Marketing Report: Sydney Opera House and Tourist Destination Analysis

This report provides a marketing analysis of the Sydney Opera House, a prominent tourist destination. It begins with a background of the Opera House, highlighting its significance as a performing arts center and a world-renowned Australian icon. The core of the report is a SWOT analysis, detailing the Opera House's strengths, such as its global recognition and revenue generation, and weaknesses, including limited hotel availability and inadequate backstage facilities. Opportunities discussed include initiating workshops and promoting cultural tourism, while threats encompass lack of training and limited opportunities for new artists. The report then explores the target profile of the Opera House, outlining its market segmentation based on geographical, demographic, behavioral, and psychographic factors, emphasizing its appeal to a diverse international audience and those valuing theatrical and artistic performances. Finally, the report includes a list of references used in the analysis.

Running head: Principles of marketing 1
Principles of marketing
Tourist destination of Sydney

Principles of marketing 2
Background of Sydney Opera House
The Sydney opera house is considered as the Multi Avenue performing art centre. It is the
one of the wonder of the world. It is the tourist destination which is most recognizable building
in Australia. It is the icon of the creative and technical achievement of Australia. The main
location of it is on Bennelong point which is having excellent harbour setting. It took more than
16 years to build. Australian tourist destination has been categorized into two areas international
tourism and domestic tourism. The famous Australian tourist destination includes the cities of
coastal which is situated in Sydney and Melbourne.
Swot analysis of Sydney Opera House
Strength of Sydney
Opera house
Well known place: Opera is well known tourist attraction place in
Australia due to its theatrical art forms and along with that it has deeply
emotional theater experience. It is the place which motivates so many
people to develop impressive international career (Armstrong, Adam,
Denize, & Kotler, 2014).
Major companies: opera has so many companies in which four are major.
Along with that it has three state companies involving the state of Perth,
Brisbane and Adelaide.
Training and performance opportunities: All the major companies of
opera are providing the opportunities to young generations’ singer. The
facilities of tertiary training also exist is all major music conservatoriums
nationally.
Tourist attraction place: it is the place where most of tourist wants to

Principles of marketing 3
visit. It is attractive tourist place in all over the world. it produces more
than 7 million tourist visiting.
Revenue generation: due to opera house, revenue of Australia is
generated in huge manner. It is the strength point for Australia. It is valued
by the citizen of Australia.
Weaknesses of
Sydney opera house
Lack of hotels: it is the most attractive place and so many tourists come
from different place even out of country, so it is necessary to have the
hotels nearby Sydney opera house.
Dependency: it is the place which is dependent on the seasonal changes
during the year. The ticket of opera house is very high which is not
possible for everyone to afford.
Inadequate backstage facilities: it has been observed that the backstage
facilities are not good and the pit of orchestra is cramped. The stage of
opera house is not able to produce a quality sound of orchestra (Grönroos
& Gummerus, 2014).
Lack of advertising: Sydney opera house is the leading place in all over
the world. Still, it has some issues regarding advertising.
Opportunity of
Sydney opera
house:
Initiate the plan of workshop: opera house can do work on workshop. It
will be the opportunity for opera house to introduce itself by showing its
quality in all over the world. It will enhance the interest of people towards
dance and drama and enhance the number of visitors (Pike & Page, 2014).

Principles of marketing 4
Cultural tourism: promotion of the art is considered as the contribution
of cultural tourism to economy.
Public education: it will be the opportunity to the Opera house to aware
about the facts of opera house; it will reduce the adverse impact of people
on opera house.
Threats of opera
Sydney house
Lack of training: opera house is known by its theater and arts. Due to
lack of training, artist would not perform in well manner.
Lack of opportunities: lack of opportunities for new artist to work in
opera will reduce the impact of opera house.
Target profile
The market segmentation of Sydney opera house is basis on geographical, demographic,
behavioral and psychographic. Sydney opera house is attractive place in all over the world. In the
order of geographical, it attracts number of people from all over the world (Li, Wong, & Kim, 2017).
Demographic is the important element for market segmentation of Sydney opera house because
it covers income, gender, family size, income and education. Opera house has distinguished its
target as per level of tourist. it is the place which values those person who are able to perform
theatrical or art. Opera house can divide its market segmentation on the basis of occasion,
benefits, loyalty status and the attitude towards destination place.

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References
Armstrong, G., Adam, S., Denize, S., & Kotler, P. (2014). Principles of marketing. Pearson Australia.
Ghorbani, A., Raufirad, V., Rafiaani, P., & Azadi, H. (2015). Ecotourism sustainable development
strategies using SWOT and QSPM model: A case study of Kaji Namakzar Wetland, South
Khorasan Province, Iran. Tourism Management Perspectives, 16, 290-297.
Grönroos, C., & Gummerus, J. (2014). The service revolution and its marketing implications: service logic
vs service-dominant logic. Managing service quality, 24(3), 206-229.
Li, J., Wong, I. A., & Kim, W. G. (2017). Re-segmenting a gaming destination market: A fresh look at
Mainland Chinese tourists in Macau. Journal of Vacation Marketing, 23(3), 205-216.
Pike, S., & Page, S. J. (2014). Destination Marketing Organizations and destination marketing: A narrative
analysis of the literature. Tourism management, 41, 202-227.