strategic plan 2013-2015 - Tourism Calgary

direction 

strategic plan 2013-2015

table of contents 

Executive review 2 

Strategic direction 5 

research based, market driven, industry led 6 

our brand 7 

VISITOR ECONOMY 8 

situational analysis 

looking back at 2012 9 

economic environment 10 

destination challenges / opportunities 11 

market performance 13 

Calgary’s visitor 13 

increasing awareness and visitation 

marketing 15 

sport and cultural events 20 

visitor and member services 22 

performance measurement 24 

statement of operations 27 

meet the team 29 

1

executive review 

2012 – A great year to build on 

Calgary’s tourism industry enjoyed a remarkable year. 

• For the second straight year Calgary is 

leading the nation’s major metropolitan 

centres for visitation (4 per cent increase in 

overnight visits) and visitor spending growth 

(5.9 per cent increase in tourism spending). 

• Hotel occupancy in Calgary has grown for 20 

consecutive months with overall occupancy 

up 4 percentage points and weekend 

occupancy up 3.8 percentage points. 

• During the first three quarters of 2012 134,515 

more rooms were sold than the same time in 

2011 with 60,964 of those sold on weekends. 

Calgary’s visitor economy continued to grow in 

2012 with more than 5.2 million visitors spending 

$1.4 billion dollars in our attractions, restaurants, 

hotels and shops and at our festivals, concerts 

and performances, supporting $52 million in tax 

revenue to The City of Calgary. 

The industry’s success can, in part, be attributed 

to a strong provincial economy that saw average 

daily room rates in Calgary hotels climb by 7.1 per 

cent and to a confluence of tourism milestones 

throughout the year. The Calgary Stampede’s 100th 

Anniversary broke attendance records; Calgary was 

recognized as Cultural Capital of Canada; and the 

Calgary Zoo introduced the Penguin Plunge. 

Increased industry collaboration is central to our 

growth and will continue to be important as we work 

to build on our momentum. Calgary’s tourism brand, 

Be Part of the Energy, is in its infancy and gaining 

support and partnership with a growing number of 

the city’s other promotional agencies. 

The direction we’re going in 2013 

A strong 2012 lays a solid foundation that the 

whole industry, together, must take advantage 

of as we continue to market our destination in an 

increasingly competitive and cluttered tourism 

marketplace. 

• We will capitalize on our new tourism brand 

with image-rich, experience-based marketing 

as we position Calgary as the best weekend 

leisure destination in our regional markets; 

• We will concentrate our efforts on growing 

weekend leisure travel because it can create 

the greatest, lasting benefit to our visitor 

economy; and 

• We are committing increased resources to 

research efforts in order to ensure we are 

targeting markets with the highest potential 

return and discovering which messages are 

resonating with travellers. 

We recognize that the strength of any destination 

marketing organization lies in its ability to unite 

stakeholders in a shared vision for the destination. 

We focus on collaboration because together we 

can leverage resources, identify efficiencies and 

share a consistent message to potential travellers. 

We will continue to grow our family of strategic 

partnerships including Travel Alberta, the Calgary 

Hotel Association, The City of Calgary, the Canadian 

Tourism Commission (CTC) and Air Canada. We 

will continue to work co-operatively with Calgary’s 

other promotional agencies. And we will continue 

to draw on the exceptional talent in our local 

attractions and festivals and our fashion, culinary 

and entertainment communities. We will continue 

to benefit from the Tourism Calgary operated 

Calgary Sport Tourism Authority, which is itself a 

collaboration of community leaders who support 

local champions and organizations in a united 

effort to attract world-class sport and cultural 

events to Calgary. 

2

We must be deliberate and focused on these 

strategies because challenges do exist that will 

require strategic alignment across the industry. 

Canadian destinations have become increasingly 

reliant on domestic travellers who spend less and 

have shorter stays than international travellers. 

Unfortunately, the CTC is facing continued budget 

cuts and have had to pull out of several important 

markets including the United States. Our industry’s 

core visitor, the domestic traveller, is also now in 

jeopardy because of the strength of the Canadian 

dollar and aggressive campaigns from the recently 

launched Brand USA that are enticing Canadians to 

travel south of the border. 

How we’ll know when we’ve arrived 

We are conscious of the need to deliver results. 

Key performance indicators and measures 

are important in evaluating if we are driving 

incremental visitation. These measures are featured 

on page 24-25 of this strategic plan. We will report 

to industry throughout the year on our progress 

and continually seek input from our tourism 

partners on the direction we’re moving. 

Tourism Calgary is a research based, market driven 

and industry led organization. Our 2013-2015 

Strategic Plan is the continuation of an evolving 

process that began in 2010. As with all our planning, 

this iteration has been built through comprehensive 

stakeholder engagement and has been responsive 

to industry input and needs. 

As we continue to learn from each other, share 

resources, and commit to a consistent brand, we 

will tell a story of Calgary that will surprise, excite 

and encourage travellers to visit us now and often – 

to be part of the energy. 

On behalf of Tourism Calgary we thank you for your 

involvement in our planning process and for your 

ongoing support. 

Sincerely, 

Rod McKay 

Chair, Board of Directors 

Randy Williams 

President & CEO 

3

strategic direction 

Vision 

One innovative strategy, 

One powerful brand, 

One distinctive destination. 

Mission 

Bring more people to Calgary for memorable 

experiences. 

Organizational Values 

Tourism Calgary’s Board of Directors and staff have 

expressed the values they support and aspire to 

maintain for their own personal behaviour and for 

the organization as a whole. 

Tourism Calgary is an organization that: 

• Provides leadership; 

• Operates with integrity, transparency and 

accountability; 

• Is collaborative and respectful in working 

with co-workers and the community; 

• Allows for innovation and entrepreneurship 

in the way we think and resolve challenges; 

• Gives people a sense of being valued and 

provides everyone with an opportunity to 

contribute to the organization’s success; and 

• Respects the balance between work and 

personal life. 

Goals 

Goals are ideal states the organization continually 

strives to achieve. Tourism Calgary has identified 

five goals: 

• Build support with tourism stakeholders for a 

common vision for the destination. 

• Position Calgary as the destination of choice 

in our key markets. 

• Champion exceptional visitor experiences. 

• Be a strong, credible, trusted and leading 

voice for the tourism industry. 

• Demonstrate return on investment to our 

stakeholders. 

Strategic Priorities 

Several high level strategic priorities have been 

identified to achieve the organization’s goals over 

the next three years (2013-2015): 

• Grow and secure funding in alignment with 

other tourism stakeholders. 

• Leverage technology and marketing 

investment to deliver a unified destination 

marketing and sales strategy. 

• Engage stakeholders in understanding results 

achieved. 

• Enhance customer relevancy by 

communicating export-ready experiences. 

• Identify, attract, develop and retain the best 

talent to deliver on the mission. 

5

esearch based, market driven, industry led 

Strategy dictates the course of all Tourism Calgary activity. And success for our destination marketing and sales 

lies in the quality of our strategic considerations, in our adherence to a predetermined course and in our ability 

to recognize shifting conditions and new opportunities. 

research based 

Gone are the days of marketing by hunch. Third-party research analysis, visitor surveys, behavioural research and 

advertising effectiveness studies are critical to understanding which messages will resonate, who will be most 

likely to listen and where we should focus our efforts. Research is also the basis for many operational decisions 

including compensation surveys, industry technology reviews, membership and internal employee surveys. 

Choices guided by reliable information lead to a strong organization with the capacity and confidence to make 

sound strategic decisions. 

market driven 

As a marketing organization, Tourism Calgary is focused on the traveller. Whether directly or through 

intermediaries, we strive to bring more people to Calgary. Understanding our competitive environment, market 

trends and the needs of our industry enables Tourism Calgary to conduct efficient and targeted programs and 

campaigns with the ability to accomplish performance measures and grow Calgary’s visitor economy. 

industry led 

The strength of Calgary’s tourism industry lies in the depth of its offerings, the experience of its leaders and 

the willingness of its stakeholders to collaborate for the benefit of the entire destination. Regular consultation 

is critical for Tourism Calgary’s efforts to be relevant and responsive to industry needs. Every Tourism Calgary 

success is facilitated either through the unique and surprising stories Calgary’s tourism industry is ripe with or 

through partnerships that serve to expand advertising reach and provide access to priority markets all in an 

effort to continually attract more visitors. 

Tourism Calgary’s strategic approach is grounded in these three foundational principles. All our 2013-2015 

goals and objectives reflect these disciplines. 

6

our brand 

Calgary’s new tourism brand serves to capture 

Calgary’s essence and to unite a community under 

one bold banner, one consistent message and one 

pervasive energy. 

Calgary. Be part of the energy. is a banner all of 

Calgary’s promotional partners can wave. The 

message is welcoming, inclusive, optimistic and 

invites the world to be part of our exuberant 

and energetic city. The logo and tagline serve as 

the jumping off point for a tourism brand with a 

refreshing story and compelling promise. 

Brand Story 

Calgary is everything we love about the West. It’s 

young. Exuberant. Uninhibited. Vibrant. Energetic. 

Calgarians are fired up about the here, and the 

now, and the new. That’s why our “must-sees” are 

ever-changing – a new gallery, a new bistro, a new 

place to stay, a new place to play. We play every 

which way so bring your hiking boots or cowboy 

boots and even your dancing shoes and prepare to 

be exhilarated. We’re not the city you used to know 

or the place you think we might be. Calgary is a 

new city every day. We have fresh experiences and 

adventures to share and new stories and memories 

to take home. 

No matter how much our city changes, we are still 

westerners. We haven’t lost our sense of wonder or 

our sense of humour. Or the sense that, since we’re 

all in this together, we might as well have a good 

time. 

A good time in Calgary is whatever you want it to 

be – and more than you imagined. No matter who 

you are or what you like to do, Calgary will surprise 

you. Inspire you. Welcome you. And invite you to be 

part of the energy. 

Brand Promise 

Calgary exudes a youthful vitality. Bold, energetic 

Calgarians have created a dynamic city with an 

ever-changing list of “must-see” attractions. Today’s 

Calgary will surprise and inspire visitors. Calgary 

is not the city they used to know or the city they 

imagined. Every visit offers new experiences, 

adventures and memories. Although Calgary is 

constantly evolving, Calgarians remain true to their 

western roots. We’re warm and down to earth. 

We’re eager to welcome the world to our city. And 

we invite everyone to be part of the energy. 

7

visitor economy 

Tourism benefits the entire community. It attracts 

export dollars to Calgary through $1.4 billion 

in visitor spending; employs one in 10 working 

Calgarians; contributes to the tax base of all three 

levels of government; draws major sport and 

cultural events to enrich quality of life; and sustains 

Calgary’s myriad of attractions who thrive because 

of the city’s 5.2 million visitors. 

Only since the 1990s have we been measuring 

the full economic benefit of the tourism sector. 

Statistics Canada and the Canadian Tourism 

Commission (CTC) were pioneers in an effort to 

define the sector’s component parts, the size of its 

contribution, and how tourism compares to other 

sectors of the economy. 

According to a CTC study conducted by The 

Conference Board of Canada, “The tourism sector 

provides the fourth best overall balance of strong 

and consistent performance over a broad range 

of both economic and financial performance 

measures.” 

Every $100 spent by visitors supports a wide variety of 

economic sectors and all three levels of governmnent. 

In descending order of proportion, the industries 

that contribute to Canada’s $78-billion visitor 

economy include transportation, retail goods, food 

and beverage services, accommodations, recreation 

and entertainment, travel services, and pre-trip 

commodities/convention fees. For every $100 

spent by visitors a total of $28 fills federal, provincial 

and municipal tax coffers. Of note, after air travel, 

shopping is the single largest contributor to the 

visitor economy followed by hotel and restaurant 

expenditures. 

Understanding the visitor economy provides the 

tourism industry with the ability to quantify its 

impact and demonstrate its value at a national, 

provincial and local level. And understanding the 

scope of where visitors spend their money serves 

to show the value of tourism investment to those 

included in the various benefiting and linked 

industries. 

Canadian Tourism Satellite Accounts 

transportation 

• $16.15 – air 

• $6.85 – fuel 

• $2.00 – rentals 

• $1.42 – repair/parts 

• $1.42 – motorcoach 

• $0.60 – water 

• $0.45 – rail 

• $0.35 – taxi 

retail goods 

• $8.65 – shopping 

• $2.65 – groceries 

accommodations 

• $7.30 – hotels 

• $1.45 – motels 

• $0.52 – camping 

• $1.10 – other 

recreation 

& entertainment 

• $4.70 – miscellaneous 

travel services 

• $3.42 – miscellaneous 

pre-trip commodities/ 

convention fees 

food & beverage services 

• $1.02 – accommodation meals • $2.63 – miscellaneous 

• $7.30 – restaurant meals 

• $0.48 – accommodation alcohol 

• $1.36 – restaurant alcohol 

• $0.40 – other 

8

situational analysis 

looking back at 2012 

Calgary’s visitor economy continued to grow 

through 2012. In a year in which economic 

instability in Europe suppressed long-haul travel 

and the Olympic Summer Games in London gave 

Europeans reason to stay home, a variety of events 

and milestones led to a banner year for Calgary’s 

tourism industry. 

Two key events, the Calgary Stampede Centennial 

and Cultural Capital of Canada designation, 

conspired to simultaneously create urgency for 

visitation and worked to enhance perceptions of 

Calgary as a destination. The 100 th anniversary 

of the Calgary Stampede provided increased 

marketing resources and a myriad of storylines for 

media and tour operators around the world. The 

Stampede enjoyed record attendance with more 

than 1.4 million guests and also generated positive 

attention for Calgary that should pay dividends in 

future years. 

Calgary Mayor Naheed Nenshi’s election in 2010 

challenged many preconceived notions of Calgary 

across Canada. The perceptual change has been 

compounded by Calgary’s designation as Cultural 

Capital of Canada for 2012. The federal designation 

and accompanying investment was boosted 

by municipal and provincial support leading to 

year-round product development and additional 

marketing resources. 

In addition, 2012 marks the first full year of 

operation for two dynamic Calgary attractions: 

TELUS Spark and Canada’s Sports Hall of Fame. 

The Calgary Zoo also unveiled its Penguin Plunge 

exhibit early in 2012 and has exceeded its target of 

1.2 million visitors this year. 

On July 7, 2012, Heritage Park Historical Village 

hosted 120 Chinese guests to celebrate the 

Stampede Centennial. The gathering represents 

the largest group of Chinese tourists to converge 

in Alberta since Canada was granted Approved 

Destination Status in 2010, and it demonstrates 

the growing interest that Chinese tourists have in 

visiting Alberta and experiencing all it has to offer. 

Collaboration and preparation were critical to 

the destination’s ability to take advantage of the 

many opportunities presented in 2012. A more 

cohesive Calgary brand with the potential for 

further adoption by other promotional agencies is a 

prime example of an industry poised for continued 

growth. 

Hotel Capacity – Openings and Closings – 

5 Calgary Downtown Suites ceased operations as a 

hotel in the downtown core. Marriott International 

opened the Courtyard by Marriott and Residence 

Inn by Marriott in northeast Calgary. The net effect 

kept the room night count in Calgary at close to 

12,000 rooms. 

Hotel Occupancy Growth – In each of the first 

nine months of 2012 Calgary recorded higher 

occupancy than in 2011, resulting in an occupancy 

level of 72.4 per cent, up 4.0 percentage points 

from January through September of 2011. Weekend 

occupancy is up 3.8 percentage points in the 

first nine months of 2012, representing growth 

during the high priority leisure travel period. The 

number of rooms sold overall is up 134,515 through 

September 30 with 60,964 of those generated on 

weekends. 

International Visitation – Through September 

2012, overnight trips by non-residents who entered 

Canada through Alberta grew by 7.7 per cent for 

visitors from the United States, and was unchanged 

for visitors from other countries. Overall, nonresident 

entries to Canada through Alberta are up 

5.1 percentage points in the first nine months of 

2012 (Statistics Canada). 

9

YYC Passenger Stats – Through September 

2012, passenger traffic at the Calgary International 

Airport was up 5.6 per cent over 2011, driven by 

strong growth in domestic traffic (up 5.7 per cent) 

and United States passenger traffic (up 7.9 per 

cent) compared to the first nine months of 2011. 

International passenger traffic is up a modest 1.0 

per cent compared to 2011. 

economic environment 

Economic Climate 

“Increased downside risk” is the phrase used 

most often in current economic forecasts. The 

Eurozone problems are intensifying (GDP growth 

is forecast at 0.2 per cent in 2013), and should a 

breakup of the monetary union occur it would 

destabilize global financial systems and lead to 

a global recession. Uncertainty and instability 

in Europe will impact consumer and business 

confidence and weigh heavily on travel decisions. 

The slowdown in emerging market economies 

(including China and Brazil) appears to be greater 

than expected due to declining trade as a result 

of the deteriorating situation in Europe and the 

tightening in domestic policies to reduce inflation 

pressures. While growth is still expected in the 

emerging markets, it will be at a slower rate than 

in recent years. 

Uncertainty remains surrounding the resolution 

of the United States’ “fiscal cliff”. This uncertainty 

along with continued high unemployment will 

continue to suppress consumer and business 

confidence and keep discretionary spending down 

in the United States. 

The Canadian economy is moving into a period 

of softer economic growth, with growth forecasts 

of 2 per cent for 2012 and 2013. Alberta and 

Saskatchewan are forecast to do slightly better 

at 3 per cent growth in 2013. This bodes well 

for sustaining regional tourism, although the 

weak U.S. dollar and strong marketing push from 

Brand USA may spur some to take their vacation 

time and travel dollars south of the border. In an 

outlook on Canada’s air transportation industry, The 

Conference Board of Canada noted that Canadians 

overall are trying to pay down debt and have 

become more cautious about spending. As a result, 

we should expect that Canadian consumers and 

businesses will be more cautious about their travel 

spending. 

Global Tourism Growth 

International tourist arrivals grew by 4.4 per cent in 

2011 to a total of 980 million, up from 939 million 

in 2010, in a year characterized by a stalled global 

economic recovery, major political changes in the 

Middle East and North Africa and natural disasters 

in Japan. With growth expected to continue in 

2012, international tourist arrivals are on track to 

reach the one billion mark this year. North America, 

with a 3 per cent increase in tourist arrivals, hit the 

100 million tourists mark in 2011 [ United Nations 

World Tourism Organization (UNWTO)]. 

The UNWTO forecasts international tourism to 

increase by 3 per cent to 4 per cent for the full year 

2012. Tourism continues to be one of the fastest 

growing sectors in the world. In Canada, tourism 

generates an estimated $78.8 billion in economic 

activity annually, contributing as much to Canada’s 

economy as the fisheries, forestry and agriculture 

sectors combined. 

10

destination challenges / opportunities 

Hangover from 2012 or Harvesting the Afterglow 

With so much attention drawn to Calgary during 

2012 by the Stampede Centennial and Cultural 

Capital designation and their accompanying 

marketing budgets, the opportunity to sell Calgary 

in markets fertilized with increased awareness is 

real. The Conference Board of Canada continues 

to forecast tourism growth for Calgary. There are 

a variety of reasons for an optimistic outlook for 

Calgary’s tourism industry from 2013-2015: 

• Existing tourism events are maturing into 

strong offerings with growing audiences 

including Sled Island, High Performance 

Rodeo and the Calgary Comic and 

Entertainment Expo. 

• New facilities and attractions including 

Canada’s Sports Hall of Fame, TELUS Spark 

Science Centre and Penguin Plunge will be 

in their second and third years of operation 

and gaining traction. 

• Recent work between several of Calgary’s 

promotional agencies has resulted in a 

shared brand creating alignment and 

efficiencies with the potential to present a 

united and consistent Calgary brand. 

Tourism Labour Shortage 

People are the fuel of the tourism sector; with 

roughly one in 10 Canadian workers employed in 

tourism and hospitality. Tourism labour demand 

is forecast to grow by 33 per cent from 1.6 million 

jobs in 2010 to 2.14 million jobs in 2030 with more 

than 228,000 jobs in the tourism sector (10.7 per 

cent) going unfilled across the country due to a 

lack of workers. The situation is exacerbated in 

Alberta and Calgary in particular. 

The development and retention of an educated 

tourism and hospitality workforce is of great 

importance to the local tourism economy. To that 

end, Tourism Calgary leadership have worked 

with the University of Calgary’s Haskayne School 

of Business to maintain and further develop their 

tourism and hospitality programs. 

Canadian Tourism Commission (CTC) Funding 

There has been significant erosion in base funding 

for the CTC over the past decade. In 2001, CTC 

funding was $99 million and by 2014 the funding 

will be reduced to only $57.8 million representing a 

decrease of 41.5 per cent in just over a decade. 

Parallel to the decline in CTC base funding is a 

decrease in international visitation. Canada is 

one of only four of the top 50 countries to have 

experienced decreased visitation in the last 

decade. Although Canada’s share of the growing 

tourism pie is shrinking, in 2012 the Canadian 

tourism brand enjoyed a second year at #1. Strong 

brand interest is not converting into arrivals 

however, as Canada has dropped to 18 th in foreign 

arrivals. Obviously a strong brand is a great starting 

point, but when it isn’t supported sales falter and 

potential is not reached. Restoring Canada back 

to the top 10 in foreign arrivals would bring 5.7 

million more visitors, drive $5.2 billion more in 

revenue and create 46,900 more jobs – a significant 

return on investment. 

Brand USA 

For the first time in 236 years, tourism’s slumbering 

giant has awoken. Brand USA was established in 

March 2010 to lead America’s first global marketing 

effort promoting the United States as a premier 

travel destination. Their first targeted markets 

included the United Kingdom, Japan and Canada. 

Roughly $20 million (U.S.) of Brand USA’s $200 

million annual budget is expected to be spent 

in Canada. Canadians are the lower hanging fruit 

– between 2010 and 2011 visits by Canadians to 

11

the United States increased by more than 11 per 

cent to more than 20 million visits. The challenge 

for Canadian tourism organizations is our federal 

promotion budget marketing the “Canada” brand 

is shrinking while the behemoth just south of us is 

investing heavily in the “USA” brand. 

Stronger promotion for America abroad should, in 

turn, lead to more international visitors for Canada 

too. But the percentage of two country visits 

is small and the combination of the Americans 

enticing more Canadians to head south rather than 

“shop” Canada and attracting more travellers in our 

key markets to visit the United States is a threat to 

our domestic tourism economy. 

Supply/Demand 

An analysis of the daily occupancy rates in eight 

cities across Canada revealed that Calgary is 

one of the top markets for weekday occupancy 

(Monday – Thursday), but the city can still grow to 

meet capacity on weekends. In addition, August 

occupancy rates tend to be lower than the adjacent 

months, identifying this month as a needs period 

for Calgary’s hotel industry. 

2012 saw six city-wide events/conferences 

representing close to 32,000 room nights. 2013 is 

looking like it will be a slower year for city-wide 

events, with five events confirmed so far registering 

approximately 60 per cent of the room nights 

achieved through city-wide events in 2012. 

Consumer Behaviour 

There is no question that digital marketing is now 

an essential component of tourism marketing. 

Mobile travel apps and social media are dominating 

the traveller landscape. Travellers are armed with 

smart phones and tablets to share their experiences 

instantly and honestly, and their travel decisions 

are influenced by the opinions of friends and other 

travellers. Four Pillars Hotel Group in the United 

Kingdom looked at the impact of social media on 

the hospitality industry and discovered that 92 

per cent of consumers trust earned media (word 

of mouth and recommendations from friends 

and family) above traditional advertising. Further, 

among those who used social media to research 

their vacation, just 48 per cent stayed with their 

original plans, confirming the influence of social 

media in the travel planning process. Tourism 

Calgary took a few steps forward in 2012 with 

the launch of a mobile website and increased 

integration of online tools in all marketing 

campaigns. 

According to Google, Canadians’ online searches 

reveal that interest in cheap flights is growing at 

double the annual rate of the entire air category. 

Consumers appear to be more willing to take 

spontaneous trips if they find a great bargain, 

rather than choosing a destination and then 

looking for a deal to fit their plans. This has 

implications for destination marketing, where for 

some travellers the place is becoming secondary 

to the price to get there. 

Leveraging a strong business travel market into 

pleasure travel stays (blended travel) remains a 

growing trend. Travellers are continuing to look for 

additional ways to save money and take advantage 

of time away from home. The MMGY Global/ 

Harrison Group 2012 Portrait of American Travellers 

revealed United States leisure travellers’ top goals 

for the coming year are to see more of the world 

(37 per cent) and spend more time with family and 

friends (29 per cent). “Togethering” vacations are on 

the rise, with 43 per cent of leisure travellers stating 

family getaways were the primary purpose of one 

or more leisure trips during the past year. This focus 

on family is also driving multigenerational travel 

– for example among leisure travellers who are 

grandparents, 37 per cent took at least one vacation 

with their grandchildren during the past 12 months. 

12

market performance 

Calgary’s Travel Market Outlook 

According to The Conference Board of Canada’s 

Travel Markets Outlook from Spring 2012, Calgary is 

expected to lead the country’s major metropolitan 

centres in visitor and tourism spending growth for 

the second year in a row in 2012, with overnight 

visits forecast to increase by 4.0 per cent and 

tourism spending in Calgary expected to rise 

by 5.9 per cent in 2012. Growth rates in Calgary 

are projected to remain strong from 2013-2015 

compared to most major metropolitan centres, 

with a forecasted annual growth in visitors of 3.0 

to 3.4 per cent and growth in tourism spending 

between 5.2 and 6.1 per cent in each of the next 

three years. 

Calgary’s visitor 

Where are visitors to Calgary from 

overnight visits, by origin – 2010 * 

What is the reason for their visit 

trip purpose – overnight visits to Calgary by all 

visitors * 

• visit friends & relatives 46% 

• pleasure 33% 

• business 16% 

• other/not stated 5% 

How long do they stay in Calgary 

visit duration – overnight visits * 

• Alberta 42% 

• British Columbia 15% 

• Saskatchewan 8% 

• Ontario 8% 

• other Canada 6% 

• United States 8% 

• Europe 8% 

• other overseas 5% 

• one night 28% 

• two nights 27% 

• three nights 15% 

• four nights 9% 

• five to nine nights 14% 

• 10+ nights 7% 

average number of nights for overnight visit = 3.9 nights 

* Source: Statistics Canada, 2010 ITS and 2010 TSRC 

13

marketing 

Overview 

The goal of the marketing strategy is to position 

Calgary as the leading destination for our regional 

markets and as a hub for exceptional Calgary 

and Alberta experiences to our national and 

international markets. The marketing strategy 

is a fully integrated plan connecting consumer 

advertising, social and digital media, promotions, 

public and media relations, and travel trade 

development to our local and global target 

markets. Our marketing strategy has been 

developed in collaboration with the industry and 

in alignment with key stakeholders including Travel 

Alberta, Canadian Tourism Commission, Calgary 

Hotel Association and others. 

To meet the overarching marketing goal and 

achieve Tourism Calgary’s mission, the marketing 

strategy is aiming to deliver on four strategic 

priorities. 

1. Expand the refreshed Calgary brand as the 

vehicle to educate target audiences about 

Calgary as a surprising tourist destination. 

2. Enhance customer relevancy by marketing 

experiences vs. products to align with our 

target’s path to purchase process. 

3. Drive weekend visitation and hotel stays 

with the leisure market while maintaining a 

necessary presence with key partners to grow 

blended travel (business and leisure). 

4. Maximize return on investment by 

leveraging research insight and allocating 

investment to fewer markets for greater 

impact. (Regional: Edmonton, Regina, 

Saskatoon. Long-haul national: Vancouver, 

Toronto. International: United States, United 

Kingdom, China). 

Tourism Calgary is an organization that is research 

based, market driven and industry led. These 

principles are evident throughout our marketing 

strategy. Research informs us of the trends and 

economics impacting the traveller as well as the 

demographics and psychographics influencing 

their motivations. Understanding our markets 

means knowing where our visitors are coming 

from (e.g. short-haul, long-haul; Edmonton, 

California, Beijing, London), why they are coming 

(e.g. leisure; visiting friends and relatives; business; 

meetings, conventions and incentive travel), who 

is coming (psychographic and demographic), what 

motivates them (e.g. touring, shopping, events and 

festivals, Western culture) and how they are getting 

here (e.g. rubber tire, air, rail). 

Calgary is everything we love about the West. 

It’s young, exuberant, uninhibited, vibrant and 

energetic. This is what today’s travellers are 

seeking – a destination offering experiences that 

surprise, are differentiating, authentic and ever 

changing – like our burgeoning dining scene, our 

avant-garde arts and cultural experiences and our 

breathtaking touring routes. No matter who you 

are, or what you like to do, Calgary will surprise you. 

Inspire you. Welcome you. And invite you to be 

part of the energy. 

We strongly believe our marketing strategy reflects 

the pride we have in our city and the respect we 

have for our tourism assets. We know that our 

marketing efforts must be innovative and creative 

in order to stand out in a crowded and competitive 

marketplace. We also know that our imagery and 

messages must create a movie in the travellers’ 

minds about what could be and then inspire 

them to buy. Today we are conversing with our 

customers continuously through social media – 

we know the importance of this powerful medium, 

and we are telling our story interactively. Finally, 

we know that our marketing tactics must convey 

a united and consistent brand promise that is 

authentic, believable and achievable. 

15

The Canadian Tourism Commission leads in 

international markets with awareness creation 

for Canada. Keep Exploring. Travel Alberta leads 

in national and American markets with Alberta. 

Remember to breathe. Tourism Calgary leads in 

regional markets with Calgary. Be Part of the Energy. 

Together, we all work under each other’s leadership 

to grow our market share. 

Greater Focus on Research and Brand 

Awareness 

In 2013 a greater emphasis will be put on 

markets of greatest potential growth as well as 

understanding visitor patterns and perceptions of 

our destination in order to maximize marketing 

effectiveness and return on investment. Research 

is the foundation, the building blocks to effective 

marketing execution. 

Tourism Calgary will conduct an in-depth image 

and visitor experience study that can be used as a 

benchmark for industry partners for years to come. 

The objective of this survey will be to measure 

awareness, image, perceptions and key travel 

motivators. We will continue to gather feedback 

on the effectiveness of our marketing programs 

and determine leading barriers and perceptions in 

order to identify the strongest customer segments, 

markets of greatest return and new markets with 

future growth potential. 

The following marketing objectives will 

support Tourism Calgary’s mission, vision and 

goals: 

• Increase knowledge and understanding of 

priority markets, channels, key segments and 

growth opportunities. 

• Expand and enhance brand position and 

assets for consumer engagement. 

• Deliver increased overnight visits and visitor 

spending from markets of highest return. 

• Leverage Tourism Calgary resources through 

co-operative marketing programs that create 

greater value and return for partners. 

16

strategy by markets 

Regional 

Markets of highest potential: Edmonton, 

Saskatoon and Regina 

The regional market continues to provide Calgary 

with its largest share of overnight visits to the city. 

Statistics Canada’s most recent visitor profile for the 

Calgary metro area confirms that Albertans make 

up the largest share of overnight visits to Calgary – 

at 42 per cent of all overnight visits. Residents from 

British Columbia, Saskatchewan and Ontario are 

the next largest markets for visitors to Calgary. 

Edmonton’s proximity and business ties to 

Calgary mean it generates the highest number 

of overnight visits (16 per cent) to Calgary of any 

major metropolitan area in Canada. 

While Edmontonians and Albertans comprise the 

largest number of visitors to Calgary, Saskatoon 

and Regina are also significant contributors to the 

city’s visitor economy. 

Regional overview 

strengths 

• Strong, unique events, festivals and 

experiences including Calgary Stampede and 

growing culinary, fashion and entertainment 

scenes 

• Major shopping centre without provincial sales tax 

• Alignment of marketing activities with Travel 

Alberta, industry partners and other city 

promotional agencies 

• Loyal, frequent visiting friends and relatives 

and rubber tire markets 

weaknesses 

• Low destination awareness beyond Calgary 

Stampede and Rockies 

• Price sensitivity 

• Limited marketing resources to combat competition 

• Weaker product shoulder seasons 

(spring, winter and fall) 

• Lack of customer relationship management program, 

regional database strategy 

opportunities 

• Travel Alberta multi-million dollar marketing 

campaign driving attention to Calgary 

• Internet usage, mobile usage 

• New attractions – National Music Centre, Heritage 

Park 50 th anniversary 

• Awareness created through Calgary Stampede 

Centennial 

• Web linkage strategy with industry partners driving 

traffic to each other’s sites 

threats 

• Fluctuating fuel costs 

• High levels of in-market (in-province) competition 

(regionally) 

• Strong dollar – makes outside Canada travel 

more motivating 

• Not enough compelling and differentiating 

local offers 

17

National 

Markets of highest potential: Toronto and 

Vancouver 

With global economic realities keeping domestic 

travellers at home, Calgary has seen a strong 

growth in visitation from Ontario and British 

Columbia. In 2013, Tourism Calgary will invest 

more in the two markets of greatest potential to 

the Calgary economy: Vancouver (6 per cent of 

all overnight visits) and Toronto (3 per cent of all 

overnight visits). The strategy in these two markets 

will be heavily focused on awareness and entering 

the market in partnership with Travel Alberta and/ 

or Calgary industry partners. 

National overview 

strengths 

• Western culture and dude ranch experiences 

• Calgary Stampede 

• Hub and spoke to the Rockies and southern 

Alberta 

• Burgeoning dining scene – high profile media 

exposure 


Alberta, Parks Canada and Canadian Tourism 

Commission 

• Strong partnerships with Calgary Hotel 

Association, Calgary Economic Development 

and Calgary Arts Development 

weaknesses 

• Low destination awareness 

• Price sensitivity – air travel 


opportunities 

• Shareholder support 


• New hop-on-hop-off bus scheduled for 2013 

• Low awareness among national media 

threats 

• Slow economic recovery 

• Time/Drive direct through to the Rockies 

• Brand USA 

18

U.K. 

U.S. 

CHINA 

International 

Markets of highest potential: United States 

(California only), United Kingdom and China 

A small percentage of our investment is focused 

internationally, building destination awareness in 

order to drive conversion. Success in these markets 

relies on communicating dynamic experiences and 

diverse itineraries. 

Relationships with key travel trade operators 

will influence placement and length of stay of 

the Calgary experience, ultimately resulting in 

additional room nights and revenues to Calgary. 

Leveraging the international marketing efforts of 

major partners like the Calgary Stampede will also 

prove valuable. 

International overview 

strengths 

• Canadian Tourism Commission (CTC) signature 

experiences at Calgary Stampede, Heritage 

Park Historical Village 

• Hub and spoke to the Rockies and southern 

Alberta 

• Calgary Chinese restaurants and Chinese website 


Alberta and CTC 

weaknesses 

• Language – appropriate collateral in preferred 

language 

• Low destination awareness 

• Price sensitivity – air travel 


opportunities 

• Growth in shareholder support and engagement 

• Growing access to China market through Approved 

Destination Status 


• New hop-on-hop-off bus scheduled for 2013 

• Good air access from key markets (United Kingdom, 

Germany, Japan, United States) 

threats 

• Slow economic recovery 

• Visas (difficulty to obtain – China) 

• Time/Drive direct through to the Rockies 

• Air capacity decreased 

• Decreased CTC funding 

19

sport and cultural events 

Overview 

Sport and cultural events are an important 

component of Tourism Calgary’s efforts to bring 

more people to Calgary as well as creating 

memorable experiences for visitors. The sport and 

cultural event strategy focuses on winning bids, 

whether large or small, regional or national. The 

successful acquisition of these events through a 

collaborative model and highly targeted approach 

produces incremental economic and social 

benefits for tourism, sport and community. 

Sport tourism is one of the fastest growing 

segments of the tourism industry in Canada with 

approximately $3.6 billion in annual spending by 

domestic travellers, an increase of 8.8 per cent from 

2008 (Statistics Canada 2010). It is also a powerful 

tool for increasing economic activity, enhancing 

quality of life and promoting a community’s image 

nationally and internationally. 

Cities around the world are recognizing the 

benefits and are allocating significant resources to 

the pursuit of major events. As a result, attracting 

and hosting sporting events has become 

an increasingly sophisticated, strategic and 

competitive pursuit. 

Therefore, attracting events to Calgary requires a 

professional approach, substantial collaboration 

between stakeholders and the development 

of local champions responsible for the delivery 

of world-class events. To address these needs, 

Tourism Calgary operates the Calgary Sport 

Tourism Authority (CSTA), which is comprised of 

a dedicated group of community and business 

leaders who direct wise spending and strategic 

investing and instill a high level of professionalism 

and accountability in the evaluation, investment 

and bidding process. 

Since the implementation of the CSTA Strategic 

Plan in 2006, Tourism Calgary has supported 

more than 150 national and international events, 

generating 180,000 hotel room nights and 

stimulating significant economic activity. In 2013, 

Tourism Calgary will continue the same overarching 

strategy for the city of Calgary that has 

proven successful during the past seven years. 

The CSTA’s mission is to increase Calgary’s capacity 

for bidding to host sport events. They do so by: 

1. Attracting bid opportunities through the 

a) Operation of a proactive and strategic 

bidding and evaluation framework; 

b) Enticing, supporting and developing local 

champions; 

c) Building a local, national and international 

network in the world of sport; and 

d) Influencing the improvement and 

enhancement of sport and competition 

facilities. 

2. Acquiring bid opportunities 

a) Collaborating and engaging leaders from 

the private sector; and 

b) Bidding expertise. 

Two activities serve to accomplish the overall 

mission. First, the team will work to lead the 

collaboration of proactive bids aimed at attracting 

major events. Critical to this step is the evaluation 

of potential events for bid or investment that 

will yield incremental and positive benefit to the 

tourism industry, sport and cultural communities 

and the city of Calgary. 

20

The second area of activity surrounds the service, 

promotion and acquisition of non-major events 

including the following priorities: 

• Identify, cultivate and service local 

champions; 

• Position Calgary as the premier host of sport 

events in Canada; 

• Showcase the value of sport and cultural 

event tourism to local stakeholders; and 

• Raise awareness in the local community of 

services offered. 

Marketing, social media, public relations and 

partnership opportunities typically accompany 

the successful attraction of events to the Calgary 

area. Tourism Calgary will continue work to take 

advantage of every possibility to leverage events 

for the benefit of destination promotion. Major 

sport and cultural events like BreakOut West and 

the Tour of Alberta provide an array of promotional 

opportunities for partners and have proven to be 

excellent platforms for tourism marketing. 

The following sport and cultural event 

objectives will support Tourism Calgary’s 

mission, vision and goals: 

• Generate incremental hotel room nights and 

economic activity on an annual basis. 

• Encourage the development and restoration 

of new competition facilities, improve quality 

of life, raise destination profile and benefit 

sport at the grassroots level. 

Ben Checkowy John Pierce, Photo Sport International uk usa asia ©Skate Canada – Jim Coveart 

Skate Canada Synchronized Skating 

Championships – February 22-24, 2013 

Tour of Alberta – September 5-8, 2013 

2013 BreakOut West – October 3-6, 2013 

21

visitor and member services 

Member Services Overview 

Tourism Calgary represents more than 600 

companies in Calgary and area. We are recognized 

as a respected voice for tourism because of 

the strength of our network, and our ongoing 

commitment to ensuring accuracy and reliability in 

our partner database. Our role is to advise, educate 

and engage with our tourism partners to ensure 

that their marketing efforts are aligned with the 

destination brand. 

2012 saw continued growth in the number of 

companies joining Tourism Calgary demonstrating 

industry support and strong retention. In mid-2012, 

an online survey of Tourism Calgary members was 

conducted to inform strategic planning for the 

next two years. Research indicates that members 

place a high value on networking with others in 

the tourism industry. Our goal is to continue to 

encourage connections in the tourism community 

by facilitating new relationships and partnerships 

as well as coordinating a calendar of events 

promoting engagement while creating business 

opportunities and referrals. Our event calendar 

includes events such as the Tourism Calgary Open 

House, Annual General Meeting, Calgary White Hat 

Awards, First Flip Stampede Breakfast, educational 

Tourism Talks and the Tourism Calgary Golf Classic. 

The member services strategy for 2013-2015 

includes a targeted approach towards new 

member recruitment focusing on key sectors of 

growth such as the culinary tourism sector, health 

and wellness and retail. Stronger emphasis will 

be placed on creating and promoting a menu of 

unique, value-added opportunities to expand the 

marketing reach of our members. 

Members receive valuable exposure on 

visitcalgary.com, through social media, in 

online and print publications and in year-round 

marketing initiatives and have access to tourism 

research. Members also receive exclusive access to 

information on upcoming meetings, conventions 

and events, brochure distribution at visitor centres, 

monthly newsletters and access to networking 

events. 

The following member services objectives will 

support Tourism Calgary’s mission and vision: 

• Build a better destination story by expanding 

our tourism partner database. 

• Identify, build and promote unique buy-in 

opportunities to build participation in 

programs and create more leads and 

referrals for our tourism partners. 

• Align and partner with the Calgary business 

community to create sustainable events and 

build support for the tourism community as 

a viable economic contributor. 

• Continue quarterly reports to industry 

communicating value, accomplishments, 

relevancy and accountability. 

Visitor Services Overview 

Tourism Calgary champions exceptional visitor 

experiences by offering a range of services 

designed to encourage visitors to make the 

most of their stay and discover the full Calgary 

experience. 

We operate year-round visitor information centres 

(VIC) at the Calgary International Airport and the 

Calgary Tower. At these locations visitors can access 

information on all there is to see and do in Calgary 

and the surrounding area. Our highly trained 

team offers guests assistance with enquiries 

regarding accommodation, itinerary planning, 

sightseeing, tours, restaurants, festivals and events, 

transportation, shopping, and visitor services. 

22

In the summer of 2012, Tourism Calgary piloted 

a successful partnership project with Alberta 

Tourism, Parks and Recreation and the Calgary 

Airport Authority to provide additional visitor 

counselling at the international arrivals area. 

Our visitor services strategy for 2013-2015 has been 

built around two core themes: visitor advocacy and 

visitor engagement. Visitor advocacy is the practice 

of promoting and teaching a visitor-centred 

philosophy and supports our mission “to create 

memorable experiences”. This includes sharing best 

practices, measuring and reporting on visitor and 

out-of-town organizers’ perceptions of value, and 

rewarding service standards for all stakeholders 

associated with delivering a high-value visitor 

experience. Programs such as the Calgary White 

Hat Awards recognize service excellence and 

promote local champions who make the Calgary 

visitor experience memorable. We have taken the 

next step in building a visitor-focused strategy by 

creating an online tracking tool to capture visitor 

data at our VIC locations. It’s our goal to enhance 

this tracking mechanism over the next three 

years to assist in collecting and sharing visitor 

contributions. 

Over the past 10 years there has been a dramatic 

change in the way information is provided to 

visitors. Developments in technology have 

changed the face of visitor engagement and 

servicing. This trend doesn’t reduce the need 

for visitor centres; rather it influences the type 

of information and services that the VIC’s need 

to provide. Social media and online activities 

have the potential to build enthusiasm for the 

destination before arriving and also have the 

potential to entice the visitor to schedule an extra 

day. On arrival in Calgary, visitors are looking for 

the personal touch; a feeling for the community 

and its signature experiences; customized 

itinerary planning; restaurant and shopping 

recommendations; information on upcoming 

events; and insider tips on how to make the most 

of their stay. 

Visitor services has the following priorities: 

• Identify and leverage new and existing 

partnerships to enhance the visitor service 

experience. 

• Enhance community engagement and 

provide better service to incoming meeting, 

conference and event business by building 

event welcome and volunteer programs. 

• Position Calgary as a welcoming destination 

by improving wayfinding systems, increasing 

local knowledge, and providing useful 

planning tools such as online tools, visitor 

guides and maps. 

• Increase referrals with enhanced training 

of frontline counsellors and other local 

influencers. 

The following visitor services objectives will 

support Tourism Calgary’s mission and vision: 

• Share our authentic experiences and brand 

story through visual display and rebranding of 

all touch points at our visitor centre locations. 

• Research and invest in new digital visitor 

servicing options to engage with travellers, 

take advantage of shifts in trends and 

technology and create new opportunities. 

• Enhance destination awareness by launching 

a local ambassador program. 

• Celebrate, teach and promote service 

excellence. 

23

performance measurement 

The following key performance indicators will increase tourism revenue in 2013 and beyond. 

2012 Target 2012 Actual 2013 Target 

Total visits to Calgary 1 no target 5.2 million 5.3 million 

Total visitor spending in Calgary 1 no target $1.4 billion $1.5 billion 

City occupancy – annual 2 no target 70% 72% 

Summer occupancy level 2 

• 45 days post-Stampede 73.4% 78.2% 79% 

Brand awareness † 

(consumers in key markets awareness 

of Calgary as a vacation destination) 

Brand perception † 

(consumers’ image of Calgary) 

no target 

no target 

no measure 

no measure 

to be 

determined 

Sport/cultural event production ‡ 3 

• Number of events 

• Room nights 

32 

35,000 

40 

52,050 

42 

50,000 

Notes: 

† Target still to be determined in consultation with creative agency and research consultants. 

‡ Securing the 2015 Canadian Open Volleyball Championship represents a projection of 18,000 room nights reflected in the 2012 

production report. Removing this sizable acquisition from the 2013 forecast significantly impacts future projections for definite 

room night targets. 

Sources: 

1 Statistics Canada and The Conference Board of Canada 

2 Smith Travel Research 

3 Confirmed venue or host destination contracts 

24

performance measurement 

2012 Target 2012 Actual 2013 Target 

Online sales on visitcalgary.com 

• Room revenue/packages 

• Attractions revenue 

$140,000 

$56,000 

$126,000 

$57,000 

$161,000 

$65,000 

Partner revenue 

(Cooperative marketing dollars from Industry) 

$700,000 

($250k industry) 

($450k quadrant) 

$575,000 



$725,000 



Unpaid destination awareness 

media value 

Referrals to partner sites from 

visitcalgary.com and campaigns º 

Tourism Calgary member satisfaction 

index 

$3 million $5.15 million $5 million 

11,250 120,000 150,000 

no target 80% 85% (2014) 

Notes: 

º Advanced Google Analytics, 2012 target was an estimate with no history or background 

25

statement of operations 

2010 

Actual 

($) 

2011 

Actual 

($) 

2012 

Estimate 

($) 

2013 

Budget 

($) 

Core Revenue 3,478,440 3,389,199 3,425,342 3,460,153 

Program Revenue 3,702,398 4,400,753 5,709,104 5,304,386 

Cash Revenue 7,180,838 7,789,952 9,134,446 8,764,539 

Donations In-kind 1,191,761 1,056,041 594,386 396,905 

Revenue 8,372,599 8,845,993 9,728,832 9,161,444 

Core Expense 3,409,695 2,955,324 3,075,035 3,095,377 

Program Expense 3,577,896 4,628,573 5,833,315 5,442,954 

Sub-Total Cash Expense 6,987,591 7,583,897 8,908,350 8,538,291 

Donations In-kind 1,191,761 1,056,041 594,386 396,905 

Amortization 184,547 187,839 215,575 209,406 

Expense 8,363,899 8,827,777 9,718,311 9,144,602 

Surplus [Deficit] $8,700 $18,216 $10,521 $16,842 

Notes: 

Core revenues are all receipts that are earned through the City of Calgary appropriation, membership sales, event sales, building management 

profits, etc. The core revenues then support organizational overhead and administration costs. 

Program revenues are industry funding, partnership or sponsorship earnings that are specific to a project, program or promotion and 

must be allocated to these initiatives and their specific strategies and tactics. 

Expenses for core or program initiatives are recorded where the revenue was earned. 

27

oard of directors 

staff 

Rod McKay (Chair) 

Partner (retired) KPMG 

Daniel J. Pigeon (Treasurer) 

Chief Financial Officer 

Stagewest Hospitality 

Maureen Payne (Secretary) 

Principal 

MPA Public & Government Affairs 

George Brookman (City of Calgary Representative) 

CEO 

West Canadian Graphics 

Kurby Court (Attractions & Events) 

Vice President, Special Features 

Spruce Meadows 

Mark Wilson (Accommodations) 

Vice President 

Hotel Arts Hospitality Group 

Peter Wallis (Transportation & Visitor Experience) 


The Van Horne Institute 

Adam Pekarsky 

President 

Pekarsky Stein 

Larry Ryder 

Owner 

L.J. Ryder Investments 

Janet Salopek 

President & Senior Consultant 

Salopek Consulting Ltd. 

Executive 



Vacant 

Executive Assistant to the President & CEO 

and the Board of Directors 

Ruth Kozun 

Reception 

Maureen Taylor 

Reception 

Finance & Corporate Affairs 

Aldon Wells 

Vice President, Finance & Corporate Affairs 

Roxanne Wideen 

Director, Human Resources 

Karen Criger 

Manager, Accounting 

Terese Overgaard 

Manager, Research 

Sales, Sport & Major Events 

Marco De Iaco 

Vice President, Sales, Sport & Major Events 

Jeff Daniels 

Director, Sales, Sport & Major Events 

Holly Swinton 

Sales Manager, Sport (maternity leave) 

Heidi Jones 

Sales Manager, Sport 

Dawn Burke 

Assistant, Sport & Major Events 

Randy Williams (Ex Officio) 


Tourism Calgary 

29

Marketing 

Gisele Danis 

Vice President, Marketing & Communications 

Kay Martin 

Executive Assistant, Marketing 

Jeff Hessel 

Director, Marketing 

Sarah Prud’homme 

Manager, Online Operations 

Hala Dehais 

Manager, Public Relations 

Vanessa Gagnon 

Coordinator, Media & Public Relations 

Janis Cook 

Coordinator, Digital Content 

Rhonda Reid 

Manager, Travel Trade 

Communications 

Stewart McDonough 

Director, Communications 

Trent Cross 

Manager, Creative Services 

Corporate Development & Membership 

Shelley Zucht-Shorter 

Vice President, Corporate Development 

& Membership 

Carol Willoughby 

Manager, Business Development 

Sonja Dasiuk 

Manager, Membership Services 

Shellie Crittenden 

Coordinator, Membership Services 

Cindy Good 

Manager, Events 

Sherri Divincentis 

Director, Conference & Visitor Services 

Elaine Bauman 

Supervisor, Airport Visitor Centre 

Madeleine Lajoie 

Counsellor, Airport Visitor Centre 

Shirley LaDuke 


Estela Ramos 


Marym Yar 


Caren Kaufmann 

Supervisor, Calgary Tower Visitor Centre 

Ann Staples 

Counsellor, Calgary Tower Visitor Centre 

30

calgary sport tourism authority 

Doug Mitchell (Chair) 

National Co-Chairman 

Borden Ladner Gervais LLP 

Ken King 


Calgary Flames 

Don Ingram 


CamCar & Associates 

Bob Hamilton 

Vice President Business Development 

Royal Bank of Canada 

Dale Henwood 


Canadian Sport Centre 

Bruce Graham 


Calgary Economic Development 




Leanne Shaw-Brotherston 

Chair 

Calgary Hotel Association 

Kurt Hanson 

Director, Recreation 

The City of Calgary 

John Mikkelsen 


JBM Corporate Consulting 

Guy Huntingford 

Publisher 

Calgary Herald 

31

marketing/ecommerce advisory committee 

Jeff Eisler (Chair) 

Creative Services 

Global TV 

Fraser Abbott 

Director of Business Development 

Hotel Arts 

Carson Ackroyd 


ATCO Group 

Bruce Cameron 

Principal 

Return on Insight 

Joy Caron 

Director, Sales & Marketing 

Sheraton Cavalier 

Debra Cummings 

Editor 

WestJet up! Magazine 

Danielle Durand 

Director, Sales & Marketing 

Hyatt Regency Calgary 

Shelley Grollmus 

Executive Director, North America 

Travel Alberta 

Maureen Henderson 


TELUS Spark, the new Science Centre 

Jon Jackson 

Executive Director 

Calgary Hotel Association 

Sandra Kam 

Manager, Marketing & Special Events 

Heritage Park Historical Village 

Ann Lewis-Luppino 

President and CEO 

Calgary Philharmonic Orchestra 

Terry Rock 

President and CEO 

Calgary Arts Development 




Grant Erickson 

Director of Sales 

Delta Calgary South 

32


200, 238 11 Avenue S.E. 

Calgary, Alberta T2G 0X8 

phone 403.263.8510 

toll free 1.800.661.1678 

visitcalgary.com

strategic plan 2013-2015 - Tourism Calgary

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