Newfoundland and Labrador Product Development Strategy

More documents

Recommendations

Info

- 157 -o Has evident potential in other group market segments – meetings/conference,incentive travelo Is located in an outstanding settingo Fits with the unique appeals and character of Newfoundland & Labradoro Complements existing tourism development in the areao The project is sustainable from all perspectives – financial viability, environmentalcapacity and community/cultural acceptanceo Competent proponents are available to undertake the initiativeo A reasonable level of non-government funding is availableThere are really no resorts meeting this test in the province today, however, the new HumberValley Resort appears likely to do so.It would be unreasonable to expect more than a few major resorts in the province in themedium term and, in fact, the feasibility of such projects is not clear as yet. As discussedlater, this kind of development is likely to require a level assistance to become commerciallyviable in due course.Competitive Impacts IssueWith respect to competitive impacts, discussed shortly below, the development of a resort isintended to ‘grow the pie’; increasing the demand for the area to a considerable extent. A trueresort is, in fact, a destination in its own right. At the same time, it is sure to draw somebusiness away from other operators in the region, since the resort will have appeals to othertravellers as well as those using it as a destination in its own right. On the other hand, it isimportant to realize that some people drawn to the area by the resort’s amenities andmarketing will opt for other accommodations in the area instead, particularly if the others aremore reasonably priced and particularly if they can still get access to the resort’s amenities ona day-user basis. In this case, the other operators are getting new business on the back of theresort’s efforts.Also, perhaps reluctantly, other operators will be challenged to strengthen their appeal to suchtravellers, which will have the effect of upgrading accommodations in the area moregenerally. This is a good thing, not a bad thing. On balance, quality operators in the areashould come out ahead in spite of the shifts in demand. That will be less the case with lowquality properties.Competition of This Kind Is GoodCompetitive pressures are both healthy and necessary if the industry is to grow and evolve.Entrepreneurship needs to be rewarded. All of these considerations are necessary to properlyjudge whether the benefits of the resort project outweigh the negative impacts on otherproperties in the area. The raising of objections should not be sufficient in itself to disqualifythe project.THE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
- 158 -Criteria for Assessing Demand Influencing Accommodation ProjectsDefinitions for these kinds of accommodations are summarized below. Again, these areexamples of the kinds of features expected, not a mandatory checklist:Smaller Resorts, Cottage Properties, LodgesMuch the same criteria would apply as with demand generating properties, with the exceptionthat these would be smaller properties, and/or properties having a narrower range of activitiesand amenities available.Small Resort or Cottage Propertyo High quality natural location, preferably on the ocean, a lake or rivero Accessible by roado A minimum of 10 accommodation unitso All units have private bathrooms ensuiteo Residential-style accommodation units – guest rooms, suites, chalets, cottageso Guest room amenities – fireplaces, lounge/sitting area, deck or patioo Minimum 3 star Canada Selecto On-site dining or kitchens in the unitso Mix of indoor and outdoor recreational amenities – swimming pool, library, gamesroom, walking paths and quiet areas (optional for a cottage property)o Organized activities for guests (optional for a cottage property)o At least three seasons of operationo Recreational equipment for use/rento Hiking and other trails on site or nearbyWilderness Lodgeo Location in a relatively pristine natural areao Accessible by road or access services providedo Accommodations for at least 12 guestso Rustic accommodations – rooms, suites, chalets, cottageso Access to outdoor adventure activities on site and nearby – kayaking, canoeing,hiking, mountain biking, birding/nature study, snowmobiling, cross country skiing,ATV touringo Guide services availableo Minimum 3 star Canada Selecto On-site dining or cooking facilities providedo Safety services providedo Open at least three seasons per yearCountry Inno High quality setting, preferably on, or with views of the ocean, a lake or riverTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study
Page 4 and 5:
Table of ContentsPage No.Section 3
Page 6 and 7:
Table of ContentsPage No.Section 6:
Page 8 and 9:
Page 10 and 11:
Page 12 and 13:
Page 14 and 15:
The Top Ten Conclusions (continued)
Page 16 and 17:
Section 1IntroductionTHE ECONOMIC P
Page 18 and 19:
- 2 -Objectives and Scope of the St
Page 20 and 21:
- 4 -" Preparation of several backg
Page 22 and 23:
- 5 -Section 2Newfoundland and Labr
Page 24 and 25:
- 7 -There are expectations that th
Page 26 and 27:
- 9 -A recent National Geographic T
Page 28 and 29:
- 11-“changes to exchange rates a
Page 30 and 31:
- 13-• Family (41%)• Learning (
Page 32 and 33:
Section 3Situational AnalysisTHE EC
Page 34 and 35:
- 16 -o Outdoor activities availabl
Page 36 and 37:
- 18 -The province’s tourism prod
Page 38 and 39:
- 20 -Market perspectives on Newfou
Page 40 and 41:
- 22 -o Transportation to and from
Page 42 and 43:
- 24 -Exhibit 1Satisfaction Levels
Page 44 and 45:
- 26 -RoofedAccommodationsSupply of
Page 46 and 47:
- 28 -Nova Scotia and Prince Edward
Page 48 and 49:
- 30 -Hotel/Motel Occupancy by Star
Page 50 and 51:
- 32 -o There are examples of rooms
Page 52 and 53:
- 34 -pricing, rate structures, dis
Page 54 and 55:
- 36 -A few participants reported s
Page 56 and 57:
- 38 -Exhibit 2Extent to which Acco
Page 58 and 59:
- 40 -Clearly the vast majority of
Page 60 and 61:
- 42 -o Growing use of upscale B&Bs
Page 62 and 63:
- 44 -o Not enough 4 star plus prop
Page 64 and 65:
- 46 -As illustrated in thegraph, t
Page 66 and 67:
- 48 -campsite. The rate for sites
Page 68 and 69:
- 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
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 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
Page 170 and 171: - 146 -Currently established servic
Page 172 and 173: - 148 -o The absence of Provincial
Page 174 and 175: Section 9Strategies for Accommodati
Page 176 and 177: - 151 -But with demand generating a
Page 178 and 179: - 153 -To be more explicit, the nee
Page 180 and 181: - 155 -to assess this. What occupan
Page 184 and 185: - 159 -o Accessible by roado Archit
Page 186 and 187: - 161 -of a feasible proposal by th
Page 188 and 189: - 163 -The criteria here are relati
Page 190 and 191: - 165 -significant gaps, such that
Page 192 and 193: - 167 -We have used scores of low,
Page 194 and 195: - 169 -o Also, some level operating
Page 196 and 197: - 171 -Preference should be given t
Page 198 and 199: - 173 -If this sort of advice is to
Page 200 and 201: - 175 -some suggestions that the da
Page 202 and 203: - 177 -only be given in destination
Page 204 and 205: Section 10Other Product Development
Page 206 and 207: - 180 -As part of the shoulder and
Page 208 and 209: - 182 -flexibility in this regard.
Page 210 and 211: - 184 -from this process has been s
Page 212 and 213: Section 11Strategies for Market Rea
Page 214 and 215: - 187 -o Brochure and other marketi
Page 216 and 217: - 189 -considered in the mystery sh
Page 218 and 219: - 191 -them of the career opportuni
Page 220 and 221: - 192 -Section 12LabradorOverviewLa
Page 222 and 223: - 194 -Tourism Business Support Fun
Page 224 and 225: - 196 -" Principles and policies fo
Page 226 and 227: - 198 -Changes Since Completion of
Page 228 and 229: - 200 -are currently looking at the
Page 230 and 231: - 202 -development of the Labrador
Page 232 and 233:
- 204 -" Identify Business and Prod
Page 234 and 235:
- 206 -" Some have been long-held f
Page 236 and 237:
Section 13ImplementationTHE ECONOMI
Page 238 and 239:
- 209 -barrel for government handou
Page 240 and 241:
- 211 -In the second case, the appr
Page 242 and 243:
- 213 -General ConclusionsOther con
Page 244 and 245:
- 215 -o Econo-museum/learning prog
Page 246 and 247:
- 217 -across the province - museum
Page 248 and 249:
- 219 -Newfoundland and Labrador To
Page 250 and 251:
- 221 -Exhibit 11Functions of the A
Page 252 and 253:
- 223 -The challenge here is the ne
Page 254 and 255:
- 225 -The first iteration of the a
Page 256 and 257:
- 227 -other organizations the team
Page 258 and 259:
- 229 -Given the kind of budget req
Page 260 and 261:
- 231 -FundingWe recommend that the
Page 262 and 263:
- 233 -Linkage with the Tourism Mar
Page 264 and 265:
- 235 -Hospitality Newfoundland and
Page 266 and 267:
PART IIOpportunities for Product De
Page 268 and 269:
- 237 -Section 14Avalon RegionOverv
Page 270 and 271:
- 239 -Exhibit 13Avalon Region - Oc
Page 272:
- 241 -Destination AreasThe discuss
Page 275 and 276:
- 244 -believes that there is an op
Page 277 and 278:
- 246 -of those interview indicated
Page 279 and 280:
- 248 -Opportunities and NeedsPoten
Page 281 and 282:
- 250 -Opportunities and NeedsWith
Page 283 and 284:
- 252 -Zone 17:Mariner (Baccalieu T
Page 285 and 286:
Section 15Eastern RegionTHE ECONOMI
Page 287 and 288:
- 255 -EASTERN REGIONNumber Number
Page 290 and 291:
- 258 -Trinity Bight (Trinity/Port
Page 292 and 293:
- 260 -Accommodation Supply, Demand
Page 294 and 295:
- 262 -Opportunities and NeedsThe p
Page 296 and 297:
- 264 -° The fall season of Rising
Page 298 and 299:
- 265 -Section 16Central RegionOver
Page 300:
- 267 -perform better than the lowe
Page 303 and 304:
- 270 -Suggested Tourism Developmen
Page 305 and 306:
- 272 -primarily of the hotel/motel
Page 307 and 308:
- 274 -but demand outside this peri
Page 309 and 310:
- 276 -Demand° Overall occupancies
Page 311 and 312:
- 278 -100%90%80%70%60%50%40%30%20%
Page 313 and 314:
- 280 -100%90%80%70%60%50%40%30%20%
Page 315 and 316:
- 281 -Section 17Western RegionOver
Page 317:
- 283 -Destination AreasThe discuss
Page 320 and 321:
- 286 -° Raleigh - consider propos
Page 322 and 323:
- 288 -Codroy Valley/Southwest Coas
Page 324 and 325:
Demand- 290 -ZONE 6 - NordicNumber
Page 326 and 327:
- 292 -ooGMNP, this is a significan
Page 328 and 329:
- 294 -Demandoo100%90%80%70%60%50%4
Page 330 and 331:
- 296 -oThere may be some future op
Page 332 and 333:
Section 18Labrador Accommodation As
Page 334 and 335:
- 299 -Supply of Accommodations in
Page 336:
- 301 -100%90%80%70%60%50%40%30%20%
Page 339 and 340:
- 303 -Zone 5: Labrador StraitsSupp
Page 341 and 342:
- 305 -As with Zone 4, activity in
Page 343 and 344:
Qualmark - New Zealand's official q
Page 345 and 346:
Page 347 and 348:
Page 349 and 350:
Page 351 and 352:
- i -Appendix IIOther Tourism Proje
Page 353 and 354:
- iii -Change and Fogo Islands - Th
Page 355:
Appendix IIIMap of Regional Economi
Page 358 and 359:
- 1 -Appendix IVGlossary of TermsAC
Page 360 and 361:
- 3 -Geographic Markets: Market seg
Page 362 and 363:
- 5 -Regional DMO: Regional destina
show all

Newfoundland and Labrador Product Development Strategy

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?