CHAPTER 1: COME TO JAMAICA (1955-1963)
The Jamaica Tourist Board (JTB) was established in 1955 by Tourist Board Law 61 of 1954 … over 450 years after the famous declaration by Christopher Columbus that Jamaica was the “fairest island that eyes have beheld …” The JTB came under the aegis of the Ministry of Trade and Industry.
By then, Jamaica had been receiving a steady stream of American and European visitors and it was obvious that the island had the necessary attributes for tourism development. At first, visitors mainly included the wealthy whose primary mode of transportation was by ship. In 1937, on the eve of the Second World War, the total number of visitors to Jamaica soared to 65,269 (54,837 were cruise passengers) from 11,619 in 1926. This increase was credited in part to the arrival of Pan American World Airways (Pan Am) Clipper service in December 1930 which provided Jamaica with the first air link to its major market and paved the way for the average traveller to vacation on the island.
Not the first formal promotional agency to be established in Jamaica, the JTB succeeded the Tourist Trade Development Board, the first “promotional team constituted by government fiat.” The JTB was created to “promote tourism with maximum vigour and effectiveness,” and the goal of the new Board was to double Jamaica’s tourism business in five years. This was achieved in 1960.
At the outset, the then colonial government recognized that representation on the Board had to be diverse and inclusive of various tourism interests. Initially, the JTB comprised 20 members representing the hotel industry, shipping and airline companies, travel agencies, ground transportation providers and other relevant commercial interests. This was later changed with the Tourist Board (Amendment Law) of 1960 which came into effect on April 1, 1961 under which membership on the Board was reduced “to not more than 15”. The change of law also provided for the Chairman of the Board and the Vice-Chairman “to be appointed by the Minister of Trade and Industry and not elected by the members of the Board.”
Executive offices for the newly created JTB were established in the capital city of Kingston with overseas offices in strategic marketing hubs including New York, Miami, Chicago and Toronto, Canada. The island’s major marketing effort was concentrated in North America, with cruise visitors arriving weekly especially aboard the SS Evangeline out of Miami, Florida and also on the Yarmouth.
The period 1955-63 was an era of rapid growth and change in the industry. Rising incomes and cheaper airfares made it possible for more visitors to come to Jamaica and created an opportunity for the island to place greater emphasis on developing a year round tourist trade. Under Chairman Abe Issa, increased emphasis was placed on marketing and promotion with intensive advertising and publicity campaigns mounted overseas as well as locally.
In May 1957 the JTB opened its own publicity department in Kingston which resulted in increased visibility for Jamaica in its major North American markets. During that year the Board also assumed responsibility for meeting and welcoming visitors to the island, a function previously performed by the Sugar Manufacturers Association. This increased marketing effort is credited with boosting arrivals by some 25.79% in 1957 over 1956. By 1959, two “informational outlets” were opened in the west coast cities of Los Angeles and San Francisco bringing to six the number of offices and agencies promoting Jamaica in North America. Over the period a local marketing campaign was also launched to make “the man in the street more conversant with, and aware of the potentials of tourism.” A record number of cruise visitors was welcomed to the island in 1959-1960 with over 200 calls made to Kingston (the most popular port), Port Antonio and Montego Bay. Ocho Rios also made its debut as a port of call during that period.
The push into North America was intensified in 1960 with the creation of the new position of General Manager of the North American offices and the appointment of Sam Levy to the post. The advertising and promotional campaign was also heightened in an effort to reach the 200,000 visitor arrival goal. A new slogan: Come to Jamaica – It’s no place like home, was the focus of the advertising campaign overseas. At home, locals were encouraged to support the industry
through the campaign Tourism matters to you. Jamaica Tourist Board regional offices were also established in Montego Bay and Ocho Rios.
At the end of 1960, with a record number of cruise calls to Jamaica (171), the JTB achieved its target with tourist arrivals at 226,945, an increase of 19% over 1959 with estimated earnings of £13,616,700. (When the Jamaican dollar was introduced in 1969, J$2.00 was the equivalent of £1) Of the 171 cruise calls to the island, 118 went to Kingston, 26 to Montego Bay, 23 to Port Antonio and four to Ocho Rios.
The aggressive overseas marketing campaign continued into the early 1960s, highlights of which included the opening of the London office in 1961 to increase visitor flow from Europe and the subsequent opening of a sales office in 1963; the JTB’s opening of its own public relations department in North America and a major promotion with the Gibson Corporation of the USA in 1961 in which 5,000 “sales persons” visited Montego Bay over a six-week period. The JTB began to promote the island in Hamburg, Germany and Stockholm, Sweden and there was also a marketing thrust in the South American countries of Peru, Colombia and Venezuela.
With this intensified marketing effort and the accompanying increase in visitor arrivals, also came expansion and improvement in the island’s infrastructure, a development for which the JTB lobbied vigourously. Over 10 new hotels were built including the Casa Montego, which at eight stories was hailed as Jamaica’s first “skyscraper” hotel. It was viewed as a “remarkable departure in hotel construction in the island” since at that time other hotels favoured the traditional Jamaican design of “long, low buildings”. This period of innovation continued with the opening of the Carib Ocho Rios, Jamaica’s first co-operative apartment hotel. The Sheraton, the island’s first convention type hotel with a guest capacity of 404 was also opened in Kingston. In January 1960 there were 5,800 available beds on the island. By the end of 1963, the number of beds had increased to 7,563.
The opening of a new terminal at the Montego Bay airport to facilitate Jamaica’s first jet services, was followed in 1961 with the opening of the new “international jet airport” at the Palisadoes (now Norman Manley), in Kingston. These new facilities provided the opportunity for Pan American
Airlines to introduce new services, and for Jamaica to be included on the itineraries of other airlines. By 1963, Jamaica Air Service, a subsidiary of BWIA also began operations in the island with regular twice daily flights to Ocho Rios, Montego Bay and Port Antonio.
To improve the attractions and entertainment for visitors, championship golf courses including the Runaway Bay, Cardiff Hall and Half Moon (Rose Hall) were built, which along with Tryall and Constant Spring in Kingston brought the total on the island to five. The JTB was also actively involved in supporting and endorsing the development of sports such as tennis and game fishing as these provided additional promotional opportunities for Jamaica. At the same time, with assistance from the JTB, local Action Committees were established in Kingston and Port Antonio, “to improve attractions, develop entertainment” and other facilities.
To upgrade the service to visitors the JTB introduced courtesy police in 1961 in Kingston, Montego Bay, Ocho Rios and Port Antonio.
Despite the JTB’s intensive marketing and promotional programmes, the “unsettled political situation” in Cuba, the Dominican Republic and Haiti which affected travel to the Caribbean in 1961; the slump on the New York Stock Exchange as well as dock strikes in the USA and Jamaica’s own “Rastafarian troubles” prior to and during the General Elections of 1962, resulted in unfavourable publicity in the United States of America and a subsequent decline in tourist arrivals which continued until the first half of 1963.
To improve its image and visitor arrival statistics which by the end of 1962 had begun to decline (206,838) the Jamaica Tourist Board, under the Government of a newly independent Jamaica (August 6, 1962), was re-organised and the first Director of Tourism, John Pringle, appointed in 1963. These changes “led to a major revision of the island’s entire approach to tourism.”
1955-1963 was the era in which visitors were invited through an aggressive marketing campaign to “discover” the unique qualities of an island which offered a wealth of new and exciting experiences.
By the end of 1963, with the welcome of some 202,329 visitors to its shores, Jamaica appeared firmly placed on the world tourism map and advantageously positioned to reap the benefits of “mass tourism”
CHAPTER 2: COMEBACK TO JAMAICA (1963-1975)
The reorganization of the Jamaica Tourist Board and the appointment of John Pringle as Jamaica’s first Director of Tourism in June 1963, signaled a new approach to the industry and government’s willingness to give greater priority to tourism development.
John Pringle who was also Chairman of the Board was to serve the industry for three years and nine months until his retirement on March 31, 1967. Refusing to allow the JTB to “rest on its accomplishments”, his tenure marked a period of rapid growth and great excitement in tourism. It was a time in which visitor arrival records were set and broken.
In this new era, the JTB’s first order of business was to reverse the decline in arrivals by increasing its marketing initiatives and developing a new image for Jamaica. Leading New York advertising firm Doyle, Dane and Bernbach was appointed to spearhead this effort along with public relations firms Sontheimer & Company, Inc. of New York and Michael Rice & Company of London. The JTB also eliminated the post of General Manager for North America and appointed a Director of Sales with responsibility for the North American and United Kingdom – European offices, a move which was credited with contributing to record tourist arrivals.
Recognizing the uniqueness of Jamaica’s artistic and cultural expressions and their potential to greatly enhance the island’s attractiveness, the JTB adopted an integrated approach to its marketing effort. The use of Jamaica’s fashion, cigars, rum, ceramics, coffee, gourmet foods, jewelry, art, music and culture in its campaigns, gained for the island increased exposure and recognition overseas, primarily in North America.
An award winning advertising campaign representing “the true and fascinating face of Jamaica” was hailed as the “most talked about” in the travel industry and came to be “recognized by the travel and advertising trades as one of the most effective ever employed to promote a country’s tourism”. Jamaica’s diversity was portrayed in creatively executed advertisements in markets of up
to 167 million. Leading companies such as Colgate-Palmolive, Timex, Seven-Up and Samsonite Luggage all used Jamaican themes in their advertising. This was complemented by ambitious and unrelenting publicity and promotional campaigns, which at the time produced unprecedented results.
Over the period 1964-65 the North American publicity campaign yielded a “recorded average of better than 100 newsbreaks every week in the year.” Prestigious department stores such as Macy’s, “the world’s largest department store”, adopted “Jamaican themes for their merchandising and for their promotional dollars”. The Macy’s winter resort promotion, “Macy’s Flew to Jamaica”, was not only highly successful but had a significant impact on Jamaica’s image in the marketplace. The island was also featured in numerous publications and sales team representatives appeared on a number of radio and television programmes.
Many familiarization trips were organized for travel agents and hundreds of editors were invited to visit and write stories about Jamaica. Major stations and independent networks were also encouraged to visit Jamaica. The JTB’s “Jamaica Newsletter” provided information for over 3,000 travel agents. The “Value Guide to the Hotels of Jamaica” published by the Board was acknowledged by the travel industry as showing “exceptional imagination and vision toward the long term growth of tourism”, and praised worldwide “as one of the most important contributions ever offered to the travel industry by any country.” In 1965, 208 groups visited Jamaica compared to 55 in 1964.
During the period, the JTB’s effort also helped to establish Jamaica as “a serious film centre, for both theatrical and commercial productions” such as High Wind in Jamaica, Father Goose, The Confession, Red Over Red and Oh Dad, Poor Dad. The film Our Man Flint, which gained “worldwide success”, held its premiere in Jamaica in 1965.
Recognizing the “ready source of business” that meetings and conventions could provide in this era of mass tourism, emphasis was also placed on developing this aspect of the industry. The JTB also promoted the island by endorsing a number of special events including sporting competitions
such as the Commonwealth Games held in Kingston in 1966, the Montego Bay / Miami Yacht Race, the Jamaica International Fishing Tournament, Pepsi Cola and Sunshine Golf Tournaments, among others.
By the end of 1963, the JTB had established a fully functioning photography department as well as a new library reputed to be “the finest in the Caribbean”. The Courtesy Corps was reorganized and its number increased to 32. A Security and Complaints Bureau was established in 1964 “to deal with security in hotels and to handle all complaints other than in-bond shopping”. The Bureau was responsible for the Courtesy Corps whose function was to police the tourist areas and provide “information and protection to visitors and citizens alike.” Progress was also made regarding the regulation of the industry with the passing of legislation to allow for the metering of taxicabs as well as to “discourage unethical trading by holders of Duty free licences.” The first international convention of the Jamaica Hotel and Tourist Association (JHTA) was also held in 1963. By 1965 the JTB’s Statistical Department was changed to the Research and Statistical Department.
To increase the island’s competitiveness and its allure for visitors, the JTB placed great emphasis on lobbying major airlines to offer lower fares to Jamaica. “Operation Evergreen” a project implemented by Air Canada in association with the JTB, “stimulated travel to Jamaica from western Canada.” Much emphasis was also placed by the JTB on encouraging and sustaining growth in cruise shipping. A multi-million pound harbour was scheduled to be built in Montego Bay to facilitate cruise business and the construction of the New Port West “deep water facility” in Kingston was nearing completion.
The JTB also made an effort to “promote understanding of tourism’s importance to the well-being of all Jamaica” and considered this one of the Board’s “chief endeavours.” Emphasis was placed on training for hotel staff, a feature of which was the offer an annual “Ma” Ewen scholarship to facilitate study at the hotel training school in Lusanne Switzwerland. Through its “Bridging the Gap” seminars which had its genesis in 1964, the JTB created an opportunity for hotel workers to interact with representatives of the University of the West Indies, Government and the business community. The JTB also sponsored a twice weekly broadcast by Louise Bennett to foster “a better understanding of human relationships” and a “Meet the Board” programme was launched to familiarize Government with the functioning of the JTB. To facilitate vendors and visitors, kiosks were designed for vendors in the Mount Diablo – Faith’s Pen Area.
Emphasis on the nexus between tourism and other sectors gave rise to the establishment of organizations such as the Jamaica Fashion Export Guild, which was created by the JTB in 1966 “to improve and market our fashion products.” An “Interesting People” guide listing 150 Jamaicans with special interests was also produced and made available to tourists.
The JTB’s effort to reverse the three-year decline in visitor arrivals was rewarded with the industry’s rebound in 1964. According to a report in the Daily Gleaner newspaper, 1964 was as a “Record Tourist Year” with and an increase in revenue of £1,200,000. The pattern of growth continued into 1965, which was hailed by the Daily Gleaner as the “Best-Ever Year” with the island being declared by John Pringle according to the newspaper report as the “fastest growing travel area in the world.” Jamaica welcomed 316,000 visitors and earned an estimated £23,000,000, a feat which placed tourism “second only to bauxite as revenue earner.”
By 1965 the JTB shifted its focus to infrastructural development as the accommodation sub-sector could not keep pace with the growing number of visitor arrivals. The need for more rooms was underscored especially with the anticipated revolution in the travel industry with the coming of the “jumbo jet age”.
To modernize its operations the JTB acquired Telex service to link its head office with its operations overseas and also collaborated with the JHTA to use these services to report space availability in Jamaica. The Board also made changes in its statistical reporting. As of March 1966 long stay visitors were defined as “those staying on the island for three nights or more instead of over three days.” Short stay was categorized as those staying one or two nights. Some categories of “transient” visitors also ceased to be “rated as tourists by international standards.” Armed forces were shown separately as their numbers were not considered by the JTB to be influenced by the Board’s promotional efforts.
By March 1967, “Jamaica was the “in” place and “one of the most sought after destinations in the world.” The “year round strength of Jamaica’s tourism virtually eliminated the traditional doldrums of the ‘off season’ ” and the island’s profile was high internationally. 1966 was seen as a “summit year for tourism” with total arrivals at 345,288 and earnings of £28,000,000.
With the appointment of E. Stuart Sharpe, former Director of Sales and Promotion at the JTB as Director of Tourism on April 1, 1967, the industry’s development in Jamaica entered a new phase with “strategic changes in both administration and policy.” The emphasis was now on “planning for future overall development and for the orderly expansion of the industry.”
While continuing its intense advertising and promotional campaigns, the JTB also embarked on a programme to increase visitor accommodation on the island, train industry workers with the opening of the Jamaica Training School at Hotel Casa Monte in St. Andrew in 1969 and prepare the tourism sector to meet the increased demand for services. Greater emphasis was also placed on local public relations with the introduction of a “Careers in Tourism” lecture programme for schools in 1967. In February 1968 Fred Wilmot was appointed Head of Public Relations for the JTB.
To encourage growth in the accommodation sub-sector “a new Development Department” was created and Assistant Director of Tourism, Eric A. Abrahams (Jnr.) appointed as its manager. The department was responsible for “reviewing applications under the new Hotels (Incentive) Act 1968, and supplying detailed information on Jamaica’s tourist industry to prospective investors, in close co-operation with the Jamaica Industrial Development Corporation.”
It was expected that the provisions under the new act would galvanize investors to construct new hotels since none had been built between 1963 and 1966. By March 31, 1969, under the guidance of the Development Department, 22 hotel projects were underway. Emphasis was also placed on “the use of villas and apartments to supplement scarce hotel accommodation.” This led to the formation of the Jamaica Association of Villas and Apartments (JAVA) in 1967 with the financial assistance and sponsorship of the JTB.
As tourism flourished the JTB found it necessary to open an office in Port Antonio in 1967. Under the Portland River Craft (Amendment) Regulations 1967, the Board also assumed responsibility for Rafting on the Rio Grande River operations, instituting a roster system for the rafts-men and managing all ticket sales. Between October 1967 and March 1968 under the JTB’s guidance, 6,762 rafting trips were made, “a number far in excess of the previous best figure for any comparable period.” Between April 1, 1968 and March 31, 1969 the JTB recorded some 15,760 rafting trips on the Rio Grande and paid £44,128 in fees to the rafts-men. Parliament later enacted the River Rafting Act 1969 which placed river rafting under the River Rafting Authority.
To increase efficiency both in service delivery and administration, a number of changes were made. Through the JTB a porter service was instituted at the airport in 1967 and by April 1, 1969 airport dispatchers who were responsible for recording “all departing contract carriages and their destinations”, were absorbed into the Courtesy Corps. At its headquarters the JTB’s editorial section was renamed the News Bureau and its role expanded to disseminate news both locally and internationally. The name of the Security and Complaints Bureau was also changed to the Visitor Services Bureau. To cope with the increasing number of visitors to the island, “Resident Managers” were appointed for the Montego Bay and Ocho Rios / Runaway Bay areas in April 1969.
In February 1968 the JTB appointed the New York Public Relations firm, Bell & Stanton, Inc. to replace Sontheimer & Company, Inc. of New York. A “permanent” sales office was established in Montreal, Canada and the Board opened a Cruise and Convention office in Miami, Florida in 1968, a year in which group travel to Jamaica was 12.5% of total long-stay visitors.
Through creative and award winning advertising, publicity and promotional efforts the JTB continued to woo visitors through extensive magazine, television and radio coverage for Jamaica. Numerous familiarization trips to the island were also organized for travel agents and media personnel. By 1968 both the MV Steward and the Jamaica Queen were offering weekly cruise ship services between Jamaica and Miami and total visitor arrival figures stood at 396,347 with estimated tourist expenditure on the island at US$87,800,000. By 1970, 80% of Jamaica’s tourism market was in the United States of America.
The 1970s heralded changes for Jamaica and increasing challenges for the island’s tourist industry. An economic recession in United States of America and the resulting devaluation of the American dollar, curtailed spending in major North American markets. This, coupled with the 1972 General Elections in Jamaica and increasing competition from other destinations, were just some of the hurdles that the JTB encountered. Once again, the JTB would also change administration.
The amendment of the Tourist Board Law in April 1970, provided for “a Director of Tourism, not less than four nor more than seven other members and that one of the members shall be appointed Chairman.” Eric A. Abrahams (Jnr.) who had been acting in the post was confirmed as Director and also appointed Chairman.
The new administration signalled its intent with a multi-focused approach to tourism development. The Board continued its aggressive marketing thrust with a “realigned sales organization” and the creation of a Sales and Marketing Department under a Director of Marketing. The new appointee was stationed in the United States of America as it was recognized that overseas marketing could not be effectively handled from Kingston. To surmount its new challenges, the JTB introduced a variety of new products and sales programmes to entice visitors to Jamaica.
A Group Inclusive Tour Vacation Package, made airfares and rooms more affordable; the Jamaica Dowry a unique product was creatively packaged for the honeymoon market and co-opted the services of the Fashion Guild; Inclusive Tour Charters were especially planned to increase visitor arrivals from Canada; the award winning Nursemaid programme encouraged family travel and the Early Bird Fare presented a “bargain vacation package” for the Great Britain market. A Direct Sales Programme was implemented to focus on “point of sale” through travel agents. In 1971 a number of seminars were organized for the sales force and “Jamaica Buckaneering”, an incentive scheme, was devised to encourage increased business. The JTB also expanded its Sales and Marketing Department to 12 operating offices. To facilitate cruise tourism, the Board published the Jamaica Port Information and Cruise Manual.
By 1970 the hotel training school had produced 150 graduates and Rafting on the Martha Brae River was introduced as a new attraction in December 1970.
Changing demographics in the island’s key markets underscored the need for a more detailed approach to marketing in order to get the best possible returns for Jamaica. In 1970 the JTB “initiated newspaper advertising” and mounted an overall campaign which “represented the most powerful and heaviest barrage of dramatic prize winning advertising in the history of Jamaica.” By the end of the year Jamaica’s message reportedly reached 96% of households, an average of 30.5 times through advertising.
Despite an 11.4%, decline in cruise passenger arrivals, Jamaica ended 1970 “in a better position than most, if not all our Caribbean competitors”. There was an 11.6% increase in stopover arrivals, “the highest annual increase since 1966” with Jamaica exceeding the 300,000 mark for the first time. Between 1969 and 1971 the number of stopover visitors grew by 30%.
In 1970 the JTB also focused on improving local public relations. The “Director’s” tour which enabled the JTB head to speak to various groups to promote a greater understanding about tourism, was changed to a “listening tour” where the views of those in the industry were sought. The JTB also worked with the JHTA to develop a plan to introduce tourism into the schools at all levels. An effort was also made to reach the student population through a Schools Lecture Programme and the JTB published a “Careers in Tourism” booklet. An effort was made to increase the interaction between visitors and Jamaicans through the “Meet the People” and the “New Experiences Programmes.”
By early 1971 the first local advertising campaign to sensitise Jamaicans to the importance of tourism was mounted and in 1972 the JTB launched a School’s Essay Competition.
To increase Jamaica’s attractiveness the JTB inaugurated a programme to develop new tours and excursions to rural areas and historical sites. The first “Visitor Profile and Reaction Survey” was conducted in 1971 to determine visitor needs in an effort to improve the vacation experience. In February 1971, the JTB launched an “Evening on the Great River” on an experimental basis. Construction of the Tropic gardens of Montego Bay commenced on July 27, 1972. Later in 1973, the JTB was to launch its Kingston Talawah attractions programme, assume operations of Fort Charles in Port Royal as well as Rafters Rest in Port Antonio. To improve the quality of entertainment, the National Dance Theatre Company (NDTC) also opened the “Entertainers Workshop”.
Accommodation facilities were also being improved with excellent results as by 1971, the JTB reported an “over-abundance of hotel rooms”. By the end of March 1971, “42 enterprises with 3,004 rooms [received] benefits under the Hotels Incentive Act” and 1,114 rooms were under construction. By March 1974, 55 projects with 5,924 rooms were approved under the Act. The Resort Cottage (Incentives) Act was also approved in 1971 and to further improve the product, by that same year all 119 hotels in Jamaica were being inspected by the JTB. By March 31, 1974, 91 cottages with 140 bedrooms were approved under the Resort Cottages Incentives Act.
To modernize its operations and increase efficiency the JTB’s market planning activities were for the first time “done a year in advance of the seasons affected” instead of on a season-to- season basis and in 1971 for the first time, the JTB’s “entire travel trade mailing list” was put on “computer tape” for increased efficiency. This paved the way for further technological advancement in 1973 when “for the first time the preparation of basic data was undertaken … with the use of a computer.” In 1972 the Board formed a “Tourism Product Liaison Committee” to access the expertise of persons in the industry.
With the change of government following the General Elections of February 1972, a new Ministry of Industry and Tourism came into effect on March 10 to replace the Ministry of Trade and Industry.
The effects of the continued recession in the United States of America and increasing crime and violence in Jamaica were reflected in the decline in cruise arrivals, a situation which the JTB sought to remedy with a number of initiatives. In 1972 the Board staged a successful “Summer / Fall Product Show” across the United States in which over 3,000 travel agents participated. The organization mounted a campaign using “full scale newspaper advertising” as well as “newsweeklies” resulting in the “most powerful campaign that Jamaica has ever had … [and] one of the most powerful campaigns of any tourist board in the entire world.” The JTB also changed its focus in the United Kingdom to attract a wider market by introducing less expensive vacation packages.
Encouraged by the JTB’s lobbying efforts, Eastern Airlines began a new service between Atlanta and Jamaica on July 1, 1972 with Pan American Airlines set to provide non-stop service between Chicago and Jamaica. In its bid to make significant inroads into the meetings and conventions market, the JTB initiated the visit of the “Norcliff Laboratories” group to Jamaica which comprised 3,700 members. The Board made and distributed short radio features for the North American market and there were 21 telecasts of JTB films which reached an estimated audience of 864,000.
By September 1972, “a completely new approach was taken, whereby the major tourism impact was directed at the consumer instead of the travel trade as had been traditional.” “Consumer promotions” were tried for the first time in Atlanta Georgia. The fiscal year 1972/ 1973 was the year in which one of the JTB’s most memorable posters featuring “Sintra Berrington” and its subject captured the imagination of the travel market and enticed underwater enthusiasts to explore the beauty of “underwater Jamaica.”
The first “‘original’ United Kingdom advertisements” were also made in 1972 and in that year 16,860 visitors were flown to Jamaica from London on “Thomson’s Charters” representing an increase of 82% increase in visitors from that area. Arrivals moved from approximately 9,000, a figure which had been the norm for about four years. By 1973 the Jamaica Tourist Board was focusing on encouraging Jamaican nationals residing in the United Kingdom to vacation in Jamaican hotels.
The challenges of the 1970s were compounded with deteriorating public attitude towards tourists. A study was undertaken to examine the attitudes of Jamaicans to tourism and an aggressive local media campaign was mounted to heighten awareness concerning the industry’s importance. October 1972 was declared “Tourism Month” by the Government and among the many planned activities was a “massive rally” in Montego Bay.
By the end of 1972, there was an increase of 13.5% in stopover arrivals and despite the decline in the number of cruise calls to Kingston, there was a “sharp rise” in the numbers visiting Montego Bay for an overall increase of 7.7% in cruise passenger arrivals. Total arrival for Jamaica was 479,256 with visitor expenditure estimated at US$135,693,000. The JTB also introduced a new survey in 1972 to calculate visitor expenditure.
Although the period continued to be marked by “instability in international monetary affairs” and the fuel crisis, Jamaica was one of the few destinations to record growth in 1973. The number of visitors to Jamaica “topped the half million mark for the first time in the industry’s history.” In early 1973 the Jamaican dollar which was introduced in 1969 was tied to the US dollar instead of the English pound and with J$1.00 being equivalent to US$1.00, holidays in Jamaica became less expensive and more attractive to visitors. A subsequent devaluation of the Jamaica dollar also proved advantageous to visitors. By the end of the year over 509,707 tourists (28.0% in cruise passengers) had visited Jamaica (excluding armed forces) and earnings from the industry were estimated at US$127,603,000. In 1974, the yearly average of black visitors to Jamaica was 9% of total arrivals.
Ever mindful of the need to constantly upgrade its facilities and services to remain competitive, the JTB launched a number of initiatives between 1973 and 1974.
In October 1973 the JTB created the new position of Assistant Director of Tourism for North America. The year was also marked with the establishment of a Product and Industry Affairs division headed by an Assistant Director of Tourism. A Product Officer was appointed to oversee the upgrading of hotel properties and the Hotel Licencing Regulations and Resort Cottage Licencing Act, was revised. A supervisor was appointed to monitor the transportation sub-sector and the JTB also began a two year in-service training programme for the training of 8,500 hotel staff. On September 1, 1973 the “Tropic Gardens of Montego Bay” a J$400,000 Botanical and Zoological garden on 25 acres at Irwin in Montego Bay was opened as a new attraction.
In August 1973 the JTB’s new office at Cornwall Beach in Montego Bay opened and the Board’s North Coast Manager installed. Construction commenced on a new cruise ship pier in Port Antonio while the Forum in St. Catherine, the Trelawny Beach and the Pegasus, all convention hotels were opened. In 1973 Jamaica’s Government appointed a consultant to formulate a National Plan for Tourism; Winnie Risden succeeded Marcella Martinez (who was promoted to Assistant Director of Tourism, North America) as head of the Board’s Public Relations Department and in December 1973 the JTB appointed Public Relations Services, a new public relations affiliate in Canada as well as a new sales manager.
Meanwhile the Board continued to sell Jamaica to Jamaicans and it was felt that an “impression on popular consciousness” was being made concerning the importance of tourism to the island. To observe Tourism Month a Poster Competition was launched for students 19 years and younger and in 1973 some 1,200 Jamaican volunteers hosted 6,000 visitors through the “Meet the People Programme.”
Despite the difficulties of this period caused by the rise in fuel prices which had negative implications for international travel, a shortage of newsprint, the institution of a three-day work week and a miners’ strike in Britain, as well as the international monetary crisis; 1973 was a record year for the JTB’s advertising, publicity and promotional campaigns overseas
During the year the Board shifted its focus to using the broadcast media, especially television, in the United States of America as studies had shown that the public was now depending “more on the electronic media for its news and gives it greater credibility.” The volume of print publicity received in North America by the end of the financial year in 1994, amounted to 120,000 column inches which “would have filled the Daily Gleaner for twenty seven average days, top to bottom, without a single line in advertising”.
The Jamaica Tourist Board’s advertising campaign of 1974 “continued to reflect its faith in the future of tourism in Jamaica. It was one of the most powerful and most dramatic presentations of the Jamaican story in the history of Jamaica.”
CHAPTER 3: DISCOVER JAMAICA / WE ARE MORE THAN A BEACH… (1975-1984)
After more than 25 years of continuous growth, 1975 marked the second year of decline in international travel. The effects were not only felt in Jamaica but elsewhere in the Caribbean, Europe and Mexico. It was a period that would prove to be one of the most challenging for the Jamaica Tourist Board.
Following the appointment of Adrian Robinson as Director of Tourism in 1975 the JTB was restructured. The new administration gave notice of its intent to focus on Jamaica and Jamaicans, when in August 1975, the Domestic Marketing and Development Department, formerly a division within the JTB’s Public Relations Department, was expanded to create “a better climate of understanding” among Jamaicans about tourism and to encourage them to vacation in Jamaica. Two divisional managers- one for Planning and the other for Research and Statistics- were also appointed.
To increase its efficiency, in June 1975 the JTB initiated a “computerized system that data-processes newspaper, magazine and newsletter clipping returns, and radio and television reports. It sorts out the coverage, market by market; it identifies the “message” contained in all stories and in broadcasts in support of the Board’s marketing aims.”
The New Tourism Charter on which the JTB had collaborated was presented by the Minister of Industry, Tourism and Foreign Trade in December 1975. One of its important features was the “restriction in the growth of visitor accommodation until overall occupancy levels have attained at least 55% for two consecutive years.” In 1975 the JTB also completed negotiations with the Natural Resources Conservation Authority (NRCA) to improve operations at Lime Cay by constructing a jetty, toilet facilities, additional “rondavels” and barbecue as well as playground equipment for children. Development was scheduled to begin began in 1976.
Under the new Domestic Marketing and Development Department, 1976 was declared “The year to Discover Jamaica”. This was to be one of the JTB’s major thrusts for the remainder of the 1970s as the Board adopted a “new approach” to tourism and embarked on a programme to “offer a product that meets the needs of the consumer, yet at the same time reflect the pride, the aspirations and needs of Jamaica.” The “Discover Jamaica” local marketing campaign which emerged, was to be one of the most memorable in the island’s tourism history and was augmented by the message “A Fi Wi Country” which was put to music by local artiste Max Romeo, to remind Jamaicans that they could be “visitors” in their own country.
The Board aimed to make the industry “more harmonious with the Jamaican society” and endeavored to concentrate all effort “on making Jamaicans feel satisfied about tourism.” Jamaicans were to be central instead of “peripheral to the visitor industry” and activities were to be seen as benefiting the people.
“Discover Jamaica” and later “Vacation ‘77” packages were introduced to encourage locals to vacation in Jamaica, and a new entity “Vacation Sales Limited”, a division of Jamaica Attractions Development Company (JADCO) was created to sell packages. An accompanying public education programme was devised to “explain hotel etiquette” and the JTB developed a slide series “for viewing by the private and public sectors … to remove any anxieties experienced by Jamaicans with regard to staying in hotels and to encourage dialogue between the JTB and the public on any problems within the industry.”
Special programmes were also produced for Jamaican radio and television and advertisements placed with the print media. The JTB introduced local journalists to the tourism product through familiarization tours to key resort areas. Her Excellency the Hon. Lady Glasspole wife of the then Governor General Sir Florizel Glasspole was made patron of the “Meet the People Programme” through which 9,000 visitors were hosted in 1976.
With the restructuring of the JTB came the establishment of Tourism Product Development Company (TPDCO) as a subsidiary of the Board. Some agencies which had previously fallen under the Board’s direct administration including the Visitors Service Bureau and the Courtesy Corps were transferred to this new company. The TPDCO was also made responsible for training, inspection and the licensing of hotels and cottages. A Director of Standards was appointed.
While attempts were being made locally in 1976 to encourage Jamaicans to view tourism more positively, the JTB faced a number of crises concerning Jamaica’s image internationally. By then “crime and violence began on an increased scale to be the everyday question that had to be answered,” and this was exacerbated by the demonstrations that occurred that year at the meeting of the International Monetary Fund (IMF) in Kingston. Following “one of the best years for Jamaica’s tourism,” this ushered in a period of “disastrous decline”.
Foreign media coverage of the State of Emergency in June 1976 resulting from violence in areas of Kingston, the General Elections in December of that same year as well as “Jamaica’s political stance in regard to Cuba, presented Jamaica as a violent and unstable society.” This made it increasingly difficult for the JTB to market the island and necessitated greater effort to both promote tourism in Jamaica and counter the image of violence overseas. At the end of 1976 visitor arrivals were 470,714 compared to 553,258 in 1975 reflecting a decline in stopover arrivals for the second consecutive year since 1964. Employment in the industry fell 12.3% below 1975 and estimated expenditure by tourists decreased by 17.7%.
Following the 1976 General Elections the JTB was placed under the aegis of the Ministry of Foreign Affairs with a Minister of State responsible for Tourism. A decision was subsequently taken by the Ministry that all Government-related public relations activities overseas should be coordinated with “one agency serving the needs of Jamaica.” This was to be managed by a coordinating committee chaired by the Ambassador or High Commissioner in either the United States of America or the United Kingdom. The JTB was also enlisted to assist in coordinating public relations activities for a number of government agencies including: the Agency for Public Information (API), Jamaica Industrial Development Corporation, JNEC, Air Jamaica, Jamaica Bauxite Institute (JBI), and the Port Authority. The JTB was reorganized “to be specifically a promotional body which would portray the exact image of Jamaica in terms of its goals, aims and aspirations, and its people.”
The Board’s focus for 1976 /1977 was on “containing an invaluable loss of market to the minimum possible.” It mounted a “Welcome Back – Jamaica” campaign overseas to encourage visitors to return to Jamaica. The Friends of Jamaica Programme that was launched to the travel trade at the Annual General Assembly of the American Society of Travel Agents (ASTA) in Rio de Janeiro, Brazil in 1975, was vigorously promoted throughout North America, as the Board also increased its efforts to attract the meetings and conventions market. The arrival in Jamaica of Jack and Susan Ford, children of then American President Gerald Ford as well as Jacqueline Onassis, offered added publicity for Jamaica.
In 1976 the JTB “initiated its first concerted effort to attract the US black market to come to Jamaica” with the placement of colour advertisements in noted black magazines. In September of that same year the Board also attended the American Society of Travel Agents (ASTA) World Congress and mounted its “biggest overseas promotion to date.” The JTB won the coveted Presidential Citation and at their invitation ASTA Chapter Presidents subsequently held their annual meeting in Jamaica. At the same time the JTB’s UK office undertook a massive promotion with Proctor and Gamble for the company’s annual winter product launch competition in which displays featuring Jamaica were mounted in all Woolworth and Woolco retail outlets.
In 1977 a task force was convened to “research, review and consider ideas for the improvement of the product and for quality control, as well as to make recommendations.” The JTB was to undergo further restructuring “to create a more integrated industry” and under the new structure its mandate was to promote “the vacation image of Jamaica”.
Four overseas offices including Atlanta, Dallas, Detroit and Philadelphia were closed and the opening of the Los Angeles office was postponed. The London office was scaled down to a “one man operation and the Domestic Marketing programme was transferred to TPDCO. Vacation Sales became the responsibility of Martins Jamaica and the Planning, Research and Statistics Department was moved to the Planning Unit of the Ministry of Foreign Affairs. The Montego Bay office was set to become the “nucleus of a whole new section to deal specifically with conventions.”Special crime prevention measures were implemented in the resort areas.
Setting itself a target of 377,000 visitors in 1977 the JTB’s primary message to the travel trade was “Jamaica is Good News,” and Air Jamaica, the island’s national airline was made an integral part of the programme. The JTB in collaboration with the JHTA launched the “Boonoonoonoos Jamaica” package offering competitive prices for those who vacationed in Jamaica. An all year round programme of golf was developed on the island and the old Reservation System “ceased to be operated by the Board at the end of August 1977, and Central Reservation Service based in Miami came into operation on January 1, 1978.”
To increase airlift into the island, the JTB focused on “developing back-to-back charters from major North Eastern markets” in the United States of America. By August 1977, there was an upturn in the industry and at the end of the year, Jamaica had welcomed 386,514 visitors, surpassing its target of 377,000, with estimated tourism earnings for the island at US$ 108,419,000.
In the fall of 1977 the JTB hired the New York public relations firm Peter Martin Associates, Inc. to replace Sontheimer & Company, Inc. and in March 1978 the advertising agency Doyle, Dane and Bernbach was succeeded by Marsteller, Inc. whose contract became effective on April 1, 1978. Later the contract with Marsteller, Inc. was terminated when it was “discovered that a South African national was put in charge of handling the Jamaican account.” In May 1978 Hoffman Mann, Inc. was appointed “vice” Marsteller, Inc. to handle Jamaica’s advertising.
The baton of leadership of the JTB was passed to Desmond Ben Henry who was appointed Director of Tourism effective March 1, 1978 at the resignation of Adrian Robinson. In the period which followed emphasis was placed on promoting Jamaica as an all-year-round, unique and diverse destination highlighting each resort area. The Board’s marketing campaign created by Hoffman Mann, Inc. using the slogan, “Jamaica-We’re More than a Beach, We’re a Country” captured the essence of the message and continues to resonate many years later.
A Los Angeles based District Manager was appointed in April 1978 although the JTB had to cease operations in three of its four prime markets in North America “remaining only in New York”. London became the headquarters for the JTB’s European operations on April 1, 1978 and the JTB contracted the services of the public relations consulting firm P.R Funktion AB for Scandanavia “an area of Great potential.” The Board also continued its thrust into the “black” market by promoting the island in black oriented media and the “Miss Black America” pageant was held in Jamaica in 1980.
The upturn in the industry continued into 1978 as the JTB intensified its efforts to regain the ground that it had lost. Its public relations campaign focused on showing Jamaica at an exciting stage of development to counter the image associated with crime and violence. “Taste of Jamaica” parties showcasing the positive aspects of the island were staged and the “Jamaica – We’re Warmer” winter campaign of 1978/1979 encouraged visitors to escape the cold weather of the north. The new Jamaican summer music extravaganza “Reggae Sunsplash” also received extensive promotion in North America.
In December 1978 the Time Sharing” concept was introduced to Jamaica through the American based firm “Interval International.” Participating hotels included Rose Hall Intercontinental, Holiday Inn, Ocho Rios Intercontinental and Mallards Beach. As a result of the JTB’s efforts visitor arrivals in 1978 totalled 532,864 an increase of 37.9% over 1977 with earnings of US$148,200,000.
Further changes in the operations of the JTB were also implemented in 1979. The office of General Manager for North America was moved from New York to Miami and a new General Manager appointed. The decision was also taken to establish a Cruise Shipping Division within the JTB.
The JTB’s efforts were rewarded when in October 1979 the organization was placed among the top five tourist boards in New York City according to a “New York Times” survey, a position which it also held in a January 1980 “Voice” survey. By the end of 1979 visitor arrivals had reached 593,571 surpassing the peak figure of 553,258 which it had reached in 1975. Estimated earnings from tourism was US$194,300,000.
The increase in arrivals was reversed in 1980 largely due to the General Elections in October which were accompanied by an upturn in crime and violence. Air Jamaica also ceased operating charters out of the European market on October 31, 1980. Tourist arrivals showed an 8.5% decline with figures at 543,088 although earnings reflected an increase of 24% at US$241,700,000.
The change of government following the elections also brought changes to the JTB in the form of a new staff structure led by the new Director of Tourism and Chairman of the Board, John Gentles. The Board now came under a Ministry of Tourism with former Director, the Hon. Eric. A. Abrahams as Minister.
The aim of the new government was to “maximize revenue earnings from the tourism sector and to provide conditions which would facilitate the growth of the industry and the country.” A recovery period of 18 months was set for the industry. In 1981 the merging of TPDCO with the JTB which was started the previous year was completed. A Product Department was subsequently formed within the JTB and its Central Accounting System was also relocated from Miami to Jamaica for the start of the 1982/1983 financial year.
Young & Rubicam was appointed the JTB’s advertising agency and the theme of the Board’s new marketing campaign was “Come Back to Jamaica.” The campaign was conducted at various levels. The ratification of a tax treaty between the American Government and the Government of Jamaica in December 1980 facilitated tax deductions for American firms and associations which held meetings and conventions in Jamaica. Some 372 groups with over 30,000 persons visited Jamaica through the efforts of the JTB’s Groups and Conventions Department. A US/Jamaica Business Committee was formed as this was considered a marketing opportunity for the JTB. There was a concentrated marketing effort on the West Coast targeting students and “Black Ethnic” markets. A special “Rest and Relaxation” programme was aimed at travel agents and by 1981 television was used as the prime medium for advertising Jamaica as it provided “more coverage and impact.” By the end of the year (1981) 551,878 visitors come to Jamaica, an increase of 1.6% over 1980 with earnings of US$284,300,000.
The increase in arrivals continued in 1982 another record year for tourism with total arrivals at 670,202, the highest number of arrivals ever recorded in Jamaica in any one year up to that time. There were some 80,168 arrivals from Canada making 1982 the best year ever for Canada and cruise passenger arrivals increased by 39.2% to 194,430 making that the highest number of passengers ever recorded at that time. Estimated earnings totaled US$337,800,000 an increase of 19% over 1981.
During 1982 the JTB reorganized its overseas departments returning its head office to New York after being in Miami for three years and a new office was opened in Montreal, Canada under the supervision of a District Manager. The Groups and Conventions Department was re-structured and Managers appointed in Miami, the Midwest and Los Angeles to solicit business. The Board also entered into a sales and consulting agreement with “International Meetings and Marketing Incorporated”, (IMMI) to secure business for Jamaica.
The JTB appointed the “Travel Representatives Abroad Corporation” (TRAC) as marketing and promotional representatives in Central and South America and established the Jamaica Tourism News Bureau in New York.
At home, following negotiations, the Reynolds Mines in Ocho Rios agreed to make their pier available to “supplement berthing capacity for cruise ships.” A “comprehensive” training programme was started by the Ministry of Tourism and the JTB to familiarize participants on aspects of Jamaica to improve service. The JTB Courtesy Unit was expanded to alleviate the harassment of visitors with patrols on beaches, streets, craft markets and shopping areas visited by tourists.
In 1983, the local advertising and public relations firm, NCM succeeded Grimax Advertising Limited and developed a campaign exhorting Jamaicans to “Be Proud of Jamaica”. “Focus on Tourism” a half hour radio programme produced locally by Joan Williams & Associates Limited was aired on JBC radio. A new welcoming programme was initiated at the Sangster International Airport and 12 “welcome hostesses” appointed. “Jamaica Welcome” brochures were produced and given to every visitor to the island and special events were created to fill the vacuum of the slow periods.
The “Sports Illustrated” annual bathing suit edition reputed to reach an estimated audience of over 8,000,000 was shot entirely in Jamaica and according to the magazine’s editors the issue was “the most successful, comprehensive and discussed bathing suit issue in its 24 year history.”
The JTB ended 1983 as winner of the UK “Travel Awards Advertising Award” and with visitor arrival figures at 782,943 a 16% increase over the previous year. Cruise passenger arrivals also increased by 8% to 210,153 and earnings were at US$339,200,000.
CHAPTER 4: COME BACK TO JAMAICA (1984 –1994)
The period 1984-1994 was characterized by new developments in Jamaica’s tourism, some of which were brought about by changing technologies as well as the JTB’s continued exploration of new marketing methods and additional markets as far away as Japan. Jamaica was also many steps closer to shedding its image as a winter vacation destination and becoming an “all-year (four seasons) vacation spot”.
The Board wrote a new chapter in its history in June 1984 with the appointment of Carrole Guntley, as the first female Director of Tourism. The Ministry under whose auspices the Board now fell was the Ministry of Mining, Energy and Tourism and a new Board of Directors was appointed in September of the same year. For the first time since the JTB was established, the post of Chairman of the Board was held by two separate individuals with Leo Wyman Acting as Chairman until Senator John Issa was appointed in September 1984.
Other restructuring operations, partially due to budgetary constraints, followed at the outset with the closure of the JTB’s Continental European office in Frankfurt, Germany in July of 1984. The Courtesy Corps and Courtesy Unit were “amalgamated under the name, Courtesy Unit’ ” that August but by 1987 it would be placed under the supervision of the Police. Work commenced on revising the Tourist Board Act to improve standards within the industry and the Standards Unit was subsequently “resuscitated” and a Director employed. Legislation was enacted in 1985 to decrease harassment which by then was beginning to have “a negative impact on the tourist trade.”
Under the tourist Board (Amendment) Act of 1985 the JTB was given the “necessary authority to inspect and license tourism enterprises and take corrective action.” In 1987 the Board’s Licensing Unit embarked on a programme to license all 4,000 tourism enterprises in Negril, Montego Bay, Ocho Rios and Port Antonio, including 1,800 vendors. The JTB also placed great emphasis on training and in 1986 the Runaway Bay HEART (Human Education and Resource Training) Academy was established with the assistance of the Board’s training department.
With visitor arrivals now showing a steady increase at 843,774 for 1984 over 782,953 in 1983, the JTB’s sights were set on attaining the 1,000,000 visitor milestone in the fiscal year 1985 / 1986.
To increase airlifts into the island, in May 1984 Air Jamaica introduced non-stop twice-weekly Los Angeles to Montego Bay service. The Board also diversified its marketing efforts into various special interest areas including health, fitness and sport, ethnic programming and entertainment.
In 1985 the JTB signed an agreement with the Professional Golf Association (PGA) for Jamaica to host the Annual Mazda Golf Championship which offered a record first prize of US$500,000. The tournament was staged at the Tryall Club in December of that year.
The gas price increase and resulting demonstrations which ushered in January 1985 had a negative impact on the industry and at the end of the year the JTB failed to meet its one million visitors’ objective. It was also a significant year for arrivals from Canada as the number of visitors surpassed the previous 1982 mark for a record 82,294. Total estimated earnings were US$ 406.8 million.
To intensify its marketing effort the Board through its advertising agency Young and Rubicam used the “old ‘Come Back to Jamaica’ theme” to create an advertising campaign which focused on both “the visitor and the product.” Television commercials highlighted Jamaica as a destination for romance, excitement and self discovery and in January 1986 a major travel agent’s incentive programme “make it Jamaica” was launched. The JTB also produced a Hotel Value Guide as well as the cruise video “Jamaica All Ashore” which showed the island’s four ports – Montego Bay, Ocho Rios, Port Antonio and Kingston. The trade shows “Jamaica Challenge” and “Jamaica Marketplace” were held in the island in the spring of 1986 and BWIA resumed service to Montego Bay and Kingston.
The introduction of scheduled weekly Concorde service from New York to Montego Bay for the winter of 1986 / 1987 provided an additional 1200 airline seats into the island and created additional marketing opportunities for Jamaica. In 1987 the JTB also completed negotiations with the German airline LTU to fly once per week to Jamaica. The Board also converted the prowess of Jamaica’s Bobsled team into additional marketing opportunities for the island.
During 1986 the restructuring of the Board continued. The functions of the Groups and Conventions Department were incorporated into the activities of the regional offices. On September 15 the JTB opened an office in Dallas, Texas to cover the South Western region. The Los Angeles office was also upgraded to a regional office and the UK office received a regional manager with responsibilities for UK-Europe. The Frankfurt office was also reopened in mid 1986.
In May 1986 “Graycom International” was contracted as the JTB’s public relations firm in New York and in the United Kingdom the public relations firm “Publicity Plus Limited” was appointed in September of the same year. In November 1987, “Target Public Relations Company” was appointed to represent the JTB in France and “Shandwick Communications Limited” was the selected representative in the United Kingdom.
The JTB’s marketing efforts were rewarded as 1986 was a record year for tourist arrivals to Jamaica. The island welcomed a total of 954,621 visitors, of which 278,507 were cruise ship passengers. Estimated visitor expenditure was US$516 million. Jamaica was ranked fourth in the Caribbean for cruise ship passenger arrivals that year.
To realize the potential offered by the Japanese market, on October 1, 1986, the JTB contracted the “Carrington Group” to be its official representative for Japan. In December 1987 tour packages to Jamaica were launched and by 1990 the Japanese market began to grow rapidly with over 6,000 visitors to Jamaica compared with 1,800 in 1988. In 1991, visitor arrivals from Japan grew to 11,462, an 87.8% increase over 1990.
The Board mounted marketing initiatives to reach Black Americans in Atlanta, Houston and Dallas as well as other North American areas such as Orlando and Fort Lauderdale in Florida and New Orleans. The JTB also explored the Spanish speaking community in Dade County, Florida and pushed to “make Jamaica a primary destination in the Latin American Market.” Through VASP/ATI Viajes weekly charters, air service was established to Jamaica from Brazil and Argentina.
Locally, the JTB continued its effort to increase awareness about the industry, decrease harassment, create events to promote social interaction between visitors and locals, encourage Jamaicans to vacation in Jamaica and educate the local media about tourism. “Tourism and Me”, the “Schools Tourism Programme” developed by the JTB in association with the Ministry of Education and the Jamaica Teacher’s Association to sensitise children to the economic importance of tourism to Jamaica, began in January 1987. The local summer promotional programme “Jamaica Bruckins” as well as a “Student Week” was introduced and the VIJ (Very Important Jamaican) Holiday Programme was launched in association with Grace Tours.
For Jamaica’s tourism, 1997 proved to be another historic year. Although the Stock Market crash in October in the United States of America adversely affected visitor arrivals to Jamaica, the one million visitor mark was reached and exceeded on December 17. A total of 1,037,634 visitors arrived in the island and with this achievement Jamaica became the first country in the Caribbean to welcome one million visitors in a 12-month period. Visitor expenditure was estimated at US$595 million. As a result of the JTB’s efforts in the region 5,758 visitors from the Caribbean were numbered among those who came to the island.
Over 1988 – 1989, the challenge for Jamaica’s tourism sector included poor regional sales; crime and violence involving Jamaicans at home and abroad which resulted in negative media reports; looming General Elections and the passing of Hurricane Gilbert which devastated the island on September 12, 1988.
The JTB’s initiatives to encourage travel to Jamaica as well as to improve the product included contracting “Sergat Italia” to represent the island in the Italian market; instituting a Spring Break programme in March 1988 which attracted 3,000 students to Jamaica, and the hosting of 1,200 travel agents in May 1988 courtesy of the “Jamaica Update” programme.
Locally, the JTB launched the “Protect Our Tourism” anti-harassment campaign which featured popular Disc Jockey “Lt. Stitchie” and radio personality “Barry G” among others. Recognising the growing importance of Mandeville and the South Coast to the industry, the JTB opened an office in Madeville and appointed a District Manager to oversee operations. In June 1988 the first “Hot Air Balloon Festival” co-sponsored by the JTB was held in Montpelier. Participants included six Americans, seven English one Canadian and one Jamaican. At the JTB’s urging, the Shell Company Limited also installed a number of “Traveller Information Centres” in gas stations in resort areas and major towns across Jamaica.
New attractions which began operations during the year included Crystal Springs in Buff Bay, South Coast Safari in Black River, Calypso Rafting in Ocho Rios and Paul Cross Nursery in Mandeville. The newsletters, “The Tourism Talk” and “Tourism Update” for the Jamaican community resident in the United Kingdom were produced in 1988 and 1989 respectively.
To stimulate business for Jamaica following Hurricane Gilbert, the JTB launched the “Join the Jamaica Trail” travel incentive programme at World Travel Market in December 1988. The Board intensified its advertising campaign around the theme “Jamaica is Better Than Ever” using “spot” and cable television, newspapers and magazines to disseminate the message. As a result of the JTB’s public relations campaign, the Public Relations Society of America awarded its 1988 Big Apple Award for Excellence in the Crisis Communication category to the JTB’s public relations agency for restoring Jamaica’s image after the Hurricane.
Following the General Elections of February 1989 and the subsequent change in Government, an organizational review of the JTB was commissioned to determine its efficiency and effectiveness. This was followed by restructuring activities which included the separation of the Sales and Marketing functions and the appointment of a Deputy Director of Tourism for each portfolio in an effort to maximize each activity. On April 1, 1989, “Peter Martin Associates, Inc.” was re-appointed the Board’s public relations agency in New York and in August “Barclay Stratton Public Relations” replaced “Shandwick Communications Limited” in the United Kingdom. The operations in Dallas were “down-scaled” to a field office and the JTB’s Sales Office was also relocated from New York to Miami on October 1, 1989. In March 1990 Foote Cone Belding /Leber Katz Partners (FCB/LKP) was selected as the new JTB advertising agency worldwide.
A Miami-based Consultant /Advisor was appointed to the Cruise Ship Division of the Jamaica Tourist Board and the Ministry of Tourism and in June 1989 the JTB’s office in London was relocated to the Victoria Mutual Jamaica Building at Gloucester Place.
In 1989, for the first time the JTB revised its statistical reporting to include non-resident Jamaicans visiting the island in its arrival figures.
Continuing its special events and promotional efforts, the JTB co-sponsored the first Kite Flying Festival to be held in Jamaica on May 23, 1989. The Board was also successful in attracting the Motown / Pepsi “Soul by the Sea” concert and television special to Jamaica which was held on the beach at Tryall in November 1989.
In 1990 the JTB along with the JHTA entered into an arrangement with Rick Still and Associates to develop and produce two conferences per year in Jamaica beginning in January 1990. This arrangement gave birth to JAPEX, the highly successful sales event held annually in Jamaica for buyers from Latin and Central America, Europe and the Far East at JAPEX I and JAPEX II which caters to buyers from North America. In 1990 JAPEX I attracted 90 suppliers and 60 buyers to Jamaica. In 1991, 372 “delegate buyers” attended the event. In May 1991, JAPEX II was attended by the “strongest buyer delegation ever to come to a single destination tourism sales conference in the Caribbean.”
In an effort to continue to heighten local awareness about tourism plans were outlined under the “Schools’ Tourism Programme” to develop a “Reference Text” on tourism for secondary schools and to commemorate World Tourism Day in September 1989 a tourism quiz was aired on JBC Radio One.
The JTB’s reputation for winning important industry awards was enhanced when in 1989 the Canadian office was recognized by travel industry peers with the “Foreign Tourist Board of the Year Award,” a first for the Caribbean.
To boost arrivals from Latin America the JTB worked with the Ministries of Tourism and National Security to remove the visa requirements from Mexico, Argentina, Chile, Costa Rica, Venezuela, Brazil, Uruguay, as well as all EEC countries including Spain and Portugal. By 1992, some 11,852 stopover visitors had arrived in Jamaica from Latin America. The JTB also contributed to the draft of a Five Year Plan for tourism.
Internationally, the 1990’s were heralded in by war in the Persian Gulf (1991) and economic recession in Jamaica’s primary overseas markets. Three major air carriers to Jamaica; Eastern, Pan American and Continental Airlines, all declared bankruptcy. For world tourism, changes were again evident as safety became increasingly important to potential travellers who, at the same time, also wanted to have more diverse and meaningful travel experiences.
Growing emphasis was placed on niche marketing and the provision of facilities such as family oriented resorts, healthy lifestyle options and satisfying the visitors’ need to have “cultural” experiences. The proliferation of computers and the increasing popularity of the Internet created a more global perspective for users, including consumers as they now had easier access to information. The impact on the travel industry was beginning to be felt. This was also the era in which Eco tourism and the world’s concern with protecting and preserving the environment gained momentum and in June 1992 an Eco Tourism conference was held in Port Antonio. In cruise shipping, this was the age of the “mega liners”.
In September 1990 Robert Stephens was appointed Director of Tourism with O.K. Melhado who was later succeeded as Board Chairman by Raphael (Rae) Barrett in May 1991. The international as well as local climate demanded that the JTB remain an aggressive leader in the marketplace, and the Board mounted massive print and television advertising campaigns as well as increased public relations and promotional activities.
To underscore the uniqueness of the Jamaican experience, the JTB in 1990 launched “One Love.” This eventually became its “signature” campaign theme using reggae music and what would later be hailed as the most internationally acclaimed of Bob Marley’s songs,. The campaign went on to win an award in the advertising category in the” World Travel Market International Tourism Promotion of the Year” competition.
Promotional and other highlights of the period include the staging of JAPEX II which was held in May 1990 for the North American market; a 32 station radio satellite remote broadcast which lasted over two weeks with 640 hours of air time; the “Jamaica Classic Golf Tournament” which was held at the Tryall Club in January 1991 in which 79 professional golfers participated. It was also broadcast live on ESPN. In December 1991 the inaugural “Johnnie Walker Championship of Golf Tournament” was also held at Tryall offering a U.SS$2.5 million purse with a first prize of US$525,000. The staging of the second Pepsi/Motown Soul by the Sea special was held at the Wyndham Rose Hall Hotel in December 1991.
In the area of product improvement, in1990 a Bed and Breakfast programme for “budget” visitors was launched in the Corporate Area and this was monitored by the JTB to ensure that standards were upheld. In December of the same year, construction was completed and the cruise ship terminal was opened in Montego Bay. The JTB published the “Port of Montego Bay” brochure to coincide with the opening. In June 1991, the Carnival Cruise Lines Mega Liner “Ecstasy” with a capacity of 2,600 passengers, made its first call at the Reynolds Pier in Ocho Rios. This “ushered in a new era for the island’s cruise shipping industry.” The facilitate cruise visitors the JTB also collaborated with JUTA to establish a shuttle bus service for cruise ship passengers to have easier access to the craft market.
In a further restructuring exercise in 1991, over 120 posts at the JTB were made redundant. The Courtesy Office ceased operations on June 30. Overseas offices were closed in Montreal, Detroit, Philadelphia, Boston Dallas and Atlanta. The New York, London and Frankfurt offices were required to operate out of more “modest accommodations.” “Sergat Espana” was appointed as JTB representatives in Spain and “M.S.A. Representaciones Ltda.” was contracted in December 1991 to represent the Board initially for two years.
To encourage community involvement, the JTB launched the “New Tourism Coalition” at Port Royal on August 14, 1991. This initiative was based on “Community action planning and implementation”. The JTB’s Planning and Research Department also completed the first phase of the “Tourism Social and Economic Impact study” and collaborated with JAMPRO to produce a “Portfolio on Investment Projects”, outlining areas that could be of interest to investors.
In the Fall of 1991 the JTB embarked on a “Strategic Business Plan” to set realistic targets for growth for the organization which was completed in 1992.
On May 11, 1992 the JTB officially launched its scholarship programme with three scholarships named for Carrole Guntley-Brady, John Pringle and “Ma” Ewen. In that year, Lindo/FCB was also contracted locally to develop the Board’s marketing communications programme in Jamaica.
To increase Jamaica’s offerings to visitors the JTB in October 1991 introduced “Caribbean Sports Marketplace” in an effort to improve “Jamaica’s ability to attract and stage sporting events.” In July 1992, the Board also opened a new Information Centre at the Norman Manley International Airport.
As a result of continued recession and budgetary constraints, the JTB undertook further restructuring for greater efficiency. In 1992 the Board redefined its “main role and function to that of marketing only”, reduced the number of posts from 310 to 198 and eliminated “all posts and functions” unrelated to marketing. With the resignation of the Deputy Director of Local Marketing and Public Relations, a Deputy Director for Advertising and Public Relations assumed overall responsibility for the functions. Both the New York and London offices were re-located and the district sales office in Montreal was closed. The German office was also closed and a German representative appointed on October 1, 1992.
The JTB was to face further challenges in June 1992 when the British Government issued a travel advisory on Jamaica. To stem the rise in crime and violence armed forces were deployed to the resort areas to ensure visitor safety.
To augment its advertising and public relations campaigns and make its presence felt in the marketplace during 1992, the JTB brought some 1,195 travel agents to Jamaica on familiarization trips. The Board also sponsored “its first incentive familiarization trip for 12 top incentive … producers from Southern California in June,” and participated “Black Expo” organized for “suppliers of services to the black community.”
Despite the challenges, total visitor arrivals for 1992 were 1,563,097, an increase of 16.6% over 1991. The 187,874 European tourists who were included in that number in that year catapulted Jamaica from being in the top eight, to “join Cuba and Martinique as the three most popular destinations for Europeans.” Stopover arrivals from both Latin America and Japan also grew to 16, 642 and 15,901 respectively. Visitor expenditure for 1992 was estimated at US$858 million.
The JTB was to undergo further changes in 1992 with the departure of Director of Tourism Robert Stephens at the end of his contract in August. The organization “operated without a Director of Tourism between the period October 1992 and January 1994 and without a Board of Directors for the period March 1993 to August 24, 1993.” During this time, Raphael (Rae) Barrett performed the duties of Director.
Highlights of this period include the removal of the JTB’s head quarters from Tourism Centre on Dominica Drive in Kingston to the ICWI Building at 2 St. Lucia Avenue, New Kingston; the Caribbean Tourism Organization’s launch of its “Where to Go” regional marketing programme; the JTB’s introduction of “Direct Mail” as a marketing tool in the United Kingdom and Europe; the privatization of Air Jamaica which was hailed by the JTB as a “positive move” and the closure of the JTB’s Product Department.
The JTB also appointed a Senior Media Relations Manager and the “transition was made from the JTB’s Human Resource Development Department to a Public Education Unit.” This new department assumed responsibility for Public Awareness, the Library and the Information Desk. The Human Resource Department was transferred to Tourism Action Plan (TAP).
In the area of promotions, the JTB welcomed the singer Ray Charles to Jamaica and the Johnnie Walker World Championship of Golf “broke 1992 records with a worldwide viewing audience of more than 400 million people in over 140 countries.”
The JTB ended this era on a high note with a record breaking Winter performance of 329,718 stopover visitors set in 1993. Total visitor arrivals for the year was1,616,340 an increase of 3.4% over the previous year for another record year in Jamaica’s tourism. Stopover visitors from Europe reached and exceeded the 200,000 mark at 202,262. Stopover arrivals from both Latin America and Japan also climbed with the former at 26,745 for an increase of 61% and the latter at 18,660, an increase of 17%. Total visitor expenditure for 1993 was US$942 million.
CHAPTER 5: ONE LOVE (1994 – 2003)
The period 1994-2003 was defined by even more sweeping changes internationally and challenges both at home and abroad. This was the age of globalization. The further development of information-communication technologies and the growth internationally, for example, in 24-hour cable television which caters to a multitude of interests; and the availability of “instant information” through computers and the Internet, revolutionized global marketing. There was a dramatic increase in the use of these technologies both in the travel industry as well as in other spheres of general life. Their reach and impact became even more apparent with the Y2K scare in 1999.
All-inclusive hotels which came to prominence during the 1980s were to become increasingly popular during the 1990s and in 1995 Jamaica surpassed the US$ 1 billion mark in earnings from tourism.
Jamaica, like other destinations was challenged by “slowing global economies”, “sluggish consumer behaviour”, increasing competition and insufficient air seats from key markets. The JTB also continued to face budgetary constraints and strategies had to be found to combat Jamaica’s negative image associated with crime and violence and tourist harassment. Traveller safety also became an increasing concern with the growing threat of international terrorism. This was greatly exacerbated on September 11, 2001, when four aircrafts in the United States of America were hijacked by terrorists and crashed - two in the World Trade Center in New York and one in the Pentagon in Washington, killing thousands. This incident was followed by fundamental changes in the international travel industry. Locally, more emphasis was placed on protecting the industry.
On February 1, 1994 Fay Pickersgill was appointed Director of Tourism, a post which she held until February 28, 2003. During this period the JTB was served by five Chairmen including: Raphael (Rae) Barrett (1994), Hon. R. Danny Williams O.J. (1996), Adrian Robinson(1998), William E. Clarke (2001) and Dennis Morrison (2002).
Despite the negatives, the JTB recorded many successes during the period. The “magic” of modern technology, increased media outlets and creative advertising “put Jamaica in front of more consumers and members of the trade than ever before.” In 1994, for the first time, the “One Love” commercial was broadcast worldwide through Cable News Network (CNN), and Jamaica’s television advertisement was “aired throughout the United Kingdom and Europe, North and South America – a first for any Caribbean destination.” New advertising was also created for the African American market.
Internet service was introduced in 1994 and hailed as the “new marketing frontier, with major implications for those involved in travel marketing, sales, planning and purchasing.” The Board declared its intent to “exploit it to its full potential” and in 1995 took the initiative to computerize its offices worldwide. The JTB also pioneered the “Jamaica Travel Special Programme” in 1994 to build loyalty between the organization and travel agents and staged the “Caribbean Sports and Special Events Conference” at the Jamaica Pegasus Hotel in Kingston in September of that year.
The Board’s efforts also won for Jamaica many accolades from the industry in 1994 as the island was voted: the number one honeymoon destination; number three among single working women and number eight overall among 70 countries surveyed. The World Market Travel Awards and Travel Trade Gazette also voted Jamaica “Top Caribbean Destination” and the JTB “Top Caribbean Tourist and Convention Board” in 1994 and 1995 respectively. Jamaica was also voted the “Top Caribbean Destination” for the fourth consecutive year at the World Travel Market Awards in 1997 and programmes prepared for the JTB won 16 Golden Bell Public Relations Awards in New York in 1997.
The JTB’s marketing efforts resulted in a record breaking winter performance as Jamaica welcomed 345,863 stopover visitors to break the record set in 1993. The growth in the Japanese market continued as stopover figures exceeded the 20,000 mark. Arrivals from this market would continue to increase for the next two years. In 1994 “Non-resident Jamaicans” were also included in the JTB’s annual statistical report for the first time.”
While it marketed abroad, the JTB also continued to reach out to communities and industry workers at home. In 1994, the Board launched the Community Outreach Programme, “We are Jamaica. Let’s Make it Great.” The JTB also partnered with the JHTA in an initiative to give teachers a “first-hand” view of how tourism works. An active schools’ programme including the establishment of Tourism Action Clubs, the organization of Curriculum Development Workshops, the Conde Nast Essay Competition and presentations on career options in tourism, were all part of the JTB’s programme in 1995 the effort to heighten awareness about the industry. In 1996 work also commenced on the “Infusion of Tourism in Education Programme”, which was developed with the Ministry of Education. It aimed to “introduce and teach tourism concepts to students through the most facilitatory subjects.”
There was more change at the JTB when in 1995 the tourism portfolio was placed within the Office of the Prime Minister under the direct supervision of a Minister of Tourism. On May 1, Basil Smith was appointed Deputy Director of Tourism for Local Communication and on December 18 Allan Gotting, Director of Cruise Shipping. On April 1, 1996 a marketing sub-committee of the Board of Directors was appointed to develop a long term strategic plan for the industry’s growth.
The JTB launched an aggressive marketing campaign to combat increasing regional and international competition as well as the negative perception that Jamaica was unsafe, unfriendly, and an all-inclusive destination. Among its activities, increased efforts were made to “reach out” to Jamaican communities overseas; the “Friends of Jamaica Programme” which targeted the “grassroots” was launched at a special presentation in New York; a “Tourism Helpline” providing 24-hour “response service” to assist visitors who need information was established; and on February 14,1996 the JTB also launched the Honeymoon Trail” a new programme for visiting honeymooners which also facilitated easy passage through the Sangster International Airport. To make a greater impact in Latin America, the JTB along with American Airlines embarked on a programme to familiarize journalists from the region with Jamaica.
The capital city of Kingston whose image had been tarnished by crime and violence over the years, was given a boost in May 1996 when for the first time since it was introduced in 1991 JAPEX was convened in the city instead of Ocho Rios or Montego Bay. The event was again held in Kingston in April, 2000 a move designed to help in “repositioning Kingston as a desirable centre for tourism.”
By 1996, the “One Love” theme had become the “musical logo” for the JTB and its use would continue beyond 2003.
The 1990s was a significant period in cruise shipping with the increase in mega liners which have the capacity to carry thousands of passengers on each trip. In 1996 Jamaica recorded a year of “explosive” growth in the cruise business with the visit of the “Carnival Destiny” of Carnival Cruise Lines with 2,600 berths; the “Galaxy” of Celebrity Cruise Line with 1900 berths. Cruise passenger arrivals in 1996 numbered 658,178, over 50,000 more than 1995. Of that number a record breaking 456,312 cruise passengers visited Ocho Rios. In 1997 the “Splendor of the Seas” and the “Enchantment of the Seas” also started calling at the Ocho Rios Port, bringing an additional 4,000 berths to the island. Again, records were broken when for the first time, cruise passenger arrivals to Jamaica exceeded the 700,000 mark and Ocho Rios welcomed 532,408 passengers.
With a fully functional Local Communication Department, the JTB in 1996 launched a comprehensive campaign using a variety of media including print, billboards, radio and television. The programmes “Doin’ the T” and “Putting Yourself in the Picture” were developed to highlight opportunities in tourism as well as well as the industry’s positive impact on the lives of Jamaicans.
The radio drama “Nora by the Sea” which explored the lives of “ordinary” Jamaicans who work in tourism was also developed. The Department also prepared the “JTB Newsbrief” a twice weekly newsletter containing important reports covered by local newspapers for dissemination to all JTB offices both locally and overseas. In 1997, 49 high schools participated in the “National Tourism Quiz” competition which was held for the first time.
Further changes were to come in 1997 with the appointment of a new Minister of Tourism in April and later a new Board on August 1. Changes were again made to the Board in July 1998.
The advances in communication and the ability of the new information technologies to “shrink” the globe resulted in Jamaica and its markets as well as its competitors operating in closer proximity than ever before. Recognising the necessity to claim its place in an increasingly globalized world, the JTB developed the “Global positioning statement”: “Jamaica is the most complete, diverse and unique warm weather destination in the world, delivering the best vacation value available.” To protect brand “JAMAICA” the Board also shifted its marketing strategy to “Master Brand Management”.
The JTB embarked on a comprehensive re-structuring programme in 1997 which resulted in the establishment of two international marketing divisions: “The Americas”, which covered the United States of America, Canada, Latin America and the Caribbean; and Europe and the Far East, which covered the United Kingdom, Europe, Japan and the Far East.
Strong emphasis was placed on resort area marketing as well as niche marketing as it became increasingly important to cater to special interest groups such as hikers and nature lovers, horticulturalists, honeymooners, families, African Americans and non-resident Jamaicans.
In July 1997, the JTB published the first edition of the “Feel Alright” newsletter to “bring current information to a database of 5,000 off-shore meeting and incentive planners on Jamaica’s group product.”
The Board also restructured its local operations in 1997 to give the Corporate Planning Department a lead role in the development and execution of marketing programmes. The Local Communication Department was reorganized into three sections – Regional Offices, Events and Special Projects, and Public Relations and Promotions – with each of the three sections led by a General Manager.
For the fiscal year 1998 / 1999 the JTB contributed to the Office of the Prime Minister’s “Tourism priority programme” which was “the development of the country’s first comprehensive, long term Master Plan for Sustainable Tourism Development”. The JTB also introduced the “Insider’s Jamaica” programme to promote small EP hotels and a “Direct Mail” programme was also implemented.
During the period, particularly between 2000 and 2003, the JTB placed special emphasis on the staging and marketing of special events, some of which were either created or supported by the Board to provide added attraction and entertainment; highlight the island’s diversity and give visitors a “real taste” of Jamaica. The participation of Jamaicans in these projects also brought economic benefit to the areas in which they were staged. The JTB was heavily involved in planning, organizing and promoting annual events such as the South Coast Craft and Shrimp Festival; Jamaica Spice Food Festival; the Portland Jerk Festival, which from its introduction in 2000 has been one of the largest food festivals in the Caribbean; the Trelawny Yam Festival; Columbus Regatta held in Discovery Bay, St. Ann; the Drax Hall Kite Festival; the Ocho Rios Jazz Festival; the Air Jamaica Jazz and Blues Festival; Reggae Marathon held in Negril and the Fun In the Son Gospel Festival which was launched as an alternative for Spring Break in March 2002, among others.
Jamaica created history in 1998 when through its national football team, the “Reggae Boyz” the island became the first English speaking territory to qualify for the World Cup finals which were held in France. The JTB saw this as a great promotional opportunity for Jamaica and a number of special activities were planned featuring the team. A highlight of this effort was the construction of a giant football which was used to create “massive” publicity around the Reggae Boyz. The ball was inaugurated at the Charles de Gaulle airport in France in June 1998 and was the focal point for visitors to Paris during the football competition. It was subsequently submitted by the JTB to the Guinness Book of World Records for consideration.
Among the JTB’s activities during 1999 were a number of highlights. Through the Public Education Unit, the Board, “played an important role in structuring the Masters Degree programme in Tourism and Hospitality Management,” at the University of the West Indies, Mona. To stimulate increased travel to Jamaica the organization also expanded and launched the “Insider’s Jamaica” programme in the United Kingdom and Europe in November of that year. To encourage Jamaican nationals around the world to keep informed about activities at home the JTB launched a new “Homecoming” website – www.jamaicahomecoming.com . Jamaica also welcomed the world’s largest cruise ship, the “Voyager of the Seas” with a capacity of 3,600 passengers.
Despite its many achievements, 1999 proved to be a challenging year for the JTB. The negative publicity attracted by the “gas price demonstrations” in April, demanded immediate strategies and a creative “Recovery Programme” to counter the damage to Jamaica’s image. A major cable television advertising campaign in North America and the United Kingdom; the scheduling of numerous familiarization trips and an “aggressive multi-faced public relations campaign overseas,” were some of the activities implemented by the Board.
As the world anticipated the coming of 2000 and the dawn of a new millennium, the industry had to confront the “Y2K Challenge” which caused some nervousness among consumers as there were “concerns about the potential failure of the computer systems to handle the date change from 1999 to the year 2000.” This was thought to have potentially negative repercussions for air travel.
While these negatives had their impact, the industry’s resilience was demonstrated in a “2% increase in stopover arrivals and a 14 % growth in cruise passenger arrivals for the year.” Estimated earnings for 1999 were over US$ 1.2 billion.
The appointment of a new Minister as head of the newly formed Ministry of Tourism & Sport as well as Entertainment and Women’s Affairs in 2000, meant more changes for the JTB which came under the Ministry’s portfolio. The Board was challenged to reflect this “fusion” in its operations, a task which was not considered counter to the range of activities in which the JTB was already involved.
During the year the Board continued to be challenged by budgetary constraints as well as recession in some of its markets. Arrivals from Japan which had showed early encouraging signs of growth had declined from a high of over 23,000 in 1995 to 8,411 in 1999. The decision was taken in 2000 to close the office and “ Bob’s Network”, a marketing company, appointed to represent the JTB in the region.
The Groups and Conventions Department whose primary responsibility is to attract group business to the island by positioning Jamaica as an ideal location, successfully staged the first “Jamaica Meetings Exchange” (JAMEX) at the Half Moon Hotel in Montego Bay in June 2000. The JTB welcomed over 700 students from schools across Jamaica who attended the third annual ‘Youth in Tourism Conference” in October 2000 at the Renaissance Jamaica Grande Hotel in Ocho Rios.
In addition to a “slowing down of world economy”, the island’s “tourism industry had to face one of the most difficult years in recent tourism history” in 2001. Violence at home in West Kingston in July 2001 greatly affected Jamaica’s image in the marketplace and “Operation Grow” a marketing strategy implemented by the Ministry of Tourism & Sport and the JTB to “drive” short term bookings and devise longer term strategies to “improve Jamaica’s image in main source markets”, helped to reduce the impact of the related incidents.
The world travel industry, including Jamaica received a devastating blow on September 11 of the same year as a result of the terrorist attacks in the United States of America which permanently altered the face of international travel. In response, the JTB implemented phase II of a modified “Operation Grow”. Through its marketing activities the Board maintained a “strong presence” in the “US market by way of sales and public relations activities as well as a co-ordinated advertising effort, transitioning from a message of solidarity with the American people to a sensitive and appropriate “invitation” to consumers to “revive your spirit and renew your soul” in Jamaica”.
Despite a decline in arrivals for 2001 it was evident that these initiatives were effective in minimizing the effects of the events. Total stopover arrivals for 2001 showed a 3.5% decline at 1,276,516 while cruise passenger arrivals declined by 7.4% at 840,337.
A measure of the JTB’s impact in the marketplace was also reflected in the travel industry’s recognition of its efforts. The Groups and Conventions Department won the “Successful Meetings’ Pinnacle Award” and “Incentive Magazine’s Platinum Partner Award” for the third consecutive year while Jamaica won the “Corporate & Incentive Travel’s Award of Excellence”. Caribbean World Magazine’s Platinum Award for “Best Island of the Year” was also presented to Jamaica.
In 2002 the continued nervousness in the travel industry was exacerbated as the United States of America, Jamaica’s primary market, prepared to go to war against Iraq. Jamaica also faced General Elections in October. The JTB mounted a “precise and focused deployment of innovative sales and marketing strategies” targeted not only at consumers but also travel agents.
Based on a review, the decision was also taken to redesign and modernize the www.jamaicatravel.com website “to take advantage of recent advances in internet technology and its application to tourism marketing.” While the contract to complete this task was awarded to the firm “Motivo” in 2002”, the new site www.visitjamaica.com was launched on March 20, 2003.
In 2002 the JTB had also implemented an “Intranet portal” a “company-wide information platform which bound together the necessary information for all employees to perform their jobs more effectively.”
In April 2002, the JTB appointed Global Marketing and Sales, Inc. (GMS) and re-launched its Latin American Division “which serves as the liaison between the tour operators and the hotels.” The challenge for this promising market continued to be the availability of airlifts into the island. In 2002, there was a notable 53.8% increase in arrivals from Spain.
During the year the JTB lent its expertise in the areas of public relations, hospitality, and media relations to the staging of the ninth “IAAF World Junior Championships in Athletics” held at Jamaica’s National Stadium in July. The island successfully hosted some 2,000 athletes and 210 coaches for what was hailed as the “largest athletic meet to be hosted in Jamaica.” The celebration of Jamaica’s 40th anniversary of Independence in August of 2002 also provided a focus for the JTB’s marketing efforts which included a host of media and commemorative events in key cities both in North America and the United Kingdom.
Through the JTB’s Public Education Department, a number of workshops were held concerning the “Infusion Programme” which is designed “to give all children between ages four and fourteen exposure to tourism concepts” through textbooks designed and distributed by the JTB in collaboration with the Ministry of Education and culture. A total of 12 workshops were conducted and six regional meetings were addressed.
The industry also got an important boost in 2002 with the opening of the “World Class Mega Yacht Marina” in Port Antonio, Portland. The Island village Entertainment complex featuring a variety of shops, restaurants and other amenities was also opened in Ocho Rios.
At the end of 2002, stopover visitor arrivals to Jamaica numbered 1,266,366 and cruise passengers 865,419 for a total of 2,131,785. Estimated earnings were US$1,209 million.
CHAPTER 6: ONCE YOU GO … YOU KNOW (2003-)
The year 2003 heralded increased changes in international travel as the world faced a new age characterized by the reality of “global terrorism” and war in the Persian Gulf between the United States of America and Iraq. While the JTB had to devise strategies to counter the effects that this “war on terror” which began in March 2003, would have on the industry, the Board was also experiencing changes of its own, as it again embarked on a programme of restructuring.
Following the General Elections of October 2002, a new Minister was appointed with portfolio responsibility for Industry and Tourism. Paul Pennicook was appointed Director of Tourism effective March 3, 2003.
Seeking to maximize efficiency in the changing global environment, the Board’s aim was to produce a “lean, aggressive, creative, collaborative and technology based” organization. The organization’s “main marketing functions” were now “to be centralized in the Board’s Corporate Headquarters in Kingston”. Among the number of “key positions” introduced was a “specialist officer with responsibility for tour operators.”
The number of local JTB offices was also reduced although arrangements were made for a presence to be maintained in the resort areas. The Board’s Montego Bay office was “strengthened” and given the responsibility for “directing the activities of marketing personnel across the island”.
The number of JTB offices overseas was also reduced to three with one each in the United States of America, Canada and the United Kingdom. In the USA, the office was located in South Florida. to maintain important linkages with consumers and the trade. While some sales personnel were retained the agreement was that they would “operate from home”.
The JTB established a new sub-committee to assess projects related to special events to determine their suitability for the organization’s support, as with the Board’s more focused approach, the decision was taken to “leave the matter of actual events development to our private sector partners.”
In October 2003, the JTB once again changed public relations agencies following a review. “Ruder Finn” was appointed in the United States of America while “Financial Dynamics Business Communication” was appointed in UK - Europe.
At the same time the Board had to maintain a high level of visibility in the marketplace, through vigorous advertising, public relations and promotional campaigns in an effort to encourage travel to Jamaica. One of its main areas of focus was the Hispanic American market which was recognized as an important growth area for Jamaica. Over 100 million viewers were exposed to Jamaica via Urban Latino TV (ULTV) in July of 2003 as the station was persuaded to shoot its pilot in Jamaica.
During the last week of June 2003 radio stations from across North America with a listening audience of over 200 million were hosted for a ‘live’ radio remote from Ocho Rios. Forays were also made into the Dutch market, another area of promise for Jamaica.
In expanding its “aggressive and targeted multi-media approach” the JTB for the first time used cinema advertising to reach an audience of over 7.4 million moviegoers in four major US cities during the months of August and September in 108 theatres with 700 screens.
The Board continued its programme for small hotels by facilitating an OAS / USAID sponsored “Small Tourism Enterprise Project Centre” and providing accommodations for this facility at the JTB Ocho Rios office.
Another record year for Jamaica’s tourism was again achieved in 2003 when the island, for the first time in its history welcomed over one million cruise ship passengers. Stopover visitors numbered 1,350,285, a 6.6% increase over 2002 with total estimated earnings at US$1,336 million.
In 2004 the JTB completed its restructuring exercises. The new structure comprised four main offices headed by a Deputy Director (Miami, USA) and three regional directors (Toronto, Canada, London, UK/Europe and Montego Bay). Both the Director of Tourism and a Deputy Director continue to operate from the Board’s corporate headquarters in Kingston.
Through its “Once You Go, You Know” campaign the JTB focused on responding to the needs of modern visitors for whom Jamaica’s art, culture, cuisine, and unique experiences as a people, provide the total vacation experience that many seek. In 2004 the “Meet the People” programme was also “revamped” and re-launched and is central to the marketing of “Undiscovered Jamaica” a programme through which the JTB continues, along with aggressive advertising, public relations and promotional campaigns, to promote the island’s rich diversity and uniqueness.
Over its 50 years of operation, the Jamaica Tourist Board has consistently set high standards for Jamaica, and despite the vicissitudes of the industry - whether caused by international forces or local occurrences, the Jamaica Tourist Board has been able to adapt, change and reinvent itself to become one of the most respected tourist boards in the world; to make brand JAMAICA one of the most recognised in the industry, and the island one of the most popular warm weather destinations in the Caribbean.
From a fledgling industry, tourism has become the main engine of growth for Jamaica and the Jamaica Tourist Board has played and continues to play a pivotal role in its development.