1. Core Objectives

As the Guam Visitors Bureau begins work on the Tourism 2025 Strategic Plan, we would like to gain valuable insights from you, our valued members, industry professionals, and Island community in evaluating our existing Tourism 2020 plan. We kindly ask for your honest opinions and ratings to help us in our efforts in creating a new strategy to make Guam a better place to live, work and visit!   

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* 1. Before we begin, please tell us your affiliation:

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* 2. Have you read GVB's Tourism 2020 Strategic Plan?

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* 3. How would you rate the Tourism 2020 Strategic plan overall?

  Excellent  Good Satisfactory Fair  Unsatisfactory
Tourism 2020 Overall

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* 4. There were 8 Core Objectives stated in the Tourism 2020 strategic plan. Please grade each objective on how successful you feel we have been in accomplishing these goals.

  Excellent  Good Satisfactory  Fair  Unsatisfactory 
1a. Improved Quality of Product
1b. Improved Yield from Visitors 
2. Grow Arrivals and Diversify
3. Add High-End Hotel Rooms, Incentivize reinvestment
4. Focus on Meetings, Incentives, Conferences, Exhibitions (MICE) 
5. Promote the Chamorro Culture and Unique Multi-cultural Diversity 
6. Extend Average length of Stay
7. Promote Our Unique Attractions
8. Extend Tourism beyond Tumon 

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* 5. The following are a series of statements related to the goals of the Tourism 2020 plan. Please indicate below whether you agree or disagree with each statement. 

   Strongly Agree  Agree Neutral Disagree Strongly Disagree
A. Guam needs more rooms. There is a shortage of rooms during peak seasons.
B. There is a lack of high-end, luxury hotel offerings.
C. Guam needs five star hotels.
D. We should continue to provide incentives to encourage new hotel development.
E. Hotels and tourism businesses on Guam reinvest appropriately to maintain or improve their quality of offering.
F. Guam should create an investment incentive program to encourage hotels and tourism businesses to reinvest significantly in upgrading their product offering.
G. Guam should focus its marketing efforts primarily on our top source markets like Japan and Korea.
H. Guam should pursue new markets like India, Malaysia and Singapore.
I. There is opportunity to grow the Taiwan market.
J. Guam should invest more heavily in developing more arrivals from Taiwan.
K. Guam should invest more heavily in developing more arrivals from Philippines, North America, Saipan, Micronesia and Australia.
L. Guam should maintain a focus on China during the next five years.
M. Within 20 years from now, the primary arrivals market for Guam will be China.
N. Growing the Meetings, Incentives, Conferences, Exhibitions (MICE) business is important to fill the slow periods.
O. Gradually moving Guam's image from "close and cheap" towards "value-for-money" and eventually as a "destination of choice" is important over the long term.
P. Guam should forget about pushing towards quality and focus on being close and affordable
Q. Guam needs a workforce development plan with real goals and action to improve service.
R. Guam should have a tourism academy.
S. Guam should have an online training program for tourism industry staff.
T. Guam must improve its tourism product to attract higher spending, longer staying visitors.
U. The primary competitor of Guam is Hawaii.
V. The primary competitor of Guam is Okinawa.
W. Guam should establish a special zone in Tumon where there are stricter rules about how properties are maintained.
X. The adult businesses like strip clubs should be relocated outside of Tumon.
Y. Adult businesses like strip clubs can remain in Tumon but the signage law must be amended and enforced.
Z. Guam and specifically Tumon needs to update its signage law.
AA. Tumon is in need of reinvestment and infrastructure improvements.
AB. The Tumon flooding issue needs to be addressed.
AC. GVB should keep an active role in destination management and infrastructure maintenance (ex. lighting, landscaping etc) especially in Tumon.
AD. GVB should focus solely on marketing and should not be involved in destination management.
AE. Vacation rentals on Guam (such as AirBNB) are paying their occupancy taxes appropriately.
AF. As long as taxes are being paid, we should encourage the vacation rental stay industry on Guam.
AG. Guam should invest in a cruise that tours the region.
AH. Guam should invest money in a passenger cruise terminal to target transiting cruise ships.
AI. Guam can achieve over 2 million visitors by 2025.
AJ. Guam and GVB do a good job of promoting the Chamorro culture.
AK. Guam and GVB should place culture at the forefront of its marketing efforts.
AL. The Tourist Attraction Fund (TAF) should be used mainly for tourism.
AM. The Tourist Attraction Fund (TAF) is sometimes used inappropriately for things unrelated to tourism.
AN. GVB should receive a fixed (%) amount of the Tourist Attraction Fund to ensure proper reinvestment back into the industry.
AO. GVB should try to extend the average length of stay.
AP. GVB should do a better job of promoting Guam's unique attractions.
AQ. Guam should pursue the "One Village One Product" idea where each village becomes known for its own unique product or offering
AR. GVB and Guam should work towards extending tourism beyond Tumon.
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