Remote Aboriginal tourism offers visitors a unique opportunity to experience the rich cultural heritage and natural beauty of Australia. However, operators in this sector face challenges in marketing their offerings, largely influenced by resource limitations, remoteness, and systemic barriers. This research by CEDGE’s Dr Skye Akbar and Professor Anne Souvertjis (formerly Sharp) from the Ehrenberg Bass Institute explores the experiences of remote Aboriginal tourism operators, highlighting their marketing approaches, challenges, and strategies for growth.
Marketing Knowledge: The Multi-Tasking Conundrum
In remote Aboriginal tourism operations, dedicated marketing roles are rare. Employees often juggle multiple responsibilities, applying skills learned in other contexts rather than through formal marketing training. One respondent illustrated this vividly:
"I was everything [in the tourism operation]—you name it! I washed the cars, I did everything in my job. I got Certificate II in Tourism, nothing in Marketing."
This need for access to formal training and/or skill specific labour reflects broader challenges faced by remote areas, where access to resources is limited. While longer tenure in these roles helps some Aboriginal operators develop skills through on-the-job learning, this can results in tactical rather than strategic marketing. Remoteness can also see operators also struggle to engage with industry bodies, such as the World Indigenous Tourism Alliance, missing opportunities to align with wider state, national and international initiatives.
Building Products From the Heart
Aboriginal tourism operators consistently emphasised the authenticity and cultural significance of their offerings. For many, their products were deeply personal and rooted in generations of knowledge:
"The product that we have comes from the heart... it’s not what we read from books; most of it is from our memory and our hearts and our Old People."
Product development often relied on trial and error based on customer interest and feedback. While this approach demonstrated adaptability, it also revealed a lack of structured planning, which could streamline processes and lead to more sustainable growth. Industry support in this area could help operators refine their offerings while preserving authenticity.
Metrics and Planning: The Missing Pieces
An opportunity for growth in marketing practices was developing and capturing formal metrics to evaluate success. Most operators had no consistent systems to track visitor numbers, feedback, or consumer behaviour, relying instead on informal methods like conversations with customers:
"We haven’t done anything like that [asked for feedback or recorded consumer stats]... it’s just a rough estimation."
Marketing plans, where they existed, rarely extended beyond a year, reflecting a reactive rather than proactive approach. Many operators acknowledged the importance of planning but lacked the access to resources, including funding and work force, or expertise to implement long-term strategies.
Mental Availability: Visibility in a Crowded Market
For remote Aboriginal tourism businesses, creating Mental Availability—ensuring their offerings come to mind for potential customers—was both a challenge and an opportunity. Operators highlighted the need for consistent branding to build recognition and attract repeat visitors.
"You have to maintain a consistent position over the years... people have to recognise it as the same place."
However, operators felt that systemic barriers, such as negative media portrayals and stereotyping, contributed to low domestic demand. International visitors, often more open to cultural experiences, were the primary audience. Despite efforts to attract domestic tourists, respondents expressed frustration with the lack of success, citing entrenched biases and a lack of genuine interest in Aboriginal culture among some segments of the domestic market. This challenge is now the focus of further research.
Authenticity: A Double-Edged Sword
A recurring theme was the challenge of authenticity. Many operators competed with non-Aboriginal businesses offering "Aboriginal tourism" experiences without any connection to Indigenous culture. This lack of provenance regulation undermined Aboriginal operators' credibility and economic opportunities.
"There were a whole lot of non-Aboriginal people doing Aboriginal art and fraudulently palming it off... and this is what is happening right now with Aboriginal tourism."
Operators suggested measures like certification systems to protect their intellectual property and signal authenticity to consumers.
Physical Availability: The Reality of Remoteness
Operators acknowledged that their remote locations posed logistical challenges but also presented unique opportunities. Their connection and access to natural assets and cultural significance formed the backbone of their offerings, but issues such as extreme weather, seasonality, and reliance on intermediaries often disrupted operations.
Online presence emerged as a vital tool for expanding accessibility, with many operators recognising the importance of websites and booking platforms. However, more needs to be known about how tourists seek product information, highlighting the opportunity for targeted education in digital marketing.
Remote Aboriginal tourism operators navigate a complex landscape marked by resource constraints, systemic barriers, and geographic challenges. Despite these difficulties, their resilience, cultural pride, and adaptability shine through. Addressing gaps in training, planning, and industry support—while safeguarding authenticity—will be crucial in empowering these businesses to thrive and continue sharing their unique stories with the world.
For more information, contact Dr Skye Akbar
