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Helping businesses, people and communities to grow and prosper...
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Welcome to the Kleinhardt Bulletin
 Welcome to the Kleinhardt Bulletin.
In this edition we feature Bill Calderwood's TNQ Repositioning Study report to the Department of Resources Energy and Tourism. Bill quotes President Obamas inaugural speech... "The world has changed and we must change with it"
This is exactly the message and challenge which the tourism industry in TNQ needs to heed.
We have a look at First Impressions and Etiquette, Graham Poon gives us his view, and we have a look at a very interesting article in the New Scientist - How to survive the coming century.
I hope you enjoy... and have a safe and happy Easter.
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TNQ Repositioning Study: Final Report
 by Bill Calderwood
Prepared for The Department of Resources, Energy and Tourism
The old way of doing business is no longer effective. The markets and segments which have in the past been the driving force of tourism growth to the region are changing or in decline. Changes to aviation access, the impacts of the global financial crisis, the increased consumer awareness and sensitivity of global warming, and the changing demographics and consumer travel patterns all demand attention and a proactive response.
It requires a partnership approach where the industry, tourism bodies, and governments will coordinate their policies and plans to reposition the destination. Failure by any one party to ensure the support and consistency of approach will lead to disappointment. The partners are interdependent and cannot succeed if they act alone.
Real paradigm changes need to be adopted by the TNQ industry, TTNQ, TA, TQ and the respective governments to make it happen. More of the same will not work. It will lead to a decline spiral which will fundamentally weaken the economic structure of TNQ.
All tourism industry players must be involved in agreeing, committing developing and implementing a master plan that paves the way for a sustainable industry.
This is the final report of a three stage project which has led us to analyze the product infrastructure and services of the region, and research the perceptions, awareness and attitude of the trade and consumer from 5 key markets.
The recommendations contained in this final report have evolved from this analysis and should form a major part of the repositioning master plan for the region.
Recommendations have been categorized by market, or segment, with time lines to indicate priority, and lead agencies identified to implement the recommendations.
It is a blueprint which can be used to generate the master plan, and ensure that there can be quick and clear responses to the changes required.
So what factors have influenced these recommendations?
READ MORE
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| So, what's the difference between strategic and tactical marketing?
By Cam Charlton
Director
 Most people mistakenly assume that when you talk about marketing, you're automatically talking about "Tactical" marketing - placing ads, generating leads, sending out mailers, attending trade shows, creating brochures, implementing a follow-up system, and so forth.
They fail to realise that the "Strategic" side of the coin - WHAT you say, HOW you say it, and WHO you say it to - is almost always more important than the marketing medium of WHERE you say it.
So, what's the difference between strategic and tactical marketing?
The distinction between the two is huge. "Tactical Marketing" is the execution of your marketing plan, such as generating leads, placing media, creating marketing tools, and implementing a follow-up system. In other words, it's the medium in which your message is delivered.
"Strategic Marketing" has to do with what you say, how you say it, and who you say it to. In other words, it's the content and strategic thrust of your marketing message.
Strategic Marketing starts with understanding your customers and the things that are important to them, understanding "WHY John Smith buys".
"If you want to know WHY John Smith buys what John Smith Buys, you've got to see the world THROUGH John Smith's eyes."
Just putting a marketing message in an appropriate medium for John Smith to hear or read is not good enough. The strategy must derive from an understanding of what's important to John Smith. Otherwise, this tactical part of the marketing process will be much less effective, resulting in ads that under-perform.
Many companies try to figure out how to sell more before they find out how to provide a solution to their consumers' needs. The procedure for accomplishing this is exactly the same every single time, for every kind of business.
It's the advertiser's job to pay attention to human nature. Buyers always want to make the best decision possible.
Strategically, marketing programs and advertising should get the attention of target market prospects and facilitate their decision-making. This lowers their risk for taking the next step in the buying process.
By understanding what's important to your target market, you can then put together a strategy that gets more qualified prospects to call, reduces your sales cycle, and increases your conversion ratios.
After the strategy is in place, the tactical execution simply consists of testing and implementing your strategic plan.
May your marketing efforts be profitable.
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My View: The 3 secrets to business success in tough times.
By Graham Poon
Senior Business Consultant
 It is projected that times will be getting tougher in the business sector in the next 12 months. There may not be that "R" word (did I say recession?) but there will be a slow-down. What's the best way to for businesses in North Queensland to handle this looming situation? The ideal way to do this is to keep in mind an old real estate adage "Location, location, location." No, I don't mean that you should move your business premises but the secret is to strategically place yourself in the buyers' minds of where your business is located. A business must work out what their main story is. Formally, this is what consultants call their "core service offering" or in simple language it's what makes you different to your competitors. This principle applies to any kind of business, big or small, a region or even a whole country. It's always an interesting experience assisting clients who are in the business of offering their services and have an extensive list of past projects or activities that are varied. They feel they should be projected as experts in numerous fields that often do not have any relation to each other. It then becomes confusing for a buyer of their services to understand what they would use them for. An expert in everything is never perceived as an expert! Small retailers find it hard to compete against the big guys. The secret? They must locate themselves in the buyers' mind as being THE place to get their product. One of the best examples I have seen is a shop that sold only buttons. If I wanted a special button, would I go to a supermarket that has a bit of everything? No, my mind takes me to the specialist who is my button expert. And I won't mind paying a bit more either. READ MORE
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Beat the downturn, marry a rich person!
 While marrying rich may have gained a bad reputation, a new book has revealed the secrets to both marrying well and marrying for money. The book, "The Ten Roads to Riches" by Ken Fisher, has five tips for seeking out a wealthy marriage.
- "Right place, right time" - It's as simple as going where the rich people are. Find a country club, perhaps, or research your local area. Schmooze it up.
- "Be where they are" - Most wealthy people are working, so go to them. Charity work, political fundraisers and even investment seminars are good targets.
- "Age matters" - A lot of rich people are older, so be prepared to search out a more "mature" crowd.
- "Get a prenuptial arrangement" - Fisher says you should figure out what you are worth and demand it upfront. A good lawyer will help you get a bigger deal.
- "Don't do anything stupid" - Judges are not quick to give big settlements to people who are a little erratic (think Heather Mills and Anna Nicole Smith).
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Recession-Friendly Employee Perks.
 During a slow economy, most companies are looking for places to cut spending. It's tempting to start with employee perks and rewards - the word "perk" itself implies an unnecessary extra. But your employees are your most important asset, and keeping them happy is never more important than when layoffs and budgets cuts have made work a challenge. Here are three creative ways to keep rewards in your budget. For those familiar with Fat Tire, New Belgium Brewery's flagship ale, the Fort Collins, Colorado-based brewery's most unique benefit shouldn't come as a surprise: Employees receive a custom bicycle for their one-year anniversaries. Founder Jeff Lebesch started the brewery after a bicycle tour through Belgium, and the brewery has encouraged a culture of cycling enthusiasm since. "It's a very tactile, tangible event when you receive your bike," says New Belgium media director Bryan Simpson. The one-year anniversary gift of a custom 1- or 3-speed cruiser bike - from popular bike makers like Electra, Spot, and Felt - is accompanied by a celebration, which Simpson says is almost like an initiation into a tribe, as all employees also become part owners after a year's time. The brewery provides ample bike parking and on-site showers to encourage workers to commute with their gifts, and many do, Simpson says, making the award a vital employee benefit. "It's a couple hundred dollars for the bike, but it means so much more," he says.
2. When You Can't Give Money, Give Time
Running into an employee who called in sick - or seeing incriminating photos of them on Facebook - isn't just uncomfortable: it can jeopardize a career and increase office tension. To avoid forcing employees to use fake excuses to get a free day, Los Angeles-based public relations firm JS Communications recently gave its employees two free "I Don't Want to Get Out of Bed" days. "You don't have to worry about seeing your boss later in the day," says Alissa Pinck, general manager and vice president of JS 's New York office. "The day is yours, and you can do whatever you want with it." Whether it's relationship troubles, bad weather, or a day where getting out of bed just isn't happening, JS2's employees have readily accepted their two extra days per year, Pinck says, which can be used on any day when an employee doesn't have a meeting or conference call scheduled. "At first people were kind of like, 'What's the catch?'" she says. "But since then, people have been taking them, and they love them."
3. Make Incentives Memorable and IncrementalStudies show that cash incentives don't stick in an employee's mind: Most folks use the money to pay bills and later forget where it went. To generate greater attachment to its incentives, the Harbor Court Hotel in San Francisco, part of the Kimpton Hotel chain, launched a program called "Kimpton Moments." Whenever a customer reports that an employee provided exceptional customer service, managers give that employee a poker chip. The chips, worth two dollars each, can be redeemed by the end of the month for gift cards to places such as the Gap, Starbucks, Crate and Barrel, and Jamba Juice. Ross Lucas, supervisor at Harbor Court, says although the incentives are small (the gift carts are worth $10 to $25), they work because they're incremental. Once employees earn a chip, they're motivated to rack up even more, in order to beef up the amount of the award. "It motivates them to work towards something," Lucas says. "Instead of providing excellent customer service and not getting anything in return, they work harder so they can get rewarded." by Carlos Bergfeld and Princess Calabrese www.benet.com
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A Look at Climate Change:
How to survive the coming century.
25 February 2009 by Gaia Vince
New Scientist
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 ALLIGATORS basking off the English coast; a vast Brazilian desert; the mythical lost cities of Saigon, New Orleans, Venice and Mumbai; and 90 per cent of humanity vanished. Welcome to the world warmed by 4 °C.
Clearly this is a vision of the future that no one wants, but it might happen. Fearing that the best efforts to curb greenhouse gas emissions may fail, or that planetary climate feedback mechanisms will accelerate warming, some scientists and economists are considering not only what this world of the future might be like, but how it could sustain a growing human population. They argue that surviving in the kinds of numbers that exist today, or even more, will be possible, but only if we use our uniquely human ingenuity to cooperate as a species to radically reorganise our world.
The good news is that the survival of humankind itself is not at stake: the species could continue if only a couple of hundred individuals remained. But maintaining the current global population of nearly 7 billion, or more, is going to require serious planning.
Four degrees may not sound like much - after all, it is less than a typical temperature change between night and day. It might sound quite pleasant, like moving to Florida from Boston, say, or retiring from the UK to southern Spain. An average warming of the entire globe by 4 °C is a very different matter, however, and would render the planet unrecognisable from anything humans have ever experienced. Indeed, human activity has and will have such a great impact that some have proposed describing the time from the 18th century onward as a new geological era, marked by human activity. "It can be considered the Anthropocene," says Nobel prizewinning atmospheric chemist Paul Crutzen of the Max Planck Institute for Chemistry in Mainz, Germany.
A 4 °C rise could easily occur. The 2007 report of the Intergovernmental Panel on Climate Change, whose conclusions are generally accepted as conservative, predicted a rise of anywhere between 2 °C and 6.4 °C this century. And in August 2008, Bob Watson, former chair of the IPCC, warned that the world should work on mitigation and adaptation strategies to "prepare for 4 °C of warming
READ MORE
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Book Summary: 8 Patterns Of Highly Effective Entrepreneurs
By Brent BowersCurrency Doubleday2007 So you think you're an entrepreneur? Do you have a vision? Are you passionate about this vision of yours? Do you believe that you've just stumbled upon the next biggest thing since Microsoft?
If you do, then we could, at the very least, conclude that you do possess a certain entrepreneurial trait. You. just like all entrepreneurs, think big. But you aren't a certified entrepreneur just yet. There's more to an entrepreneur than just a big dream or a grand idea. If anything, what distinguishes entrepreneurs from the rest is their drive to act and go for that dream. They aren't just talkers. They are movers. What sets them apart further is how they move. Sure, everyone has a dream and everyone has their own way of reaching their dreams, but it's the When, why, what and how entrepreneurs act to make their dreams come true that makes them who they are. "8 Patterns of Highly Effective Entrepreneurs" dissects the minds and habits of some of today's remarkable entrepreneurs and gives you an insider on what it takes to be an entrepreneur. If you find these patterns in you, welcome to the club. READ MORE
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We hope you have enjoyed our latest edition of the Kleinhardt Bulletin and we look forward to touching base with you again soon
All the best.
Cheers
Cam Charlton
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Quote of the day...
"The most savage controversies are those about matters as to which there is no good evidence either way. "
Bertrand Russell (1872-1970)
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