Tourism Prince George Society Destination Development & Marketing Plan

Transcription

1 Tourism Prince George Society 2014 Destination Development & Marketing Plan

2 Table of Contents 1) Tourism Prince George Society 4 Introduction Mission and Core Purpose Core Values Guiding Business Principles Key Strategic Thrusts 2) Governance 6 Board of Directors 3) Stakeholder Model 7 Stakeholder Model Overview Benefits of Stakeholder Model 4) Employee Roles & Responsibilities 8 CEO Visitor Services Manager Visitor Services & Administrative Assistant Marketing & Business Development Manager Marketing Coordinator, Business & Sport Tourism Marketing & Communications Coordinator 5) Organizational Chart 9 6) Strategic Objectives 10 7) Plan Overview 11 Looking Towards 2015 and Beyond Marketing Objective Our Approach Key Target Markets Destination Development Strategies Market Development Strategies 8) Destination Development Tactics Tourism Education and Training Tools Stakeholder Communications Tourism Packages Outdoor Adventure Product Development Aboriginal Tourism Development 21 2

3 9) Market Development Tactics Product Inventory Visitor Guide and Websites Search Engine Marketing Destination BC Marketing Opportunities Advertising in Key Markets Consumer/Trade Shows and Events Image Bank and Web Videos Media Relations and Social Media Sport and Event Tourism Development Meetings and Conventions Development Tracking Digital Kiosk Software Development Emerging Markets 41 10) Timeline 42 11) Budget Overview 43 3

4 1) Tourism Prince George Society Introduction The mandate of Tourism Prince George Society is to evaluate, develop, and implement marketing programs on behalf of stakeholders, while at the same time, striving for excellence in the provision of Visitor Services. This business plan has been developed to guide Tourism Prince George Society on a strategic path to develop and market the City of Prince George. The business plan will also direct the operation and provide a detailed accounting of the strategic priorities, marketing goals and objectives within four distinct strategic priorities: Leisure Travel, Meetings & Convention Travel, Sport Tourism, and Visitor Services. Mission and Core Purpose The mission and core purpose of the organization is to attract and serve visitors to Prince George that will experience the urban and wilderness elements that live distinctively side by side and are uniquely ours. Core Values The core values reflect a shared understanding of the attitudes and beliefs that help guide all business decisions of TPGS. These values define the essence of our organization: Pride Friendly Helpful Welcoming Responsible Accountable Transparent d) Guiding Business Principles The guiding business principles define the way in which TPGS will carry out all business activities: Communication Collaboration Enjoyment Innovation Responsive Flexible 4

5 Key Strategic Thrusts The key strategic thrusts identify the focus areas required to deliver on the mission and core purpose of the organization. Each of the five areas highlighted below will see a commitment of both time and financial support: Resources o Partnerships o Relationships o Financial Sustainability o Leveraged Dollars Marketing o Image o Brand o Channels o Target Markets o Promotion Visitor Servicing o Image o Channels o Product o Experience Advocacy o Image o Products o Stakeholders o Community o Industry Leadership Education o Image o Community Development o Stakeholder Development o Market Research 5

6 2) Governance Board of Directors An eleven-member Board advises on, approves and monitors the strategic, business and marketing plans of Tourism Prince George Society: The City of Prince George appoints four (4) directors to the DMO Board as follows: o o o o Attractions Sector (1) for a two-year term; Food & Beverage Sector (1) for a two-year term; Transportation (1) for a two-year term; and City of Prince George Administration (1) for a two year term. The Prince George Accommodation Association appoints six (6) accommodations sector directors, each with a two-year term. Initiatives Prince George appoints one (1) director for a two-year term. The Board is responsible for hiring a CEO through a competitive hiring process. The Board ensures that the Tourism Prince George Society continues to be responsive and accountable to the tourism industry and its funding stakeholders through the implementation of the stakeholder model, annual business and marketing plan, financial budgets and audits. The Board will establish and follow procedures, reporting and public accountability measures that reflect best practice in the management and use of public funds. 6

7 3) Stakeholder Model Stakeholder Model Overview The Stakeholder Model for Tourism Prince George Society is to embrace all tourism industry participants in the community by considering them as stakeholders, without a requirement to pay membership fees. By removing the fee structure the association will accomplish two significant goals: 1. Tourism Prince George Society will be able to fully represent all of the of tourism product available in the Prince George to the consumer, and 2. Participation in the Tourism Partner programs with Tourism BC will be available to all eligible tourism businesses within the region. Benefits of the Stakeholder Model Greater opportunity to build more diverse and dynamic marketing initiatives. Optimized relationships with all association groups. Stronger voice with a greater stakeholder base. More opportunity to share resources and capitalize on the strength of the entire industry. Broader and more diverse range of tourism product to offer the consumer Increased stakeholder base, resulting in greater participation in marketing initiatives and consequently more frequency and a greater impact in the marketplace. More partnership opportunities with Tourism Associations, Industry Associations and Chambers of Commerce, etc. Increased flexibility when working with the media and travel trade. Greater revenue generating opportunities. 7

8 4) Employee Roles and Responsibilities CEO Responsible to hire all staff through a competitive process Responsible for all departments of Tourism Prince George Marketing Media Relations Stakeholder Relations Product Development Visitor Services Community Training Reports directly to the Board of Directors Visitor Services Manager Manages the day-to-day operations of the Visitor Centre Hires, trains and manages seasonal Tourism/Visitor Information Counsellors Completes Tourism BC statistic requirements Provides WorldHost Training Visitor Centre products Reports to CEO Visitor Services & Administrative Assistant Provides office administrative support to staff (50% of time) Provides year-round support to the Visitor Centre Manager as a certified Tourism/Visitor Information Counsellor (50% of time) Reports to the CEO and Visitor Services Manager Marketing & Business Development Manager Designs and implements Annual Marketing Plan Implement marketing campaigns Stakeholder relations Implement travel trade programs Reports to the CEO Marketing Coordinator, Business & Sport Tourism Solicit new sporting events Solicit meetings and conventions Involved in supporting and assisting festivals and events Reports to the Marketing & Business Development Manager Marketing & Communications Coordinator Assist with implementing and coordinating marketing plan Implement marketing campaigns Stakeholder communications Implement travel trade programs Reports to the Marketing & Business Development Manager 8

9 5) Organizational Chart Board of Directors 11 Seats Admin/Accounting (Initiatives Prince George) CEO 1 FTE Marketing & Business Development Manager 1 FTE Visitor Services Manager 1 FTE Marketing Coordinator, Business and Sport Tourism 1 FTE Marketing & Communications Coordinator 1 FTE Visitor Services & Administrative Assistant Visitor Information Counsellors / Event Staff (Seasonal) 8 FTE 9

10 6) Strategic Objectives The following are a set of important objectives that address the key strategic direction components of Tourism Prince George. This will assist the organization to move towards its vision. These strategic objectives provide direction for the day-to-day operations of the organization and will help guide staff when putting together specific action plans moving forward: 1) To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing dynamics of the tourism industry a. Achieve annual room revenue growth in Prince George at the same rate or better than the provincial average 2) To prioritize marketing efforts based on key target markets: a. The key primary target markets: i. Regional Visitors (Northern BC) ii. Long Haul Visitors (to Northern BC/Alaska) iii. Meeting and Convention Sector iv. Sport Tourism Sector v. Local Residents b. Development of key secondary markets: i. Hunters (Canadian, American, European) ii. Anglers (BC and Alberta) iii. Tour Operators serving key overseas markets iv. Outdoor Enthusiasts v. Culture and Heritage Sector c. Monitor the developing, emerging and new opportunity markets (Asia, etc) 3) To continue with development of market research, trending tools, benchmarking, and visitor tracking information 4) To build and grow partnerships that leverage our influence, dollars, and promotions a. To consistently ensure that marketing efforts and programming are engaging and providing value to the stakeholders of the organization b. To work with appropriate partners to assist in the area of product development that will help enhance purchasable options, increase tourism experiences, and grow the number of tourism assets that can be taken to market c. To provide local stakeholders, businesses, organizations, and residents with access to information that supports a great Prince George experience, while at 10

11 the same time highlighting the importance of tourism opportunities to our local economy d. To work closely with community partners to help ensure the success of major events in 2015 (Canada Winter Games, Prince George 100 th Anniversary, etc.) 5) To continue building a strong and compelling brand that promotes the urban and wilderness elements that Prince George has to offer a. To play a key role in promoting the positive image of Prince George by helping to change the conversation and perceptions about the community amongst locals, visitors and potential visitors 7) Plan Overview Looking Towards 2015 and Beyond 2014 marks the fifth year of operation for TPGS and offers a unique opportunity to take advantage of the upcoming 2015 Canada Winter Games the largest event the city will have ever hosted in its history also marks the City of Prince George s Centennial, with many special celebrations being planned throughout the year by a wide variety of community groups. With this in mind, the plan for 2014 aims to build on what has been done in the past, while shifting toward a more strategic approach to destination development that will set us on course to take full advantage opportunities in 2015 and beyond. In doing so, this plan draws largely from the strategies and tactics outlined in the Community Tourism Foundations Plan ( ) and the TPGS Strategic Plan (2012). Marketing Objective The main marketing objective is to achieve annual room revenue growth in Prince George at the same rate or better than the provincial average. Our Approach It is noted in the Community Foundations Plan that, while market development is needed to promote Prince George to potential visitors, promotion by itself can only achieve limited growth in tourism. However, in concert with destination development, Prince George will have the potential to achieve significant growth in tourism over the long term. Promotion by itself can run the risk of over-promising Prince George s tourism experiences, resulting in disappointed visitors that in turn can lead to long-term harm to Prince George s reputation. Therefore, both destination development and market development strategies and tactics are outlined in this business plan. It is also noted in the Community Foundations Plan that Prince George needs to consider what truly sets it apart from other northern BC communities in order to increase the number of visitors coming to the area. A clear focus as to the type of tourism experience offered will help to distinguish Prince George from the rest of the north. While there are appeals to Prince George, there are even more appeals to Prince George as part of northern BC. Cooperative activities with Northern BC Tourism Region should be seen as 11

12 opportunities to build tourism in Prince George, as they will naturally stop in Prince George on their trip in northern BC. This focus should also consider the types of tourism experiences that are motivators for visitors, as these are the experiences that will increase the number of visitors. Other types of tourism experiences, while they may not be motivators for travel, help to increase visitor satisfaction and length of stay. Both of these are important to build tourism in Prince George and distinguishing between them will help determine the types of activities, and therefore primary messages, that are presented as lures to Prince George. As a means to achieve this regional approach, Tourism Prince George will work in partnership with Northern BC Tourism and Destination BC with many of the outlined marketing programs such as the further development in the areas of arts/culture, sport tourism, meetings/conventions and travel trade development. Other partnered initiatives include Community Tourism Opportunities (CTO) programs. Key Target Markets Primary markets: Residents of northern BC for leisure travel Long-haul visitors to northern BC and/or Alaska Corporations and associations based in northern BC or have a strong presence in northern BC Sporting event organizers or sporting event rights holders of regional and provincial events Local residents Secondary markets: BC and Alberta anglers Canadian and American hunters Tour operators serving residents of Germany and Switzerland, through Northern BC Tourism Region and Destination BC Outdoor Enthusiasts Culture and Heritage Sector Destination Development Strategies Priority tourism products for primary target groups include: Outdoor adventure with an emphasis on soft adventure. While Prince George currently has good access to destination parks, forests, and lakes, there are limited tourism products for which a fee is charged. Outdoor adventure products such as guided tours, equipment rentals, as well as signage, trails, interpretive centres, etc. are included in this category. Further work on prioritizing the specific tourism products needed should be guided by consumer research among both visitors from northern BC and long-haul visitors to northern BC and/or Alaska. Time-limited experiences such as festivals and events, performing arts, major museum exhibitions and sporting events. Residents of Northern BC already come to Prince George as a regular getaway and to go shopping. In order to encourage more frequent visits, Prince George needs to offer more reasons for them to visit Prince George now. The emphasis is on cultural activities since the outdoor adventure activities around Prince George are likely similar to the outdoor adventure activities that these residents 12

13 of northern BC can experience at home. Continued improvement of shopping choices that are not available in other northern BC communities should also be a draw. Secondary tourism products for primary target groups include: Cultural activities that are of interest to outdoor adventure travellers. These include historic sites/buildings, history/heritage museums and art galleries Downtown revitalization to provide a more welcoming and vibrant atmosphere that encourages visitors to spend more time in Prince George Priority tourism products for secondary target groups include: Guided fishing (including Aboriginal guided fishing) Guided hunting (including Aboriginal guided hunting) Secondary tourism products for secondary target groups include: Non-guided fishing and complementary activities such as motor boating, guided wildlife viewing and hikes, guided or self-guided historic sites, guided snowmobiling and ATVing Road developments and campsite improvements are needed to enhance the attractiveness of fishing and hunting in Prince George Market Development Strategies Market development strategies for all target groups include: Repositioning and rebranding initiatives Enhancement of core communication materials, especially the website and visitor guide, that are consistent with the brand and relevant to all markets with particular emphasis on primary markets Joint co-operative advertising and promotions that effectively reach the primary markets but also reach other markets Market development strategies specifically for primary target groups include: Proactive media relations and promotional activities Standalone marketing and advertising activities Ensure other websites about northern BC and Alaska have appropriate information about Prince George and distribution of the Prince George visitor guide throughout northern BC and entry points Cooperative sales and marketing activities with meeting and conference facilities in Prince George Bidding for selected sporting events, leveraging the 2015 Canada Winter Games Market development strategies specifically for secondary target groups include: Reactive media relations with and advertising in angling-specific media and fishingrelated trade shows Reactive media relations with and advertising in hunting-specific media and huntingrelated trade shows Sales and marketing activities through Northern BC Tourism Region and Destination BC as the lead organizations (provide information and host fam tours) 13

14 8) Destination Development Tactics Tactic 1 Short Description Promote and deliver tourism education programs and provide training tools to tourism-related businesses in Prince George. As tourism is a developing industry in Prince George, there is a need to provide information and education to current and potential tourism businesses in Prince George. The information and education could take various forms such a Tourism Expo event, workshops, guides, and written information. As a starting point, Destination BC has a series of Tourism Business Essentials Guides available to assist tourism-related businesses, using workshops and online guides. They include the following: o The Fundamentals of a Successful Tourism Business Fundamentals for Tourism Businesses Employees First Sustainable Tourism o Marketing and Promotions The Basics and Beyond Ads & Brochures that Sell Online Marketing Online Reputation Management Travel Media Relations Tourism Packaging & Product Distribution o Understanding Unique Tourism Markets in BC Sport Tourism Mountain Bike Tourism Cultural & Heritage Tourism Development These workshops and guides can be delivered as is or they can add information specific to Prince George (e.g. with business license information, tourism opportunities in Prince George, etc.) The WorldHost workshops are conducted by a number of delivery organizations throughout the province. Workshop fees vary by delivery organization. Tourism Prince George (the WorldHost delivery organization in Prince George) can promote the appropriate workshops with the individual businesses paying the participation fee. Workshops include: o Fundamentals o Customers with Disabilities o Service Across Cultures o Service for Chinese Visitors o Japanese Service Expectations o Sales Powered by Service o Solving Problems through Service o WorldHost Ambassador Workshop o Frontline Management Solutions Written information, in addition to the above guides, could 14

15 Quantifiable objectives Rationale / relation to strategies include making tourism statistics available on an ongoing basis. Number of participants in workshops, Tourism Expo, accessing written information. Number of workshops/tourism Expo. Based on the actual results, establish objectives for the next year Education and training tools will improve the success of tourism businesses in Prince George, leading to a better visitor experience in Prince George. Strategic Objective 4: Build and grow partnerships that leverage our influence, dollars and promotions Strategic Objective 4a: To consistently ensure that marketing efforts and programming are engaging and providing value to the stakeholders of the organization Strategic Objective 4b: To work with appropriate partners to assist in the area of product development that will help enhance purchasable options, increase tourism experiences and grow the number of tourism assets that can be taken to market Strategic Objective 4c: To provide local stakeholders, businesses, organizations, and residents with access to information that supports a great Prince George experience, while at the same time highlighting the importance of tourism opportunities to our local economy Strategic Objective 4d: To work closely with community partners to help ensure the success of major events in 2015 (Canada Winter Games, Prince George 100 th Anniversary, etc.) Action steps Decide on the appropriate workshops that will be most relevant to tourism-related businesses in the area. Determine dates and location. Promote workshops to tourism-related businesses in Prince George. Attend workshops to ensure the desired messages about Prince George are incorporated into the workshop. Potential Destination BC. partnerships UNBC. Responsibilities Tourism Prince George. Timeframe 2014 and ongoing. Budget $5K annually for promotion of workshops and Tourism Expo. An additional $20K annually to organize Tourism Expo and pay speaker fees. A contracted event planner would be required to coordinate the Tourism Expo. Evaluation mechanism Number of participants. Number of workshops. 15

16 Tactic 2 Short description Quantifiable objectives Rationale / relation to strategies Continue regular communications with Prince George tourism stakeholders through e-newsletters, media releases, speaking engagements. These activities are meant to achieve a number of purposes: o Educate tourism-related businesses and potential entrepreneurs about the types of opportunities in demand in Prince George, focusing on the priority products. o Encourage tourism-related businesses to meet the needs of an ever more discerning visitor base by enhancing their product mix, opening hours and service levels. o Keep businesses informed about relevant tourism activities in the community (by Tourism Prince George, by the City of Prince George, by community groups, by the private sector) An e-newsletter, issued at least quarterly, can be used to provide news and marketing opportunities to tourism businesses in Prince George. Speaking engagements through community organizations as well as one-to-one conversations with local business people. Number of tourism-related businesses receiving e-newsletter. Number of media releases. Number of speaking engagements. Educate tourism-related businesses about the tourism opportunities in Prince George, encouraging them to grow their businesses by servicing visitors, selection of products, etc. Strategic Objective 4c: To provide local stakeholders, businesses, organizations, and residents with access to information that supports a great Prince George experience, while at the same time highlighting the importance of tourism opportunities to our local economy Action steps Obtain B2B e-news subscriptions from local businesses through personal contact and online through our website (corporate page) Create e-newsletter, consistent with new graphic standards. Distribute 4 or more times per year, depending on the amount of communication needed. Issue releases to local media regarding tourism initiatives. Seek opportunities to speak to local business associations, chamber of commerce, etc. Potential partnerships Responsibilities Tourism Prince George. Timeframe 2014 and ongoing. Budget Staff time. Evaluation mechanism City of Prince George, Initiatives Prince George, Accommodations Prince George, Chamber of Commerce, Regional District of Fraser Fort George. Number of tourism-related businesses receiving e-newsletter. Amount of coverage by local media. Number of speaking engagements. 16

17 Tactic 3 Help facilitate multi business tourism packages Short description There is an opportunity to increase visitor satisfaction and length of stay with tourism packages that incorporate accommodation with experiences and/or an activity that motivates travel with complementary activities. These experiences should be those identified as product priorities for Prince George and could include outdoor adventure, cultural activities, time-limited experiences, guided fishing, guided hunting, etc. Package high motivation activities with lower motivation activities and promote both short stay and longer stay packages. An example of a tourism product that motivates travel combined with a complementary activity includes guided fishing with motor boating, guided wildlife viewing and hikes, guided or self-guided historic sites. These packages can be promoted via the Tourism Prince George website and advertising to generate incremental travel, reaching potential visitors at home. They can also be promoted by Visitor Centre staff and by participating businesses to encourage higher visitor spending in Prince George among those who are already in the area. Quantifiable Number of activity packages developed objectives Number of cross promotions or joint activities in Prince George. Rationale / relation to strategies Encourages people already visiting the area to spend more time and money in the area and encourages repeat visitors to try new activities. Strategic Objective 1: To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing dynamics of the tourism industry Strategic Objective 4b: To work with appropriate partners to assist in the area of product development that will help enhance purchasable options, increase tourism experiences and grow the number of tourism assets that can be taken to market Action steps Start with holding workshops or meetings with accommodation properties and those providing visitor experiences to provide information about the opportunity for partnering and to provide an opportunity for the two groups to network and ideally, strike partnerships. Host a Destination BC Tourism Packaging & Product Distribution workshop for operators to give them further information about how to package tourism products. Potential partnerships Accommodation properties, tourism-related businesses offering visitor experiences, transportation partners. Responsibilities Tourism Prince George to provide the opportunity by which accommodation properties and tourism-related businesses can network and eventually work together. Once the packages are put together, Tourism Prince George to 17

18 help promote them on its website and other means. Timeframe 2014 and ongoing. Budget Staff time, with promotion of these packages in existing promotional materials. If new promotion materials are needed, tourism operators could cover the cost with pay-to-play participation fees. Evaluation mechanism Number of participating businesses. Number of packages. 18

19 Tactic 4 Increase opportunities for visitors to experience outdoor adventure in and around Prince George. Short description While Prince George is blessed with many parks and natural areas, visitors to Prince George, particularly those on a long vacation through northern BC and/or Alaska, may not know how best to experience them. At the same time, Prince George needs to increase visitor revenue by providing ticketable product. Prince George can increase the number and/or presence of businesses that offer equipment rental and guided tours so it is easier for visitors to experience more of Prince George. This tactic includes summer as well as winter outdoor experiences, although there would be higher demand for summer outdoor experiences. While both soft and hard adventure experiences can be offered, there will likely be higher demand for soft outdoor experiences, as long-haul visitors on a trip to northern BC and Alaska are typically 45 years of age or older and this age group is more interested in soft adventure than hard adventure. Quantifiable objectives Number of businesses offering outdoor adventure experiences and rentals, using 2014 as the baseline. Rationale / relation to Outdoor adventure is a high motivator for travel and is a category in which there is high interest among most travellers. strategies Encourages people already visiting the area to spend more time and money in the area and encourages repeat visitors to try new activities. Strategic Objective 1: To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing dynamics of the tourism industry Strategic Objective 4b: To work with appropriate partners to assist in the area of product development that will help enhance purchasable options, increase tourism experiences and grow the number of tourism assets that can be taken to market Action steps Identify businesses that currently offer outdoor adventure experiences in some degree as well as those with the potential to offer them (i.e. retail stores that sell outdoor gear could also rent equipment and offer guided tours). Invite them to a meeting in which the opportunity for outdoor adventure experiences in Prince George is identified and how Tourism Prince George can help promote them (e.g. website, Visitor Centre, etc.) Provide information that would be useful to them, information on tourism workshops and guides, tourism statistics, etc. Follow up and continue to provide information and advice as needed. Potential partnerships Tourism businesses including guide outfitters, Initiatives Prince George, Chamber of Commerce. 19

20 Responsibilities Tourism Prince George. Timeframe 2014 and ongoing. Budget Staff time. Evaluation mechanism Number of businesses offering outdoor adventure experiences and rentals, using 2014 as the baseline. 20

21 Tactic 5 Short description Quantifiable objectives Rationale / relation to strategies Build better relationships with LHEIDLI T ENNEH First Nation and encourage aboriginal tourism product. One of the unique tourism experiences in BC is aboriginal tourism, of particular interest to European visitors, of which Prince George receives a high percentage. This could include heritage and culture through museums, historic sites, interpretive walks, guided fishing, guided hunting, meals or could include aboriginal arts and crafts that can be purchased. This is a longer-term tactic that may take some time to come to fruition based on mutual respect and a desire to work together. It will be important that the tourism product is authentic, of high quality, and consistent. An agreed series of milestones in Aboriginal experiences are of interest to European visitors and while aboriginal experiences are low to medium motivators for a visit (like history and heritage), they may help in increasing length of stay and visitor satisfaction. Strategic Objective 4b: To work with appropriate partners to assist in the area of product development that will help enhance purchasable options, increase tourism experiences and grow the number of tourism assets that can be taken to market Action steps Meetings and discussions with First Nations leaders and Aboriginal Tourism BC. Further action steps to be determined. Potential partnerships Responsibilities Tourism Prince George. Timeframe 2014 and ongoing. Budget Staff time. Evaluation mechanism LHEIDLI T ENNEH First Nation in Prince George, Aboriginal Tourism BC, City of Prince George, Regional District of Fraser Fort George, Exploration Place, Native Friendship Centre, UNBC. An agreed series of milestones. Number of packages. 21

22 9) Market Development Tactics Tactic 6 Short description Maintain and enhance the Prince George tourism product inventory that includes information about current accommodations, attractions and events. An initial tourism product inventory had been compiled as part of the Community Tourism Foundations planning process. It is intended to be kept current and used as the information source to Prince George s activities as well as promotional efforts by Destination BC and Northern BC Tourism Region. N/A Quantifiable objectives Rationale / The up to date tourism product inventory would be used as the relation to basis for listings, marketing communications, media relations, strategies etc. Action steps Contact local businesses and event organizers regularly to augment information. Once the information updates have been collected, Destination BC s system can be used to update information. Potential Destination BC, Northern BC Tourism Region. partnerships Tourism businesses (to update their information). Responsibilities Tourism Prince George. Timeframe Initial tourism product inventory has been completed. Maintenance ongoing. Budget Staff time. Evaluation mechanism N/A 22

23 Tactic 7 Short description Quantifiable objectives Rationale / relation to strategies Enhance Prince George Visitor Guide and tourism websites with new content. The graphic design of these keystone items needs to reflect the new tourism identity in a consistent manner. The Prince George Visitor Guide will follow the key product categories of outdoor adventure, fishing, cultural activities, and festivals and events. Emphasis should be placed on activities that generate revenue for the high motivation products such as outdoor adventure and fishing (e.g. tours and rentals, guided fishing) while at the same time, ensuring there is information on the variety of other activities that increase length of stay and visitor satisfaction (such as cultural activities and festivals and events). Within each category, the Visitor Guide should include journalistic articles to better paint a picture of the experience one can have in Prince George. Other categories such as sport tourism, meetings & conventions, and hunting may not belong in the general Visitor Guide as they have very specific audiences that can be better reached through other methods. To encourage potential visitors to stay longer in Prince George, new content can include itineraries based on stays of different lengths (one to five nights) that highlight Prince George s key attractions and the variety of experiences available, keeping in mind the two main target groups of repeat visitors from northern BC and long-haul visitors to northern BC and/or Alaska. Illustrate each itinerary with appealing images that appeal to the target groups. Itineraries that are related to history/heritage should incorporate the Golden Raven program. Present information in an easily-scanned manner, with concise text, informative sub-headings, short paragraphs, and captioned photos. Website enhancements, in addition to more content, could include video podcasts, search engine optimization, and search engine marketing. Increase traffic to the website and time spent on the website. Increase interest in visiting Prince George among visitors to the website. Ultimately, increase overall visitation to Prince George and length of stay. Destination websites and visitor guides are important as the majority of American and Canadian travellers use the Internet for vacation planning and about half book online. Search engine optimization will help ensure that those seeking information on visiting the area are directed to the most appropriate site. Strategic Objective 1: To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing 23

24 dynamics of the tourism industry Action steps Review the current Visitor Guide and tourism websites to determine priority topics and areas for improvement. Enlist services of professionals such as graphic designers and web specialists to enhance content and structure Work closely with selected firm(s) to ensure end products provide information potential visitors need. Potential N/A partnerships Responsibilities Tourism Prince George. Timeframe Spring (website) Fall/winter (Visitor Guide) Budget $65K for updates of Visitor Guide (including design, printing, and distribution). $20K for new website (design, programming, search engine optimization) Staff time will be needed to oversee the updated design, website updates, and create the content enhancements, particularly the creation of itineraries. Evaluation mechanism Website tracking, including downloads of Visitor Guide. 24

25 Tactic 8 Optimize websites for search engines and embark on search engine marketing. Short description The website should take into consideration search engine optimization principles to increase visits to the website, as search engines are typically the number one source of hits to destination websites. To build on the importance of search engines, Prince George should embark on pay-per-click search engine marketing. The pay-per-click search engine marketing (i.e. Google Adwords) should be campaign-focused and be an integral part of the other marketing elements through more traditional media. Note that Destination BC s Community Tourism Opportunities program does not provide funding for website set up but does for enhancing existing websites and search engine marketing. Quantifiable objectives Number of unique visitors to the website and to specific webpages. Rationale / relation to The Internet is an essential tool for tourism destinations. More than half of Americans make travel plans and bookings online. strategies Strategic Objective 1: To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing dynamics of the tourism industry Action steps Once the content of the website has been updated, work with search engine marketing specialists to optimize the website for search engine marketing and embark on pay-per-click search engine marketing. Potential N/A partnerships Responsibilities Tourism Prince George. Timeframe Search engine optimization completed by early spring 2015, payper-click search engine marketing to commence late spring Budget $30K annually for search engine marketing. Evaluation mechanism Google Analytics. 25

26 Tactic 9 Maximize Destination BC s marketing opportunities for Prince George. Short description Destination BC s has a number of partnered opportunities for us to take advantage of: website, HelloBC call centre and the Destination BC Visitor Centres throughout BC. Prince George and the tourism businesses in the area can benefit from the power that these tools provide and the advertising that drive visitors to these sources of information. The marketing opportunities that are recommended for Prince George include: o Content for the community pages of (a free service). Contact Northern BC Tourism Region for questions about the community pages. o The Welcome the World program is a multi-million dollar marketing campaign conducted by Tourism BC in selected high potential cities in Canada and the U.S. The fulfillment mechanisms are through and hellobc. There is a fee to participate in the reservations program and commission is charged. This might be a longer-term initiative for Prince George. More information is available on o The HelloBC.com Listing Program where tourism businesses can maximize the power of Destination BC s websites, Call Centre, and Visitor Centres. Destination BC staff also uses the listings as a resource for requests it receives about media relations, from meeting planners, and to advise potential visitors. o User-generated content using blogs on Stakeholders in Prince George can add blogs to increase the content on the website about Prince George. This is a free service. Quantifiable Number of web visits to the community pages objectives Individual business results. Rationale / relation to strategies These opportunities provide exposure for Prince George to its primary target markets as well as markets further afield. This is a particularly efficient way for Prince George to reach beyond BC, as the listings program, for example, is the basis for the Tourism BC websites for North America, UK, Australia, Asia and Germanlanguage websites Strategic Objective 2: To prioritize marketing efforts based on key target markets (Regional Visitors and Long Haul Visitors) Action steps Participate in the community content project for Prince George s community pages of Encourage tourism businesses to participate in the Destination BC programs. Potential partnerships Destination BC / Northern BC Tourism Region, tourism businesses, festivals and events organizers. 26

27 Responsibilities Tourism Prince George. Timeframe Ongoing. Budget Staff time. Evaluation mechanism Number of web visits to the community pages 27

28 Tactic 10 Short description Continue advertising in key markets, taking advantage of media planning expertise and discounted media rates offered through Destination BC / Northern BC Tourism Region. Well-targeted, high impact advertising will be used to help increase Prince George s awareness and interest among the various and diverse primary markets. These may be stand-alone destination messages, or they may be accompanied by ads from local tourism operators. Size of the Prince George destination ad (excluding any cooperative ads by individual operators) should be sufficient to stand out as well as include destination messages that can provide enough information to potential visitors to intrigue them to find out more about Prince George at least one-half page or larger. This may mean that the total ad size, including cooperative ads, needs to be a full page. Although the specific message of each ad may vary, each should be consistent with Prince George s graphic standards, and each should reinforce the positioning and brand character. The expanded advertising in key markets should take place once the new brand identity has been completed. Visit tourism website or call # as call-to-action. Priority advertising vehicles would be those targeting long-haul travellers to northern BC and Alaska, residents of northern BC, BC and Alberta anglers, and American and Canadian hunters. Determine the proportion of each type of visitor and use a similar ratio to determine the proportion of the media budget to apply to each group. Based on the information currently available, a starting point might be 40% long-haul travellers to northern BC and Alaska, 40% residents of northern BC, 10% BC and Alberta anglers, and 10% American and Canadian hunters. (Other target groups such as corporations and associations, sporting event organizers or sporting event rights holders, local residents, and tour operators would be reached in ways other than media advertising). For long-haul travellers to northern BC and Alaska, publications such as Tourism BC s Vacation Planner, Outdoor Adventure Guide, and the Northern BC Travel Guide. Milepost, Westworld should be considered. For residents of northern BC, newspapers, other publications, and radio that reach targeted communities in northern BC. Both print and radio are suitable media. Radio is typically used as a reminder medium and since this target group is likely familiar with Prince George, it is appropriate in this case. For anglers, fishing-related publications such as BC Outdoors Fishing Guide, BC Fishing Regulations, etc. For hunters, hunting-related publications targeting Canadians and Americans. 28

29 Quantifiable objectives Rationale / relation to strategies Visits to website (unique landing pages can be created for specific ads to aid in tracking), calls to #. Requests for more information. Downloads/requests for Visitor Guide. Due to the travel behaviour of current long-haul visitors to Prince George, where a trip to Prince George is generally 20% out of a trip of at least 2 weeks, a trip that includes northern BC, most advertising initiatives (except for those targeting northern BC residents) should be in an environment that promotes the region of northern BC. Strategic Objective 1: To focus on increasing overall visitation metrics (visits, length of stay and spend) in Prince George while remaining engaged and receptive to the continually changing dynamics of the tourism industry Action steps Contact Northern BC Tourism Region for details of upcoming coop advertising opportunities. Develop an annual media plan, selecting media vehicles that will reach each of the target markets most cost effectively, in the right editorial environment. Encourage participation by local tourism operators. Budget for and produce ads of sufficient size and quality to be noticed and effective (include an allowance for new creative and production equal to at least 20% of the media budget) Potential Northern BC Tourism Region, Destination BC, stakeholders partnerships Responsibilities Tourism Prince George. Timeframe 2014 and ongoing. Budget $152,500 is allocated for creative (new creative based on refreshed brand identity), production, media planning and buying and pre-purchase of annual publications for 2016 that close in These budget amounts are for Tourism Prince George s portion of the ad costs and do not include co-operative ads by its members/stakeholders. The budget assumes that specialists in creative and production can produce the ads based on the refreshed positioning and brand identity. The media planning and buying would also come out of this budget. Evaluation mechanism Number of visits to home page or promotional landing page where applicable. Number of calls to #. Number of Visitor Guides requested or downloaded. 29

30 Tactic 11 Short description Quantifiable objectives Rationale / relation to strategies Attend selected consumer/trade shows and events (leisure markets). Attending major local and regional events is an important way to make contact with visitors and potential visitors. The purpose is to encourage increased length of stay and increased visitor spending on trips to Prince George. The target groups of BC and Alberta anglers and Canadian and American hunters are not typically represented by Northern BC Tourism Region and Destination BC (while they do attend trade shows related to the other target groups for Prince George). As a result, Prince George will need to attend selected trade shows related to anglers and hunters in their respective geographic markets. The purpose of attending these trade shows is to make contact with anglers and hunters who travel and convince them that Prince George should be their preferred destination. Number of consumer interactions Anglers and hunters are two target groups for which Northern BC Tourism Region and Destination BC do not typically attend trade shows. Strategic Objective 2: Prioritize marketing efforts based on key target markets (Regional Visitors, Local Residents) Strategic Objective 2b: Development of key secondary markets (Hunters, Anglers) Action steps Determine the most appropriate events and/or trade shows for the target markets. Attend events and/or trade shows (with industry partners when possible) Potential Stakeholders partnerships Angling and hunting businesses. Responsibilities Tourism Prince George. Timeframe Ongoing. If new trade show materials are needed, they should be prepared after the new branding has been completed. Budget $65K annually, including trade show materials, trade show fees, and travel plus staff time. Evaluation mechanism Number of consumer interactions 30

31 Tactic 12 Continue to build image bank and web-videos. Short description Although Tourism Prince George may already have access to photographic images and video footage, a greater variety of appealing, high impact, tourism-related photos and footage will enhance its own marketing communications and be valuable for cooperative initiatives such as through Northern BC Tourism Region and Destination BC. Particular emphasis should be placed on well-composed images and footage depicting the priority tourism products (e.g. outdoor activities summer and winter, sport fishing; heritage, arts, and cultural attractions including downtown Prince George; signature festivals and events, etc.). The majority of images should depict people enjoying the surroundings and activities, and pleasant weather. Close-up shots of interesting details (e.g. a carving or a local wildflower) would also be useful Models (whether hired for the occasion or simply passers-by) should appear reasonably attractive and appealing and, if faces are recognizable, must sign waivers (photo release forms). The images should be high definition to allow for maximum flexibility. Quantifiable objectives Number of high quality brand images and footage, with the emphasis on quality rather than quantity. It is more useful to have a dozen high quality images than a hundred mediocre images. Rationale / relation to strategies High quality, visually appealing images and footage are needed for any community tourism organization. They would be used for advertising, collateral materials, media relations, website, etc. Strategic Objective 5: Continue building a strong and compelling brand that promotes the urban and wilderness elements that Prince George has to offer. Action steps Determine the images and footage that are currently available, including through Tourism BC, Northern BC Tourism Region, and other sources. Identify the gaps in images and footage based on the priority products. The process of building the image bank would be expected to continue annually, taking advantage of shots available every season. Prepare the criteria and terms of reference for photographers. Retain photographer and shoot images. Tourism Prince George may also wish to invite photographers to submit existing images that meet the criteria for consideration, with payment negotiated if the images are selected. Ensure the repository of images is organized by subject, with supporting data such as photographer details, talent details and releases, and copyright requirements. Wherever possible, negotiate permanent, non-exclusive rights to the images for use in all media. This will eliminate the need to 31