Newfoundland and Labrador Product Development Strategy

- 89-present and future generations. In this, we recognize that our knowledge of our naturaland cultural heritage is as yet incomplete, which leads us to a precautionary approach tomanagement and conservation;o We seek to protect and interpret our rich natural and cultural resources so that bothresidents and visitors alike may experience these in an unimpaired condition;o We take a leadership role in environmental education and environmental stewardship inthe province in the belief that we can make a difference in how people regard, value,learn about and actively protect our rich natural heritage;o We believe that stimulating creativity and imagination in the province leads toinnovation and positive change for Newfoundland and Labrador in all areas of oursociety and economy;”We would suggest that it is also important to state that it is vital to protect the uniqueness ofplace and culture from the risk of homogenization and overdevelopment that is common to somany other destinations. Unlike other destinations, we can’t rely on beaches, hot weather,casinos and large markets next door to keep visitors coming in spite of losing their culturalintegrity. We don’t have any of these things available to us. All of our visitors have to wantto come here for what makes us a special place and special people. If these unique featuresare lost, then the province’s potential as a tourism destination will be lost as well. This isfundamental to sustaining and growing the province’s tourism.Fundamental Building Blocks of a Successful Tourism ProductDevelopment StrategyThere are a number of critical strategic issues that need to be addressed before we turn to theproposed approach to tourism product development for Newfoundland and Labrador. These aresummarized below.First of all, an overriding, primary focus has to be given to improving the viability of tourismenterprises in the province. Tourism businesses need to be profitable if they are to generate thecash flow to sustain themselves, upgrade when necessary and expand when it’s opportune.Community and not-for-profit groups need to be able to fund themselves. Achieving thisoutcome will depend upon success in addressing the following more specific challenges.Tourism has become the ‘experience’ business, a major player in today’s ‘experience economy’.Product development efforts therefore need to focus on experiences first, ahead of destinations,touring routes and traveller services. Experiences need to be compelling and able to influencedemand. Converting tourism products into experiences is the challenge, through programming(animation, interpretation, guiding, etc.), suggested itineraries, packaging, trip planning tools andthe like. Experiences need to be authentic, fit with the destination and be well done, notobviously contrived.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study