Newfoundland and Labrador Product Development Strategy

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- 99 -Demand Influencers - Natural Attractions, Outdoor Adventure,Cultural and Heritage Attractions, Events, ‘Leisure-Style’ andCharacter Accommodations, and Package ToursSeveral product types/sectors warrant special attention in product development because of theirability to influence travel on their own to varying degrees. The province’s icon attractions -icebergs, whales, seabirds and other marine life, seascapes, wildlife, natural areas and dramaticscenery all contribute strongly to generating tourism – motivating travel, extending stays andspending.Similarly for outdoor adventure products – outfitters, guided trips, learning packages - there aremarket segments that will travel for these experiences, and others that will add them to theiritineraries.Cultural and heritage attractions, events and programs are also important in influencing travelbehaviour, most particularly in extending stays and spending of visitors. In fact, suchexperiences are sought out by most leisure travellers, as well as by other market segments,including meetings/conventions, business travel, etc.Leisure-style accommodations, particularly resorts having a mix of accommodations and leisureamenities, and to a lesser degree ‘character’ accommodations such as heritage inns, country inns,heritage bed and breakfasts can influence demand in a similar fashion, mainly extending staysand spending.Finally, packages and tours, including local, regional and province-wide, play an important rolein both generating travel to the province as well as extending stays and spending.Evaluation Criteria for Establishing PrioritiesWe have established the following criteria in identifying those products that merit priorityattention and support as demand influencers:o Fit with the unique appeals and character of Newfoundland and Labradoro Level of relevance and interest to the province’s marketso The scope of the tourism market potentialo Currently having a critical mass of product that influences demando Potential contribution to visitor spending and economic benefitso Shoulder/winter season potentialo Sustainability, viability of the product/sectoro Identified opportunities and future potentialExhibit 4 presents an evaluation matrix for these products. Each was scored and priorities forfuture development attention have been assigned as follows:THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
Exhibit 4Evaluation of Attractions, Activities and Niche Products in terms of their Demand Generating and DemandInfluencing PotentialOther Attractions,Activities and NicheProductsRegional/provincialpackages and toursKey Natural Attractionsand selected EcologicalReserves (birds,archaeology, and naturalhistory)Gros Morne NationalParkFit withUniqueAppeals &CharacterRelevanceandInterest toMarketsScope ofTourismMarketPotentialCurrentCriticalMass ofProductPotentialContributionto VisitorSpendingShoulder/WinterSeasonPotentialSustainab-ility/ViabilityIdentifiedOpportunities& FuturePotential 14 – 11 – 10Terra Nova National Park – 7Heritage Attractions – 7Provincial Parks – – – 5St. Pierre – PartnershipProjectsMajor Events: CulturalEntertainmentEvents/ShowsCommunity-basedCultural ProgramsProfessionalTheatre/Entertainment – – – 3 – – – 6 – – 6 – 7Major Events: Sports – – – 5Resorts/Lodges/Cabins/ – – 7InnsDestination Hiking Trails – – 6Snowmobile Packages – 6OverallRating
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Table of ContentsPage No.Section 3
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Table of ContentsPage No.Section 6:
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The Top Ten Conclusions (continued)
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Section 1IntroductionTHE ECONOMIC P
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- 2 -Objectives and Scope of the St
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- 4 -" Preparation of several backg
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- 5 -Section 2Newfoundland and Labr
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- 7 -There are expectations that th
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- 9 -A recent National Geographic T
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- 11-“changes to exchange rates a
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- 13-• Family (41%)• Learning (
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Section 3Situational AnalysisTHE EC
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- 16 -o Outdoor activities availabl
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- 18 -The province’s tourism prod
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- 20 -Market perspectives on Newfou
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- 22 -o Transportation to and from
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- 24 -Exhibit 1Satisfaction Levels
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- 26 -RoofedAccommodationsSupply of
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- 28 -Nova Scotia and Prince Edward
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- 30 -Hotel/Motel Occupancy by Star
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- 32 -o There are examples of rooms
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- 34 -pricing, rate structures, dis
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- 36 -A few participants reported s
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- 38 -Exhibit 2Extent to which Acco
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- 40 -Clearly the vast majority of
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- 42 -o Growing use of upscale B&Bs
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- 44 -o Not enough 4 star plus prop
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- 46 -As illustrated in thegraph, t
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- 48 -campsite. The rate for sites
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- 50 -o There appears to be an incr
Page 70 and 71: - 52 -A niche market within the rec
Page 72 and 73: - 54 -Argentia facility closes at t
Page 74 and 75: - 56 -expressed views concerned sig
Page 76 and 77: - 58 -The Department of Tourism, Cu
Page 78 and 79: - 60 -the province was about 48% hi
Page 80 and 81: - 62 -A related issue is recreation
Page 82 and 83: - 64 -HNL also offers a wide range
Page 84 and 85: - 66 -" Its core programs include:-
Page 86 and 87: - 68 -Federal Government ProgramsAt
Page 88 and 89: - 70 -The tourism industry in Newfo
Page 90 and 91: Section 4Product Development Initia
Page 92 and 93: - 73 -Key Issues/Opportunities/Chal
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Page 96 and 97: - 77 -o Product Committee scans cur
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Page 100 and 101: - 81 -The province has recently int
Page 102 and 103: - 83 -One of the signature areas id
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Page 106 and 107: Section 5Overall Strategic Approach
Page 108 and 109: - 88-This is not to suggest that we
Page 110 and 111: - 90-Newfoundland’s major tourist
Page 112 and 113: - 92-Federal government:o National
Page 114 and 115: - 94-The approach focuses on buildi
Page 116 and 117: - 96-on its investment. The $300 mi
Page 118 and 119: Section 6Strengthening and Building
Page 122 and 123: Exhibit 4Evaluation of Attractions,
Page 124 and 125: - 103-Top Priority Influencers (10
Page 126 and 127: - 105-Exhibit 5Rating of Potential
Page 128 and 129: - 107-Based on this evaluation, act
Page 130 and 131: - 109-o Staging a spring or fall ev
Page 132 and 133: - 111-1. Develop pricing ‘tools
Page 134 and 135: - 113-Cultural and Heritage Attract
Page 136 and 137: - 115-o Exhibit 7What Does ‘Cultu
Page 138 and 139: - 117-There are always risks in con
Page 140 and 141: - 119-Aboriginal and Acadian Cultur
Page 142 and 143: - 121-Criteria for SupportThe kinds
Page 144 and 145: - 123-Other Provincial Initiatives
Page 146 and 147: - 125-The question arises, however,
Page 148 and 149: - 127-Provincial/Regional Itinerari
Page 150 and 151: - 129-o A serious shortage of renta
Page 152 and 153: - 131-This is another sector of the
Page 154 and 155: - 133-Walking and hiking is one of
Page 156 and 157: - 135-The Green Bay Trail Guide pro
Page 158 and 159: - 137-get them developed. We have n
Page 160 and 161: - 138 -Section 7Strengthening and B
Page 163: - 140 -Established Destination Area
Page 166 and 167: - 143 -Some suggestions:o Build on
Page 168 and 169: - 144 -Section 8Strengthening Touri
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- 146 -Currently established servic
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- 148 -o The absence of Provincial
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Section 9Strategies for Accommodati
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- 151 -But with demand generating a
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- 153 -To be more explicit, the nee
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- 155 -to assess this. What occupan
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- 157 -o Has evident potential in o
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- 159 -o Accessible by roado Archit
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- 161 -of a feasible proposal by th
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- 163 -The criteria here are relati
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- 165 -significant gaps, such that
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- 167 -We have used scores of low,
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- 169 -o Also, some level operating
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- 171 -Preference should be given t
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- 173 -If this sort of advice is to
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- 175 -some suggestions that the da
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- 177 -only be given in destination
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Section 10Other Product Development
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- 180 -As part of the shoulder and
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- 182 -flexibility in this regard.
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- 184 -from this process has been s
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Section 11Strategies for Market Rea
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- 187 -o Brochure and other marketi
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- 189 -considered in the mystery sh
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- 191 -them of the career opportuni
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- 192 -Section 12LabradorOverviewLa
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- 194 -Tourism Business Support Fun
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- 196 -" Principles and policies fo
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- 198 -Changes Since Completion of
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- 200 -are currently looking at the
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- 202 -development of the Labrador
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- 204 -" Identify Business and Prod
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- 206 -" Some have been long-held f
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Section 13ImplementationTHE ECONOMI
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- 209 -barrel for government handou
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- 211 -In the second case, the appr
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- 213 -General ConclusionsOther con
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- 215 -o Econo-museum/learning prog
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- 217 -across the province - museum
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- 219 -Newfoundland and Labrador To
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- 221 -Exhibit 11Functions of the A
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- 223 -The challenge here is the ne
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- 225 -The first iteration of the a
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- 227 -other organizations the team
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- 229 -Given the kind of budget req
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- 231 -FundingWe recommend that the
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- 233 -Linkage with the Tourism Mar
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- 235 -Hospitality Newfoundland and
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PART IIOpportunities for Product De
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- 237 -Section 14Avalon RegionOverv
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- 239 -Exhibit 13Avalon Region - Oc
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- 241 -Destination AreasThe discuss
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- 244 -believes that there is an op
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- 246 -of those interview indicated
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- 248 -Opportunities and NeedsPoten
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- 250 -Opportunities and NeedsWith
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- 252 -Zone 17:Mariner (Baccalieu T
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Section 15Eastern RegionTHE ECONOMI
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- 255 -EASTERN REGIONNumber Number
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- 258 -Trinity Bight (Trinity/Port
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- 260 -Accommodation Supply, Demand
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- 262 -Opportunities and NeedsThe p
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- 264 -° The fall season of Rising
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- 265 -Section 16Central RegionOver
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- 267 -perform better than the lowe
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- 270 -Suggested Tourism Developmen
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- 272 -primarily of the hotel/motel
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- 274 -but demand outside this peri
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- 276 -Demand° Overall occupancies
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- 278 -100%90%80%70%60%50%40%30%20%
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- 280 -100%90%80%70%60%50%40%30%20%
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- 281 -Section 17Western RegionOver
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- 283 -Destination AreasThe discuss
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- 286 -° Raleigh - consider propos
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- 288 -Codroy Valley/Southwest Coas
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Demand- 290 -ZONE 6 - NordicNumber
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- 292 -ooGMNP, this is a significan
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- 294 -Demandoo100%90%80%70%60%50%4
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- 296 -oThere may be some future op
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Section 18Labrador Accommodation As
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- 299 -Supply of Accommodations in
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- 301 -100%90%80%70%60%50%40%30%20%
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- 303 -Zone 5: Labrador StraitsSupp
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- 305 -As with Zone 4, activity in
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Qualmark - New Zealand's official q
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- i -Appendix IIOther Tourism Proje
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- iii -Change and Fogo Islands - Th
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Appendix IIIMap of Regional Economi
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- 1 -Appendix IVGlossary of TermsAC
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- 3 -Geographic Markets: Market seg
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- 5 -Regional DMO: Regional destina
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Newfoundland and Labrador Product Development Strategy

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