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) 2
World wide recognition Wealth of tourism products and experiences Geographically convenient to large population UNESCO biosphere … a natural wonder 3
Priorities Working together … coordinating our efforts to maximize our resources Setting standards … improving service quality and workforce training 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 4
OTMP RTO DMOs & Sectors Operators All levels of government CTC OTMPC RTO DMOs & Sectors Operators All levels of government Leverage Our Collective Resources 5
Become the #1 international tourism destination in North America by creating a Niagara discovery experience that is so naturally awe-inspiring, so vibrant, and so much fun that visitors can’t wait to be a part of it. Mission Enhance and grow a highly competitive tourism region through visitor-centric strategies. Build a strong relevant brand that maintains Niagara’s reputation as a world renowned destination for leisure and MC&IT travel. Mandate Provide leadership and coordination to attract more visitors, generate more economic activity and create more jobs across the Niagara region. 7
excellence 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 Develop packages & common offers to feature online Support blockbuster events Launch product development programs Implement workforce training program Build reputation Leverage consumer database Leverage product development programs Leverage workforce training Leverage organizational excellence ANNUALLY INCREASE TOURISM RECEIPTS 2011/12 2012/13 2013/14 9
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 10
Ypartnership strategic development plan complete Brand developed Target markets identified 28,000 consumers in our database Web portal under development (including exploring acquisition of NEDC site) First blockbuster event supported and several others identified Participated in discussions with TIAO regarding sustainable funding New board in place Nominations for Committees under consideration Staff hired and office leased for 1 year 11
Build the brand and implement targeted marketing to high prospect consumers Develop and feature packages and common offers in advertising and through our web portal Pursue blockbuster event(s) that will motivate travel, build the brand and leave a legacy Nurture relationships with industry to develop effective partnerships and secure sustainable funding Build our reputation for organizational excellence with: effective governance structure that facilitates decision-making; and, scorecard of performance measures that fosters continuous improvement 2012/13 Signature Deliverables 12
Advertising awareness Number of consumers in our database Number of leads generated to partners Festival & event attendance Consumer satisfaction Partner satisfaction $ leveraged through partnership 13
Customer-Centricity. In the future, successful organizations will be the ones who understand how their brand, products and services fit into their customers’ lives. They will no longer focus solely on product attributes, but rather they will position their products and services within the context of their customers’ lives. Visionary organizations are becoming publishers, storytellers, entertainers and curators of relevant customer content, wrapping their product in an aspirational envelope that creates a desire to purchase. We must focus on the visitor/customer and deliver on Niagara’s signature experiences. Emerging Nations. The economic powers of today will not be the powers of tomorrow. China is set to overtake the U.S. to become the largest economy as early as 2017. Middle class spenders are emerging in developing countries such as Brazil, Russia, India and China. “The coming decade will be the first in 200 years when emerging-market countries contribute more growth than the developed ones” Trendwatching; Trend Report 2011 New market opportunities for tourism in Niagara 17 1 2
Connect, Collaborate and Converse. The customer’s decision-making journey is no longer linear, circular. A continuous process that is informed by multiple touch points and influences. The digital world has given rise to a new breed of consumers who want to connect with organizations and with larger communities. This new consumer has a point-of-view and they want to contribute, so organizations need to join the conversation and accept that they are no longer in complete control of their brands. Organizations must identify and prioritize key touch points and effectively engage customers whenever and wherever they interact with the brand. This will form the basis of the TPN website development. Luxury and Frugality. The post-recession consumer is more cautious, more rational and more aware. Every purchase decision is now weighed against a wide set of personal criteria, and trade-offs are made on a continuous basis. The consumer does not sacrifice luxury; they choose when to be frugal and save for life’s luxuries. The experience becomes central to our customers’ life and travel & tourism is central to this. 18 3 4
Mobile as the New Enabler. By 2015, mobile devices will be the primary enablers of shopping engagement. In a world where time is limited and the consumer’s attention span is measured in seconds, the battle for consumer dollars will begin way before consumers complete a transaction - physical or virtual. By 2015, smartphones will be the primary enabler of shopper engagements. Smartphones are ubiquitous and they are changing the way the world functions and behave. Mobile will become the new vehicle through which organizations will need to engage, influence, empower and transact with customers. Smartphones/mobile will contribute to engaging our younger consumers for the future 19 5
“Wonders Big and Small” Un-fussy & relaxed Sense of Discovery Something for many types; never the same trip twice Quaint towns, parks, beaches, Shopping, casinos, golf, outdoor sports and recreation, food, theater, wineries, Clifton Hill, water parks, festivals, history. Brand Essence Personality Emotional Reward Benefits Features Intangible Tangible
by Ypartnership revealed that there are two different levels of product knowledge and visitor engagement with Niagara. Internationally, visitors to North America make it a point to see the wonder and beauty of Niagara Falls, without understanding that the Falls are just one part of what makes this region so special. Domestically, visitors are more familiar with the variety of our products. They look to us as a regular destination for quick, restorative getaways. 21
brand is full of visual stopping power. Our fun and vibrant experiences and awe-inspiring products are best communicated through visual mediums such as TV, print and online. These should be the priority communication channels. Radio should play a supporting role in the media mix. 23
image should celebrate one emotion. The same location can be shot differently to evoke a different emotion. We want the to be inspired with a sense of wonder and awe. We want them to visualize themselves in the photo/video. Imagery needs to capture how you feel when you’re there – capturing those moments that make a trip memorable. Capturing the emotion of the moment, capturing the magic to enable the viewer to make an emotional connection with what they see. The photography/video style is “Fly on the wall at the moment of discovery” the image subjects don’t know (or don’t care) the camera is there the story is told through an emotional experience not a product destination the image captures the turning point/sense of discovery/sense of awe of the story 24
Let’s Get Away Awe-inspiring, natural, fun, vibrant. Inspire Guide Delight End Benefit to Visitor If Brand was a Person Words to Own How the Relationship will Develop Wonders Big and Small BRAND PERSONALITY BRAND ESSENCE VISITOR PROMISE Domestic
Our falls will amaze you. Our other wonders will too. Awe-inspiring, natural, fun, vibrant. Inspire Guide Delight End Benefit to Visitor If Brand was a Person Words to Own How the Relationship will Develop Wonders Big and Small BRAND PERSONALITY BRAND ESSENCE VISITOR PROMISE International
launch the regional brand identity Become recognized as a premier quality destination Increase penetration of the domestic overnight “getaway” market Increase the number of day & overnight visitors from core markets Increase visitors length of stay Increase the number of destinations and communities visited while in Niagara (and therefore length of stay) Increase visitation by international visitors who stay in feeder markets (Niagara Falls NY, Toronto, NYC) Build awareness of tourism products/experiences to entertain Visiting Friends & Relatives Build awareness of MC&IT offering 28
a regional Brand Strategy that incorporates the entire region. Create a strong, compelling, relevant and respected brand, that leverages the recognition of the Falls by keeping this natural wonder as an integral part of the brand while communicating the regional product and destination mix. Increase awareness for the tourism product and destinations of Niagara – “Wonders Beyond the Falls” 32 Brand TV. An emphasis on broadcast media buys with a consistent in-market presence during off-peak travel times Targeted distribution of the high quality editorial magazine. Working with the marketing assets developed in 2011/12, prioritize foundational, ongoing initiatives that impact multiple markets, including an online presence, e-marketing, search engine marketing and social media activities Partnered marketing initiatives with partners such as CTC, OTMPC and TOGA (Tourism Toronto, OTMPC, Greater Toronto Airport Authority (Pearson), and Air Canada) in order to become part of larger negotiated media buys in traditionally expensive markets Tactics:
Domestic. Your Getaway Place: Quick, restorative getaways; familiar and comfortable, yet diverse; feels like home without the chores – “Let’s get away” International. The Falls Will Amaze You. Our other wonders will too!: Explore the region once you’ve marveled at the majesty of the Falls – “Wonders Beyond the Falls” Positioning Tactics: Domestic. Your Getaway Place: E-blasts, Commuter paper ROP close to the weekend to inspire impulse purchase. Call to action statements such as “Let’s get away” or “What are you doing this weekend?” These tactics are directed to consumers who are familiar with the Niagara product and can get here within a few hours. International. The Falls Will Amaze You. Our other wonders will too!: TV dot spots on Western New York stations. Leverage opportunities from partners with existing international programs: OTMPC, TOGA, CTC.
in class” destinations, products by wrapping them in an experiential envelop: “signature experiences”. Travel Occasion: Showcase opportunities for couples getaways and family getaways. Focus to be placed on couples who respond positively to getaway messaging. VFR Opportunities: Showcase the plethora of opportunities for hosting families and friends to share their pride of place. 34 Key Messaging Marketing Strategies & Tactics Tactics: Create campaigns that showcase Best in Class experiences. Provide customers/visitors solutions for their ‘getaway’ needs. Deliver solutions for hosting family & friends for activities and adventures they can share their pride of place.
Action: Develop strategic and well-timed promotional opportunities that have a a strong call to action. Promotion Marketing Strategies & Tactics Collaborate to create common partner offers such as “buy 2 nights, get the 3rd free”. Tactics:
a ‘connected world’ to make it easy for consumers to choose Niagara; and utilize the latest technology to continue the dialogue and ensure repeat visits. 36 Connect Search engine marketing: including Google adwords - and target efforts towards broader geographic and vertical market priorities. Social media: monthly management of established social media channels and audiences (Facebook Fan Page and Twitter ID) Develop monthly content calendars. Leverage social content from regional tourism partners; monitoring and managing engagement; sentiment and conversation; updating Facebook images; and audience building. E-marketing and database development: Developing a robust e-blast and e-newsletter calendar using the TPN segmented database. E-marketing to become the main tactic for targeting product enthusiasts and making a foray into verticals. Web site maintenance: ongoing maintenance, updating and content creation. Video and photography: Continue building digital assets. Tactics:
MC&IT Develop a MC&IT strategy. Showcase all Niagara’s meeting possibilities targeting meeting planners and decision makers. Create collateral to showcase Niagara’s meeting & convention products by hosting targeted events at major industry conferences, such as ASAE, CSAE, MPI, PCMA. Tactics:
& NY state Empty nesters 45-64 yrs of age GenXers & Boomer couples with and without kids 35- 54 yrs of age Travel agents, meeting & event planners, tour operators Investment: International markets in partnership with CTC, OTMPC and Tourism Toronto Key markets ie. UK, Germany and/or emerging markets such as China and India Air Canada feeder markets in Canada and the US Montreal and Ottawa 39
to TV, magazine lure, email, website and attracting events Target markets we can go on our own = GTA and Western NY Target markets where we should partner = NYC (with OTMPC & Tourism Toronto) and Overseas (with OTMPC & CTC) 40
The Falls: the global icon, including parks service, boat/helicopter tours, etc. Other public parks and recreation, including beaches Clifton Hill area activities (i.e. not the Falls, casinos, or meeting space) Fallsview area activities and shopping (i.e. not the Falls, casino, or convention center) Convention center Gaming / Casinos / Horse racing Attractions and waterparks (gated) Golf/Outdoor sports and recreation Theater Wineries Festivals and events 41
with industry to encourage package development Work with government and partners to establish a sense of arrival, beautification, and improve navigation and transportation Promote great pride in the region and encourage locals to visibly share that pride Host blockbuster events (over $1M operating budget) that drive demand and bring prominent exposure Focus on region-wide “signature experiences” that build the brand and leave a legacy: Wine Culinary Cycling Gardens (sense of arrival) Blockbuster events Service pride and love for the destination 42
development on region-wide “signature experiences”: Wine Culinary Cycling Gardens (sense of arrival) 43 Product Blockbuster Events Pursue blockbuster events that build the brand and leave a legacy: 2017 World Garden Event - $250k for bid Opportunities under consideration: 2012 Red Bull Crashed Ice 2012 Jay Cochrane 2013 GranFondo 2014 Scott Tournament of Hearts 2015 or 2016 Country Music Awards 2017 Rendez-Vous Canada
international reputation that attracts significant media exposure with sufficient national and international prominence to draw tourists to Ontario Over $1M budget Region-wide benefit (e.g. multiple locations across the region and/or large number of rooms required beyond the immediate vicinity) Reaches target segments and markets Builds the brand and leaves a legacy 44
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 48
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 50
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![The Tourism Partnership of Niagara Industry website: www.NiagarasRTO.com Email: [email protected]](https://files.speakerdeck.com/presentations/4f43a96e44a413001f00f4b1/slide_50.jpg){kind=link}