Newfoundland and Labrador Product Development Strategy

- 87-Section 5Overall Strategic ApproachThis section presents an overview of the proposed strategic approach to tourism productdevelopment in the province. First we identify the critical importance of keeping Newfoundlandand Labrador the special place that it is. We then explore the important and far reaching role ofthe public sector in the delivery of tourism experiences in the province. The key ‘buildingblocks’ of successful tourism development are addressed followed by an overview of theapproach we are recommending for Newfoundland and Labrador. Then we will consider anoverriding issue for tourism operators and the industry as a whole – the need to develop demandin soft periods and improve yield in busy periods. Finally, we introduce the need to develop andpresent the ‘business case’ for tourism and its support by the public sector.Subsequent sections will address strategies for building on demand-influencing tourism products,established destination areas and touring corridors and present strategies for accommodationsand campgrounds, other traveller services, industry market readiness and transportation. Finallywe will address the important issues of environmental and cultural conservation.Keeping This Place the Special Place It Is Rather Than Making ItLike Other PlacesNewfoundland and Labrador are special places, with special people. And what makes themspecial is what makes them appealing to visitors. The visitor research and focus group researchreinforced that message, loud and clear. People have a truly great time here. And it’s the specialfeatures of the place and its people that make that happen.There is an almost overwhelming temptation among tourism development people to try to makechanges in our tourism products and services in the effort to strengthen our competitiveness.“Upgrading to meet contemporary expectations of travellers” is one refrain. Another is“ensuring high standards of customer service”. Or “pursuing best practices” is another.All of these pretty words are what tourism people are used to hearing from our tourism leaders.And of course, they are right. But are they right when it comes to this special place and itsspecial people? One person in one of the focus groups, when pressed about whether she thoughtthe accommodations in the province needed improvement said something very much like this:“Well, perhaps yes. But if improving them means making them less like what makesNewfoundland unique and special, then don’t do it.”It is clear that any ‘flaws’we might have in the state of our tourism facilities and standards ofcustomer service are not, in fact, causing dissatisfaction among visitors. In fact, it is evident theyare looking past such things and at the special place, special people features of their visit. It isnot the facilities and service that’s most important to them.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study