Robin Garrett's Presentation

Robin Garrett's Presentation

Transcript

1. CHIEF EXECUTIVE OFFICER Robin Garrett Building a Tourism Powerhouse
2. Building a Tourism Powerhouse 10 ▪ One of the fastest growing economic sectors in the world ▪ Builds a better quality of life for everyone in Niagara ▪ Niagara’s tourism industry represents: ▪ $1.5 billion in receipts (10% of Ontario’s tourism receipts) ▪ 10.3 million visitors (42% are international visitors) Why is Tourism Important?
4. Building a Tourism Powerhouse 12 ▪ World wide recognition ▪ Wealth of tourism products and experiences ▪ Geographically convenient to large population ▪ UNESCO biosphere … a natural wonder We Have What it Takes
6. Building a Tourism Powerhouse 14 ▪ “Ontario will become one of the world’s preferred places to visit. Ontario has the potential and all the necessary Elements to be a leading tourism destination.To get there, Ontario will aim to double tourism receipts by 2020.” – Discovering Ontario, a report on the future of tourism Greg Sorbara, Chair Ontario Tourism Competitiveness Study The Challenge
8. Building a Tourism Powerhouse 16 ▪ Working together … coordinating our efforts to maximize our resources ▪ Setting standards … improving service quality and workforce training Ministry of Tourism Mandated Strategic Priorities
9. Building a Tourism Powerhouse 17 ▪ Investing wisely … attracting investment, helping operators get access to capital, improving transportation infrastructure, investing in attractions, parks, trails and festivals & events ▪ Reaching out … marketing strategically to target consumers, focusing on unique products, improving way-finding, increasing e-marketing and online booking Ministry of Tourism Mandated Strategic Priorities
11. Building a Tourism Powerhouse 19 What It Will Take CTC OTMP RTO DMOs & Sectors Operators All levels of government CTC OTMPC RTO DMOs & Sectors Operators All levels of government Alignm ent & Coordination Minimize Duplication Leverage Our Collective Resources
13. Building a Tourism Powerhouse 21 Critical Success Factors Consumer focus Consumer focus Marketing excellence Effective partnerships Organiza-tional excellence Results-driven
15. Building a Tourism Powerhouse 23 ▪ Vision: Become the #1 international tourism destination for travelers in North America ▪ Mission: Enhance and grow the tourism sector in Niagara Canada ▪ Mandate: Provide leadership and coordination to attract more visitors, generate more economic activity and create more jobs across Niagara Canada Our Corporate Strategy
17. Building a Tourism Powerhouse 25 Our Strategic Priorities ••Package development ••Festivals & events ••Brand ••Domestic & International ••Partnerships ••MC&IT ••Workforce training programs ••Governance ••Industry engagement ••Funding Working collabor atively Setting standards for success Investing wisely Reaching out
19. Building a Tourism Powerhouse 27 1 2 3 4 5 Build and launch a brand campaign and implement targeted marketing to high prospect consumers Develop a web portal that drives consumers to industry to close the sale Pursue blockbuster event(s) that will build the brand and leave a legacy Nurture relationships with industry to develop effective partnerships and gain support for sustainable funding Create an effective governance structure that engages industry and facilitates effective decision-making 2011/12 Signature Deliverables
21. brand Develop a web portal event(s) Implement targeted development programs excellence Building a Tourism Powerhouse 29 When We Will Get There Develop our strategy & brand Launch our brand Develop a web portal Identify blockbuster event(s) Secure funding Get organized Build the brand Implement targeted marketing Launch product development programs Support for blockbuster event(s) Implement workforce training program Leverage product development programs Leverage workforce training Leverage organizational excellence ANNUALLY INCREASE TOURISM RECEIPTS 2011/12 2012/13 2013/14
23. Building a Tourism Powerhouse 31 ▪ Advertising awareness ▪ Number of consumers in our database ▪ Number of leads generated to partners ▪ Festival & event attendance ▪ Consumer satisfaction ▪ Partner satisfaction ▪ $ leveraged through partnership How We Will Measure Success
25. & Industry Building a Tourism Powerhouse 33 Governance Structure Board Board Finance & Audit Governance Marketing Communications & Industry Engagement Strategy & Development Region-wide input
27. Building a Tourism Powerhouse 35 Organizational Structure CEO Director of Marketing Director of Corporate Services Executive Assistant/ Stakeholder Communications
29. Building a Tourism Powerhouse 37 73% 15% Budget Total budget $3.2M 15% 1% 2% 8% 73% Marketing ($2.35M) Programs ($270k) Strategy, research & plannin Communications ($25k) Administration ($480)
31. Building a Tourism Powerhouse 39 Travel Purchase Cycle
33. Building a Tourism Powerhouse 41 ▪ Build our assets for both leisure and MC&IT … video, photos, stories ▪ Launch the brand campaign ▪ Develop a web portal ▪ Engage partners to develop packages and common offers ▪ Include tactics that DMOs/sectors can’t do on their own … TV and magazine lure ▪ Leverage CTC and OTMPC partnership opportunities in U.S. and overseas markets Marketing Plan
34. Building a Tourism Powerhouse 31 TOURISM PARTNERSHIP OF
35. Building a Tourism Powerhouse 43 ▪ Goal: drive awareness for the region for October to December period ▪ Tactics: radio, online and outdoor advertising, social media and email marketing ▪ Performance measures: - Travel intention - # opt-ins to our database - Leads generated to tourism partners ▪ Invited DMOs and sectors to submit festivals and events for web site listing Seasonal Campaign
37. Building a Tourism Powerhouse 45 WEBSITE HOME PAGE
38. Building a Tourism Powerhouse 46 OUTDOOR SAMPLES
39. Building a Tourism Powerhouse 47 E-BLAST SAMPLES
40. Building a Tourism Powerhouse 48 AS OF 21 DAYS IN MARKET Total unique website visitors: 27,331 Total referrals to partner websites: 8,226 Total sign ups to database/contest : 4,402 new names in our existing database of 23,310 Average open rate for both e-blasts: 33.9% compared with industry average of 26.3% Average click-through rate for both e-blasts: 40.9% compared with industry average of 16%. Seasonal Campaign Results To Date
42. Building a Tourism Powerhouse 50 ▪ Develop culinary experiences and packages ▪ Based on Ypartnership research, the biggest gap in performance and consistency is in the area of F&B ▪ All areas of the region can be involved in developing the culinary experience ▪ Bid for blockbuster events ▪ Large scale events with a national or international reputation that have the ability to draw overnight stays and have an operating budget of over $1M Product Development Plan
44. Building a Tourism Powerhouse 52 ▪ Niagara is Canada’s horticultural capital ▪ Waterfalls and flowers are a natural combination ▪ Niagara Parks Commission’s brand includes nature and gardens ▪ St. Catharines is the Garden City ▪ Welland is the Rose City The World Garden Event
46. Building a Tourism Powerhouse 54 ▪ The 2017 World Garden event in Niagara: ▪ Celebration of Canada’s 150th birthday ▪ Running May to October ▪ Over 2 million visitors ▪ International exhibitors ▪ Featuring gardens, gardening, culinary, wine, music, culture and the arts ▪ Region-wide involvement ▪ Helps brand Niagara ▪ Leaves a legacy of gardens, pathways and bikeways The World Garden Event
48. Building a Tourism Powerhouse 56 ▪ Develop a web-based training program that helps brand our region as the friendliest and most knowledgeable about what there is to do in Niagara Workforce Training Plan
50. Building a Tourism Powerhouse 58 We Can’t Do It Alone!
52. Building a Tourism Powerhouse 60 ▪ Content to feature in our advertising ▪ Signature experiences that meet our customers’ interests ▪ Packages ▪ Special offers ▪ Media stories ▪ On-brand visuals ▪ Shadow pages on websites to leverage our advertising ▪ Align and coordinate marketing efforts What DMOs & Sectors Can Do
54. Building a Tourism Powerhouse 62 ▪ Service quality training ▪ Signature experiences ▪ Packages ▪ Partnership ▪ Revitalize your community ▪ Get involved! What Operators Can Do
56. Building a Tourism Powerhouse 64 ▪ Attract investors … so we can develop the destination e.g. attractions, accommodations, cycling trails, culinary trails and gardens ▪ Invest in transportation … that makes it easy for consumers to get around e.g. Go train service, regional transportation, great highways, way-finding ▪ Create a sense of arrival … beautification, greenery, welcome signage, information services ▪ Workforce training … branding our region as the friendliest and most knowledgeable about what there is to do in Niagara What Governments Can Do
58. Building a Tourism Powerhouse 66 Keep in Touch Industry website: www.NiagarasRTO.com Email: Robin.Garrett@NiagarasRTO.com Twitter: @TPNCEO Phone: 905-328-1771 Address: 5881 Dunn Street, Niagara Falls
59. Building a Tourism Powerhouse 52 TOURISM PARTNERSHIP OF
60. Building a Tourism Powerhouse 68 ▪ Everyone has a role to play ▪ We need to collaborate to maximize our collective resources ▪ We will have the biggest impact if we synchronize our efforts ▪ Together we can grow into a tourism powerhouse for Ontario and Canada In Conclusion