Newfoundland and Labrador Product Development Strategy

- 139 -o Currently having a critical mass of compelling appeals/attractions that influence demando Shoulder/winter season market potentialo Identified opportunities and potentialWe have also evaluated the key communities/destination areas across the province as to theircurrent tier status. The results are presented below and illustrated on the map in this section ofthe report.It needs to be noted here that defined destination areas are not exclusively deserving of attentionin product development in all cases. Some products, by their nature, prosper in more remotelocations, such as wilderness lodges and outfitting camps for example. While they may benefitfrom being part of a defined destination area, that isn’t an important factor for them.Established Tourism Destination AreasThese destination areas/communities we refer to as current ‘tier 1’ destinations. They are theones that have major attractions, as well as clusters of complementary features that currentlyprovide a critical mass of tourism appeals and significantly influence demand, length of stay andspending in their region and in the province. As such, they currently warrant being promoted asregional destinations worthy of a visit on their own merits.The tier 1 destination communities/areas having critical mass/appeal today include:o St. John’s and areao Trinity/Port Rexton (Trinity Bight)o Top of the Viking Trail (St. Anthony and north, centred on L’Anse aux Meadows)o Gros Morne National Park and its communities – primarily Rocky Harbour/NorrisPoint at present. Woody Point/Trout River/Shallow Bay have future potential.These also happen to be essentially the same destination areas rated 2 stars by Michelin as being‘worthy of a detour’. (Newfoundland and Labrador has no 3 star Michelin attractions, thosejustifying a trip to the province based on their own merits alone.)This category of destination area should be given first priority for future complementarydevelopment efforts.The focus here is on building on what is already working, by adding complementary attractions,activities, services to further strengthen their appeal, fill gaps and encourage extended stays andspending.More specific lists of project ideas for each of these destination areas are presented in Part II ofthis report and in the appendices. These were developed from our consultations across theprovince and from opportunities identified by the consulting team.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study