Strategic Priorities and Outcomes
This section describes Tourism New Zealand’s strategic priorities that contribute to the Government’s broader economic
priorities and the performance of tourism outcomes that Tourism New Zealand contributes to. Tourism New Zealand’s
outputs and activities are described in detail in the Statement of Performance starting on page 28 of this report.
Tourism New Zealand supports the objectives of the Business Growth Agenda (BGA) and plays an important role
contributing to the ‘building export markets’ work stream, working closely with other NZ Inc agencies to help achieve the
goal to increase the ratio of exports to gross domestic product to 40% by 2025.
Tourism New Zealand’s high level objective
Tourism New Zealand’s strategy and activities seek to contribute to the following high-level goal:
►► To increase the value of international visitors to New Zealand
The activities delivered by Tourism New Zealand, as a key industry organisation, play a critical role in helping New
Zealand reach its goal to maximise the value from international visitors and contribute to the aspirational Tourism 2025
growth target of 6% average value growth per annum through until 2025.
Tourism New Zealand strategic priorities
The overarching objective of improving the value derived from the international tourism sector is an industry wide goal.
Tourism New Zealand contributes strongly to this objective through its five strategic priorities. All decisions on resource
allocation (money, people and time), market and sector prioritisation, and activities and channels are made with the
intention of delivering on these priorities.
Tourism New Zealand’s strategic priorities are summarised below.
▪ Strategic priority one: Grow a portfolio of markets that drives current opportunities and creates future market
— Tourism New Zealand will deliver activity to grow the value of international visitors to New Zealand from
a prioritised portfolio of visitor markets. A future-focused position will be adopted by investing in selected emerging
markets to assist these countries to realise potential value in the medium- to long-term.
▪ Strategic priority two: Drive preference for visiting New Zealand
— Tourism New Zealand will deliver strong,
positive, emotive and inspiring messaging to drive greater preference for visiting New Zealand.
▪ Strategic priority three: Focus marketing activity on clearly defined higher value visitors
— ensure campaign
messages match the needs of the segments and sectors targeted to drive increasing value from visitors by
encouraging them to stay longer and do more while in New Zealand.
▪ Strategic priority four: Partner widely to activate conversion and extend marketing reach
— focus on commercial
partnerships with aviation and overseas travel sellers and continue our partnership activity with Regional Tourism
Organisations (RTOs) to drive preference and conversion-oriented activity. Tourism New Zealand will engage with the
New Zealand tourism industry and overseas travel sellers to enhance their ability to market New Zealand and drive
▪ Strategic priority five: Optimise delivery capability
— optimising the internal delivery capability of Tourism New
Zealand through employing the appropriate staff and systems, and assisting with the capability of the industry in
delivering a superior experience through Qualmark, i-SITE and Tourism New Zealand’s China Market Development Unit.
Tourism New Zealand key activity
The following activity groupings illustrate how Tourism New Zealand’s services are delivered to collectively achieve the
▪ Activity one:
Deliver key visitor messages through the 100% Pure New Zealand campaign activity.
▪ Activity two:
Deliver key visitor messages through third parties such as media, opinion leaders, and broadcast
▪ Activity three:
Partner with the travel industry to convert interest in New Zealand into travel and to extend marketing
▪ Activity four:
Inform and inspire global travel sellers to assist them to market New Zealand.