TIANS 2003 final

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Slide1: 

Integrated Tourism Plan 2003 TIANS Tourism Conference November 26, 2002

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Today’s presentation: A vision for tourism Situation analysis Nova Scotia’s tourism strategy The integrated tourism plan for 2003

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5 - 10 Years and beyond: Vision 3 - 5 Years: Tourism Strategy This Year: Integrated Plan

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Our Vision: 100% Tourism revenue growth over the next decade! Change Think differently Raise the bar Critical to ‘real’ growth It’s about tomorrow Tourism 1st !

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Situation analysis: Overview 2002 in review What’s ahead

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Overview Unprecedented tourism environment: Post-September 11th uncertainty Forecasting models almost irrelevant! Transportation access challenges Volatile consumer mind-set Dramatic increases in marketing spending by competing destinations

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Overview Our approach to 2002 and the post-911 world: “Alert, reasoned and strategic” response to unpredictable business planning environment Stepped up efforts in Northeast USA Leveraged extra marketing resources in domestic market

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Overview Reflected in results Slow start to season Late bookings Significant shifts in visitor origin Overall positive growth

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2002 in review Non-resident visitation 1998-2002 3% growth overall Million

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2002 in review Non-resident visitation by market 3% growth overall +2% -4% +21% +18% -1% +17% -3% -5% Thousands

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2002 in review Non-resident visitation by mode January – October 2001 vs. 2002 3% growth overall +24% change +7% change Thousands -1% change +22% change

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2002 in review Room-nights sold 1998-2002 4% growth in room-nights sold Million

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2002 in review Campsite-nights sold 1998-2002 5% growth in site-nights sold Thousands

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2002 in review Tourism’s economic impact 1998-2002 5% growth in revenues $ Billion

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Consumer awareness Awareness of Nova Scotia Tourism advertisements in past six months

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Measuring success Ad-generated inquiries by market January to October, 2002 vs. 2001

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2002 in review Direct-response marketing model: Awareness  Inquiries  Conversion  $$$ 2002 Conversion rate: 23%* *interim data November 24, 2002

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2002 in review Direct-response marketing model: Awareness  Inquiries  Conversion  $$$ 2002 Campaigns generated: $168 million* *interim data November 24, 2002

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What’s ahead? Canadian market conditions: Economy: Improving albeit at a slower pace Global Politics: Concerns over potential conflict in Middle East Improving domestic air transportation capacity Increased transportation costs: security charges, airport improvement fees; Car rental prices Canadian Travel Intentions are up compared to 2001 Three major events put Nova Scotia on national stage Acadian Celebrations 2003-2005

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What’s ahead? United States market conditions: Economy improving albeit at a slower pace Stock market concerns affecting business travel as well as retirees (and those close to retirement) who are less likely to leisure travel Concerns over potential conflict in Middle East Increasing American propensity to visit ‘safe’ destinations

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What’s ahead? European market conditions: UK and French economies strong Germany’s economy has weakened Concerns over potential conflict in Middle East Air access - some improvement but still a concern

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What this means for Nova Scotia Increase in short-haul destinations by road More last minute bookings/walk-ins Internet usage on the rise Opportunities to lever significant events over next three years

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Today’s presentation: A vision for tourism Situation analysis Nova Scotia’s tourism strategy The integrated tourism plan for 2003

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Built on successes of 1996 Strategy for Tourism Based on extensive industry consultation and private/public sector collaboration Unveiled at 2000 Fall Tourism Conference Integrates marketing, product development, partnerships, research and policy initiatives into one plan Provides common direction and structure for annual work plans

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High-level goals Three high-level goals: Industry Growth Sustainability Quality of Life

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Brand positioning statement The Brand positioning statement is critical because: Common “prime directive” for all product development and marketing initiatives Not advertising copy Who we are trying to be in the market place Specific format: Our audience What we are trying to be Why this position is credible to our audience

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Brand positioning statement “To people who appreciate the sea, Nova Scotia is Canada’s foremost seacoast destination that offers an authentic experience for your body and soul better than any other destination because only Nova Scotia uniquely combines spectacular scenery, living tradition, maritime culture and lifestyle with a feeling of deep-down spiritual satisfaction.”

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Six strategic objectives 1st Level Priorities Grow revenues from the experiential touring market Improve the quality, competitiveness and sustainability of our product 2nd Level Priority Build a twelve-month season 3rd Level Priorities Develop viable niche markets Improve transportation access Improve the business environment

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Today’s presentation: A vision for tourism Situation analysis Nova Scotia’s tourism strategy The integrated tourism plan for 2003

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Council Executive Committee Selection Committee Vision Committee Policy Committee Product Development Committee Marketing Committee E-Marketing Committee Tourism Strategy Implementation Committee Visitor Information Services Committee Integrated Resource Management Committee Destination Marketing and Product Development Program Annual Marketing Plan Task Force Annual Product Development Plan Task Force TPC Committees and Task Forces Building the plan

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Council Executive Committee Selection Committee Vision Committee Policy Committee Product Development Committee Marketing Committee E-Marketing Committee Tourism Strategy Implementation Committee Visitor Information Services Committee Integrated Resource Management Committee Destination Marketing and Product Development Program Annual Marketing Plan Task Force Annual Product Development Plan Task Force TPC Committees and Task Forces

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TPC Committees and Task Forces Research Marketing Product Development Research / product dev. / marketing continuum

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Grow revenues from the experiential touring market

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Grow revenues from the experiential touring market Customers combining a variety of experiences Largest share of “marketable” trips Overlap with other markets - an “amalgam of niche products” Shares top priority with “Quality” objective

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Identify highest yield markets, opportunities and customer needs Match with market-ready product Attract visitors Bring visitors together with our product Maximize visitor satisfaction Maximize visitor yield Measure results: evaluate and learn! Name of the game...

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Markets Atlantic Canada Quebec Ontario Northeast USA Europe

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Who is the customer? Demographics

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Who is the customer? Psychographics

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New development Demand Generators New significant attractions and destinations that generate travel to the Province Define and develop criteria Identify and target potential demand generators Facilitate planning and explore investment opportunities with stakeholders

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Product enhancement Development / Research Visitor Information Services Strategy: complete the 5-year VIS Strategy which addresses visitor information services from a customer and quality services perspective Review recommendations Develop tourism awareness campaign Evaluation of Travelway / Scenic Drives system from visitors’ perspective

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Partnership opportunities Atlantic Canada: Festivals and Events Guide; Spring, Summer, and Fall Value Vacation Ideas; Winter Campaign opportunities (TBA). Ontario: Ontario Motorcoach Annual Convention, Reader’s Digest (Eastern Canada) advertising opportunities, targeted magazine insert Quebec: Sélection du Reader’s Digest, Montreal La Presse and Le Journal, travel trade shows, French Travel Guide, “Ici, on parle français” program

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Partnership opportunities Northeastern USA: Yankee Magazine, Fair and Friendly Exchange Program Europe: Spotlight Canada, London All Markets: Publications (such as Spring, Summer, Fall Value Vacation Ideas) available online Doers & Dreamers’ Guide, Travelways Map, Pocket Map Destination Marketing & Product Development Assistance Program, Web Reciprocal Links Program CTC Programs, NTA Show, ABA Show, Atlantic Canada Showcase

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Partnership opportunities Tourism Development Investment Programs Tourism Product Development and Enhancement Program Tourism Market-Readiness Program

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Improve the quality, competitiveness and sustainability of our product

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Product enhancement Ensure existing Demand Generators provide quality experience Identify and define existing Demand Generators Evaluate the product/experience from a visitors’ perspective Based on the evaluation, work with partners to develop management/visitor service plans

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Research Research Activities for 2003: Preliminary discussion regarding 2004 VES Investigate options for assessing customer satisfaction Update economic impact model Enhancement of research methodologies

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Product enhancement Bay of Fundy Enhancements Implement Bay of Fundy Development Plan Encourage development of a Discovery Interpretive Centre Implement Ultimate Fundy Operator Program

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Product enhancement Development and enhancement of hiking / walking trails Enhance accessibility (visibility), visitor amenities, interpretation at premier coastal hiking/walking trails Work with Acadian communities and partners to implement product development priorities to ensure readiness for upcoming celebrations

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New development Coastal experiences and access Develop “market-readiness” check list for the development of lighthouse and beach products Develop an interpretive brochure detailing the diverse coastline experience Develop pull-off areas at scenic vistas by travelways/scenic drives to enhance the driving tour experience on secondary highways

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Industry development Develop and implement market-readiness programs (e.g., Best Business Practices, French SuperHost, Sustainable Tourism Communities, educational seminars) Support education and training initiatives through the Tourism Human Resource Council Continue the implementation of TradeSmart program which educates and certifies tourism operators on best business practices within the travel trade

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Industry development Quality Committee: Now being established Establish sector quality guidelines Focus on overall tourism quality Initially on accommodations and campgrounds All other sectors of tourism to follow, such as restaurants and attractions

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Sustainability Develop and adopt sustainable Tourism codes of conduct and management principles for industry, government and travelers utilizing sound environmental practices Increase awareness of sustainable practices Acknowledge those operators conducting sound environmental practices Promote current sustainable practices of Nova Scotia tourism operators to visitors Encourage responsible travel ethics/practices – Tread Lightly

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Sustainability Complete the Tourism Resource Values Modeling project Implementation and follow up of Tourism Resources Valuation Model into IRM Evaluate the Tourism Resource Valuation Model pilot based on capability and usefulness of model, success of pilot Assess the suitability of the model for Phase II

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Sustainability Built Heritage Understand and support the value and integrity of built heritage to the Tourism sector

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Build a 12-month season

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Room-nights sold Room-nights sold 2001 vs. 2002 Thousands

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New development Identify, support and facilitate the development of Demand Generators that operate on a year-round basis Develop and enhance new “purchasable” niche products and experiences Cuisine/wine Shopping excursions Birding Fall touring

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Product enhancement Expand seasonal opportunities at existing sites by implementing Living History Programs at historic sites, museums and communities to bring our history alive Develop experiences and packages based on our fall touring opportunities Enhance the outdoor nature experience by further developing birding sites and nature observation Work with DNR and other partners to develop plan to address issues such as operating season and product readiness at strategic Provincial Parks

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Industry development Work with tourism operators to develop quality, market-ready packages offering off-peak experiences Provide market intelligence on new market trends to tourism operators Develop a check list of critical elements for quality packages Deliver a mentoring program to facilitate package development and follow up

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Year-round marketing

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Develop viable niche markets

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Develop viable niche markets: A third-tier priority in the Tourism Strategy, but overlaps with Touring and Seasonality objectives Targets customers who visit Nova Scotia for a specific reason Provides a product development focus and marketing content for touring consumers programs Current niche markets: Meetings and Conventions, Golf, Outdoor/Nature, Group Touring (includes motorcoach & cruise) New: Cuisine and Wine, Motorcycle

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Activity levels Golf (green-fee rounds) down 3% May-October, 2002 Motor coach traffic up 22% January to October, 2002 Outdoor product participation rates as indicated in the 2000 Visitor Exit Survey: General sightseeing 72% Leisure walking/hiking 55% Nature observation 34% Beaches/exploring 31% Birding 9% Wilderness hiking 7% Fishing and sightseeing by boat 5% Whale/seabird boat tours 5% Bicycling 2% Canoeing/kayaking 2%

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Niche marketing

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Improve transportation access

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Air Capacity Air transport capacity Air capacity, May-October 2002: 9% increase in seat capacity from domestic markets 8% increase in seat capacity in trans-border (USA) markets 49% decrease in seat capacity from international (overseas) markets Expecting 10% improvement in overseas capacity for 2003

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Air Capacity Actions for 2003 Strategic marketing partnerships with: Carriers (ferry, rail, and air) International and domestic wholesalers partnerships Concentration on overseas air routes Prospecting partnerships with: HIAA TIANS Destination Halifax Greater Halifax Economic Partnership Other

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Improve the business environment for tourism

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Explore alternative financing options for development of tourism Administration of tourism Undertake a review to examine and implement an administrative structure that will support and enhance the Vision

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TPC Committees and Task Forces Measuring success Overall Industry growth: Revenues Visitation Transportation access Other measures Marketing efficiency: Return on investments (“ad-generated revenues”, inquiries, and conversion rates) Awareness levels Partner participation (product development and marketing): Overall financial leverage Industry participation levels Specific program evaluations

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TPC Committees and Task Forces Be our partner! Be a part of the plan: Participate in industry organizations Let us know what you think Participate in partnership programs

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Discussion

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