Travel Reference
In-Depth Information
a hint of sea) pouring out of a perfume bottle
(A.M. Caruana, 2003, unpublished BA(Hons)
Tourism dissertation). This mix of images brings
forth the third element of the MTA's new role -
its revaluation of the marketing process.
through the web and meetings with specific
sector leaders in the target markets. Thus, it is
envisaged that Malta will at last start targeting
those characteristics that are unique to it.
Further fine-tuning of current operations
will result in more effective marketing. The con-
cept of destination marketing in Malta, until
recently, has been rather traditional in focusing
on the importance of getting people to Malta
first and then introducing them to activities once
they have been 'captured'. This approach is
now changing so that there is more emphasis on
the true value of the Malta destination.
The Marketing Process and the
Art of Negotiation
Marketing campaigns are mainly carried out by
the Marketing and Promotion Directorate of the
MTA. They have been conducted through an
international network, providing tactical and
strategic support to tour operators, developing
new and niche markets (MTA 2000b, p. 24). In
2004, MTA changed its marketing practices
and began to withdraw from a number of over-
seas offices. Rather than focusing on individual
markets, the MTA is now focusing on specific
segments within its target countries. These seg-
ments include the MICE market, culture, sports,
religion and food. To complement participation
in an average of 70 fairs per year, the mecha-
nisms used to market Malta overseas include
consumer advertising, public relations, newslet-
ters, regular press releases, publications for the
local trade in Malta as well as foreign markets, and
the internet. In the latter case, the MTA started
to complement the above activities through its
website,
www.visitmalta.com;
subsequently the
corporate site
www.mta.com.mt
was launched.
These sites have direct links to activities, events,
specific and general information about the Mal-
tese Islands. For a country like Malta whose mar-
keting budget is limited by its economies of scale,
they are an important asset, although the tradi-
tional forms of marketing (advertising and public
relations) are still considered important.
Much importance is placed on advertising
campaigns and familiarization trips for around
600 journalists and travel writers. Journal and
newspaper articles are aimed to target a rela-
tively affluent market and have so far included
features on diving, farmhouses, history, interior
design, food and wine. These also serve as a
bridge between stakeholders, since all articles
include the name of the operators selling the
type of activity/holiday described, hotels in Malta
and the contact address of the MTA office. The
changes within the marketing policy of the MTA
will in the future focus on direct marketing
'Building trust': the tour operator
MTA is also seeking to redeem its relationship
with tour operators. This role is based on
re-establishing dialogue within the tourism sector
and rebuilding trust with tour operators. This
is sought through consultation with, and the
involvement of, various stakeholders in strategic
meetings. Joint advertising campaigns with tour
operators and other partners such as Air Malta,
Malta's national airline, are also being employed.
The discourse used by informants in
describing the process adopted by the MTA to
reach its target audience is one based on inter-
action. Yet, at the same time the MTA adopts
the role of the instructor who
educates
,
reaches
out
and
convinces
the target audience and the
operator to perceive Malta differently. This
approach is aimed at counteracting the pres-
sures brought about by large tour operators that
often dictate the manner in which particular
countries are marketed and sold (Sastre and
Benito, 2001). Informants from the tour operator
sector have indicated that the approach adopted
by the MTA was welcomed (N. Theuma, 2002,
unpublished PhD thesis). This role of educator
has been extended subsequently to include for-
mal teaching through e-learning programmes
offered to travel agencies and tour operator per-
sonnel. A total of 1752 employees within 500
tour operator companies had benefited from
this programme between 2002 and 2005.
In its newly acquired role, as summarized
in Fig. 17.1, the MTA is trying to redress some
of the past practices adopted by the NTOM. This
approach is more proactive and focuses directly
on the consumer while still targeting the operator.
