Knowing competitors better than they know themselves #5/20

Many tourism businesses have a general sense of who they compete with.

They know the operators nearby.

They know who appears in Google search.

They may even compare prices from time to time.

But too often, this understanding stays at the surface.

Knowing your direct competition means going much deeper.

It means understanding what they offer, who they are targeting, how they present themselves and what customers value about them.

Working with On Board (https://onboardexpeditions.com.au/) was a good reminder that competitors are not always as direct as they first appear.

Of course, other cruise experiences needed to be reviewed. But the real competitive set was broader than that.

For On Board, the competition included any experience that offered a deep connection with nature, combined with a reward for effort through quality food, comfort and a strong sense of place.

Given its price positioning, the competitive set was also wider than Tasmania. It extended across Australia and, in some cases, to international experiences that attract the same type of high-value customer.

This is why competitor analysis needs to start with the customer, not the category.

The question is not simply, “Who does what we do?”

The better question is, “What else could our ideal customer choose instead?”

In tourism strategy, direct competitor analysis is critical because it informs:

• Positioning

• Pricing

• Product and experience design

• Brand messaging

• Sales and distribution decisions

The most useful insights come from looking beyond price alone.

You need to understand:

• The quality of the experience they deliver

• Their brand story and market position

• Their target customer segments

• Their strengths and weaknesses

• Their website, booking journey and online presence

• Their customer reviews and recurring feedback themes

• Their social media activity and content strategy

• Their database activity, offers and customer communications

• The reasons customers choose them

This is where opportunity starts to emerge.

You may find that your competitors are stronger on visibility but weaker on experience.

They may have better pricing clarity but weaker storytelling.

They may attract volume, while leaving room for you to target higher-value customers.

Strong tourism businesses do not simply copy their competitors.

They understand them deeply, then position themselves clearly.

They know where they sit in the market, what they can own, and how to make their difference visible to customers.

3 actions you can take now

1. Identify your top 5 competitors — the businesses your target customer is most likely comparing you against

2. Review:

   1. website offer and experience

   2. pricing, considering the changing nature of dynamic pricing

   3. booking process

   4. website and social media activity using www.semrush.com or similar

   5. online customer reviews and recurring feedback themes

   6. and join their email lists and social media feeds.

3. Experience your competitors in person, where possible, if not yourself, through a trusted and experienced tourism contact, so you can understand the real customer experience beyond what is presented online.

(Update this study every 4 months.)

When you know your direct competition deeply, you can make sharper decisions.

You can stop reacting to the market and start defining your own position within it.

Next Week

I’ll break down why brand is not just what you say — it’s how your business shows up in every decision.