Marketing: Definitely Not In A Bikini

The region's tourist boards have had to learn to acknowledge and respect Islamic customs. "We have to be sensitive to cultural requirements," says Maggie White, Tourism Australia's general manager for countries in Asia and the Gulf. "Definitely no bikinis in our ads." That can be tricky, given that one of Australia's top tourist attractions is the Gold Coast, popular for its beaches. Tourism Australia, which raised its marketing budget for the Middle East by 20 percent last year, has been conducting surveys of Gulf travelers. They found that peak travel months are between July and September, when the temperatures at home are highest. Stays also tend to last from 30 to 45 days, explaining the preference for apartments. "They go for family vacations," says White. "They like the city experience and the theme parks. We promote the Gold Coast because it has these, but stick to the family imagery."

Macau has had a tougher time winning Gulf visitors, given that 90 percent of its tourism revenues come from gambling—a big taboo in Muslim countries. But the potential market is too big to ignore. "We are well aware that the Middle East market had a steady growth of outbound travel in recent years," says Maria Helena de Senna Fernandes, deputy director of the Macau Government Tourist Office. So the former Portuguese enclave has been busy hosting Middle Eastern travel agents for "familiarization tours," promoting its storied cultural heritage and new entertainment facilities: concert halls, sports venues, theme parks and shopping arcades. The measures appear to be helping; last year Macau saw its tiny number of Middle East arrivals rise by 88 percent, due mostly to day trippers coming for a look around.

For others, catering to the burgeoning Gulf market is simply part of a grand global plan. By the end of the year, Singapore's Banyan Tree Group plans to translate all promotional materials for its flagship resort in Phuket, Thailand, into Arabic, and increase the number of Arabic-speaking staff members from four to 20. The goal is not only to attract more Gulf guests to the resort but also to build brand loyalty. By 2012, the group aims to have a dozen of its 65 ultraluxurious properties in the Middle East. "We want [Gulf travelers] to be comfortable," says Russell Loughland, the property's director of sales and marketing. "When they call to book an appointment at the spa, we want to answer their questions in Arabic. All around the world there are great destinations and hotel companies. I say: what do we do to get their business?" The smart answer: whatever it takes.

© 2008