Newfoundland and Labrador Product Development Strategy

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- 103-Top Priority Influencers (10 + points)o Regional and provincial packages and tourso Key Natural attractions and selected Ecological Reserves:- Icebergs/whale watching- Gros Morne National Park- Cape St. Marys Ecological Reserve- Witless Bay Ecological Reserve- Others ecological reserves having potential, such as Mistaken Point and BurntCapeSecondary Priority Influencers (5 – 9 points)o Heritage attractionso Community-based cultural programso Professional theatre/entertainmento Major eventso Cultural entertainmento Sports eventso Destination, leisure-style accommodations - resorts/lodges/character inns (country inns,heritage inns)o Selected ‘destination’ hiking trailso Packages for snowmobilingo Skiing at Marble Mountaino Outdoor adventure activities and outfitters – hiking, sea kayaking, etc.o Learning programs/packageso Provincial Parkso Terra Nova National Parko Lighthouses (better if on-site accommodations and/or interpretation is provided)o Pre and post meeting/convention programs/packageso Special interest product - Birds (outside of selected Ecological Reserves)o Expedition style cruising (based on perceived potential)Lowest Priority Influencers (0 – 4 points)o St. Pierre partnership projectso ATV trailso Golfo Other winter activitieso Local sightseeing tours/cruiseso Other special interest products (outside of selected Ecological Reserves):- Geology- Archaeology- Flora and faunao Sub arctic flora/fauna/wildlifeNurturing the further development of these products will involve a variety of initiatives.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
- 104-Strategies for Building on Shoulder and Winter CapacitySeasonality of demand is the #1 challenge facing the province’s tourism industry. It limitsearning capacity and puts downward pressure on pricing. A key top priority strategy thereforehas to be to grow shoulder and winter season demand, improve pricing and yield and therebyassist the industry become both profitable and sustainable. This is a fundamental prerequisitebefore the industry can be expected to start investing in upgrading and expansion on their own.Shoulder and Winter Season DemandAs mentioned earlier, the province is operating at capacity in two of our most important tourismdestinations in the summer, St. John’s and parts of the Northern Peninsula, particularly for thetravel trade and particularly at better quality properties. And there are other areas around theprovince where accommodations of the type and character being sought out by visitors areoperating at capacity during the peak season. But being busy in the summer isn’t enough tojustify building new tourism products or expanding capacity of existing ones if there is only acouple of months of high demand. The first focus therefore should be on growing demand in theshoulder and winter seasons where there is latent capacity, and in responding to the demands ofvisitors who are already coming at these times of year by making sure that attractions,experiences and services are available.On a seasonal basis, the priorities should be:o To strengthen and grow the early/mid fall season from Labour Day through to mid-October and beyond. Weather conditions are generally good at this time of year andthere is already a base of visitor activity on which to build – in fact, some destinationareas in the province do very well at least for the first three weeks of September or so.o To develop products and experiences that can attract demand during the late springseason, i.e. from mid May through June. Icebergs are a key attraction for this period –research indicates that they are a reason people come to NL and that they are one of themost asked about natural features by visitors during the summer season.o A third priority is winter, though in selected destination areas within the province itshould be given equal priority to fall and/or spring, particularly in WesternNewfoundland, and Labrador and to some degree in Central Newfoundland as well.Winter experiences should not be limited to outdoor, snow-based activities but includeurban getaways and packages (theatre, dining, event-based) as well as some destinationaccommodation based getaways and packages within close proximity to air entry points.St. John’s and Corner Brook are obvious examples.Exhibit 5 evaluates a list of attractions, activities and niche products as well as market segmentsand infrastructure needs with respect to their potential contribution to growing demand in theshoulder and off-seasons. (Note that the evaluation considered market size as well asmarketability in these seasons.)THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
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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
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- 52 -A niche market within the rec
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- 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
Page 94 and 95: - 75 -Key Issues/ Opportunities/ Ch
Page 96 and 97: - 77 -o Product Committee scans cur
Page 98 and 99: - 79 -o Development of mutual respe
Page 100 and 101: - 81 -The province has recently int
Page 102 and 103: - 83 -One of the signature areas id
Page 104 and 105: - 85 -o Ontario’s Product Allianc
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 120 and 121: - 99 -Demand Influencers - Natural
Page 122 and 123: Exhibit 4Evaluation of Attractions,
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
Page 170 and 171: - 146 -Currently established servic
Page 172 and 173: - 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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