Newfoundland and Labrador Product Development Strategy

- 85 -o Ontario’s Product Alliance model is seen to be successful in many ways, although somealliances have worked better than others. Some specific lessons learned identified for thismodel include:- Develop a business plan early in the process- Keep the management simple - don't over build- Need to build a long term commitment from all participating in the program- Requires strong connectivity between government and the alliance- Needs to be fully integrated into the provincial marketing and communicationplan- Keep people excited, and most importantly,- Provide the resources, human and financial, needed to get the job doneThis is the first time government has worked in a complementary manner with tourismpartners and sector groups on both product development/packaging and marketingtogether, rather than doing the two in isolation. Some of the Product Alliances that havebeen particularly successful include Paddling, Arts in the Wild and Spas Ontario and theearly reaction to Savour Ontario, the culinary and wine alliance, is positive. Success ishelped by a combination of the participation of serious industry players that understandmarketing and the value of packaging. Other success criteria include:- Participants and their packages have to meet a set of established standards andcriteria to participate- Participants have to invest money in the program – they are investors not justparticipants in a co-op marketing initiative- There is funding behind the program – from the Ontario Tourism MarketingPartnership, and also human resources in the way of facilitators as well ascontracted services, to move the initiative ahead. They are not dependent onthe efforts of volunteer members of the tourism industry who are busy runningtheir own business.These sector based marketing alliances appear to be a stronger concept than thegeographically or DMO based marketing co-operatives in bringing more partners intomarketing initiatives, and in having success in the marketplace. The common objectivesof sectoral based partners, a common understanding of the marketplace and theestablishment of standards and criteria of participation are all contributing factors.o Tourism product development in Atlantic Canada has traditionally seen the public sectorplay a major role, particularly in significant projects that can be viewed as tourisminfrastructure. Examples include the Nova Scotia Signature Resort properties (althoughnow managed by the private sector, they are still owned by the province who continues toinvest in upgrading), the golf course and resort development in Prince Edward Island,much of which the government is involved to some extent, and major attractions such asPier 21 in Halifax and Founder’s Square in Charlottetown.As well, most of the heritage and cultural attractions in Atlantic Canada are owned andoperated by the public sector or by not-for-profit associations, and most, if not all of them,require some form of operating subsidy – they are not self-sustaining, and it is not realisticTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study