TOURISM INDUSTRY
Compiled by Savithri Rodrigo
A HOLE IN ONE STRATEGY
Priath Fernando highlights the opportunities in the golf tourism sector
Q: In which tourism niches can Sri Lanka excel?
A: Sri Lanka has an opportunity to cater to several niche markets due to its product variety. For instance, it can excel in marketing health tourism given the growing interest in Ayurveda and yoga, as well as sports – an untapped niche market especially when it comes to golf.
Sri Lanka’s strategic location and sheer variety offer a niche that no other island possesses with such diversity. The journey itself becomes an experience.
Q: How does Sri Lanka compare with competing destinations?
A: It lags behind in traditional niche tourism. Special marketing strategies can be developed to make Sri Lanka more attractive. The critical factors to support a niche tourism market are infrastructure, the role played by the relevant authorities and consistently meeting the expectations of clients.
Q: And what are the weaknesses?
A: Sustainable improvement can only be achieved after identifying the root causes of problems and focussing on appropriate solutions. The first step would be to seek ‘low hanging fruit’ – for example, attract publicity for Sri Lanka without spending large sums on promotional campaigns that are badly timed, cannot be sustained and don’t deliver on promises.
Niche marketing is about creating a USP that appeals to a major segment of tourists such as the Galle Literary Festival (GLF) and World Surf League in Arugam Bay.
Q: Has Sri Lanka focussed on niche tourism?
A: A niche tourism market calls for sustainable and focussed campaigns. Market research is required to understand and cater to the needs of different niche tourists.
While Sri Lanka has identified niche tourism as an imperative, this demands close engagement with tour operators and government authorities to develop the customer experience. Cutthroat competition can be eliminated as the industry is large enough for all to share the pie. Price creates perceptions and it is best to keep our rates high while offering added value. It’s a win-win formula for all stakeholders.
Q: Is Sri Lanka ready for golf tourism?
A: Although Sri Lanka has a long history as a golfing nation, the sport could not grow in a country that lacked political vision and farsighted leaders. This led to other Asian nations capitalising on opportunities and using golf as a means for economic growth.
At present, Sri Lanka is unable to cater to standard golf tourism requirements as Southeast Asian countries do, primarily due to a lack of courses. However, there’s a ‘niche within a niche’ whereby we can create a USP for golfers to travel with their families.
Q: How would you rate our golf courses and facilities?
A: Colombo, Nuwara Eliya and Kandy were traditional golf destinations with fairly unique courses but they’re nowhere near the required standards for international pro golf tournaments.
Hambantota was identified as a prospective venue by some pro golf tours. The government must come in as the main sponsor for at least one pro golf tour in Hambantota supported by the private sector.
The resultant high value publicity and international exposure will kick-start growth in golf tourism, attracting not only golfing tourists but also more investors in the sport and realty.
Q: What is the target market for golfers?
A: Golf can be played year-round in Sri Lanka. Therefore, initial marketing efforts should attract Europeans, Japanese, [South] Koreans and Australians as limited golf can be played in the winter.
Cost-effective and focussed digital marketing campaigns should be conducted to target ‘the niche within the niche,’ ensuring that the customer experience exceeds expectation. The meetings, incentives, conferences and exhibitions (MICE) sector is another niche. Relationship and networking marketing communication is needed to reach these sectors with attention to detail in all aspects. Subsequent social media channels will create hype and spur growth.
Q: Is the ROI comparable to other investments in the present scenario?
A: It would be unfair to compare ROI in the prevailing scenario for existing golf course projects. Colombo and Nuwara Eliya are member driven clubs that don’t consider ROI but constantly invest in offering a better experience.
The Victoria and Hambantota golf courses are not stand-alone investments but were star attractions for property buyers and to increase on-site room occupancy.
However, with golfers largely being high net worth travellers and these courses having spare capacity to handle more footfall, the traditional model for golf tourists must include additional courses that aren’t over an hour’s drive from each other.
