galvanizing requisite support to
deliver memorable events.
The foregoing notwithstanding,
it should not be construed that
domestic tourism is the cure for
industry seasonality problems.
With due respect, a dollar from
outside the borders has a greater
impact to the GDP of the economy
than an equivalent local currency
spent by the locals. At the end of the
day the destination must develop a
two pronged approach to promote
both.
Ben Asoro is an international Mice
Expert recently elected as the Chairman
of ICCA in Africa and working as
Director - Marketing & Sales at
Calabar International Convention
Centre in Nigeria. You can engage
him on this or related issues via mail
at: [email protected], or Ben@
conventioncentrecalabar.com.