As a passionate advocate for the tourism industry, I’ve had the privilege of working with a wide range of businesses, from global giants like Accor to my very own venture, the iconic Aquaduck, and beyond.

My journey in tourism has been about more than just growing businesses—it’s been about transforming them through innovative strategies that not only drive sales but also create memorable experiences for customers

I’ve always been intrigued by how different businesses operate and, most importantly, how they attract their customers. My time working with the iVenture Card was a game-changer. It offered me a front-row seat to observe and contract over 150 attractions and experiences across Australia. During this time, I built attraction passes and crafted offers while gaining a deep understanding of how tourism businesses operated.

For seven years, I immersed myself in learning how people ran their businesses, priced their products, pitched their experiences, and ultimately delivered what customers wanted. It was eye-opening, and I loved every moment. By the fourth year, I found myself educating operators, sharing insights on how others were achieving success. That’s when everything began to change. Operators started reaching out to me for advice, inviting me to dinners, coffee catch-ups, and lunches where I was peppered with questions. I felt like a walking encyclopaedia of tourism knowledge.

That’s when I knew it was time to step into my own tourism operation.

Understanding the Heart of the Business

Every tourism business has its unique charm, but the key to growth lies in understanding what sets each one apart.

When I took on the challenge of revitalising Aquaduck, a beloved Gold Coast attraction for over 20 years, I knew I had to dig deep to uncover what made it special. My first experience on the Aquaduck was, frankly, underwhelming—I questioned why I had invested in this business. It felt tacky, and I couldn’t wait to get off. However, after weeks of reflection, I realised that the business had strong, positive elements: the amphibious nature of the tours, the fun and educational experience for families, and its status as a beloved local icon.

But the negatives were glaring: the cringe-worthy commentary, a casual approach to safety, and, most importantly, a lack of clarity in how the experience was being sold to customers.

Understanding What Attracts Customers—and Why

At first, I didn’t fully grasp why customers were buying tickets. It wasn’t until I dove into research that I realised families were drawn to Aquaduck because it offered an activity everyone could enjoy together. It was an opportunity for multiple generations to create lasting memories.

However, customer reviews repeatedly highlighted one major concern: the value for money. People didn’t feel the experience justified the price tag, and the tacky, uninspired presentation wasn’t helping.

So, I set out to create more value. I knew from my experience with iVenture Card that the two staples for any attraction pass were a river cruise and a city tour. Aquaduck did both—so why not market it as two tours in one?

The Birth of a New Offering: Aquaduck City Tour & River Cruise

By focusing on these strengths, I crafted marketing messages that resonated with our target audience—families seeking a unique adventure that combined sightseeing with a bit of fun on the water.

We developed tailored campaigns that highlighted the dual nature of the Aquaduck experience, which led to a significant increase in direct bookings.

Backing Yourself: The Key to Success

Once we had the concept of a city tour and river cruise, we created a straightforward, self-explanatory product. Everyone knows what a city tour and river cruise are, and when combined on an amphibious vessel, it became an irresistible offering.

Did we still get asked what an Aquaduck was? Sure. But when presented as a two-in-one experience, people immediately grasped the value. The previous owners had insisted that we couldn’t charge more than $40 per person, claiming customers would never pay it. I disagreed.

With the added value, we gradually increased the price—from $36 to $38 per person in the first year, then to $40, $42, and eventually $50 per person. That’s when the profits started rolling in. Just a $1 increase per person translated to an additional $65,000 per year. In our first year, by raising prices and attracting an additional 10,000 customers while eliminating discounts, we made over $300,000.

Conclusion

Creating a growth strategy wasn’t just about luck; it was the result of years of experience working with tourism operators.

To achieve growth in an existing business, you need to know:

• What is at the heart of the business?

• What do people love about it?

• What problems can you solve?

• How can you add more value?

• How can you effectively communicate this to your customers?

In upcoming blogs, I’ll share more strategies and the successes that followed. But for today, remember: understanding your business’s core strengths and backing yourself with confidence can lead to extraordinary results.

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How I Developed an Innovative Tourism Business Growth Strategy