The strategic marketing analysis of Moses Mabhida stadium as a major tourism destination in KwazuluNatal: an action research,

This analytical exploration illustrates how the non-existence of a proper marketing strategy for a tourism destination may have resulted in a radical decline in both financial outputs and visitor arrivals. The marketing strategy is considered the foundation for any tourism destination’s marketing tactics. As such, tourism destinations ought to have dynamic and adaptive marketing strategies that will develop a promotional approach to help the destination gain market share, identify its target markets, stay relevant to its existing clients, attract new visitors, and increase revenue. Accordingly, the Moses Mabhida Stadium [MMS], one of the prominent tourism attractions in KwaZulu-Natal; boasting a world-class architectural design, several international prestigious awards, and vibrant adventurous activities, has in recent years suffered a gradual slump in both visitors and profits. The research advocates that the present complications facing MMS are directly interconnected to the present condition of its marketing and promotional activities. Therefore, the heart of this paper is to thoroughly establish precisely how the present MMS marketing circumstances may be the foundation for a decline in the number of visitors and profits-earned in recent years. The study adopted a qualitative research strategy, with 45 participants. The study respondents consist of MMS employees, representatives from the tenants, tour guides/operators, and clients. The outcome of the study suggests a number of costly disparities in the marketing strategy of MMS which has led to poor performance and a loss in tourism market share. In consequence, the outcome further suggests that the non-existence of market research analysis and destination marketing tools contributed vastly to the in-progress dilemma. This fact-finding exploration provides a bird’s-eye view of MMS marketing strategy, and based on the results, the study recommends the introduction of a more far-reaching and revitalising marketing strategy through; constant and persistent market research initiatives, minimal political interference in the administration of state funded organisations, strengthening the relationship with tourism stakeholders, particularly tourists guides and operators, reassessment of the feasibility study, vigorous sourcing of proficient personnel