Bravo Romeo

Destination Wollongong had a clear goal: they needed a comprehensive marketing strategy that would position the region for growth, align stakeholders around shared goals, and respond to the rapidly evolving tourism landscape.

Following their 2019 rebrand to ‘Press Play’ and a period of significant momentum post-pandemic, the organisation was ready to formalise their direction for the next three years. They needed a strategic framework that could guide decision-making, secure stakeholder buy-in, and provide a clear roadmap for the team.

The Brief

Destination Wollongong wanted more than just a marketing plan. They needed:

• A strategic framework that could be shared internally with the team and externally with Wollongong City Council and tourism partners
• Clear, measurable goals aligned with industry trends and the region’s unique strengths
• Defined target markets and audience personas
• Strategic priorities that would guide resource allocation and campaign development
• A flexible approach that could evolve alongside the region’s tourism offering

The strategy needed to be grounded in research, informed by stakeholder perspectives, and ambitious enough to drive real growth in the visitor economy.

The Approach

I started with comprehensive research and stakeholder engagement. This included one-on-one interviews with key operators, partners, and internal team members to understand challenges, opportunities, and competing priorities. I also conducted a competitive analysis, reviewed industry data from Tourism Australia and Destination NSW, and mapped emerging tourism trends against Wollongong’s natural assets and existing product.

A collaborative workshop with the Destination Wollongong team was critical to pressure-testing ideas, refining goals, and building collective ownership of the strategy. Through structured discussion and prioritisation exercises, we landed on four core goals and four strategic priorities that would shape the organisation’s work over the next three years.

Throughout the process, I worked closely with the General Manager and Marketing Manager to ensure the strategy remained practical, achievable, and aligned with both organisational capacity and Council expectations.

The Strategy

The final framework positioned Wollongong across four major tourism trends: wellness tourism, nature-based travel, tech-led tourism, and tourism with purpose. Each trend was supported by Wollongong-specific opportunity areas that leveraged the region’s beaches, escarpment, food scene, and accessibility from Sydney.

We defined four strategic goals:

• Drive growth in the visitor economy
• Define brand and content to increase share of voice
• Promote tourism with purpose
• Optimise data, reporting and tech

And four strategic priorities:

• Promote connectivity to the region
• Elevate nature and wellness
• Leverage business and major events
• Evolve and scale new destinations

The strategy also included detailed target market segmentation across domestic and international audiences, five audience personas to guide content and campaign development, and a SWOT analysis that provided an honest assessment of where the organisation currently sits.

The Outcome

The strategy was enthusiastically received by both the Destination Wollongong team and board. The framework provided the clarity and direction the organisation needed to move confidently into its next chapter, with stakeholders aligned around shared goals and a clear understanding of where effort and investment would be focused.

The collaborative process meant the strategy wasn’t just a document sitting on a shelf, it was a practical, owned roadmap that the team could immediately begin implementing. The personas and trend analysis gave the marketing team tangible tools to shape content and campaigns, while the strategic priorities provided a filter for decision-making and partnership opportunities.

Most importantly, the strategy positioned Destination Wollongong to respond to the changing needs of modern travellers while staying true to the region’s authentic strengths – its stunning natural environment, proximity to Sydney, and passionate local operators.

It was a privilege to work with an organisation so committed to championing their region and driving meaningful outcomes for the local visitor economy