MVA’s 5-Year Strategic Plan

The Marianas Visitors Authority unrolled its five-year strategic plan during its general membership meeting Thursday at the Sand Castle Restaurant of the Hyatt Regency Saipan. This goal is in line with the Fitial administration’s aim to attract 1 million tourists by 2008. To achieve its vision, the MVA cited the following measures:

AIR SERVICE

– support existing carriers by building demand in key sources;

– improved profitability of air service must be a major focus in order to promote future expansion of service;

– Commonwealth Ports Authority and MVA should work together to monitor air service issues and airline relationships on a long-term basis;

– CNMI must attract new air carriers to serve key Asian cities;

– Explore the possibility of establishing a signature carrier for NMI and or Micronesia.

DESTINATION ENHANCEMENT

– develop new attractions, more entertainment options for visitors;

– further improve Paseo de Marianas through zoning;

– create and redevelop 80,000 square meters of “underutiltized” government land in Garapan;

– bring in quality investors for future development of new attractions;

– protect and enhance the natural environment for the benefit of tourists and residents alike.

HOTEL INDUSTRY

– the hotel industry should promote continued renovations and improvements to bring up quality and improve guest experiences;

– the Hotel Association of Northern Mariana Islands should work with government on business-friendly policies and reductions in the cost of doing business;

– hoteliers should focus on providing quality service to a more diverse clientele;

– seek gradual increase of local employment

– HANMI to work with Northern Marianas College to provide training and higher education;

– Increase hotel rooms by at least 500 rooms to accommodate 1 million tourists annually.

CURRENT, EMERGING MARKETS

– continue to review trends and direct feedback and seek ways to stand out from competition.

JAPAN

– increase airlift by having more flights from primary and secondary cities

– intensify advertising campaigns, targeting higher yield travelers;

– gradually increase package tours through destination enhancement ad higher quality offering

KOREA

– undertake satisfaction studies and plan solutions to unique issues affecting Korean tourists;

– increase demand by focusing on niche marketing to golfers, honeymooners, educational tours, and sports enthusiasts;

– enhance existing airline profitability by supporting promotional activities and adding feeder markets of Japan, China, and Russia through Korea-Saipan flights.

CHINA

– take advantage of Approved Destination Status and CNMI’s local control over immigration;

– invest marketing dollars wisely in building awareness and demand in key cities;

– grow the market carefully with selective visitor entry permit processing designed to control numbers and quality of visitors;

– increase flights via charters from key cities

RUSSIA

– invest in marketing and advertising to build awareness and demand, initially focusing on far eastern Russia;

– focus on connecting flights via Korea and Japan, which will help existing carriers

– target long stay, high spending visitors

TAIWAN

– Focus on building awareness and demand through strategic advertising;

– Attract new air service;

– Focus on niche marketing to attract interested visitors in golf, casino, cultural and other entertainment activities

OTHER MARKETS, US MILITARY

– Focus on building awareness and demand for niche markets through special events, advertising, and public relations;

– Recognize opportunities presented by a growing U.S. military community in Guam, promote safety, port access, targeted activities, and a welcome environment

HAFA ADAI SPIRIT

– welcome visitors of all nationalities with equally warm island hospitality;

– promote indigenous culture and find ways to incorporate the Hafa Adai spirit into its tourism activities;

– visitors must be educated to appreciate and respect the natural beauty of the islands and treasured tourist sites and the unique culture of people.

MVA

– spearhead a strong ad hoc committees composed of tourism industry stakeholders to implement the five-year vision and plan;

– it should have sufficient managerial and technical personnel in tourism and marketing;

– must be supported by government leaders who will serve as ‘champions’ for tourism management concepts and necessary investments;

– develop a unique and long-lasting brand identity that will be incorporated in overseas promotions;

– marketing and advertising funding must be increased to be competitive with other destinations.