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Tourism and Parks

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Qu bec resident visitation to indicator attractions was ... Qu bec travel party inquiries at Provincial VICs were down marginally in 2007, relative to 2006. ... – PowerPoint PPT presentation

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Title: Tourism and Parks


1
Tourism and Parks
  • Presentation to the
  • Tourism Industry Association
  • of
  • New Brunswick
  • October 27, 2007

2
Presentation Outline
  • Setting the Stage Tourism Industry Performance
    and Outlook
  • Looking Forward Toward Self Sufficiency 2026
  • Transforming the Economy The Tourism Sector
  • Tourism and Parks Priorities
  • Investment in Strategic Infrastructure
  • New Approach to Product Development
  • Marketing for the Future
  • Conclusion / Question and Answer Period

3
Setting the Stage
  • Tourism Industry Performance and Outlook

4
Tourism Industry Performance 2007 - Canada
  • Conference Board of Canada estimates an overall
    growth of 2.2 in overnight person-visits to
    Canada.
  • Domestic Travel increases within Canada are
    estimated at 3.
  • U.S. visits to Canada in 2007 are estimated to
    have declined by 3.6.
  • Growth in visits to Canada from other
    international markets is estimated at 4.7.

5
Tourism Industry Outlook 2008 - Canada
  • The outlook for 2008 is for an overall increase
    in overnight person-visits to Canada in the 2.8
    range.
  • This is largely attributable to further increases
    in domestic tourism (forecasting a 4 increase).
  • Further 5 decline is forecast for the U.S.
    market slight recovery anticipated in 2009.

6
Tourism Industry Performance 2007 N.B.
  • YTD, occupancy rates and room sales were up 2
    and 5, respectively, from 2006.
  • During the May-August tourism season, occupancy
    rates showed a 3.5 increase.
  • Provincial parks campsite occupancy rates showed
    a 7 increase in 2007 as compared to 2006.
  • Attraction attendance showed mixed results
    overall, visitation to indicator attractions
    declined by 1.9.

7
Tourism Industry Outlook 2008 - Region
  • Conference Board of Canada estimates provincial
    tourism growth in overnight person-visits in 2008
    at
  • New Brunswick 2.1
  • Nova Scotia 1.8
  • Prince Edward Island 0.9
  • Newfoundland 2.1

8
Key Market Observations
  • International
  • United States
  • Québec
  • Other Domestic Markets

9
International Market Indicators Observations
  • Direct air access capacity from France to Canada
    has increased around 30, but overnight trips
    have increased only 3.8 (Jan-July 2007) France
    on-line travel market is expanding.
  • U. K and German arrivals into Canada have
    increased 4.4 (Jan-July 2007, vs. 2006).
  • New direct flight U.K. to N.B. but British
    travelers are sensitive to environment issues
    (travel sin) and expect quality experiences.
  • German market remains sensitive to cancellation
    of the visitor GST rebate program German
    travelers are tending to take more short-haul
    trips.

10
U.S. Market Indicators
  • Year-to-date, overnight border crossings by U.S.
    residents into New Brunswick have declined 2.6.
  • U.S. and other international accommodation room
    sales declined by 7.5.
  • Campsite nights sold to U.S. residents did not
    decrease significantly.
  • Attractions reported a 4.8 decline in U.S.
    visitation, (16 decline in New England visitors
    other U.S. visitation levels remained unchanged
    from 2006).
  • New Brunswick is maintaining its share of trips
    from New England, but overall trips into Canada
    and the region from this market are declining.

11
U.S. Market Observations
  • Near-recession economic conditions in the U.S.
    are responsible for many Americans taking shorter
    trips closer to home and saving on
    accommodations.
  • WHTI impact estimates have been downgraded
    expected to be most prominent in same-day border
    crossings into Ontario and British Columbia.
  • US is experiencing a demographic shift.
  • American travelers are moving to activity-based,
    last-minute trips planned on the internet,
    including niche and learning trips.
  • Global competition is drawing higher income
    Americans to distant destinations.

12
Québec Market Indicators
  • Provincial Park campsite occupancy by Québec
    residents increased marginally in 2007 relative
    to 2006.
  • Québec resident visitation to indicator
    attractions was down 3.7 overall in 2007 (vs.
    2006), but up significantly in the Acadian
    Coastal Drive region (9.5).
  • Québec travel party inquiries at Provincial VICs
    were down marginally in 2007, relative to 2006.
    However, the Campbellton VIC saw almost 1,000
    more Québec visitors in August of 2007 compared
    to 2006.

13
Québec Market Observations
  • Not all Québec beach-seekers are going to Old
    Orchard, Québec travelers who leave the province
    increasingly are traveling abroad.
  • Those interested in Old Orchard Beach are seeking
    , in addition to the beach, the combination of
    camping, shops, amusement, and food
  • Environics and the Conference Board of Canada are
    tracking increasing interest from Québec in soft
    adventure and trails / cycling / hiking.
  • Québec is leading Canadian surveys in their
    interest in sustainable and eco-friendly tourism.

14
Other Market Observations
  • The resident market performance has been strong
    in 2007, especially in Provincial Park
    campgrounds.
  • Regional and Ontario market visitation to New
    Brunswick increased marginally in 2007.
  • A segment of Ontario travellers who visit Québec
    may prefer bilingual experiences further east, if
    attractive driving itineraries on the way were
    available.
  • Western Canadians interest in camping and
    outdoors activities could be catered to by
    car/equipment rental packages in N.B.

15
Looking Forward
  • What got you here, wont get you there
  • Marshall Goldsmith

16
Toward Self-Sufficiency 2026
  • Release of Task Force Report (May 2007).
  • Analysis of recommendations by Deputy Ministers
    (In progress).
  • Response from the Province, including a
    comprehensive road-map for transformational
    journey (Fall 2007).

17
Toward Self-Sufficiency 2026
  • Recognition that the Province is at an important
    juncture.
  • Current window of opportunity to take action to
    put the Province on an upward path.
  • Public and private sector must work together to
    build a more confident, self-sufficient Province,
    and be bold in looking at new ways of doing
    things.

18
Toward Self-Sufficiency 2026
  • Four key thrusts
  • Transforming the Economy
  • Transforming Human Resources
  • Transforming Government
  • Transforming Relationships

19
Transforming the Economy The Tourism Sector
  • Positive effects in NB
  • Spending exceeds 1 billion and impacts all
    regions, helping to build community pride.
  • Can help address two major employment challenges
    in predominantly rural areas labour shedding by
    primary industries and the exodus of youth in
    search of work.
  • Provides a vehicle for preserving, revitalizing
    and providing educational exposure to our natural
    and cultural heritage.
  • Being a green industry, it can play a proactive
    role in the pursuit of a healthy lifestyle and
    sustaining our natural environment.

20
Transforming the Economy The Tourism Sector
  • Challenges
  • Currency appreciation, expensive gasoline, air
    access and cost, U.S. border security.
  • Availability of labour and lack of training.
  • Increased competition in current markets.
  • New and competitively priced entrants in tourism
    business Qatar, Vietnam, Cambodia, etc.
  • Changing consumer travel trends.

21
Transforming the Economy Tourism and Parks
  • Priorities
  • Enhance the visitor experience through strategic
    infrastructure and new product development.
  • Develop a new marketing strategy based on new
    realities.
  • Implement a new consumer engagement strategy
    using online customer relationship management
    tools.

22
Investment in Strategic Infrastructure
23
Investment in Infrastructure
  • 100 Million Provincial fund dedicated to
    strategic tourism infrastructure.
  • Priorities include upgrading and/or expanding
    existing publicly owned infrastructure,
    development of a leading edge web site,
    establishment of an N.B. Gateway and improving
    the scenic drive signage program.
  • Projects in Northern N.B. will be linked to
    Tourism and Parks focus on Northern Development
    and the strategic priorities of the northern
    communities.

24
Investment in Infrastructure
  • Next Steps
  • Policy options to be presented to Government.
  • Funds to be available in April 2008.
  • Maintain existing funding structure
  • Submit proposal to the regional Enterprise Agency
  • Funding through the Regional Development
    Corporation.

25
New Approach to Product Development
26
Canadian Tourism Product Strategy
  • The Canadian Tourism Commission is tracking
    tremendous competition from a global travel
    marketplace.
  • Competitive fares, increased passport possession,
    and increased reliance on travel planning web
    sites mean travelers are as likely to go abroad
    as stay on their own continent.
  • Globally competitive, high-yield, unique tourism
    products are required to attract high-yield
    visitation.
  • Focus is on positioning Canada as more than a
    nature destination.

27
New Brunswick Tourism Product Strategy
  • Currently performing a cluster analysis of data
    from the 2006 Travel Activities and Motivations
    Survey of U.S. and Canadian travelers.
  • Combinations of N.B. tourism products that serve
    as trip motivators for visitors will identify new
    product opportunities, including itineraries and
    packages.
  • Visitor segments, demographics, travel planning,
    and vacation considerations will all be reported
    in relation to these tourism product clusters.

28
New Brunswick Tourism Product Strategy
  • Linked to the new infrastructure investments
  • Focus on working with industry to create new
    products that are unique and authentic to N.B.
  • Aimed at private sector, particularly small and
    medium sized businesses.
  • Provide direction for tourism business start up,
    diversification and expansion.
  • Provide guidance to funding partners.

29
New Brunswick Tourism Product Strategy
  • In process of evaluating existing programs and
    exploring best practices from other
    jurisdictions.
  • Industry, partner and government input required.
  • Launch of new Tourism Product Strategy and new
    Tourism Development Guidelines in the New Year.
  • Aligned with new N.B. Growth Program
  • Targeted at small businesses
  • Objective is to financially stimulate targeted
    sectors of the economy

30
Marketing for the Future
31
Marketing For The Future
  • Need to adjust and innovate marketing strategy.
  • Increase funding to compete and take advantage of
    high potential developmental markets.
  • Respond to changing consumer trends and needs.
  • Consult with TIANB/Partners.

32
Strategic Approach For 2008
  • Destination Image.
  • Improve our website and increase online
    marketing.
  • Adjust Intercept.
  • Improvement of scenic drive signage and
    promotion.
  • Adjust funding to respond to markets.

33
Destination Image
  • New Brunswick is fighting to win in one of the
    most competitive industries in the world.
  • New Brunswick must stand out in the marketplace.
  • Re-look at NBs visual image to ensure a unique
    visual identity.
  • New Film and Photography.

34
Web-Online
  • Create a more consumer centric website.
  • Engage our consumers and build relationships with
    them.
  • Provide a world class travel planning experience.
  • Capture valuable profile information to assist
    with future product development and marketing
    efforts.
  • Utilize online to reach special interest markets.

35
Intercept
  • Evolve and improve program.
  • Research supports intercept as an opportunity.
  • Focus on improving visitation to attractions.
  • Engage local communities at grass roots levels.

36
Scenic Drive
  • Improve scenic drive signage and promotion.

37
Adjust Investment
  • Increase for Ontario and Quebec.
  • Expand fall and winter marketing initiatives.
  • Invest in high potential developmental markets
    ex. U.K., Western Canada.
  • Increase media relations activities.
  • Increase N.B. product being promoted through
    traditional trade and on-line channels.

38
In Conclusion
  • The Province is at a critical juncture point,
    ready to seize opportunities to ensure we are on
    the road to self-sufficiency.
  • Tourism and Parks is prepared to be at the
    forefront of building a stronger N.B., through
    investments in strategic infrastructure, a strong
    product development focus, and a competitive,
    innovative marketing campaign.
  • Key to success will be moving forward in
    continued partnership with the tourism industry.

39
Question and Answer Period
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