Tourism Development Handbook for Nunavut

for Nunavut Handbook Development Tourism

I Tourism Development Handbook for Nunavut Photo credit: Tessa Macintosh/Nunavut Tourism Photo Credit: Acknowledgements If you have anycomments relative please to thishandbook, contact: upon thematerial contained inthishandbook. for anylossordamage,otherwise whichmayoccur asaresult ofreliance The Government ofNunavut disclaimsanyliabilityinnegligence or opportunity. regulations andapproval processes for his/herparticular business It istheresponsibility oftheoperator/entrepreneur to checkonpermits, processes, contacts andregulations/permits outlinedinthishandbook. guarantee thatchanges willnotoccur withregards to thevarious While efforts were made to includecurrent information, there isno specific projects. studies andfeasibility assessmentsto ascertain theviabilityoftheir operators are encouraged to undertake theirown independent merely asaninformationThe handbookserves guide,andprospective a practical tool for thefirst-time businessoperator. by theregulations set by theterritorial andfederal governments, makingit analysis oftourism intheterritory. development Theinformation abides This handbookexamines andprovides theNunavuttourism an industry of Alberta Economic Development. created by theGovernment ofAlberta, theTourism Branch Development the originalsource, theTourism Handbookfor Development Alberta, Northwest Territories reference. asourprimary Wealsowishto recognize granting permissionto useitsTourism Handbook for Development the Tourism andParks, Department ofIndustry, Tourism for andInvestment, We gratefully acknowledge theGovernment oftheNorthwest Territories, Projects Management Office and by undertaking and policy research . delivers onitsnorthernmandate through funding programs, theNorthern sustainable anddynamiceconomy across Canada’s three territories, and CanNorworks to adiversified,printing ofthishandbook. helpdevelop Economic Agency Development (CanNor)sponsored thecreation and Transportation, TheCanadianNorthern Government ofNunavut. and Cultural Industries,Department ofEconomic & Development This handbookwas prepared by Tait Communications for Tourism

Tourism Development Handbook for Nunavut IV Photo Tessa credit: Macintosh/Nunavut Tourism Tourism Development Handbook for Nunavut ISBN: 978-1-55325-289-4 Heiner Kubny/Nunavut Tourism Hans G.Pfaff/Nunavut Tourism Christian Kimber/Nunavut Tourism Hans G.Pfaff/Nunavut Tourism Hans G.Pfaff/Nunavut Tourism Front cover photos (top to bottom) [email protected] Fax: (867)975-7870 Toll Free: 1-888-975-5999 Tel: (867)975-7800 NUX0A0H0 Iqaluit, P.O. Box 1000,Station 1500 Government ofNunavut Economic &Transportation Development Tourism andCultural Industries Photo Credit: 7 6 5 4 3 TABLE OFCONTENTS 2 1 INTRODUCTION TOURISM MARKETANALYSIS INFORMATION COLLECTION ANDEVALUATION DEFINING THEPRODUCT PRODUCT DEVELOPMENT PLANNING KEY PLANS THE TOURISM INDUSTRY INNUNAVUT Tourism Market Data Sources Market Evaluation Supply Analysis Demand Analysis Types ofTourism Markets Project Feasibility aBusinessConceptDeveloping Initial Look Process attheDevelopment Initial Look atMarket SupplyandDemand The Recipe to Product Success Development Stages ofProduct andInnovation Development Conceptual Plan Development Marketing Plan Business Plan Tourism Sector Revenue Types ofTourism Businesses Current Trends General Overview Values Background 39 35 27 19 13 44 42 42 41 41 35 33 28 27 22 19 17 15 14 5 1 9 8 7 7 6 5

Tourism Development Handbook for Nunavut VI TourismTourism Development Development Handbook Handbook for Nunavut for Nunavut 14 13 12 INSURANCE 11 10 9 8 MARINE TOURISM INNUNAVUT PACKAGING THEPRODUCT TOURISM LICENCING FINANCIAL ANALYSIS RESOURCE IMPACT ASSESSMENT PROJECT SITEEVALUATION Sample CodeofConduct Regulations Cruise ShipSpecificConsiderations Marine Tourism –Whatisit? Marketing to theTravel Trade Pricing theProduct Market Ready Things to Consider Risk Management Insurance: Protecting Your Business Travel andTourism Act General Tourism BusinessList Approaching Lending Agencies Financial Analysis–Checklists Environmental Impact Review Environmental Impact AssessmentProcess Summing ItUp–ASite Evaluation Matrix RequirementsBuilding andLandDevelopment Infrastructure NeedsandAvailability Physical Resource Analysis Location Analysis Where to Start 107 117 116 115 107 102 100 95 93 81 67 63 49 98 95 93 93 91 83 74 68 64 63 61 59 54 53 50 50 18 SOURCES 17 16 15 CONTACTS ANDRESOURCES HUMAN RESOURCES NUNAVUT TOURISM Staffing: NeedsChange withtheSeasons DirectionsNew –Conferences Training Marketing About NunavutTourism 143 133 127 121 127 127 124 123 121

Tourism Development Handbook for Nunavut Tourism Development Handbook for Nunavut Development Handbook for Tourism

Photo Credit: Christian Kimber/NunavutPhoto Tourism Credit: INTRODUCTION 1 Tourism represents an area of significant opportunity in Nunavut. This handbook has been prepared to assist anyone who is considering developing or expanding a tourism business in Nunavut.

This development handbook is designed to help you assess, plan and implement your tourism project. The information provided is geared towards the first-time business operator, who may not be familiar with the development process in Nunavut. For established operators, the handbook can provide assistance for expansion or diversification of tourism products. With the assistance of the material in this handbook, you will be able to gather all the required background information to develop or expand a tourism business. Charts are used throughout the handbook to help illustrate the development process. Checklists are used to highlight some of the many questions tourism entrepreneurs must ask themselves as they evaluate the potential risks and rewards of a prospective tourism business development. To further assist you, contacts and information sources are provided throughout the handbook, with a comprehensive listing provided at the end. Developing a tourism business differs significantly from developing a more typical retail or service operation. The market for tourism facilities and services is more difficult to define because it is subject to changing trends, to the influence of high-and low-demand seasons and to the varying expectations of consumers. Demand may be influenced by culture, income, education, age, lifestyle characteristics and the nature of the service or attraction offered. The tourism industry must respond to the changing wants and needs of consumers. The industry, and the entrepreneur to whom this handbook is directed, must be responsive to new demands and trends if the product or service provided is to succeed in the marketplace. The Tourism Industry in Nunavut The Tourism

1 1 Tourism Development Handbook for Nunavut Development Handbook for Tourism

2 Photo Credit: Christian Kimber/Nunavut Tourism Tourism products are also extremely diverse. They may involve extensive land development, such as a water-front bed and breakfast with a restaurant for visitors to enjoy the view with their meals. On the other hand, there are tourism businesses that own no land and few, if any, buildings, such as wildlife-viewing or whale-watching operators. The scale 1 of tourism developments is equally diverse, ranging from small owner- operated canoe rental outfits, to three-season lodges. A final aspect that is unique to tourism development is that many improvements take place in less accessible locations or less populated areas to take advantage of scenic wilderness. This means that an operator must often evaluate unusual access or servicing requirements. This handbook was created to provide information that addresses the challenges specific to developing a tourism business. It provides the key information required for a great start to an exciting and rewarding future in the Nunavut tourism industry. For assistance in developing your business, contact your Economic Development & Transportation regional office. Contacts are listed in Section 17. Business or economic development officers are available to guide you through the process.

Photo Credit: Christian Kimber/Nunavut Tourism Industry in Nunavut The Tourism

3 4 Tourism Development Handbook for Nunavut Photo Lee Credit: Narraway/Nunavut Tourism Background IN NUNAVUT THE TOURISM INDUSTRY 1 1,258 Nunavummiut. Product—accommodation andoutfittingbusinessesaloneemployed in revenue, andrepresented 3.2%ofoverall NunavutGross Domestic In 2011,tourism-related businesses generated more than$40million businesses suchasartsandcrafts producers and taxis. related businesses suchasairlines,cruiseships,andcommunity-based not limited to outfitters, hotels andrestaurants, alongwithothertourism- enjoy theservices oftourism operators andestablishments, includingbut and better qualitytourism tourists products andservices. InNunavut, and afascinating andculture, history andisgradually more developing Nunavutoffersgrowth anddevelopment. travellers great natural beauty Tourism hasalways withpotential beenandremains for anindustry

Government of Nunavut, 2013 Government of Nunavut, Tunngasaiji: ATourism Strategy for Nunavummiut,Economic &Transportation, Development 6 5 4 3 2 1 Tourism Sector Revenue Types of Tourism Businesses Current Trends General Overview Values Background 1 5 The Tourism Industry in Nunavut 6 Tourism Development Handbook for Nunavut • • • • • • • • These values are: current andfuture tourism throughout development theterritory. important to asawholeandtherefore thetourism industry alsoguide and thewisdomexperience ofNunavut’s elders. Thesevalues are Tourism Strategy for Nunavummiut,whichisbased onInuitsocietal values In2013, Economic &Transportation Development released Tunngasaiji: A Values 2. 1. Tunngasaiji: ATourism Strategy for Nunavummiutfor: tourism products andservices. This handbooksupportsthegoals of interestsnew to intheNunavuttourism improve industry orlaunch these concerns by providing detailed information to assistcurrent and The NunavutTourism Handbookwas Development created to address needed throughout theindustry. putting travellers More training atrisk. andtheindustry andeducation is in thisregard. Unlicensed operators underminelegitimate businesses, tourism sector. Agreater appreciation for operating standards would help quality products andservices extending to allaspectsofNunavut’s The 2013NunavutEconomic Outlooknoted theneedfor more andbetter and environment Avatittinnik Kamatsiarniq:respecting andcaring for theland,animals Qanuqtuurniq: beinginnovative andresourceful Piliriqatigiinniq/Ikajuqtigiinniq: working together for acommon cause and action skillsthroughPilimmaksarniq/Pijariuqsarniq: developing practice, effort Aajiiqatigiinniq: makingdecisionsthrough discussionandconsensus andproviding forPijitsirniq: serving family andcommunity inclusive Tunnganarniq: fostering good spiritby beingopen,welcoming and for others Inuuqatigiitsiarniq: respecting others, buildingrelationships andcaring Development andenhancementDevelopment ofattractions, products andservices; and support tourism operators andtourism product development. tourism opportunities, aswell asNunavutTourism’s mandate to andsupporttargetedBusiness development to take advantage of reached $84billionin2013, products thatmake uptheindustry. InCanadaasawhole,tourism spending increasingly sophisticated, asevidenced by thevaried segments and Tourism isbothanimportant andgrowing industry. Itisbecoming that looksattheindividualcomponents ofthewholetourism package. arts andcrafts. Supporting tourism growth requires aninclusive approach related sectors includingtransportation, accommodation, food services, and game outfitters, fishingoperators, outdoor adventure providers, aswell as ismadeupofanumberbusinessesincludingbig The tourism industry Nunavut. leisure travellers, there ispotential to fully realize tourism opportunity in the increase inbusinesstravellers awareness and new ofNunavutattracting Nunavummiut, prepared by Economic &Transportation. Development With for theLegislative Assembly, aswell asinTunngasaiji: ATourism Strategy for priorities inSivumutAbluqta: Stepping Forward Together mandate, thenew of wealth to smallercommunities. Thesegoals have beenidentifiedas increased economic diversity. Itcan alsooffer amore equitable distribution tourism offersNunavut, thepotential to fulfill along-standing vision of A healthy economy shouldbediverse andgrounded inmanysectors. In General Overview 5 4 3 2 • • • • • following trends: Highlights from includethe the2011NunavutVisitor ExitSurvey Current Trends and significant declineinCanadiantourism following in2009. consecutive annual gain since thedownturn intheworld economy in2008 170,000 tourism businessestablishments. tourism employment in2013reached atotal of618,000jobsandover

https://en-corporate.canada.travel/sites/default/files/pdf/Corporate_reports/final_2013_annual_report_en.pdf https://en-corporate.canada.travel/sites/default/files/pdf/Corporate_reports/final_2013_annual_report_en.pdf Snapshot: 2011Year-in-review, Snapshot: CanadianTourism Commission Tourism 2009Year-in-review Snapshot: andTourism 2010Year-in-review Snapshot: andTourism Tourism 2012Year-in-review Snapshot: (Facts &Figures 7thedition),Canadian Tourism Commission postgraduate degree (79%)compared to theCanadianaverage (50%). A higherproportion ofvisitors have acollege, university and/or and $150,000. 90% ofvisitors are Canadianand63%have incomes between $50,000 Most visitors are male(70%)andare between the ages of40and65(51%). The majorityofvisitors to Nunavut visitfor businesspurposes(64%). Since 2008thetotal annualnumberofvisitors to Nunavuthasincreased. 2 a2.6%increase over 2012, 5 3 andthefourth 4 Overall, 7 The Tourism Industry in Nunavut 8 Tourism Development Handbook for Nunavut 6 as well asageneral are ofwhatthey coming overview to experience. outlines examples ofthedifferent kindsofbusinessesthat cater to tourists of needsandexpectations ofthenortherntraveller. Thefollowing table The diversity attests intheNunavut tourism to industry thewiderange Types of Tourism Businesses • • • • • • • • • • • •

Nunavut Visitor Exit Survey 2011,Nunavut Tourism,Nunavut Visitor ExitSurvey 2012 products andservices, andincreasing access to thebackcountry. overall costs, improving thequalityofairports,increasing access to Visitors mostoften noted thatimprovements could bemade by reducing or good. Over 85%ofvisitors rated theiroverall tripsatisfaction asexcellent 64% oftotal spendinginNunavutisfor businesspurposes. increased since 2008. Spending onaccommodations, food, andlocal art/carvings has Travel isthemostsignificant expenditure at51%oftotal spending. Average spendingamongallvisitors was $2,663perperson/per trip. estimated to be$40millionCanadian. In 2011thetotal annualrevenue generated by tourism in Nunavutis and 3)hiking. for local art/carvings, 2)visitingamuseumorvisitor centre, The mostpopularactivitiesvisitors participated ininclude:1)shopping minors. (32%) orwithfriendsandfamily (21%).Only2%ofvisitor groups include The majorityofvisitors travel alone(38%),withbusinessassociates Most visitors stay inhotels (47%)for aperiodof1-6nights(42%). wildlife (13%). purposes (72%),and2)thechance to natural view environments and Visitors are primarilymotivated to travel to Nunavutfor: 1)business websites. cruise lineorotherindustry website, and3)airline/ 2)books/novels andarticlesaboutNunavut, The mostpopulartripplanningresources include:1)NunavutTourism 6 7 airfare, 17%onaccommodations, and10% onfood. $3,532.10. For alltravellers to Nunavutin2011,51% ofspendingwas on $4,475; theQikiqtaaluk average is$4,558;andtheKivalliq average is shows thattheaveragethe 2011exit survey traveller to Kitikmeot spent Average spendingamongalltravellers on aper-person/per-trip basis in since 2006. The percentage oftravellers visitingQikiqtaaluk hasincreased steadily region, 9% visited theKitikmeotregion, and7%theKivalliq region. each region. Oftotal travellers 84%visited to theQikiqtaaluk Nunavut, provides estimates2011 ExitSurvey ofthepercentage oftravellers visiting Data ontotal tourism revenue by region isnotyet available. However, the the samepace asotherindustries. on average by 5.7%peryear. Tourism revenue isclearly notincreasing at comparison, thecombined revenue ofallindustriesinNunavutincreased Since 2006,tourism revenue hasincreased anaverage of2.2%peryear. In real GDPfor tourism-related industriesrevenue in2011is$41.6million. be $40million.Similarly, theNunavutBureau ofStatistics indicates that annual revenue generated by alltourism activitiesinNunavutfor 2011to visitor statistics. estimates The2011NunavutVisitor total ExitSurvey The importance oftourism to Nunavut’s economy isillustrated by recent Tourism Sector Revenue

Tunngasaiji: ATourism Strategy for Nunavummiut,Economic &Transportation, Development 2014 Accommodation Attractions Events and Tour Operators Transportation and manymore Festival, archaeological andpaleontological sites Rockin’ Walrus Festival, NunavutArtsandCrafts historical sites, communities, AlianaitFestival, Passage), Aboriginalandnorthernculture, migration, heritage waterways (e.g.Northwest National parks, territorial parks, caribou snowmobiling, dogsleddingandmanymore birdwatching, hiking,cruises,floeedge, northern heritage, wildlife/ canoeing/kayaking, Fishing, hunting,local sightseeing,adventure, and boats), nationalandlocal airlines Local rental cars, local taxis, charters (airplanes establishment, motel, outpostcamp, tent camp Bed &breakfasts, hotels, lodges, cabin 7 9 The Tourism Industry in Nunavut 10 Tourism Development Handbook for Nunavut &Transportation.Development more information abouttheseprojects andstudies, contact Economic for overall; theNunavuttourism industry andavisitor exit survey. For the information thatiscurrently available; aneconomic impact study including:adatatourism inNunavut, collecting project to buildupon on three projects to collect robust anddetailed information about data aboutandfor thetourism sector. In2015,thegovernment embarked The Government ofNunavutisdedicated to providing current statistical Photo Lee Credit: Narraway/Nunavut Tourism 11 The Tourism Industry in Nunavut 12 Tourism Development Handbook for Nunavut Photo HansG. Pfaff/Nunavut Credit: Tourism KEY PLANS in Section6:“Information CollectionandEvaluation”. Greater detail andinformation requirements for theseplanscan befound read through therest ofthishandbook. so you have a good idea ofwhatyou willspecifically needto doasyou licences andapprovals. Thissectiondescribes theelementsofeach plan process,the development includingsecuringfinancingandobtaining your These three documentswillguideyou more easily through othersteps of photocopy because itwillbedistributed to several peoplefor review. applications,most development theproposal shouldalsobeeasy to presentation andwell-documented information are definite assets. For financing. First impressions docount. An organized, professional looking be clear withanyrelated request for assistance, particularly asitrelates to accurate information. Eachplanorproposal mustinterest thereader and In general, allplansandproposals shouldcontain clearly stated and • • • the required background information inorder to prepare three key plans: assistance you ofthematerial willbeableto inthishandbook, gather all do, where you want to beandhow you are going to get there. Withthe key clear documentsthatwillprovide idea avery ofwhatyou want to A crucialpart oftourism isthepreparation businessdevelopment of 3 2 1 The Conceptual Plan Development The Marketing Plan The BusinessPlan Conceptual Development Plan Marketing Plan Business Plan 3 13 The Tourism Industry in Nunavut 3 14 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • • • • business to Itshouldcontain: achieve. assumptions. Thisplanisalsoyour own guideto whatyou expect your present estimates offuture profitability based onresearch andsound plan isthebasis ofyour submissionto lenders andinvestors; besure to projected income statements andpro-forma balance sheets. Thebusiness incorporates adetailed financialanalysis,includingcash flow forecasts, the way inwhichyou intend to finance andmanage your It project. concept inrelation to local/regional andtourism markets. Itoutlines business plan.Theplandescribesyour businessgoals andthebusiness ofallyour financialresearchThe summary willbeencompassed inyour Business Plan procurement, staff training, etc. operation, insurance, risk management practices, cash/credit handling, An operations plan , discussingoperational parameters suchashours of in business. business ventures ishe/sheinvolved inandwhatishis/hertrack record discussion oftheoperator’s background –whoisinvolved, whatother responsibilities ofthemanagement team. Thissectionshouldcontain a structure ofthebusiness.Itshouldhighlightskills,experience and A management plan,whichwillset outtheorganizational form and (May alsoincludepersonal net worth statements oftheshareholders.) year’s balance sheets andincome statements (for anexisting business). analysis are required. Include financialstatements withtheprevious A discussionofdebt/equity financingandthecorresponding ratio statement ofconstruction/start-up costs andsources offinancing.) for thenext two to three years. (Includesopeningbalance sheet and operating forecasts for thefirst year ofoperation andannualforecasts statements andpro-forma balance sheets thatprovide detailed monthly A financialplan,thatincludesprojected income statements, cashflow plan. and promotional strategy. Thissectionmaybepresented inaseparate identification ofyour target markets. Itshouldalsohighlightyour sales to beoffered andananalysisofthemarket, trends, competition and A marketing planthatincludesadescriptionofproducts/services similar targets. volume, market share, visitor satisfaction, repeat visitation and/or other A descriptionof your businessgoals/objectives, anticipated sales positioning, management highlightsandthefinancingrequest athand. market trends, group(s), your competitive adescriptionofindustry of your proposal,A summary theintended andtarget product/service Canada/Nunavut BusinessService Centre (www.canadabusiness.ca). For more information abusinessplan,contact aboutdeveloping the • • • • • • process. Your marketing planshouldinclude: plan isanimportant step andshouldbestarted early inthedevelopment outlines thestrategy for your targeted achieving share ofthemarket. This to attract andthecompetition you are faced with.Your marketing plan project feasibility gives you aclear picture ofthepeopleyou are aiming The supplyanddemandanalysisundertaken aspart ofdetermining and details themarketing information contained inthebusinessplan. business plananditmayalsobeaseparate documentthatexpands upon Your marketing plancan take two forms. Itisamajorcomponent ofyour Marketing Plan business plan. choose to doamore detailed humanresource planto supplementthe Summarize duties,responsibilities andreporting relationships. You may A staffing plan,based upondetailed humanresource requirements. opens itsdoors. construction periodandpreparation timebefore thedevelopment A project schedule,covering government andfinancialapprovals, opportunity (e.g.customer feedback forms andcustomer databases). market research, over and above thatdone to initiallyinvestigate the shift of resources andstrategy. Thisshouldalsoincludeadditional of themarketing plan shouldgenerally discuss thetimingand oftendevelopment differ from ongoing marketing efforts. Asection A sectiononfuture marketing efforts. Marketing efforts to launch a proposed openingdate. broadcast, etc.) complete withcosts andschedulesaccording to your campaign for marketing through thedevelopment various media(print, A sectiononhow you planto initiallyattract your. Outlinea clients percentage ofthemarket you feel thatyou can attract. vis thecompetition, whatyour competitive advantage isandwhat their strengths/weaknesses are, how you willpositionyourself visa An analysisof thetourism supply,i.e. whoyour competition is,what Psychographics: interests, beliefs, values andactivities). attracting (Demographics: age, sex, householdcomposition andincome. geographic region. Provide aprofile oftheclientsyou anticipate A definition of your target market(s) includingtype,size and 3 15 The Tourism Industry in Nunavut 3 16 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Photo Tessa credit: Macintosh/Nunavut Tourism • • • • • • • • marketing efforts? Method of evaluation. How willyou measure theeffectiveness of your Dollar requirements andmarketing budget. Cooperative andjointmarketing efforts withotheroperators. Examine signage needsandrestrictions (where applicable). associations, Chambers ofCommerce andtour companies? Tourism, tourism destinationregions, destinationmarketing How you willusereferral groups andassociationssuchasNunavut associated costs. activities (discounts, contests, publicity, etc.) andestimate the Planned promotional campaigns. Determine thetimingofthese capture business? Overall salesstrategy . How willpersonal salesactivitiesbeutilized to techniques. reader/audience data, rates etc. Talk to otheroperators for proven Overall advertising strategy. Contact local andregional mediafor • • • • information. Thispackage shouldinclude: The physical concept planisacombination ofgraphic andwritten development. consultant for concept plansandcost estimates for buildingsandsite project islarge, itmaybeadvisableto obtain thehelpofaprofessional questions have beenanswered andtheconcept planiscomplete. Ifthe costdeveloping estimates usedinthefinancialanalysis.Make sure allthe This concept planisthebasis for obtaining land-use approvals andfor buildings andfacilities andtheintended them. means ofservicing conditions andresources. Itincludesaschematicdiagram ofallproposed to prepare aconceptual planthatsummarizes development allthesite The information gathered through thesite evaluation process isused Conceptual Development Plan between active areas. components onamapofthesite andshows allcirculation patterns An illustration thatgenerally places allthephysical development physical designcomponents andwhatisrequired ineach. A program statement describingtheusers, activitiesandinteractions in permit. development andtherequirementsdevelopment specifiedfor landleasing and/or a This maybeaseparate documentdependingonthescale ofyour communityof thedevelopment, liaisonandconstruction processes. Ways ofmitigating andminimizingnegative impacts are laidoutaspart environment anditscapability to adjustto theproposed development. An environmental impact statement reviewing theexisting noting anydeficienciesthatmustbeovercome. outliningthephysicalA site features analysissummary ofthesite and 3 17 The Tourism Industry in Nunavut 18 Tourism Development Handbook for Nunavut Photo Christian Kimber/Nunavut Credit: Tourism PLANNING PRODUCT DEVELOPMENT existing customers. commit to products addingnew andexperiences each year to retain attract customers new andretain existing customers. Someoperators From timeto time,existing products andexperiences are refined to maintaining anddelivering existing products to current customers. or approaches. For many, mosttimeandeffort remains focused on Product for development tourism businesseshasanumberofstages and Innovation Stages of Product Development 2 1 Development Success The Recipe to Product and Innovation Stages of Product Development

4 19 The Tourism Industry in Nunavut 4 20 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut the industry segment. the industry vary interms ofreturn oninvestment (ROI)andpotential dependingon other (relative to thatsegment). Thissaid–details ofanyquadrant would segments, there are identifiablegroups whoare higheryieldthanthe empty nesters lookingfor spa vacations. However, withineach ofthese vary significantly between Australian backpacking youth versus American speaking ofhighyieldcustomers, thespecificsofthat demographic would be taken withinaspecificsegment for comparison. For example, when This modelcannot asawhole.Itmust beusedto explain theindustry from Auyuittuq Park. Nunavut artists,and2)aboating operation thatferries hikers goingto and buyers attending theNunavutArtsandCrafts Festival every year to meet product range. Two examples ofthiswould 1)southernOntario be: art organization iscatering to itscurrent market segments withitsexisting This quadrant represents thelowest riskstrategy. Inthisinstance, the Existing Customer/Existing Products: Quadrant I innovative products. andnew one tool to supportastrategy oftruly thatincludesthedevelopment The CanadianTourism CommissionbookPassages to Innovation provides strategy, isto develop new products for newand/or existing customers. The mostdifficultproduct strategy, development andthehighestrisk Customers Existing IV I Existing Products Passages to Innovation New Products III II Customers New once settles. everything trends,new butalsobeproactive inorder to beready for market thenew impacts thetourism consumer andorganizations mustnotonlyreact to as changes incurrency values andworld market performance, asthis organizations. However, itisimportant to lookatcurrent such events, Quadrant Iisafamiliar quadrant andremains asafe bet for many southern Ontario. their trips,andisgoingafter anupscale retired audience “boomer” in extra softcushionsandsmallheaters to offer alittleluxury to tours and wishesto addnew qamutiitto theirfleet thathave wind-shields, An example ofthisquadrant maybeaNunavutoperator thatgives floeedge through products. new proper to theorganization andthen,to convey thatto market anew customers istricky. Itisimportant to continue to usetheUSP orbrand As anexisting organization, creating product anew to deliver to new proposition (USP) willbekeys to success. competitiveassessment, analysisandclearly definingone’s uniqueselling be executed withcaution. Research isthebasis ofsuccess. Inventory, businessesallstartNew inthiscategory. delicate Itisvery andmust This quadrant represents thehighestriskstrategy. New Customers/New Products: Quadrant III potential new markets. European thework-abroad young adventurer from Australia could be of visitors are Canadian.Upscale andretired “boomers” intheUS and For example, theNunavuttourism market hasdetermined that91.1% constitute product. anew be modifiedto bestreflect market theneedsofnew –thisdoesnot research andevaluation. Using thismarket information, aproduct may marketSelection ofnew segments are madebased onextensive market entering thisquadrant shouldkeep aportion ofitsefforts inquadrant I. This quadrant represents aslightlyhigherriskstrategy. Anorganization New Customers/Existing Products: Quadrant II 4 21 The Tourism Industry in Nunavut 4 22 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut requirements willvary. driven inthefuture. Dependingonyour positiononthequadrant, research will ensure you are meeting market demandnow, andwillbemarket Research istheundertaking andcollecting ofrelevant, timelydata, which Research the next 3–5years. with your positiononthe quadrant andyour partnership’s objectives for followed. Whatspecifically to you are shouldbedetermined achieve trying The recipe willgive you thebasic understanding ofthesteps to be will determine thedepthofactivitiesinrecipe thatyou mustfollow. partnership issituated. Thelocation ofyour organization onthequadrant should have identifiedwhere intheprevious quadrant your businessor and products for theconsumer. Before following thisrecipe, you As such,thefollowing recipe willassistyou your indeveloping business thatclearlydevelopment responds to market demand. 20–22, itisclear thatsuccessful marketing requires innovative product page 20,andreferencing your organization withthequadrants onpages of products thatrespond to market demand.Basedonthediagram on Many tools are available to assistanyorganization inthedevelopment Development Success The Recipe to Product services offered. butaddswhale-watching andicebergproduct, viewing to thelistoftourism An example ofthisaboatingoperation thatretains ferrying hikers asabase disappoint them! products coming from anorganization have trusted. thatthey Don’t them. Your existing customers will,however, bemore new willingto try ensure products thatthesenew willcater to theirneedsandnotalienate When presenting products new to your existing customers, you want to This quadrant offers apotential high-riskstrategy. Existing Customers/New Products: Quadrant IV

• • includes: A step-by-step process for successful research inproduct development • • Innovation towards innovation. and strengths, you are ready to defineyour future objectives andmove you maybepositionedin.Once you have determined your position your positionandyour strength inquadrant Iandanyotherquadrant of market-readiness andvalidate theirexistence. Thisstep identifies ofyour variousinventory products, you mustthenassesstheminterms position onthequadrant model.Once you have completed the Assessment –Thisisacritical part oftheprocess to identifyyour business andcan enhance your ofproduct development andmarket. You are encouraged to seekoutliterature andresources thatreflect your packages to merchandising. fromThe listshouldbeexhaustive week-long andincludeeverything taking stock ofthevarious product offerings within each organization. This entails identifyingallorganizations involved inyour market and you take mustfirst, ofyour existing aninventory product offering. Inventory –Whenidentifyingyour organization onthesamplequadrant, identified goals. achievable. This step identifieshow motivated you are to achieve You mustthen define whichelementsfrom thegap are realistically years willallow you to identifythegaps inyour current product offering. ready products withtheidentification ofmarket trends over thenext 3-5 Gap analysis–Cross-referencing ofstrongly your inventory market- 3-5 years. from your consumers, butrather to willhave in thosedemandsthey you arein product notresponding development, to immediate needs graphics. Look for long-term desires withinyour market. Whenworking your Identifydemographics, development). psycho-graphics andsocio- (which willidentifytheupcoming demandsover thefuture timeframe of strengthen your evaluation ofyour current position)and,identifytrends When studying your market(s), identifycurrent demands(whichwill wants itwould to beawaste seeit, ofresources! your market(s). You can buildthenicest castle intheworld, butifnoone Market research –Before theactual actofinnovation, you mustidentify 4 23 The Tourism Industry in Nunavut 4 24 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut to these questionsshouldbeapart oftheplanning process. Some ofthiswork shouldbedoneattheonset Theanswers oftheproject. • • • When working through thisstep, you needto identify: • • • distance between where you are andwhere you want to go. products.your new Thisgives you your starting blockto identifythe and threats thatcan help(orhinder)you asyou work towards creating work withyour partners to identify:strengths, weaknesses, opportunities your current position(starting point).Duringthisprocess, you should How doyou recruit partners? new What’s initfor them? Who ismissingfrom theoriginalbrain trustoftheproject? andpromotingdeveloping theproduct? Who isinterested intheproject? Whoshares avested interest in cluster (Aboriginaltourism). programming inacommunity) oraregion (theKivalliq) oracultural who share avested interest inpromoting aproduct (cruise ship recognizableachieve quality, itisbestto work inlike-minded groups to innovative thestrength product isinQUALITY. development, To organization musthave itsown product offering, butwhen we refer successful whenconducted solelyby oneorganization. Clearly each Partnership –Intourism, product israrely development (ifever) round two. scenario andwhatactually happened,then,iron outthekinksandgo for complete. You mustevaluate identify thegaps it, between your ideal infamous feedback loop;once your project iscomplete, itisnever tool to determine thesuccess ofyour businessplan.Donotforget the an evaluation method to ensure thatyou are ontrack andanevaluation take to get there Besure andwhoisneededto to dowhat. incorporate business plan,identifywhere you are, where you want to go, whatitwill gives you direction andstep-by-step processes to follow. Inyour Using theresearch conducted, determine asolidbusinessplan,which in theprocess. and,therefore,development shouldincludesolutionsto thenext steps component inorder to become ourmapto innovative product Planning phaseofmarketing. Assuch,itfollows theextensive research Planning –isanintegral part oftheProduct Development S.W.O.T. analysis–T his isabrainstorming analysisto helpyou determine • • • Photo Hans G.Pfaff/Nunavut credit: Tourism enhancements anddetermine theproduct’s long-term feasibility. Remember thatcontinuous evaluation mustbeconducted to make consumers andcontinuously enhance itastimegoes on. are comfortable withitsstrength, you are ready to deliver itto your Launch TheProduct –Once you have your developed product and The evaluation criteria needto beset outduringtheplanningprocess. pieces. You’ll usethisinformation to iron outthekinks. can complete inorder to give you feedback onsuccesses andmissing In thisphase,ensure there isanevaluation form thattheparticipants your product. agents andtour operators, mediaorotherrepresentatives whowillsell You can test your product withasegment ofyour market, withtravel a sampleofyour selected market. experience, thepackage orthebrand, Create test it. apilotproject using Testing andEvaluation –Once you the have theproduct, developed your market demandresearch andfulfill your businessplanobjectives. end, you experiences shoulddevelop andpackages thatwillrespond to throughout thepartnership to ensure ofbuy-in.Inthe thehighestlevel looking back atyour research reports, openingtheconversation In thisarea, you want to work through thebusinessplan,continuously would like to create andwhomyou would like to create with. Using theplanningandpartnership steps, you have identifiedhow you Using theresearch, you have definedwhatyou would like to create. and theplayers. So, putonyour creative cap andstart building! Product Development –You have now identifiedthegoal oftheproject 4 25 The Tourism Industry in Nunavut 26 Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut DEFINING THEPRODUCT • • it iswiseto rethink theinitialconcept. Askyourself thesequestions: marketbusinesses. If thispreliminary analysisdoes not favor development target market), andwhether theirdemandisalready beingmet by other determine whothepotential customers are for thisfacility orservice (the Before proceeding into detailed analysis,itiscritical development to with peopleknowledgeable aboutsimilardevelopments. important place to stop andaskquestionsdosomebrainstorming or thatacertain location haspotential for tourist activities.Thisisan or anintuitive gut-feeling thatacertain facility orservice makes sense, At thebeginning process, ofthedevelopment there isusuallyagood idea Supply andDemand Initial Look atMarket 3 2 1 capture? years? Whatshare ofthetourist market doyou thinkyour business will been increasing, decreasing orholdingitsown over thelastseveral stay,do they use? whatservices dothey Hastourist traffic to thearea What isthenature ofthetourist traffic inthearea –whovisits,how long been successful? there? Are full-time they orseasonal operations? Have theseoperations What competing facilities orservices are inthearea? How manyare Developing aBusinessConcept Development Process Initial Look atthe Supply andDemand Initial Look atMarket

5 27 The Tourism Industry in Nunavut 5 28 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • regions: and direct resource withintheirrespective useanddevelopment planning There are currently two approved landuseplansinNunavutthatguide (AANDC). approved by AboriginalAffairs Canada andNorthernDevelopment tourism approval doesnotmean thelandlease application hasbeen for theappropriate tourism approval. Bear inmindthattheissuance of is to contact theGovernment ofNunavut’s Department ofEnvironment The first step for thoseinterested inacquiring landfor tourism purposes onalandbasea development inthatperfect location. prudent to beaware oftheprocedures involved inobtaining approvals for Most tourism projects willrequire permitapproval. development Itis process.development rights to landandthesewillaffect thelengthand complexity ofthe overall Inuit-owned lands.There are anumberofprocedures for gaining lease land base ofNunavutisamixCrown, Commissioner’s, municipal and a camping ground orhikingtrails to anarcheological or historic site. The particularly ifyou are aland-based lookingatdeveloping project suchas It isagood idea to have alternative locations for your project inmind, Initial Look attheDevelopment Process negative orpositive way. any concerns thatthecommunity mayhave thatwillimpact tourism ina itineraries, training needsinthecommunity, etc. EDOswillbringforward to access thecommunities for planningconsultations, sharingcruiseship communities. TheGovernment ofNunavutconsiders themasthegateway that can beusedto get information onhow to go aboutbusinessin Economic Officers Development (EDOs)are alsoanimportant resource operators andagencies/organizations involved intourism development. You can answer manyofthesequestionsby talking to othertourism • the Keewatin Regional LandUse Plan. the NorthBaffin Regional Land Use Plan,and succeed? facilities failed insimilarcircumstances? Whydoyou thinkyou can that supportsitspotential to bringtourists to thearea? Have other previously for beendeveloped tourism, whatinformation doyou have typeoftourismIf thisisanew businessfor anarea thathasnot More information isavailable atwww.nunavut.ca/en/approved_plans. require aconformity determination by theNunavutPlanningCommission. a regional Inuitorganization orAANDCineitherofthesetwo regions would Any proposal for landuseortourism requiring development apermitfrom Coordinator (867)975-4572. orcall theLandUse Planning eng/1100100027931/1100100027935 office Visit their website inIqaluit. at www.aadnc-aandc.gc.ca/ Land Use information isavailable from theAANDCregional 5. 4. 3. 2. 1. • • aware ofthefollowing: youin Nunavutorare shouldbe planningalanduseactivityinNunavut, Ifyouthroughout are theNunavut. interested inacquiring Crown land Canada(AANDC)isresponsibleDevelopment for managingCrown land The LandAdministration office ofAboriginal Affairs andNorthern Crown LandsinNunavut The NLCA established five Institutions ofPublicGovernment: approval. applying for landshouldbeaware thattheirapplications are subjectto application willbeconsidered,disposal ofland.Althoughevery persons consultation istherefore undertaken withthesegroups priorto the theNunavutLandClaimAgreement (NLCA).of Nunavut, Extensive The Government ofCanadahasasettled landclaimwiththeInuit organization orindustry. independent ofanyinfluence ofanotherparty, government, Inuit the NunavutSurface RightsTribunal thatarbitrates disputes, wildlife through traditional Inuitandscientificknowledge; and, the NunavutWildlife Management Board thatprotects andconserves use andmanagement ofwater; the NunavutWater Board thathasresponsibility over theregulation, approved LandUse PlansinNunavut); approved LandUse Plans(Please contact NPCfor more information on the NunavutPlanningCommissionthatensures projects conform to environmental assessmentofprojects inNunavut; the NunavutImpact Review Board (NIRB)whichisresponsible for the 5 29 The Tourism Industry in Nunavut 5 30 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut (www.geobase.ca/geobase/en/). (www.geogratis.cgdi.gc.ca/geogratis/Home?lang=en) andGeobase: administrative boundaries andmore isavailable from Geogratis: The data for existing conservation areas, includingparks andsanctuaries, Nunavut, NPC data. 20 Jun 2014. Jun 20 data. NPC Nunavut, of Government Denesuline, Manitoba Denesuline, Athabasca Parks NTI, Atlas, Geogratis GNDoE, Canada, to Not Sources: Only. Data Commission. Planning Purposes Nunavut the of consent written express the Development without reproduced be Plan Use Land for Commission Planning Nunavut the by Produced Nunavut Settlement Area Boundary Area Settlement Nunavut NPC Regions Planning Manitoba Area Denesuline Asserted of Title Claim Athabasca Area Denesuline of Asserted Title Claim excluding minerals) (Surface Lands Owned Inuit Areas Occupancy and Equal of Use National Park the under National Canada Parks Act Area awaiting full establishment as Ukkusiksalik Inuit Owned Lands (Surface and Subsurface including minerals) including Subsurface and (Surface Lands Owned Inuit National Parks Territorial Parks Bathurst Inlet Bathurst Kugluktuk Umingmaktok Cambridge Bay Cambridge Whale Cove Whale Gjoa Haven Baker Lake Resolute Arviat Taloyoak Rankin Inlet Rankin Eureka Chesterfield Inlet Chesterfield Kugaaruk Arctic Bay Grise Fiord Repulse Bay Repulse Alert Coral Harbour Igloolik Hall Beach

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A $ 400 territorial governments fulfill theirobligations. responsibilities set outintheNLCA andensures thatthefederal and importantwildlife NTIcoordinates isvery to Inuit. andmanages Inuit and benefitsset outintheNLCA. Themanagement ofland,water and all theirtraditional land intheNunavutSettlement Area for therights Agreement (NLCA) are Inuitexchanged carried out. Aboriginaltitleto NTIensuresNCLA. thatpromises madeundertheNunavutLandClaims is theInuit-run organization thatmonitors theimplementation ofthe effect for allInuit-owned lands.Nunavut Tunngavik Incorporated (NTI) theNunavutLandClaimsAgreementThroughout isin (NCLA) Nunavut, Inuit-Owned Lands 10 9 8 the LandsOfficers inthe communities. work closelywith They also supportsthehamlets withLandDevelopment. which assiststhehamlets withaCommunity Plan,zoning By-Laws and office of CGS operates aposition for Community PlanningandLands, Services (CGS) isalsoinvolved withland usesituations. Eachregional The Government ofNunavutDepartment ofCommunityandGovernment Municipal Lands to beguides,opensportlodges andsellwildlife products. isSection5.8.1,whichstatesdevelopment thatInuithave thefirst chance thatpertainsThe sectionoftheNCLA mostdirectly to tourism • • • contacted aboutyour plansandintentions: are interested inhave LandManagement Departments whoshouldalsobe The regional Inuitorganization oftheregion whoseInuitOwnedLandsyou cultural needsandaspirations. to promote economic self-sufficiency inaccordance to Inuitsocialand soas Inuit OwnedLands(IOL)onbehalfandfor thebenefitofallInuit, interests inthelandsandresources TheDepartment ofNunavut. manages The NTIDepartment ofLandsandResources promotes and protects Inuit

www.tunngavik.com/about A PlainLanguage Guideto theNunavutLand ClaimsAgreement, NunavutTunngavik Inc.,2004 www.ntilands.tunngavik.com Kitikmeot InuitAssociation(867)983-2458 Kivalliq InuitAssociation1-800-220-6581 Qikiqtani InuitAssociation(Baffin)1-800-667-2742 9 8 10 5 31 The Tourism Industry in Nunavut 5 32 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut 11 4. 3. 2. 1. lands: For thepurposeofthispolicy, there are typesofCommissioner’s seven Commissioner’s landasdefinedinSection49oftheNunavutAct(Canada). Commissioner’s Lands • • • • should consist of: In summary, thefocus process ofthisinitiallookatthedevelopment your proposed project. to thisarea willhelpyou realistically assessthefeasibility ofundertaking the Economic Officer Development (EDO) for your community. Attention of methods andfrom avariety ofsources, butagood place to start iswith into sources offinancing.Information can beobtained through anumber A general idea offinancialrequirements shouldlead to aninvestigation operate. as thecurrent economic health ofthecommunity inwhichtheproject will It iswiseto examine thefinancialrequirements ofthetotal project aswell An early lookatfinancingisalsocritical to thesuccess ofadevelopment. historical assessments.ThesewillbediscussedinSection8. Other landuseconsiderations includeenvironmental andheritage or handbook. numbers, seeSection17:Contacts andResources attheback ofthis and theirLandOfficers. For municipal government contact phone controldevelopment are theresponsibilities ofNunavutmunicipalities Within cityorcommunity limits,landuseplanning,subdivisionand

Land Lease PricingPolicy, Community andGovernment Services, 2013 a general picture ofproject timing. a broad financialpicture, and an examination ofthetimeinvolved insomeofthesteps, an examination ofthesteps involved, administration andcontrol oftheCommissioner Land withintheBlockTransfer thatisstillunderthe been transferred to theMunicipality lotswithintheMunicipal titlehasnot boundary—where Un-surveyed Lots onthegovernment exemption list Lots withinthe100foot reserve 11

7. 6. 5. 12 however, always maintain aclear statement ofthebusinessconcept. as thiswillbetheresult ofdetailed site analysis. Anentrepreneur should, known. There maynot beacommitment to aspecific location atthispoint site information, costs development orlicensing requirements become The originalconcept willlikely bealtered throughout theprocess asmore • • business concept can besimplystated asagoal, for example: process looksworkable, aclearly definedproject shouldbeoutlined.This If theinitialreview ofthemarket lookspositive andthedevelopment Developing aBusinessConcept in theDepartment ofCommunityandGovernment Services. Commissioner’s landisavailable from LandsAdministration Office General information onlanduseplanningapproval process for d) c) b) a) Subject to subsection(2),thisActappliesinrespect ofthefollowing: Lands to whichActapplies

Consolidation ofCommissioner’s Land Act,RSNWT 1988c.11 To openaseasonal operation suchasfloeedge tours by dogteam. attract visitors from theUS market; or, To buildaneco-tourism resort withrental cabins onHudson Bayand Northwest Territories. been transferred before April1,1999by theGovernor inCouncilto the public landssituated inNunavutwhoseadministration andcontrol had sales proceedings; and by theNorthwest Territories withterritorial funds orpursuant to tax lands situated inNunavutthathadbeenacquired before April1,1999 proceedings; lands acquired by Nunavutwithterritorial funds orpursuant to tax sale all roads, streets, lanesandtrails onpubliclands; Titled Commissioner’s Land inside themunicipal transfer Deemed Commissioners landoutsidetheBlockLandTransfer but eBlock LandTransfer landsoutsidemunicipal boundary 12 5 33 The Tourism Industry in Nunavut 34 Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut EVALUATION COLLECTION AND INFORMATION • • • • • Alternatively, assistance can beobtained from: tourism businessoperator. Private consultants can evaluate theproject. There are several sources ofassistance available to aprospective evaluation before anyinvestment ismade. required. Thefollowing steps highlighttheneedto complete aneconomic both) mayprove theidea to benotfeasible, andare-examination maybe Fora project. someprojects eitherthemarket orthefinancialanalysis(or a brilliantidea to make arealistic assessmentoftherisksandrewards of These steps force themostenthusiastic,idealistic even entrepreneur with completed, andallthequestionsshouldbeanswered. is recommended. Inevaluating projects, thefollowing steps shouldbe the success oftheventure. For large orcomplex projects, professional help accurate market assessmentandcareful financialplanningare critical to In determining thefeasibility ofatourism aswithanybusiness, project, Project Feasibility 1 corporation) CorporationNunavut BusinessDevelopment (territorial crown BankofCanada(federalBusiness Development crown corporation) CentreDevelopment Corporation andBaffinBusinessDevelopment Kitikmeot CommunityFutures Incorporation, Keewatin Business Community Futures offices (federal government program) through Canada/Nunavut BusinessService Centre (federal/territorial agency) GN Economic & Transportation Development Project Feasibility 6 35 The Tourism Industry in Nunavut 6 36 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • • • The steps include: product willbeare discussedindetail inthefollowing sections. The steps thatwillhelpto determine how feasible your tourism evaluation ofyour project. a range ofservices andpublications thatcan assistyou withthe These government agencies, aswell ascharter banks, can provide Packaging theproduct andlicencingDevelopment approvals Financial analysis Resource assessments Project site evaluation Tourism market analysis Photo credit: Michelle Valberg/Nunavut TourismPhoto MichelleValberg/Nunavut credit: 6 37 The Tourism Industry in Nunavut 38 Tourism Development Handbook for Nunavut Photo HansG. Pfaff/Nunavut Credit: Tourism ANALYSIS TOURISM MARKET marketing component ofthebusinessplan. determine your marketing objectives. These objectives willdirect the Clearly definingthemarket for your tourism business enablesyou to research study. Suchconcerns onit. their money can beanswered through amarket tohave enoughmoney are spendonitandthatthey willing to spend that there are enoughpeopleinterested concept, inthenew thatthey the industry, theoperator mustresearch consumer appeal to be assured service orfacility isintended to capitalize onan innovative trend new in The tourism operator mustrespond to emerging trends. Iftheproposed are constantly changing. characteristics, theirreasons for traveling andtheexperiences seek they in thetourism industry. Thespendinghabitsoftourists, their Market analysisisacritical component ofbusinessresearch, particularly 5 4 3 2 1 Tourism Market Data Sources Market Evaluation Supply Analysis Demand Analysis Types of Tourism Markets 7 39 The Tourism Industry in Nunavut 7 40 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Evaluate site location, costs, andinfrastructure requirements Research the current supplyanddemandfor theproduct Develop marketing,Develop operations andhuman Evaluate capital debtrepayment, cashflow Develop aconceptDevelop for therightproduct Outline projected profitability, cashflow, working capital and financing sources Evaluate rate ofreturn andfeasibility resource plans,andproject schedule and operating costs, profitability or service intherightlocation The BusinessPlan Financial Analysis Market Analysis • • • • For example, potential visitors to your area orfacility maybe: personal reasons. Inyour market research you shouldbemore specific. travelling for pleasure, business,andvisitingfriends/relatives orfor Most travel identifythemaincategories surveys ofvisitors aspeople Types of Tourism Markets • • • • • • • • • • in terms of: target market(s). You aclear shoulddevelop understanding ofthis market (or would like to attract) you can adetailed thendevelop profile ofyour Once you have identifiedtheoneormore typesoftourists you anticipate will buyyour product orservice. sub-groups. Theimportant thing is to identifythegroups (segments) that thereAs aresult, are numerous ways to break thetourism market into preferences for typeofaccommodation, food services, recreation, etc. Each visitor islookingfor adifferent ideal experience andhasspecific Demand Analysis • • • • andspectatorsSports events Photographers Wildlife andbird watchers Hikers • Hunters How price-sensitive are? they spendtheirmoney? How they travel?How they How often travel? they travel?When they travel?Why they Where come they from? What interests them? How manyare expected? and lifestyle patterns)? areWho they (age, income, marital status, education Marine tourists Work crews Overseas package tour participants Government employee participants • • Shoppers • Fishermen,anglers • Commercial travellers • • Overseas businessvisitors Educational tour participants Conventioneers (andspouses) 7 41 The Tourism Industry in Nunavut 7 42 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • • Orientation concept. should attempt to answer before decidingto commit to abusiness The following listincludesmanyofthecritical questionsanentrepreneur Market Evaluation • • • facilities. You mustdetermine: It isimportant to evaluate theexisting supplyoftourism services and Supply Analysis Nunavut Tourism [email protected]. about whoiscoming to Nunavut andwhy. For recent statistics, contact Nunavut Tourism conducts whichcollect Visitor ExitSurveys information tourism marketing, research, training, planningandproduct development. Transportation intheGN,works closelywithNunavutTourism to promote Tourism andCultural Industries,adivisionofEconomic & Development com/en/etc/etcindex.cfm site (CanadianTourism Exchange). Theweb linkis:www.canadatourism. markets. Thesereports are available through theCommission’s intranet and statistical data pertaining to Canadianandnon-Canadiantravel The CanadianTourism Commissionhasafull range ofmarket research environmental orsocio-cultural issuesthatcould poseaproblem? Does thelocal community supporttheproject? Are there anyland, market component? What recent ormarket surveys studies have beendonefor thisarea or succeed? Will theproject bethefirst ofitskindinthearea? Whydoyou thinkitwill recent trends? What isthenature ofthearea tourist traffic andwhathave beenthe What markets doyou hopeto attract orcreate? What share ofthemarket can you expect to capture? regular andoff-season? What are thecurrent usage rates oroccupancy rates for operators inthe What competitive facilities are there inthemarket area? • • • • • • • • • • • • • • Demand Analysis • • • Supply Analysis facilities for thenext five years? five years? Whatoccupancy orusage rates are forecast for thesetypesof What doyou estimate thedemandfor your businessto befor thenext fordemand mightbedeveloped off-season use? Is thedemandmainlyfor adistinctseason? Canthisbeextended? What conventions orgovernment frequenting thearea? Are there specialized usergroups suchaslarge organizations, economic profiles ofcurrent visitors? Doesthisfitwithyour proposal? What are themainfamily types,income lifestyles levels, andsocio- demographics (age, sex, marital status) ofthepopulation? population growth, average income spendingpatterns, levels, If you anticipate amainlylocal demand,whatistheprojected Does thearea actively promote tourism? What istheforecast rate ofgrowth inthenumberoftourists to thearea? these trends? What istheaverage lengthofstay? Willyour operation change anyof the area? What isthegeneral originofvisitors to thearea? travel How dothey to or campground accommodations? Isthispattern changing? What preferences have beenshown for hotel, motel, bed-and-breakfast What proportion oftourists requires accommodations? and corresponding visitor profiles. holidays? Duringhuntingseason? Definetheregular andoff-seasons, When dopeopletravel to thisarea orfacility? Weekends? Summer How manyofthesetourists could potentially useyour service orfacility? How manytourists visitthearea intheregular andoff-seasons? Are any otherdirectly competitive operations plannedfor thearea? may becaused by your tourism product/service? capacity inthearea to accommodate anincrease intourist volume that occupancy rates? Whatare theseasonal rates? Isthere enoughavailable What accommodation facilities are inthearea? of What isthehistory do you consider competitors? to beyour primary What competitive facilities are there inthemarket area? Whichofthese 7 43 The Tourism Industry in Nunavut 7 44 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Tourism andCultural IndustriesDivision,(867)975-7800 marketing, research, training, planningandproduct development. Canada. Tourism andCultural Industriesprovides supportfor tourism Economic &Transportation Development oftheGovernment of Nunavut, Tourism andCultural Industriesisadivisionofthe department of Tourism andCultural IndustriesDivision Tourism can beimportant sources ofinformation. available. Both Economic &Transportation Development andNunavut spending habits,means oftransportation anddestinationisreadily Detailed information ontravel trends, demographics, industry visitor Tourism Market Data Sources • • • • Meets theDemand EvaluationSummary –MakingSure Your Concept • • • • • How doyou intend to attract thesemarkets? could capture? Why? What share ofthetourism market doyou thinktheproposed project community support? Does thisarea needabusinesslike yours? Why?How willyou generate this typeoffacility orservice? Whatdoyou base thisassessmenton? Does your project reflect market demandandconsumer preferences for Will your project attract customers away from existing facilities? Why? 5–15 years? Steady growth, nogrowth ornegative growth? What hasbeentheperformance ofotherfacilities over thepast asanalternative toserve your proposed tourism experience? competition? Are there substitute products/services available thatcould Is theproject competitive entering avery market withwell-established to general tourist activityorcomplement your operation? over-supplied? Whatspecialattractions are inthearea thatwould add How would you describethearea’s tourism capacity? Under-supplied or friendly? capacities, hours ofoperation andturnover rates? Are tourism- they What food andbeverage facilities are inthearea? Whatare theirseating www.nunavuttourism.com 1-866-NUNAVUT (686-2888) Nunavut Tourism Tourism andtheservices andsupportitprovides. SeeSection15for(DMO) for acomplete Nunavut. descriptionofNunavut andthedestinationmarketingNunavut tourism industry organization Nunavut Tourism was established in1996asthecollective voice of the Nunavut Tourism • • World • • • • Publications Other Sources and jobs.www.wttc.org of thefull economic impact oftheworld’s largest generator ofwealth World Travel andTourism Council–WTTC’s missionisto raise awareness issuesandstatistics.policy www.unwto.org in thefieldoftravel asaglobal andtourism. forum Itserves for tourism World Tourism Organization –Istheleading international organization statistics andresearch reports. www.canadatourism.com Canadian Tourism you Commission.Through can it, access arange of Canadian Tourism Exchange –This isanintranet site operated by the and destinations.Available from Statistics Canada.www.statcan.gc.ca sector including;trends, numbers oftrips,visitor origins,expenditures National Tourism Indicators –Quarterly statistics onCanada’s tourism products/reports/travel_reports_copy1.aspx Board ofCanadawithamembership.) www.conferenceboard.ca/ fee. Othertravel research reports are alsoavailable from theConference through theInstitute. (Note: Mustapplyfor membership thatinvolves a executives upto date onthelatest trends intheindustry. Available Tourism Research Institute thatkeeps travel andtourism suppliers and Travel Exclusive –Abi-monthlynewsletter for members oftheCanadian www23.statcan.gc.ca/imdb/p2SV.pl?Function=getSurvey&SDDS=3810 Travel Survey ofResidents ofCanada–Statistics Canada 7 45 The Tourism Industry in Nunavut 7 46 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • Canada www.tiac-aitc.ca and regulatory barriers to thegrowth ofCanadiantourism. business community nation-wide.Itsactivitiesfocus onlegislative advocate for this industry, representing theinterests ofthetourism oftourismdevelopment inCanadaasthenationalprivate-sector Tourism AssociationofCanada–Encourage Industry the www.conferenceboard.ca/topics/economics/ctri/default.aspx (Note: You mustapplyfor amembership, andthisinvolves afee.) research organization ispart ofthe Conference Board ofCanada. information andanalysisontheCanadiantourism industry. This CanadianTourism Research Institute –Provides members with www.canadatourism.com must applyfor alogin&password to access thesite.) and market research inCanada.(Note: onthetourism You industry CanadianTourism Commission–Provides avariety ofpublications www.statcan.gc.ca Statistics Canada–Maintains andinterprets statistical data. Photo Government Credit: ofNunavut 7 47 The Tourism Industry in Nunavut 48 Tourism Development Handbook for Nunavut Photo HansG. Pfaff/Nunavut Credit: Tourism PROJECT SITEEVALUATION • • • • • This sectionprovides guidelinesasto: utilities, are thesameasthoseneededby anyoperation. Many ofthepermanentinstallations thatatourist facility requires, suchas sites underconsideration isachallenge andrequires thorough research. know abouttheapprovals necessary to uselandintheseareas. Evaluating A prospective operator mustbeaware ofallsite conditions aswell as The rugged nature ofmuchNunavutmayalsorequire specialattention. accessibility andamenitiessuchashotshowers andarestaurant. wilderness, adventure andexcellent fishing,yet demandrelatively easy establishing abusinessinanothersector. Atourist mayseekscenic beauty, in whichestablishing atourism businessmay differ significantly from Site selectionisakey component ofanybusinessandisoneaspect 6 5 4 3 2 1 and financialevaluation? how to prepare aphysical concept planasthebasis ofcost estimates how to evaluate thesite interms ofyour businessconcept? what approvals maybenecessary? who to contact? what typesofphysical resource information are required? Resource Assessments Requirements Building andLandDevelopment Infrastructure NeedsandAvailability Physical Resource Analysis Location Analysis Where to Start 8 49 The Tourism Industry in Nunavut 8 50 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut secure? towards thedevelopment? Isthelong-term future ofthesite reasonably municipal plansfor development thearea, andwhatare theattitudes understanding ofthenature ofthearea –wholives there, whatare the anticipated target market group(s). Also, theoperator shouldhave some must bewithinareasonable orconveniently accessible distance ofthe People mustbeableto reach the site. Theconverse isalsotrue:thesite Location Analysis questions thatalloperators shouldseekto answer. The following checklistsidentifythespecificinformation sources andthe • • • • • and drawings: obtain thefollowing information onthepotential site andrelated maps departments orconduct theirown site search. Ineithercase, you needto attraction like awaterfall. Operators may work withrealtors, government needs anevaluation for acertain suchasproximity project, to anatural to abedandbreakfast. develop Others begin withafixed location that location for e.g.,anoperator development lookingfor asuitable site Some tourism ventures begin withanidea andthensearch for asuitable Where to Start location analysis–doesthesite meet theneedsoftarget market? engineering requirementsland development –clearing, grading, reclamation, maintenance gas; access-availability, specialfacilities needed,responsibility for andutilities–water,servicing power, sewer, telephone, natural covenants easements, long-term planningprojections, caveats, restrictive status ofthesite includinglandownership, landusebylaw classification, snowfall, prevailing winds quality andquantity, tree cover, shoreline access, amountof views, suitability ofthephysical includingsoils,slopes,water environment, Some questionsto beanswered include: servicing orlanduse? servicing in transportation patterns, foreseeable significant changes for this area? Willthere beany What are thelong-term plans acoustically infringe onthesite? project? visuallyor Dothey compatiblethey withyour are intheadjacent area? Are What typesofdevelopments count? What isthehistorical traffic are withintraveling distance? customer? How many people How far isthesite from the safety considerations? access isneeded?Whatare the accessibility? Whatqualityof or seasonal changes have on What effect willpoor weather proper licences beobtained? or helicopter service, can the site? Ifaccess isby private plane provide orbuildaccess to the Does theoperator needto • • services? What are thecosts ofscheduled nearest transportation services? there? Whatare thecurrent and How doesthecustomer get Data Needed Air transport Roads • • • • • • • • • • • • • • • • • • • • Contact/Data Source and Government Services GN Department ofCommunity &TransportationDevelopment GN Department ofEconomic Environment GN Department of Local Municipality Site Inspections Canada Northern Development Aboriginal Affairs and Local Municipality and Government Services GN Department ofCommunity &TransportationDevelopment GN Department ofEconomic Local Municipality and Government Services GN Department ofCommunity &TransportationDevelopment GN Department ofEconomic Transport Canada Associations Local andRegional Tourism Internet &TransportationDevelopment GN Department ofEconomic Aircraft charter services Travel agents Scheduled aircarriers Transport Canada 8 51 The Tourism Industry in Nunavut 8 52 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut projected populationgrowth? target market? Whatisthe How doesthiscompare to your occupations? dominant age groups and are average income levels, of area residents. What socio-economic characteristics regional business, consider the If you aimto attract local/ development? tourism asameans ofeconomic council active orinterested in Claim Settlement area? Isthe Is theproposed site onaLand facilities? planned parks orotherpublic your proposal? Are there any area? complement Dothey or attractions are inthe What othertourist facilities tourism development? community members towards What are theattitudes of Data Needed • • • • • • • • • • • • • • • • • Contact/Data Source Commerce Baffin Regional Chamberof Statistics Canada Nunavut Bureau ofStatistics &TransportationDevelopment GN Department ofEconomic Local Municipality Nunavut Tunngavik Inc. Associations Local andRegional Inuit and Government Services GN Department ofCommunity Canada Northern Development Aboriginal Affairs and Local Municipality Parks Canada Nunavut Tourism and Government Services GN Department ofCommunity &TransportationDevelopment GN Department ofEconomic Site Inspections Associations Local andRegional Inuit Local Municipality the key questionsto beanswered: physical conditions ofthesite are suitable for theintended use.Theseare In thispart ofthesite evaluation theoperator mustdetermine whether the Physical Resource Analysis change seasonally? eroding? Doesthewater level for use ofthiswater edge? Isit a dock? Canyou get apermit use? Canpilingsbeplaced for site? Canitbedredged for boat riverbank characteristics ofthe What are theshoreline or have water rightsonthis? in afloodplain? Dootherusers your development? Isthesite extremely low water affect levels Will eitherextremely high or significantly through theyears? on thesite? Dothesechange or areas ofstanding water Are there anywatercourses the typical snow levels? landslides, snowslides/ Whatare the site besubjectto flooding, the area thataffect thesite? Will Are there anynatural hazards in and suitable for building? slope oftheproperty? Isitstable What are thesoiltypesand Data Needed • • • • • • • • • • • • • • • • • Contact/Data Source Associations Local andRegional Inuit Fisheries andOceans Canada and Government Services GN Department ofCommunity &TransportationDevelopment GN Department ofEconomic Local Municipality Site inspection Environment Canada Environment GN Department of Canada Northern Development Aboriginal Affairs and Site Inspection Local Municipality Environment GN Department of Environment Canada Canada Northern Development Aboriginal Affairs and Environment Canada Canada Northern Development AboriginalAffairs and Environment GN Department of 8 53 The Tourism Industry in Nunavut 8 54 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut requirements? hunting andfishinglicense and wildlife? Whatare the long-term viabilityoffish is occurring to ensure the What habitat protection will affect your development? any seasonal restrictions that programs are inplace? Are there Whatmanagementinventory? What isthemostrecent wildlife speciesinthearea? What are themainfishand Data Needed “protected area”? Is thesite onornear a attributes beovercome? attractive? Cannegative Is thesite visuallyandphysically necessary? some form ofmitigation be assessment benecessary? Will a historical resources impact significance to thearea? Will Is there anyarchaeological Data Needed • • • • • • • • • • • • • Contact/Data Source Contact/Data Source Canada Northern Development Aboriginal Affairs and Associations Local andRegional Inuit Fisheries andOceans Canada Environment GN Department of Parks Canada Environment GN Department of Inuit Heritage Trust Site Inspections Nunavut Tunngavik Inc. Regional InuitAssociations Heritage GN Department ofCulture and and Government Services GN Department ofCommunity Inuit Heritage Trust Know thesecosts before committing yourself to asite. alternative solutions may beneededto provide services to visitors. with professional help. Inrural orremote areas, someingenuity and be high.Itisimportant to carefully evaluate each ofthesecosts, preferably are standard inmostfacilities. Costsfor providing thesebasic utilitiescan services. Runningwater, clean washrooms, hotshowers andpower supply This isacritical pointinsite evaluation. Tourists expect ahighquality of Infrastructure Needs andAvailability Plan inplace? Is there anIntegrated Resource needed intheplanningprocess? area? Whattypeofapprovals is for thissite andthesurrounding long-range planningdesignation bylaw designation? Whatisthe What isthecurrent landuse value? in place? Whatistheassessed there anyrestrictive covenants registered against thetitle? Are What easements andcaveats are owns theadjacent properties? property? Whoowns it? Who What isthestatus ofthis summer, winter? How manyhourofsunlightin snow fall? Whendoesitleave? of theyear? Whendoesthefirst Which are thesunniestmonths subject to drought? Isitwindy? rainfall andsnowfall? Isthearea What istheaverage annual What istheclimate ofthearea? • • • • • • • • • Local InuitAssociations Local Municipality Environment GN Department of and Government Affairs GN Department ofCommunity Canada Northern Development Aboriginal Affairs and and Government Services GN Department ofCommunity Local Municipality Environment GN Department of Environment Canada 8 55 The Tourism Industry in Nunavut 8 56 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut A singleinspectionusuallyfollows. abuildingpermit isissued(waterwhenever supply, numberoftoilets). Building%20Practices%20Guideline.pdf Government Services andavailable atwww.cgs.gov.nu.ca/PDF/Good%20 Practices: Guidelines,publishedby theDepartment ofCommunityand Some aspectsofhealth standards are enforced through theGoodBuilding Health atwww.gov.nu.ca/health/information/legislation-and-policy-0. To access thePublicHealth please Act, visitthewebsite ofDepartment of regulations, althoughmunicipal bylaws maysupplementtheAct. handle thesefunctions. Ineithercase, thePublicHealthActisbasis of municipalities andrural areas theoffices ofthelocal department of health and commercial premises andenforces health standards. Insmaller In larger centres, themunicipal health unitusuallyinspectspublic inspected regularly to ensure compliance withbasic health standards. As ageneral rule,allfood-handling facilities (restaurants, etc.) are Basic Health Standards • • • • • • • • • It isimportant to ask: and nursing station? Is there fire protection inthearea? Whataboutpolice, ambulance What emergency services are available? and are there refueling facilities ifneeded? Is thelocation easily accessible by floatplane orothersuitable aircraft What are thecosts thepower ofusing or developing supply? other needs? What are thenearest sources ofpower orfuel for heat, lightand What doesitcost for disposal? Whoisresponsible for collecting it? Where isthegarbage disposalsite? What are thestandards for tourist use? the costs ofhook-up? Canthesite physically supportasepticsystem? How willyou disposeofsewage? Isthere anexisting system? Whatare awaterdevelop supply? protection? Isitavailable year round? Whatare thecosts to obtain or How manylitres perminute are available? Isitadequate for fire Does thesite have asecure supplyofwater? Whatisthewater quality? . Suchrulesare specified methods to beused.Notifytheinspector whenconstruction iscomplete. disposal, whatminimumfacilities you mustprovide, andthefood-handling forms. Theseregulations willspecifyhow you musthandlesewage of therelevant PublicHealthActregulations andanynecessary application Before building,please speak withthelocal health inspector. Obtain copies and kitchen waste. commercial composting systems are available to handlebothhuman respect to thenumberoftoilet facilities required for remote locations, The operator shouldensure thatterritorial standards are met with Land Use Officer to find out the costs ofhookingup to thesewage system. In acommunity setting, itiswiseto discusstheproject withthemunicipal Sewage andSolidWaste Disposal the NunavutWater Board FTPsite: ftp.nwb-oen.ca. Documents relating to guidelines, permitsandlicences can bereviewed on and availability ofwater supplybefore makingacommitment to thesite. from theNunavutWater Board. important Itisvery to confirm thecosts aquifer isto beusedfor water supply, apermitorlicence must beobtained water from anearby lake orriver. Ifalake, river, stream orground water water supply. Thesource willlikely involve withdrawal andtreatment of In arural setting, anoperator mustoften provide theproject withits own www.nwb-oen.ca orcall (867)360-6338. waste. To contact the NunavutWater Board, please visittheirwebsite at licence issuedpriorto theuseofanywaters ordisposalofanywaterborne in Gjoa Anapplication Haven, mustbemadeto Nunavut. theBoard anda scientific knowledge indecision-making.TheNunavut Water Board isbased freshwaters inNunavutby incorporating InuitQaujimajatuqangit and Area. TheNunavutWater Board seeksto protect, manage andregulate the regulation, useandmanagement ofwater intheNunavutSettlement inquiries. TheNunavutWater Board hasresponsibilities andpowers over The NunavutWater Board isagood place to start withwater licence depending ontheownership oftheland. locations, water useissubjectto licencing from different organizations water isusuallytheresponsibility ofthemunicipality. However, for remote be aconsiderable cost for abusytourist facility. Thesupplyandqualityof standards (e.g.pipesize requirements). Inquire aboutuserrates, whichcan costs ofhookingupto theexisting system andtheexisting development community setting, please checkwiththemunicipality to determine the musthaveA development access to anadequate supplyofwater. Ina Water Supply 8 57 The Tourism Industry in Nunavut 8 58 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut isolated locations. protection andmedical services can beaparticular challenge inremote, of thelocal community to provide thenecessary services. Security, fire authorities to discussthe needsofyour andtheability development first aid andanearby hospital are important concerns. Meet withlocal particularly thoseinvolving outdoor sports,ambulance service, local services are available For for manytourist thedevelopment. activities, Operators mustensure thatadequate security, fire protection and medical Public Safety –Police, Fire, Medical Service • • • • a viableoptionto consider, suchas: availability andaccessibility. Alternative ormultiplepower sources maybe locations. Whenchoosingapower source theoperator mustconsider site. Satellite phones,althoughexpensive, are agood choice for isolated generally responsible for supplyingpower and/or telephone access to the In remote areas, theseamenitiesmaynotbeaccessible. Theoperator is problems. Checkfor connection charges andstructural requirements. Generally, power andtelephone services inanurban setting posefew Power SupplyandTelephone Service www.pws.gov.nt.ca/publications/index.htm The documentsare onthePWS website: • • publications available onwater usage anddisposal: The GNWTDepartment ofPublicWorksandServices (PWS) hastwo having jurisdiction.” separated from theintake by 90mandmustbeapproved by theauthority water source, residuals mustbedisposedofdownstream orotherwise requirements, preferably directly to thesewage system. Ifreturned to the residual shouldbedisposedofaccording to community water licence Practices for NorthernWater andSewer Systems inSection11.9.1.,“Waste effluent discharge guidelines.According to theGoodEngineering In thistopic area, Nunavutrefers to Government ofNorthwest Territories Propane –for heating andappliances Wind turbines –for electrical generation Solar –for electrical generation Diesel-powered generators –for heat/ hotwater purposes and Strategy –asystem to safeguard NWTdrinkingwater. Managing DrinkingWater QualityintheNWT, APreventative Framework Guidelines Good EngineeringPractice for NorthernWater andSewer Systems – closed periods. still important. Assessways to provide securityatremote sites during seasonal operation, police andfire protection duringtheoff-season are a better insurance rating Ifyour isa development for thedevelopment. canThey supplyvaluable information andpotentially helpyou obtain • • • Talk to: • • • • • • • • • • These are theitems to evaluate: costs are vital to your success. evaluationdevelopment onguesswork oroneprice quote –thesecapital estimates to helpdetermine thefeasibility ofthesite. Don’tbase your site contractorsbuilding –orlanddevelopment can helpprovide accurate cost Professional helpisrecommended atthisstage –architects, engineers, of renovation and meeting buildingcodes mustbecarefully assessed. the proposal involves purchasing orupgrading anexisting facility, costs costsdevelopment andthetypesofbuildingsfacilities needed.If When evaluating aproposed site, theoperator mustcarefully lookatland Requirements Building andLandDevelopment feasible? (Especiallyfor marinas,helicopter pads, boat launches,etc.) accommodated, andifso, whatare thecosts? Are technically they What specialfacilities are neededfor thissite? be Canthey Hospital emergency service, community nursing stations Fire departments and/or volunteer fire departments Municipal by-law officers orRCMP Is thesite accessible to peoplewithdisabilities? Can thisbeimproved? What are theoff-site development costs? utilities? and parking, landscaping, and hookingupto orproviding services and What are theestimated costs for clearing, grading and providing roads is needed? What landdevelopment estimated costs? buildings areWhat new needed for thedevelopment? Whatare the infrastructure isrequired? Whatare theestimated costs? What renovations orupgrading ofexisting buildingsorutility Do thecurrent structures meet building,health andsafety codes? buildings? What isthestructural condition andlife expectancy ofexisting Do theexisting building(s)meet your immediate needs? 8 59 The Tourism Industry in Nunavut 8 60 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • • This information comes from manyagencies including,butnotlimited to: • • • • • • • process:development The following bio-physical information may beofinterest inthe pedologists (soils),foresters andgeologists simplyby referring to themaps. An operator can benefitfrom theprofessional evaluations ofbiologists, been collected andcompiled onmapsby therelevant resource agency. Most ofthephysical resource information anoperator needshasalready Maps andPhysical Evaluation requirements. Speakin Nunavut. withthemunicipality to determine anyspecial of CommunityandGovernment Services governs buildingstandards The GoodBuildingPractices: Guidelines , publishedby theDepartment Building Codes Resources Canada(www.nrcan.gc.ca/earth-sciences)) ofCanada(abranchGeological Survey ofEarthSciences for theNatural Regional Inuit Associations GN Department ofEnvironment (www.env.gov.nu.ca) Hamlet Offices Nunavut Tunngavik Inc.(www.tunngavik.com) resource capability mapsfor: land ownership maps (subdivisions, lots) legal base maps existing roads, airports current landuses large scale topographic mapping aerial surveys • • • • mineral resources ungulates waterfowl recreation • • • • • • plan designations land usebylaw andstatutory recreation areas significant biological and elevations natural hazards constraints,development (parks, facilities) regional recreation inventories soil typesandsurface geology Complete thechecklistfor each site beingconsidered. Use itto compare sites. Use thismatrixasachecklistto make sure you’ve covered allthetopics. Summing ItUp–ASite Evaluation Matrix Archaeological Concerns Local LaborSupply Shoreline orWater Access Environmental Quality Clearing, Site Preparation Sewage Disposal Soils andTopography Long-term Outlook Access Current LandUse Proximity to Market Development Local Attitudes Towards Existing Buildings Power Supply Drainage, Watercourses Land Tenure/Ownership Water Supply Scenic Views Classification Property LandUse Bylaw Adjacent LandUses Visibility General Location Excellent Suitable Needs Work Suitable Not Notes 8 61 The Tourism Industry in Nunavut 62 Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut ASSESSMENT RESOURCE IMPACT Environment andNunavummiutthrough theimpact assessmentprocess. The NIRB’s missionisto protect andpromote thewell-being ofthe before any required permits,licences andapprovals can begranted. responsibilities for assessingthepotential impacts ofproposed projects Board (NIRB)isNunavut’s environmental assessmentagency, with Located inCambridge Bay, theNunavut Impact Nunavut, Review Planning Commission,theNunavutWater Board andotheragencies. Impact Review Board coordinates andcooperates withtheNunavut Rights Tribunal Act.Through theintegrated regulatory system theNunavut and Project AssessmentActandtheNunavutWaters andNunavutSurface Land ClaimsAgreement andfurther definedby theNunavutPlanning Nunavut hasanintegrated regulatory system established by theNunavut Process Environmental Impact Assessment be asked to participate in. environmental andheritage assessmentprocesses theproponent may As part oftheinformation collection andevaluation stage, there are 2 1 Environmental Impact Review Assessment Process Environmental Impact 9 63 The Tourism Industry in Nunavut 9 64 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut a project certificate andmaybemonitored by theNIRB. NIRB. Projects thatare approved following areview by theNIRBare issued Statement by andtheschedulingofapublichearing theproponent, by the concern. Reviews require ofanEnvironmental thedevelopment Impact projectsmajor development orprojects thatmaycause significant public Reviews are more comprehensive assessments generally for reserved Environmental Impact Review • • • • • • • • NIRB gathers inputfrom manyorganizations including: 4. 3. 2. 1. making itsScreening Decision: a publiccommenting period.TheNIRBhasfour optionsavailable when Screening assessmentsare carried by theNIRBwithin45daysandinclude Screening Nunavut Impact Review Board Processes Public Proponents Regional InuitAssociations Non-governmental organizations Government ofCanada Hunters andTrappers Organizations Government ofNunavut Hamlets/municipalities project shouldbemodifiedorabandoned return proposal for clarification full environmental review required approval with terms andconditions • • • • The purposeofaNIRBmonitoring program is: • • • • The terms andconditions contained in: Monitoring 13 Photo Government Credit: ofNunavut and process, please visitwww.ceaa.ca. For more information abouttheCanadianEnvironmental AssessmentAct www.nirb.ca/nirb-processes statements. to assesstheaccuracy ofthepredictions contained intheproject impact and conditions oflandorresource useapprovals; and to provide theinformation base necessary for agencies to enforce terms question iscarried outwithinthepredetermined terms andconditions; to determine whether andto whatextent thelandorresource use in economic environments ofthe NunavutSettlement Area; to measure the relevant effects ofprojects ontheecosystemic andsocio Government. project whichmayspecifyresponsibilities for NIRBor theproponent, may provide for theestablishment ofamonitoring program for that any approvals issuedby theNunavutWater Board, a NIRBScreening Decision;or a NIRBProject Certificate; 13 9 65 The Tourism Industry in Nunavut 66 Tourism Development Handbook for Nunavut Photo Lee Credit: Narraway/Nunavut Tourism FINANCIAL ANALYSIS This chartprovides thebasic steps inthefinancialevaluation process. – berealistic andaccurate through thefinancialanalysisprocess. working capital to the businessthrough carry its first two years of operation Mostsmallbusinessfailuresyour investment. are attributed to insufficient will cover thecosts ofyour changes, andprovide anadequate return on expanding anexisting business,you mustbesure thatincreased revenues costs andrevenues withotheroperations intheindustry. Ifyou are For orseasonal thenew typeoftourism venture, itisimportant to compare needed eitherto theinitialconcept orto thefinancingarrangements. determine whether theproject isfinanciallyviableorwhether changes are income andthemeans offinancingtheoperation. Thisanalysiswill involved instarting uptheenterprise, annualoperating costs, projected The financialanalysisgives theentrepreneur adetailed picture ofthecosts 3 2 1 Business SupportServices Approaching Lending Agencies Financial Analysis–Checklists Determine Profitability, CashFlow andWorkingCapital Pro Forma (Projected) FinancialStatements Evaluate Rate ofReturn andFeasibility Steps inFinancialAnalysis Determine Capital Costs Financing Methods 10 67 The Tourism Industry in Nunavut 10 68 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut projected expenses for atleast sixmonths. As ageneral operation rule,anew shouldhave working capital equalto current operating expenses costs. andinitialone-time outlays asmuchpossible,thereby keeping cash resources available for and from earnings. businessusuallydoeswell to Anew minimize capital items willbefinanced andwhich willbepaid for through investments identified intheconcept plan.Itisalsoimportant to determine which Capital costs development includeallphysical needsas development Capital Development Costs Financial Analysis–Checklists (Balance Sheet, Income Statement andCashflow Statement). should accompany theforecast for theprojected financialstatements and start-up costs, alongwithproposed financingsources. Thisstatement Your businessplanshouldfeature astatement ofcapital development website atwww.nbcc.nu.ca . the BusinessServices Advisors atNBCC at(867)975-7891orvisittheir For more information onthetypesoffinancingmethods, contact oneof down, pursued onaphasedbasis ornotpursued atall. Inability to finance theproject maymean theconcept shouldbescaled financing, equityfinancingand/or acombination ofthetwo methods. finance initial(legal, banking) capital costs development withdebt Operators mustalsomake arealistic assessmentabouttheabilityto business succeed. The NBCC provides arange ofprograms andservices to helpnorthern opportunities, adiverse andhelpsdevelop andviablenortherneconomy. independence, assistscommunities incapturing economic development CorporationThe NunavutBusinessDevelopment promotes financial TOTAL Vehicle requirements Other leasehold improvements Furnishings, fixtures, equipment Access road Renovation costs Building construction Landscape work Site preparation Fees, appraisal andpermitcosts Resource assessmentfees Insurance Professional fees Architectural designwork Engineering Utility infrastructure costsSurvey Land acquisition These costs mayinclude: Potential Capital andStart-Up Costs of cash was made. corresponding revenue was recorded regardless ofwhentheactual outlay occur earlier orlater and; 2)expenses are recorded at thetimethattheir thoughpaymentthat thesaleismadeeven ofcash for thesesalesmay uses accrual accounting where: 1)revenues are recorded atthetime incurred by thebusiness duringagiven period.TheIncome Statement The income statement isapresentation oftherevenues andexpenses Projected Income Statements $ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______$ ______10 69 The Tourism Industry in Nunavut 10 70 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut changes inoperation orfinancingmay benecessary. changes. Iftheforecasted figures vary considerably from theactual, some years ofoperation. will likely They needrevisions asthebusinesssituation viability. Cashflow forecasts shouldbeprepared for atleast thefirst three get someprofessional help. Realistic estimates are thekey to business Talk to otheroperators inthearea, contact relevant associationsandor For entrepreneur, anew itmaybedifficult to predict salesand expenses. A cashflow forecast can beacomplicated item to prepare for thefirst time. operations. Itwillforecast coming money going inandmoney out. an estimate required oftheamountmoney to finance day-to-day most important function ofawritten cashflow isitsabilityto provide not allexpenses are paid for are inthemonththatthey incurred. The Not allsalesare collected are inthemonthwhichthey made,and of fixed assets. expenses, payments to suppliers, repayment ofloans andtheacquisition contributions. Cashdisbursements are cash outflows for operating assets, collections ofaccounts receivable, loan proceeds, andtheowner’s come due.Cashreceipts are cash inflows from cash sales,salesoffixed actual cash onhandrequired to meet your financialobligations whenthey for businessbecause anew itdemonstrates whether ornotyou have the disbursements. Thecash flow statement isthemostimportant forecast The cash flow statement records actual timingofcash receipts and Projected Cashflow andWorkingCapital Needed • • • • • • • • forecasted intheincome statement shouldcover thesepoints: Income,actions describedinthishandbook. expenses andprofits Revenues andexpenses are projected based ontheresults ofprevious Net Profit before Tax: Operating Profit lessInterest Expense Interest Expense:Expensesresulting from debtfinancing Operating Profit: Gross Profit lessOperating Expenses expenses Operating Expenses:Allselling,administrative anddepreciation Gross Profit: Revenue minus CostofGoodsSold goods andservices includingpurchases ofmaterials, freight andlabour Costs of GoodsSold:Expensesdirectly related to theproduction of on bank deposits) Other Income: Income earned from otheractivities(e.g.interest earned service Revenue: Income generated from thesaleofcompany’s product or www.nbcc.nu.ca/Financing_Agencies for theirlistoffinancingagencies andorganizations. To aidyou inpreparing your financialstatements, visittheNBCC website the venture openingfor business. statements alsobeprepared for the construction/start-up phasepriorto years ofoperation. Itisalsorecommended thatthree typesoffinancial Pro Forma balance sheets shouldbeprepared for atleast thefirst three revolving lineofcredit. overdraft. Determine what the requirements are to securingan overdraft/ minimum positive cash balance orwhether you can operate onan on aline-of-credit. Know beforehand whether you mustmaintain a Review your cashflow withyour lender, particularly ifyou planto operate should beprepared for atleast thefirst three years ofoperation. your projected andactual break-even points.Income Statement forecasts numbers. Thisisavaluable summation, asitwillallow you to determine projected income statement, butwillbeactual rather thanestimated statement shouldbeprepared. Itwillbesimilarinappearance to the actual net profit figure. At theendofeach year, acondensed income profit for the year. Thisforecast figure willbekept for comparison to the Notice thatthelastitem ontheincome statement isyour projected net equity to undertake atourism project. Operatorsproject. therefore musthave orbeableto raise sufficient cash not lendmore than50%ofthecosts required to construct tourism anew necessary debtandequityfinancingfor Bankstypically theproject. will It isimportant to determine early stage atavery if you can raise the agencies andorganizations. www.nbcc.nu.ca/Financing_Agencies financing methods, visit theNBCC website for theirlistoffinancing fit into thecash flow forecasts. For more information aboutthevarious income statement, andtheproposed schedulingofrepayment must The interest costs from each source mustbecalculated into theprojected • • • • entrepreneur mustconsider allpotential sources offinancingincluding: In order to determine thebestfinancialarrangement possible,an Financing Methods Other private lenders Loans from banks Outside investment sources Owner’s investment 10 71 The Tourism Industry in Nunavut 10 72 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • of thekey questionsare: operation, itsfinancialhealth, andthereasons whyitisbeingsold.Some specificquestionsabouttheexistingpotential buyer must asksomevery the samesteps ineconomic evaluation mustbefollowed. Inaddition,a tourism operators chooseto purchase anexisting operation. Mostof entrepreneurs interested instarting business.However, anew many The previous topics ofthefinancialanalysishave beendirected toward an ExistingBusiness Starting aNewBusiness vs.Purchasing followed by long-term liabilities. and current Current portionoflong-term debt. liabilitiesare recorded first, or longterm. Current liabilitiesincludeaccounts payable, accrued wages Liabilities are alsoclassifiedasbeingeithercurrent (duewithinoneyear) furnishingsland, buildings,equipment, andlong-term investments. intended for conversion into cash withinoneyear. Fixed assets include and prepaid expenses. Long term orfixed assets are thosethatare not and includecash, marketable securities,inventory, accounts receivable Current assets are assets, whichwillbeturned into cash withinoneyear liquid asset, islisted followed first, by other“current assets”. listed inorder ofliquidity, ornearness to cash. Thus,cash, beingthemost over liabilitiesrepresents thenet worth ofthefirm’s owners. Assets are of thebalance sheet equaleach balance. other–they Theexcess ofassets Claims against theseassets are theliabilitiesandequity. Thetwo sides Assets represent thetotal resources ofthe firm stated indollarterms. liabilities andequities. and owner’s equity).Thebalance sheet hasthree majorsections:assets, in time.Itshows whatthefirmowns (assets) andwhat itowes (liabilities are asnapshotofthefinancialcondition ofthebusinessatafixed point operation orfinancingmaybenecessary. ThePro Forma Balance Sheets forecasted figures vary considerably from theactual, somechanges in willlikelyThey needrevisions asthebusinesssituation changes. Ifthe financing mustyou make? What improvements to thefacility, operations, management methods or these costs? Have you includedthese costs inyour financialplan? Willyou recover Does thebusinessrequire considerable investment to upgrade facilities? Has thebusinessdeclinedorbeenunprofitable inrecent years? Why? Is theopportunity available to purchase anexisting franchise business? • • • • • • • • • the proposed businessisworth pursuing: When you have finishedthenext seriesofsteps, you shouldknow whether approaches. business feasibility. Talk to your lenders/investors abouttheirpreferred is really viable.There are several accepted methods oflookingat you mustcompare theseamountsto determine whether thebusiness needed to determine projected costs andprojected income. Now, The first four steps ofthefinancialanalysisidentifyinformation The Bottom Line –Evaluating Businessfeasibility Will thekey employees stay withthebusiness? Are there anylegal judgmentsagainst thecompany? independent appraisal oftheassets? a professional accountant andlawyer? Doyou needto obtain an Have you reviewed thebusinesspotential andsaledetails with received inadequate return? How willyou succeed inthisbusinesswhere previous owners failed or sufficient cash flow? Whatabout balance sheet ratios? statements? Are thesepositive? Willyou make aprofit? Willyou generate Does your financialanalysisincludeprojected cash flow andincome accounts receivable) andliabilities(loans, taxes due,trade creditors)? Do you have acurrent analysisofallassets (inventory, fixed assets, prior years’ tax returns for thebusiness? the vendor for each ofthe past three to five years? Have you reviewed Do you have clear andprofessionally prepared financialstatements from your financialresearch willbeencompassed inyour businessplan. This isaratio thatisofparticular interest to of lenders. Thesummary of 1:1or2:1);however, theacceptable ratio sector. mayvary by industry or $2borrowed dollarinvested for asacceptable isviewed every (aratio debt to thefinancialriskassumedby theowner(s). Usually, aratio of$1 Debt-To-Equity ratio isameasurement usedto compare theamountof opportunities thathave higherreturns. low, investors maydecideagainst theproject andoptfor investment comparing investment opportunities. Ifthereturn oninvestment istoo of profitability to owner’s equityover oneyear. Itisoften used for Return-On Investment isexpressed asapercentage andistheratio show aprofit. expenses (variable andfixed). Salesabove thebreak-even pointwill Break-Even Analysisshows ofincome thelevel neededto meet all 10 73 The Tourism Industry in Nunavut 10 74 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut following information and documentation: In additionto thekey plans(seeSection3),mostlenders willrequire the important. business planare very costs. To acquire suchassistance, complete concepts plananddetailed Most businessesrequire financialassistance for capital and/or operating Approaching Lending Agencies www.nbcc.nu.ca/Business_Development_Organizations). organizationsdevelopment (www.nbcc.nu.ca/Financing_Agencies or website for theirlistoffinancingagencies andorganizations orbusiness information onbuyingabusiness can beobtained by visitingthe NBCC lenders andwithothermembers ofthebusiness community. Additional For further information theprospective buyer shouldalsomeet with • • • • • • • • • • • • • could impact theviabilityofbusinessinfuture? Are there anylandplanning,regulatory orenvironmental issuesthat Does thebusinessreceive apositive rating inthesite evaluation criteria? able to overcome this? How? the local businesscommunity, oramongemployees? Why?Willyou be apoorreputationHas thebusinessdeveloped amongtourists, among an overall declineinvisitors? Why? Have othertourism-related businesses,orthearea ingeneral, suffered product? Canthemarket supportthisamount ofcompetition? Has there competition ofnew beendevelopment for thisservice or Does ithave awell-defined market? Does your market research supporttheviabilityofthisbusiness? References –businessandcredit related Type of securityoffered for theloan. Repayment plan–justifyonthebasis ofcashflow projections. proposed sources offinancing. The openingbalance sheet orcapital budget statement, identifyingall Amount andpurpose of theloan andtheterm for whichitisrequired. projected cashflow statement andPro Forma balance sheets. operating costs andaforecasted statement ofincome andexpenses, Complete businessplan,includingcapital cost estimates for facilities, occupancy. the competition, thedemandfor theanticipated thisproject, usage and Complete market analysis–acomprehensive review ofthecustomers, • • • • • public. TheCanada/NunavutBusinessService Centre offers: information onsmallbusinessprograms, services, andregulations to the The Canada/NunavutBusinessService Centre provides awiderange of Canada/Nunavut BusinessService Centre This role hasbotheconomic andsocialaspects. diverse andviablenorthern economy withlocal employment prospects. capturing economic opportunities, development a andhelpsdevelop The NBCC promotes financialindependence, assistscommunities in • • • of Nunavutthrough arange ofprograms andservices that: The NBCC supportstheeconomic objectives oftheGovernment Nunavut BusinessDevelopment Corporation (NBCC) the application requirements. the programs available andwhatyou needto meet Economic Officers Development willbeable to answer questionsabout include loans, contributions, grants andinformation services. Community Department ofEconomic &Transportation Development Programs Government of Nunavut Public Sources potential tourism businessoperators orowners. there isanextensiveIn Nunavut, network ofsupportservices available to Business SupportServices her track record, his/herassets andpersonal financialnet worth. involved, whatotherbusinessventures ishe/sheinvolved in,whatishis/ Background information ontheoperator –form oforganization, whois photographs orothervisualdisplays. what facilities are involved, whoowns theproperty. Includeanymaps, Background information onthedevelopment –where isitlocated, workshop andbusinessstart-up assistant Online services—interactive businessplanner, onlinesmallbusiness edge businessproducts Computer workstations—access to publications, directories andleading A businesslibrary—with reference andresearch materials Make investments inbusinessenterprises. Provide information andfinancialassistance to businesses;and Encourage thecreation ofbusinesses; anddevelopment 10 75 The Tourism Industry in Nunavut 10 76 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Website: www.kcfi.ca Fax: (867)983-7380 Ph: (867)983-7383 PO Box 1331Cambridge Bay, NU, X0B0C0 26 OmingmakStreet (Arctic Lodge Annex) Kitikmeot CommunityFutures Incorporated (KCFI) businesses. KBDCalsoprovide loans andequityinvestments. important Kivalliq-region support agency for smallandmediumsized compliance issuesthatface business invarious sectors. KBDCisan in theKivalliq region grapple asthey withsomeoftheregulatory and maturity, winddown andsuccession planning.KBDCassistsbusinesses ofabusiness–withadvicecycle onstart-up, growth andexpansion, to KBDC offers business counseling through the various stages ofthelife Email: [email protected] Fax: (867)645-4546 Ph: (867)645-2126 PO Box 328,Rankin Inlet, NUX0C0G0 Keewatin Centre BusinessDevelopment (KBDC) equity investments. and mediumsized businesses.BBDCalsoprovide loans and time staff, BBDCisanimportant Baffin-region support agency forsmall compliance issuesthatface businessinvarious sectors. Withfive (5)full in theBaffin region grapple asthey withsomeofthe regulatory and maturity, winddown andsuccession planning.BBDCassistsbusinesses ofabusiness–withadvicecycle onstart-up, growth andexpansion, to BBDC offers business counseling through the various stages ofthelife Website: www.baffinbdc.ca Fax: (867)979-1508 Ph: (867)979-1303 1104B Inuksugait Plaza, NUX0A 0H0 Iqaluit, PO Box 1480 CorporationBaffin BusinessDevelopment (BBDC) Community Futures Organizations as he/shewillbeaware ofallthelatest programs. of theseitisbestto talk to your local area Economic Officer, Development majority isowned by anaboriginalbusinessperson. Whendealing withany repayable andnon-repayable contributions to business where the Canada)offersAboriginal BusinessCanada(adivisionofIndustry Aboriginal BusinessCanada(ABC) Business Service Centre for more information. guarantees (SmallBusinessLoans Act).Contact theCanada/Nunavut support to businessinanumberofways, suchasproviding loan businesses withnon-monetary Canadaprovides problems. Industry BDC offers anumberofloan programs. Italsohasprograms to assist BankofCanada(BDC) The BusinessDevelopment Government of Canada (see FinancingAgencies.) medium sized businesses.KCFI alsoprovide loans and letters ofcredit, KCFI isanimportant Kitikmeot-region supportagency for smalland the regulatory andcompliance issuesthatface businessinvarious sectors. assists businessesintheKitikmeotregion grapple asthey withsomeof and expansion, to maturity, winddown andsuccession planning.KCFI stages ofthelife ofabusiness–with advice cycle onstart-up, growth KCFIfor theKitikmeot. offers business counseling through the various KCFI isnow thehostofCanadaNunavutBusinessService Centre and workbooks to assistwithbusinessplanning. In addition,manyofthechartered banks provide publications, brochures, sources ofadvice andinformation thatrelate specifically to your business. business community, maybeableto they recommend otherpossible areas thatare bothweak andstrong. Withtheircontacts throughout the can evaluate your business planexpertly andobjectively, pointingout provide information thatisbothaccurate and up-to-date. Themanager areThey constantly intouch withthelocal businessscene andcan establishing abusiness.Financialassistance concern. istheirprimary provide you withawiderange ofinformation andservices useful in The local bank ofyour choice orthenearest financialinstitution can Banks Private Sources 10 77 The Tourism Industry in Nunavut 10 78 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut (867) 979-2330). orcontactbook, theLawSociety ofNunavut (www.lawsociety.nu.ca or that you can request atnocost. To identifylawfirmsconsult your phone publications andbrochures onthesetopics, andhave periodicnewsletters form ofbusinessorganization. Manylawfirmsprovide complimentary legal roles andresponsibilities ofabusiness,andwilladviseonthebest business owner. Information available from lawfirmswilldeal withthe Like accounting firms,lawfirmscan offer agreat deal to thepotential Law firms Accountants’ orCertifiedManagement Accounting Associations. or publications, contact theChartered Accounting, CertifiedGeneral advice. To identifyaccounting firmsthatmaybeableto provide assistance and manuals,tax manuals,andperiodicnewsletters containing business materials available for theaskingincludingbusinessplanningworkbooks and manyofthelarger ornationalfirmsalsohave awealth ofprinted will provide aninitialconsultation free-of-charge (always checkfirst), in particular, financialmanagement ofyour business.Manyaccountants Accounting firmsprovide information related to businessplanning,and Accounting Firms Nunavut BusinessService Centre. Refer to theNunavutBusinessDirectory, available from theCanada/ specific areas ofprofessional expertise suchasengineeringorindustrial. information. Consultingservices range from general businessadvice to research thenconsultants, despite thecost, could bethebestsource of If you are planningabusinessthatrequires agreat deal oftechnical business operation andmarket research, charge butthey for thisservice. Consultants can provide you withexpertise inmanyspecificareas of Consultants contact your local Economic Officer Development for current publications. Business Service Centre, whichhasanextensive library. You can also information onestablishing abusiness.Visit theCanada/Nunavut There are avariety ofpublications available thatoffer advice and Publications Economic Developers Association. Chamber ofCommerce, Kivalliq ChamberofCommerce, andtheNunavut seminars to thesegroups members. includetheBaffin WithinNunavut, There are manybusinessassociationsandgroups thatoffer advice and Business organizations inNunavut knowledge are aslongthey approached onaprivate, friendlybasis. of information andadvice. Mostwillgive willinglyoftheirtimeand confide shouldnotbeignored inthesepeoplethey aspossiblesources advice whenplanningyour business.Althoughyou mayhesitate to experience inthevarious aspectsofyour business,can provide valuable Private sources ofadvice, suchasfellow businesspersons orfriendswith Other Sources Photo Lee Credit: Narraway/Nunavut Tourism 10 79 The Tourism Industry in Nunavut 80 Tourism Development Handbook for Nunavut Photo Lee Credit: Narraway/Nunavut Tourism TOURISM LICENCING reference. operation, theNunavutTourism Aftercare Guideisarecommended For more information aboutlicencing andpermittingfor your tourism department to ensure you have themostup to date information. or fiscal years. Itisimportant you checkwiththepermittingagency or are required year. every Annualrenewals maybebased oncalendar years along withdeadlines for renewals. Someare required onlyonce, others It isalsosuggested you keep alistofyour required licences andpermits, information. flow chartsinthissectionwillhelpguideyou to therightplace to get date withthesechanges andensure you are incompliance. Thelistand requirements from timeto time.Itisyour responsibility to stay up-to- initiatives, there maybechanges to theselicences andpermitstheir operate legally. Aspart ofthetourism strategy for Nunavutandother There are permitsandlicences you needinorder to continue to the mostimportant. be themosttimeconsuming portionofrunningyour operation. Butitis The licensing andpermittingprocess for your tourism businesswilllikely 2 1 Travel andTourism Act General Tourism BusinessList 11 81 The Tourism Industry in Nunavut 11 82 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut www.edt.gov.nu.ca Apply onlineat nunavuttourism.com www.cra-arc.gc.ca Contact your Apply onlineat: CERTIFICATE OFGOOD hamlet Visit BUSINESS LICENCES STANDING GENERAL TOURISM TOURIST ESTABLISHMENT NO CRA BUSINESS NUMBER? BUSINESS LICENCE? NO corporate income tax account?) NO DO YOU HAVE YOUR NUNAVUT TOURISM DO YOU HAVE YOUR NO DO YOU HAVE A MEMBERSHIP? (Will you charge GST, pay payroll orhave a DO YOU HAVE A LICENCE? ARE YOU REGISTEREDWITH YES YES YES YES YES NUNAVUT LEGAL REGISTRIES? LIABILITY INSURANCE? YES TOURISM OUTFITTER’S NO YES DO YOU HAVE YOUR DO YOU HAVE licences andpermitssoyou stay incompliance. YOU’VE COMPLETEDTHEFIRSTSTEPSOF within 10Days of start-up at: LICENCE? Be sure to checktherenewal dates ofyour STARTING YOUR TOURISM BUSINESS. CONGRATULATIONS! wcb.nt.ca Register YES ARE YOU REGISTERED NunavutLegalRegistries.ca Visit theirwebsite You needWSCCcompliance. (Will you employ WITH WSCC? other people?) NO NO self-declaration within 10Days of start-up at wcb.nt.ca File your NO insurance provider www.edt.gov.nu.ca Apply onlineat Contact your

your licences. these websites regularly for themostcurrent information whenyou renew the information required for each You permit. are encouraged to check Each ofthepermittingauthoritieshasawebsite thatisup-to-date with licences willlikely berequired inorder for you to stay incompliance. Regardless ofthetourism service you are operating, thesepermitsor General Tourism BusinessList multiplied by the industry calculation ratemultiplied by theindustry for your classification. of payroll for theyear. $100ofpayroll For every you estimate, thisis The fees for WSCC registration are calculated based onyour estimates • • • start-up withWSCC. You must register withWSCC if: Companies doingbusinessinNunavutmustregister within10daysof Renewal: Annual Costs: Payroll $200for SelfDeclaration dependant, of NWT/Nunavut Workers’ Safety and CompensationCommission bn-ne/rgstr/menu-eng.html orby phoneat1-877-959-5525. You can applyfor thislicense www.cra-arc.gc.ca/tx/bsnss/tpcs/ onlineat: • • • • • You onlyneedto applyfor oneifyou require oneofthefollowing accounts: in order to fileGST, register for apayroll account oraccess otherprograms. uses soyou can access programs andaccounts. You willneedthisnumber A BusinessNumberisa9-digitnumberthattheCanadianRevenue Agency Renewal: n/a Nil Cost: Canada Revenue Agency BusinessNumber You are self-employed andyou want personal optionalcoverage all hamlet businesslicences) Need aCertificate ofCompliance for your businesslicence (required by You have employees doingbusinessinNunavut Other program accounts programImport/Export account Corporate income tax program account Payroll program account GST/HST program account 11 83 The Tourism Industry in Nunavut 11 84 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • the following ifapplicable: & Transportation. Inorder to complete your application you mustprovide from Department theGovernment ofNunavut, ofEconomic Development If you are aTourist Outfitter, you willneedto get anOutfitter’s Licence 1 Renewal: Annual–January $75(residents) $225(non-residents)Cost: Government of NunavutTourism Outfitter’s Licence (867) 975-6590. [email protected]. You can alsoget assistance by calling cr_bca_territorial_en.shtml andsubmissionscan bemadeviaemailat All forms andinformation isavailable www.nunavutlegalregistries.ca/ at: Standing, available for $10from theregistry. in order to obtain your businesslicence you willneedaCertificate ofGood year, you won’t needto fileanythingunlessyou are incorporated. However If you are notacorporation andnothingchanges inyour ownership each file different paperwork. company, let them know. Ifyou are incorporated, you willberequired to registered withNunavutLegal Registries. Ifyou change thestructure ofthe up. Anychanges to your company’s by-laws orownership mustalsobe Your company mustberegistered withNunavutLegal Registries atstart Business NamesandPartnerships VariesCost: Renewal: Annualfor Corporations, nilfor SoleProprietorship, Nunavut Legal Registries Compliance 1-800-661-0792. www.wcb.nt.ca/Employers/Forms/Pages/default.aspx orviaphoneat Forms andmore details are available onlineat: there isanannual$200administration fee thatapplies. If you donotemploy anyone andare completing theself-declaration only, (if applicable) the Operator’s proposed areas ofoperations for thecurrent season service whichclearly identifythedates andlocations corresponding to Copies ofallcontracts andstanding offer agreements for aircharter where you planto operate inNunavutthecurrent operating season A detailed andspecificlistof all areas (includingGPS coor-dinates) • • • • • can besubmitted to the Tourism Officer in your region. Transportation by [email protected]. Thecompleted form The application form isavailable from Economic & Development • • • • • • • • other things: Tourist Establishment Licence. Your application mustinclude,among camp ground you oroutpostcamp are inNunavut, required to get a If you willbeoperating ahotel, B&B,homestay, cabin, lodge, cabin, 1 Renewal: Annual–January Varies,Cost: dependentonnumberofbeds($95–$675) Establishment Licence Economic Development &Transportation Tourist ED&T office files/requirements_for_an_ outfitters_licence.pdf orthrough your Applications are available www.gov.nu.ca/sites/default/ onlineat: (if applicable) Access andpermissionto usedesignated Inuitowned lands Proof of$2millionliabilityinsurance (if nothiringemployees, thenaDeclaration ofSelf-Employment) Proof oftheWorkers’ Safety andCompensationCommissioncoverage Operator inthecurrent operating season A listofallstaff andsub-contractors thatwillbe working for the Act andthePublicHealth Proof of Compliance withtheElectrical Inspection Act,theFire Prevention liability insurance (**Note in2015thisrisesto $2Million.) Proof thatyour business iscovered by aminimumof$1Millionin WSCC Certificate orDeclaration ofSelf-Employment funds Copies ofthebusinessbank account statement thatconfirm operating Copies ofprevious years’ financialstatements specifications andproof thatall buildingcodes are met Copies ofbuildingpermitsincludingstructural plans,building you to operate atthelocation Permit, lease oragreement from thelandowners indicating authorityfor operator intends to use The exact location andmake-up ofthecamps oraccommodations the 11 85 The Tourism Industry in Nunavut 11 86 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut bn-ne/rgstr/menu-eng.html orby phone at1-877-9595525. You can applyfor thislicense www.cra-arc.gc.ca/tx/bsnss/tpcs/ onlineat: • • • following applyto your business: As atourism operator, you needaGST account/number ifanyofthe Renewal: N/A Nil Cost: GST Account bn-ne/rgstr/menu-eng.html orby phoneat1-877-959-5525. You can applyfor thislicense www.cra-arc.gc.ca/tx/bsnss/tpcs/ onlineat: • • • considered anemployer ifyou: If you are anemployer, you musthave apayroll account. You are Renewal: n/a Nil Cost: Payroll Account • • Regardless ofwhathamlet you are operating in,you willneedto provide: community andapplications are available atyour local hamlet orcityoffice. Business Licences are required to operate inyour businessinyour 1 Renewal: Annual–January VariesCost: Business Licence federal orprovincial laws,regardless ofyour annualrevenues You operate ataxi/limousine service and your fares are regulated by are residents ofCanada You hostaconvention inCanada,andmore than25%ofthe delegates Your taxable revenues exceed $30,000inasinglecalendar year services inCanada hire anon-resident person, partnership, orcorporation to per¬form employees provide benefitsandallowances, suchasboard andlodging,to your employees pay asalary, wages, advances, bonuses,vacation pay, ortipsto your Certificate ofgood standing from GNLegal Registries Proof ofregistration withtheWSCC service, ortalk to your insurance provider. Contact NunavutTourism for alistofinsurance companies whooffer this • • • • • generally needto provide thefollowing items for your insurance: While more details onitare available inSection5ofthisbooklet, you will and obtain your Outfitters Licence orTourist Establishment Licence. Liability insurances isrequired for you to obtain operate your business Renewal: Annual(dependantonyour policy) VariesCost: Liability Insurance Photo Fred credit: Lemire You www.nunavuttourism.com can applyonline at: can access to helpenhance your business. advertising rates, insurance rates andspecialfunding programs thatyou valuable to your operations. Your membership willallow you access to While notrequired, becoming amemberofNunavutTourism isvery Renewal: Annual–April1 Costs: $60(ifgross isunder$75K)$180(ifgross isover $75K) Nunavut Tourism Membership Participant Safety Policies Staffing procedures Revenues &scope ofactivities Liability limit(required to have $2Minmostcases) Legal Name 11 87 The Tourism Industry in Nunavut 11 88 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut a huntinglic Appl env Y ou willneed HUNTI .go L y onlineat Y E E v .nu.c A S DIN W fir enc N r Y Appl cmp-gr ILL ou willneeda a earms lic G e. T G

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enc PARK y onlineat v E or P ILL .nu.c A e: TTI e at e &GuideP a C ermit a (and Y AMP? ermit s P N ouris O enc G ermit U BE UP t N e. O ermit N O 11 89 The Tourism Industry in Nunavut 11 90 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut permits. Please consult the appropriate land access and building You willneedland Please contact the Office oftheFire 867.975.5310 Marshall at authority OPERATIONS’ REQUIREMENTS ACCOMMODATION ESTABLISHMENT LICENCE? IS YOUR ESTABLISHMENT YOUR FIREMARSHALL’S YES YES INSPECTION REPORT? NO NO NO HAVE YOU RECEIVED HAVE YOU RECEIVED SERVING ALCOHOL? ALREADY BUILT YOUR TOURIST OR EXISTING? YOUR HEALTH INSPECTION? DO YOU HAVE WILL YOU BE YES YES YES NO NO Please contact the gov.nu.ca/finance Territorial Environment Nunavut Liquor Commission Please contact the Health Office at Apply onlineat edt.gov.nu.ca 867.975.5782 • the applicant mustsubmitthefollowing prerequisites: which anapplication mayberefused. For anapplication to beconsidered, relating to your licence. Tourism Officers can explain circumstances under process, how muchitcosts, how to pay fees, andallotherinformation renewing theselicences. willguideyou through They theapplication Tourism Officers at regional offices are responsible forissuingand Establishment Licence andtheOutfitter Licence. by Economic &Transportation Development includetheTourist associated withoutdoor recreational activities.Licences issued accommodations to thetravelling public,orthatprovide services The Travel andTourism Actregulates businessesthatprovide Travel andTourism Act 14 • • • • • • • • • not limited to: municipal lawsandrequirement from private landowners; includingbut Tourism businessesare alsoregulated by otherfederal, territorial and that you can obtain personal assistance from EDT staff in your region. Contact andwebsite information isprovided inSection17ofthisguideso • • • • valuable resources for information onlicencing issuessuchas: Transportation website www.gov.nu.ca/edt/documents-tourism are Tourism Officers at regional offices andthe Development & Economic • •

Liabilityrequired asof2015. Theamountmay change infuture. Itistheresponsibility ofthe operator to confirm current requirements with theTourism Officer. Liability Insurance ofaminimum$2million Canada Shipping Act Marine LiabilityAct Requirements for alease orlicence to useInuit-owned land Various hamlet orcityby-laws that require businesslicences Territorial Lands Act Electrical InspectionsAct Workers CompensationAct Fire Prevention Act Environmental HealthAct suspension orcancellation of licences applicable fees how to amendalicence how to renew alicence Any further information asthetourism officer considers necessary WSCC insurance orclearance letter 14 11 91 The Tourism Industry in Nunavut 92 Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut INSURANCE www.cotabccom.nationprotect.net/business_services/insurance.aspx. tourism operators across thecountry. For more information, visit: RiskManagement andInsuranceIndustry Program isbeingextended to Council ofTourism Associationsof BritishColumbia(COTA), theTourism partnership between theTourism AssociationofCanadaandthe Industry rates currently enjoyed by businessesin BritishColumbia.Thanksto a territories can now access the favourable insurance coverage andpremium Outdoor andadventure tourism operators inallCanadianprovinces and their insurance company. and operating procedures inplace could qualifyfor premium reductions from to minimize oreliminate the risks.Businesseshavingriskmanagement plans the successful operation ofabusinessanddetermines theactivitiesrequired A RiskManagement Strategy acknowledges actual andpotential threats to Risk Management visit theInsurance Bureau ofCanadawebsite www.ibc.ca at: To findoutmore aboutinsurance requirements andinsurance brokers, For further www.edc.ca/en information, Canadaat: visitExportDevelopment • • • insurance for thetourism industry. tourism business.Thefollowing are themostcommonly required typesof broker can guideyou ontheinsurance coverage neededto safeguard your investment isprotected against various risks.Your insurance company or An important next step inyour businessstart-up isto ensure thatyour Insurance: Protecting Your Business 2 1 tour operator doesnotpay because ordefault. ofinsolvency Accounts Receivable Insurance insures upto 90%ofyour receivables ifa business property. Property Insurance covers lossesfrom damage to ordestructionof out ofyour activitiesoroperation. business against claimsmadeagainst you by third parties thatmayarise Commercial General Liability(CGL) Insurance insures you andyour Risk Management Insurance: Protecting Your Business 12 93 The Tourism Industry in Nunavut 94 Tourism Development Handbook for Nunavut Photo Brudder Productions/Nunavut Credit: Tourism PACKAGING THEPRODUCT experiences alltieback –solongasthey to atrulyNunavutexperience. Thepackageis shortandto thepoint. could includemanydifferent the same.Apackage withthetheme,“Experience theBestofNunavut”, This doesn’tmean that alloftheelementsinyour package have to be your focus. necessary to usefive orsixwords. Ifyou can’t dothatyou needto sharpen can’t beexpressed inafew words. Oneword However, isbest. itmaybe Consumers are notlikely to understand orbuyaproduct whosetheme Product Theme/Focus Things to Consider all ofthesectionsmayapply. service. Insomecases, thismaybeonly onecomponent. Inothercases supplier you willonlyneedto work onthesectionsthatapplyto your sections below willlikely applyto you. However, ifyou are aservices operator oraservices supplier. Ifyou are thetour operator, allofthe The first questionto consider iswhether you are intherole ofatour 4 3 2 1 Marketing To TheTravel Trade Pricing TheProduct Market Ready Things to Consider 13 95 The Tourism Industry in Nunavut 13 96 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut June 15 possible scenario. actually suggestvisitors allow anextra dayontheitinerary for this important Soitisvery toof Nunavut. advise Mr. Smithofthispossibilityand That isexactly how itworks inAuyuittuq Park aswell asmanyotherareas imagine how upset hemight bethatthingshaven’t goneaccording to plan. has beenpostponedby adaydueto badweather in thePark. You can well booked to gointo Park onTuesday June15 A daytour inAuyuittuq Park Mr. weather isvery dependant. Smithis For example: cancelled. equally important upfront to withallpossibilities ofatour bevery being package. important Itisvery to guarantee onlywhatyou can provide. Itis receive were whatthey promised, are they entitledto afull refund ontheir information provided onanitinerary. Ifaguestarrives anddoesnot There are certain marketplaces thatprovide insurance against misleading Itinerary Importance needs ofthemarket. making sure thetimecommitment required by theconsumer willfitthe Travel agents andtour operators can beofconsiderable assistance in get from theirstarting point to theplace where thetour package begins. It maybeimportant to consider how much timetheconsumer willneedto total consumer timecommitment to oneweek. maybelookingforthey anadditionalthree-day package to round outthe For example, ifthetour operator already hasapopularfour-day package, important ifthetour package isbeingcombined withotherpackages. Consider thelengthoftimethatyour package willtake. Thisisparticularly Consumer TimeCommitment package willneedto consider have ashore. thetimethey use smallZodiac-style vessels to shuttlepassengers to shore. Your tour based onrunway capacity. Large group tours mayarrive by cruiseshipand scheduled flightsorchartered planeswillbringsmallernumbers ofpeople size ofgroups participating inatourism package. For example, regularly docking capacity ineach community. Thiswillhave animpact onthe include onlyairandwater, andare further limited by airportsize and of thetransportation services. Travel optionsto destinationsinNunavut the comfort ofthosebeingtransported, thereliability, safety andquality Travel modeswillbeinfluenced by the typeofpackage offered. Consider Travel Mode(s) th , abeautifulsunnydayinPangnirtung, andisadvisedhistour th . Hearrives onTuesday, naturally from oneto thenext. Check thesequence ofactivities,each elementofthepackage shouldflow the consumer to beavailable atthespecifictimesnoted intheitinerary. Be clear thatscheduleswillbefollowed andthatitistheresponsibility of breaks to accommodate thepersonal needsofconsumers. experience andanydemandsthismayplace ontheconsumer. Allow for itinerary reference shouldtell whatishappening,theconsumer will is acceptable to restate theactivitytitlewithword “continues.” The of hours oftime.Where anactivitylastsmore thanacouple ofhours it Generally, there shouldbereference inyour couple itinerary for every more likely to have delays. Always remember thatflightsarrivinglater inthedaymaybesomewhat orientation sessionmaybeusedasinsurance against delayed flights. and therecovery ofchecked baggage, asinglelocal activityorpackage Where start timesofatour involve theprompt arrival ofscheduledaircraft some timeto accommodate unanticipated delays. exactly whatispromised andwhatisexpected. You willneedto allow precise, sothatboththeconsumer andsuppliers ofservices to you know Work outadetailed itinerary for your Thisneedsto product. bevery Itinerary/Specific Activities to consider factors like accommodation, transport modeandactivities. experience. Itoriginates withthefocus ofthepackage. italsoneeds But, Finally, theproduct namesets thetone for theentire consumer Product Name line withthosedescribedin the marketing promotions. Donotexaggerate. The consumer shouldnotbesurprisedby substitutions that are notin important. mode, guidingandotherquality-sensitive services isvery consumer’s expectations withrespect to hotel rooms, meals, travel packagemarket. Isthisaluxury orastandard package? Meeting the Market positionmostoften refers to thedemographics of your target Market Position of theservices. negotiating pointto useindetermining theprice thatyou pay thesupplier services. Inthecase ofbuyingbundledservices, you mayhave another that isproviding aday tripto ascenic area maysupplyfood andguiding are selected from apredetermined menu.Or, acharter aircraft company of services together. For example, ahotel maywishto includemeals that Sometimes itwillbeadvantageous to have onesupplierbundleanumber Bundled Services 13 97 The Tourism Industry in Nunavut 13 98 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut commission. all essentialpackage components andare willingto offer anattractive reviewed thecompetition, contracted (orhave commitment letters) for demonstrate thatyou have doneathorough jobonmarket research, operators whoare willingto help you market test theproduct ifyou can than three inacultural experiences program. You mayalsofindtour version to test thebasics –for example, visitingonecommunity rather youDepending ontheproduct, mayalsowant to offer ascaled down conference. associate themarket test ofyour product suchasa withanotherevent local agent inyour area to promote theproduct oritmaybepossible to Theretest. are afew optionsyou can consider. You could work witha However, itmaybea challenge to findenoughconsumers to doamarket offer it to thetravel trade outside your area. testing your product willallow you to make neededchanges before you accommodation issue,apricingissueorcommission issue.Market supplier challenge, anactivitysequencingissue,atransportation or Thiscouldsome significant adjustment. beabreak-even cost issue,a few products very areFirst, withouttheneedfor developed ever essential thatyou market There test are it. anumberofreasons for this. Before you attempt to promote your product to thetravel trade, itis Have You Market Tested TheProduct? organization thatwillmarket your product. that your product works for you, theconsumer andthedistribution out andoffer your product asmarket ready. Itisimportant to make sure There are manyfactors thatneedto beconsidered before you can go Market Ready Land: TheWay oftheInuit.” between thetitles“Visits to NunavutCommunities” and“Closeto the tupiq (tent). there Innamingsuchaproduct, isagreat deal ofdifference site and,dependingontheweather andthe insects,anightsleepingin homemade bannock andfresh local berries,avisitto aspecial/historical co-operatives, acommunity feast withlocally caught fishandgame, performances like throat-singing anddrumdancing,artscrafts to smallerNunavutcommunities withanopportunity to seecultural the experience itself. For example, apackage could consist ofvisits from theinitialconsideration ofthepackage, to itspurchase andfinally The rightproduct namecan have considerable impact ontheconsumer, may tend to emphasize whatdidn’twork. mailed after the tour hasbeen completed generate few returnsvery and thatare senthomewiththeconsumerSurveys for later return orthose other operators to consider promoting your product. the endofpackage. Thisinformation useful can bevery insoliciting your product). You shouldaskyour gueststo complete at asmallsurvey bookedhow they your product liked andwhatthey anddidn’tlike about (gender, age range, found cityoforigin,how they outaboutyour product, It isimportant to keep detailed information onconsumer demographics What DidTheCustomers Think? could bedropped? Were there certain elementsthatmayhave increased thepremium but product you offered? Was the cost inline with your originalbusinessplan? Did you have anydifficultyin getting affordable insurance forthe travel What LiabilityInsurance DoYou Carry? to reducetry itinsubsequentyears. necessary. Itisdangerous to start witha highcommission andthen level It isimportant to start withacommission thatcan level beincreased if a product. choose acompetitor’s product to promote orlookfor others to develop will notbeinterested inpromoting may orsellingyour They product. If you are notableto offer asatisfactory commission level, tour operators distribution chainwiththeircommissions. and for theconsumer, isthesatisfaction oftheotherpartners inthe Equally important to thequestionofhow thepricingworked for you, Were You AbleTo Afford TheCommissions? expenses andalsomake aprofit? you received? Was your own mark-up adequate to cover your own expenses thatcropped upthatcould notbehandledwithintherevenues Of course thepricinghasto work for you aswell. Were there unexpected feedback. tours into theNorthmayprovide valuable you withsomevery pricing product andfor you. Talking to travel agents ortour wholesalers whobook The pricinghasto work for boththeconsumer whoboughtthetravel Did ThePricingWork? 13 99 The Tourism Industry in Nunavut 13 100 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut commissions. between 30%and40%.Thiswillprovide enoughfor alltheproper If you decideto partner withallsectors you needto markupyour price • • • • base price dependingonwhoissellingtheproduct. profit margin), thefollowing commissions willhave to beaddedto the If atour operator prices their product at$100perperson (includingtheir have anexample. developed To show how thepricingworks inthetravel withalllevels we industry Commissions most cases thatwillbe10to 25%.Thisisoften called the base price. have determined your breakeven cost thenyou addyour profit margin, in insurance, andmeals, anythingthatisgoing to cost you money. Once you cost. Thismustincludeallyour costs. Thatisyour time,gasoline, But before you price your you product, needto determine your breakeven directly from you. advertise, andwhatvisitors would pay were ifthey to buythepackage any price below your publishedprice. Your publishedprice iswhatyou To begin, there isalotofconfusion aboutnet pricing.Net pricingis Published Prices versus Net Prices the trade. using themostcommon guide.Allpricingisnegotiable between you and There are noexact pricingguidelines butwe can offer you an example, process you want something to show for allyour efforts. – particularly for thosewhoare attour new packages. At theendof Pricing isthemostchallengingpart oftheprocess for manytour operators Pricing theProduct Booking Agent Commission15%–$15.00thebookingagent willkeep 15% they sellto.they the travel agency earn 10%,andtheamountthey willdepend onwhom various willpay middle people.They willpay thewholesaler20%,they Inbound Agency Commission30%–$30.00theinboundagency can have travel agency 10% travel agencies, willkeep they 10%for willpay themselves, they the Wholesaler Commission20%–$20.00thewholesalerwill sellto the middleperson willkeep they the10% Travel Agent Commission10%–$10.00travel agent hasno • • • margin) thefollowing prices would apply: So inthecase ofatour thatcosts thetour operator $100(includingprofit prepaid for theseservices. that have beenpre-booked by thetour operator. Theclient hasgenerally independent travellers turn (FIT),whichthey into thesuppliers ofservices Vouchers are documents thattour operators provide to theirfully Vouchers essential whenplanninggroup tours. must release anyunbooked space back to thesupplier. Blockingspace is by thedatedoes notselltheinventory thatthesupplierhasset, they company) allocates to aninventory atour operator. Ifthetour operator Block Space means thatasupplier(generally ahotel oratransportation Block Space/Release Dates and tourism reference books. More detailed information isavailable through on-lineInternet courses This sectionofthehandbookcan ofpricing. onlygive you anoverview will notwant to deal withyou infuture. visitor $100.00,thetravel trade regards thisascompletely unethical and you advertise your product atthe $130.00andturn around andcharge the importantIt isvery thatyou holdto your publishedprice. For example, if with to sellyour product. which could beoneoftheabove, dependingonwhoyou have partnered If you selldirectly to acustomer, your price would bethepublishedprice, • • • • Your net price willnow vary witheach supplier: If you choseto partner withallsectors your publishedprice is$130.00. • Partner Partner withwholesaleronly –your publishedprice would be$120.00 Partner withtravel agency only–your publishedprice would be$110.00 Your inboundagency net price is$100.00 Your wholesalernet price is$110.00 Your bookingagent net price is$115.00 Your travel agent net price is$120.00 Partner withaninboundagency –your publishedprice would be $130.00 with bookingagents only–your publishedprice would be$115.00 13 101 The Tourism Industry in Nunavut 13 102 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut including international visitors. and understand how to work withtour operators and to service visitors, Finally tour operators lookfor suppliers whoare fully licensed andinsured Offer information aboutthemonthsinwhichproduct isavailable. It isnotgood enough to describetheproduct asasummerorwinter one. The season ortimingfor theavailability ofyour product isalsoimportant. another product to differentiate themselves from the competition. a good consumer experience. Inothercases maywant they to lookfor the supplier’s advantage seetheproduct ifthey asessentialto delivering product isoffered by their competition. Insome cases thiswill work to suitable to both.Tour operators willwant to know ifthesame(orasimilar) group tours andothers to independenttravellers. Somemay beequally operate ortheservices are supplied.Someproducts are bestsuited to prefer suppliers whoare located withintheregion inwhichthetours quality andacceptable reliability standards withintheirmarket. They Tour operators lookfor suppliers thathave competitive pricing,consistent What Are Tour Operators Looking For? Marketing to theTravel Trade be agreed withtheconsumer, inwriting,atthetimeofsubstitution. a refund mayberequired. Anychanges from the package contract needto supplied. Iftheconsumer can give areason whythiswas notacceptable, may alsoresult inacomplaint thattheexact contracted services were not be noted thatanupgrade provided to aconsumer (better car, bigger room) either provide therefund orshare inthecost oftherefund. Itshouldalso consumer. Suppliers maythenbeasked, by theoutboundtour operator, to operator maybelegally required to make financialrestitution to the delivered whatwas promised madetheirbooking,thetour whenthey If aEuropean consumer anoutboundtour believes operator hasnot standard. exactly assold.TheEuropean Package Travel Regulations (PTR) sets the arrangements madeatthetimeofbookingare delivered to thetraveller, You alsoneedto beaware ofyour liabilityto ensure thattravel It isalways good to shoparound. risk andrecommend aninsurance package. Rates andassessmentsvary. will needto benegotiated withaninsurer whocan assessthedegree of You willneedinsurance to cover theconsumers whoare onthetour. This Insurance andLiability skill andanyriskassociated withtheuseofyour travel product. experience asparticipatory orpassive. Describethedegree ofexperience, regarded asanessentialvisitor experience ofyour area. Identifythe the uniquenessofproduct orservice andthedegree to whichitis market. Identifyanddescribe theintended consumer experience. Assess markets. Have aclear understanding ofthedemographics ofthetarget Know your product’s mainsellingfeatures inrelation to different target The Product’s MainSellingfeatures information atleast 12months inadvance. international tour operators must beableto provide rates andavailability This means thatsuppliers whowant to selltheirproducts to nationalor longereven lead maystart times.They planning18–24monthsinadvance. operators whocontract services andresell themto tour operators need Tour operators plan atleast 9–12monthsinadvance. Receptive tour DoTheyTheirPlanning?Timing/When maximum thatanygood tour operator willwait. within24hours. Thisisthe bookinginquiry will needananswer to every these real timeresources, maycommunicate they withyou by emailand are Ifthey willingtotheir client. work withasupplier whodoesnothave product availability can sothatthey immediately confirm thebookingto compromised by overbooking. prefer They to have real-time access to your needtosell. They know ifyour capacity to deliver theproduct mightbe supplier’s product can sothatthey inventory know can how muchthey Additionally thetour operator wants to beableto have access to the satisfactory experience. You willhave to deliver whatyou promise. product atafair price. visitor beprovided expect They thatevery a fully Tour operators want to partner withsuppliers whoprovide asuperior What CommitmentsDoTheyExpectfrom You? you are makingaboutyour competition. competition asthetour operator maywant to verify withothers theclaims your product offers over competitive products. Beprepared to name your your product asthe“best”. Itisimportant to tell exactly whatadvantage ready to describe your competitive advantage. Itisnotenoughto describe If similarproducts are offered by anumberofsuppliers in your area, be The Competitive Advantage of Your Product 13 103 The Tourism Industry in Nunavut 13 104 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut problem andmake sure itdoesn’thappenagain. talk to your partners andtell themwhatyou are doingto correct the for otherpartners. Ontheotherhandifyou are theonehavingproblems, will beharmedby thepoorperformance ofothers. Ifthathappens,look meet consumer expectations, thereputation ofyour product orservice If you findthatyou are part ofapartnership team thatfrequently fails to best to thinkofthemasvalued partners. what your legal connection withothertravel players, itisalways industry theirreputationsBut, are often treated were. asthoughthey Nomatter involved indelivering travel products maynotbelegally inpartnership. we are usingtheterm “partners” inalarger sense.Theorganizations experience thatbuildsthereputation andcredibility ofallinvolved. Here You want to bepart ofapartnership team thatdelivers apositive but alsothecomplete range ofcompanies andorganizations involved. part ofatour package. Inthatcase theconsumer isjudgingnotjustyou, product inisolationfrom allothers. often Whatyou offer soldas is very It isimportant to remember thatyou are notusuallyoffering your travel Working WithPartners the tour operator you want to work withisanimportant decision. sell.Ittakesmay never patience to work withtour operators andselecting several years before theproduct meets salesexpectations. Or, theproduct If atour operator decidesto feature aproduct ordestination,itmaytake longer printbrochures butrely onInternet-based catalogues. In afew markets, isshorter theplanningcycle assometour operators no Photo Credit: Government of Nunavut 105 13

106 The Tourism Industry in Nunavut Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut IN NUNAVUT MARINE TOURISM passengers onboard. small vessels suchasprivate sailboats ormotor yachts. There are nopaying Some tourists enter Nunavutwaters onpleasure craft. Theseare usually trips, orall-inclusive cruisesto paying passengers. from outsideNunavut)andoffers experiences such asboat tours, fishing Commercial marinetourism is provided by atourism operator (local or vessels orpleasure craft orarrive by plane. recreation activities.Thesetourists travel oneithercommercial tourism and sites ofinterest inNunavutandto pursue water-based outdoor Marine tourism involves tourists travelling by water to visitcommunities Marine Tourism –What isit? memorable experience andthecommunity benefitseconomically. operators socruisetourists and/or fly-inmarinetourists have apositive and local operators andtourism operators can work withthemarinetourism in excursions by boat offered by local operators. Itdescribes ways that on cruiseshipsandprivate orby airandparticipate vessels thatvisit, related services. Marinetourists can arrive by water, suchasthepassengers Nunavut andfocuses onwhatacommunity can doto provide tourism- This sectiontakes alookatthegrowing in marinetourism industry Regulations 5 4 3 2 1 Sample Codeof Conduct Cruise Ship-SpecificConsiderations Marine Tourism –Whatisit? Marine Tourism –Thingsto Consider

14 107 The Tourism Industry in Nunavut 14 108 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut 15 business ofcommunity coordination and/or programming for thetourists. the details. Alternatively, alocal tourism operator maywishto take onthe organize suppliers (artists, performers, taxis, restaurants) andtake care of hiring aSpecialEvents Coordinator whocan planfor cruiseshipvisits, to approach thisopportunity. For example, thehamlet mayconsider Marine tourism impacts theentire community andthere are several ways discussed throughout thishandbookapply. and fly-in—isabusinesstherefore tourism principles development marinetourists fromServicing allthree categories—cruise, private vessel Marine Tourism –Thingsto Consider • • • • • • to Nunavutby cruiseship: Taken from themostrecent NunavutVisitor’s ExitSurvey, tourists coming The MarineTourism Traveller is akey opportunity for community economic development. travel bringabout3000tourists peryear Marinetourism to Nunavut. increased since 2005andnow appear to bestable. Together theseforms of 2005 andappear to becontinuing to grow. Cruiseshipitineraries have also the opportunities for tourism. Pleasure craft numbers have tripledsince craft. Thenumbers ofvisitors will keep increasing aspeoplehear about There are more visitors to Nunavutarrivingincruiseshipsandpleasure Marine Tourism isGrowing inNunavut recreational useandnopayment isrequired from peopleonboard. on thevessel orthenumberofpassengers. Pleasure craft are entirely for tourism operations charge for theirservices nomatter thelengthoftime pleasure craft isthe expectation of payment –all commercial marine The important distinctionbetween commercial marinetourism and NunavutVisitors’ 2011,NunavutTourism, Exit Survey 2012 identify theirtop three spendingitems as:cruise tickets, airfare art, other items (total $7,097) spend, onaverage, perperson $5,448for transportation and$1,631 for have thehighestspendingofalltourist groups to Nunavut report highsatisfaction withtheiroverall tripexperience. natural environment are motivated to travel to theterritory to experience culture the orview have highincomes ofeducation and highlevels 15

time, butalsobecause allow someoneelseto they take over ifnecessary. because there are manythingsto remember andto have ready ahead of essential inanysuccessful business.Checklistsare agreat helpnotonly be incharge inthecommunity. Beingprofessional andwell organized is Part ofgood tourism businesspractice requires thatsomeoneneedsto • • • operators can benefitfrom: local tourism businessesandthegrowth ofthelocal economy. Local tour advantages from marinetourism, mostimportantly of thedevelopment There are several opportunities for communities enjoy significant best way to benefitfrom themarinetourism industry. communities have things incommon. Eachplace needsto finditsown Each community isuniquewith itsown character though even andhistory memorable, pleasurable andworthwhile from thetourist’s pointofview. The success ofmarinetourism inNunavutrests ontheentire tripbeing you gain from thisexperience. visitors inyour community; whatyou can dofor them;andwhatbenefits From your perspective, you are mostconcerned aboutwhathappenswith of thelarger experience thatmayincludeseveral Nunavutcommunities. As alocal businessproviding atourism service, your community ispart Your CommunityisanAttraction Note: Oneofthebiggest challenges isclear andconsistent outside operators andNunavutTourism. at thecommunityor remember tourism to business-level, contact the from schedulingtoeverything expectations. Ifandwhencontacts change between local tourism operators andoutsidemarinetour operators about Revenues from local marineexcursions suchas: Revenues from salesofarts,crafts andothersouvenirs Revenues from programming for visitors suchas: – – – – – – – – – – – – – – – – Fishing andashore lunch Visits to archaeological orhistorical sites Iceberg sight-seeing Whale-watching Cultural demonstrations andactivities Tours ofarchaeological orhistorical sites Tours ofthecommunity Cultural performances communication 14 109 The Tourism Industry in Nunavut 14 110 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • assessing your community’s resources: and attractions thatyou already have inyour community. Begin by When planningfor marinetourists, itisimportant to share thestrengths Community Resources general, don’tpromise thingsthatyou cannot guarantee. In thebeginning, don’tplanto domore thanyou can dowell, andin and/or attainable, itwillhelpyou planfor thesevisitors. Once your community decideswhichbenefitsare themostvaluable • • Community Infrastructure Cultural resources activities Individuals gain tourism skillsthatmaytransfer to othertourism-related ambassadors for thecommunity culture through andhistory tourist developing programs. become They Members ofthecommunity mayincrease theirknowledge ofthearea’s – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – Medical resources Bank machine Taxis Arts andcrafts outlets Outdoor recreational areas Restaurants Recreation Centre Community Hall Visitor Centre People whospeak foreign languages Archeological sites Arctic sports Community history Legends Storytellers Musicians Performers • Natural resources – – – – – – – – – – – – Waterways Trails Scenery Flowers Birds Wildlife and parts) available inthecommunity. (e.g. medical, mechanical) andre-supply options(e.g.fuel, groceries, tools private vessel willwant additionalinformation aboutavariety ofservices likely prioritize sight-seeing andshopping,whilethemarinetraveller inthe be interested in.For example, cruiseshipandfly-inmarinetourists will It isequallyimportant to understand whatresources marinevisitors may tourism operators. tourism start-up. Contact NunavutTourism for alistingoflocal marine several years. willhave valuable They advice andguidance to offer anew have beenoffering successful marine tourism services andactivities for At the sametime,there are local operators insomecommunities who idea orsuggestion thatyou can deliver for themto consider. need to communicate thatto themaswell andthenprovide analternate the service oractivity. Iftheirideas are notappropriate orimpractical, you activities are possibleandpractical, respond to themthatyou can provide out well. arrivals Somenewer maymake suggestions. Ifthesesuggested number ofyears now. know whatispossibleandactivitieswork They Several marinetour operators have beencoming into theArctic for a Responding to requests get ready for thetourists’ arrival. case, adepositisintended to cover whatyou mayhave already spentto direct expenses; cancellation twelve hours ahead probably will.Inany is charged. For example, acancellation two weeks ahead maycause no the depositshouldbeandwhatislastdate before acancellation fee the purchase ofsupplies.Judgmentshouldbeusedregarding how much non-refundable deposit can cover suchcosts astheplanner’s time and that ashipcannot make itthrough theice (for example), areasonable incurred whether ornottheshipactually arrives, whileitisnoone’s fault the tourists are arrivingby cruiseshiporby air. This will cover expenses It isacceptable to request adepositfor marinevisitor programs, whether Deposits tourism-related activities.Section13discussespricinginmore detail. isfordevelopment your businessandyour community to gain through are covered andthere Thegoal ofprofit. issomelevel ofmarinetourism range thatpeoplewillbewillingandableto pay sothatallyour costs provided. Costsshouldbekept reasonable sothatprices are withina Prices are related to your cost andthevalue oftheproducts and services Pricing 14 111 The Tourism Industry in Nunavut 14 112 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut card payments. arrangement withthelocal Northernstore to orCo-op helpprocess credit a tablet oraphone.Ifthiskind oftechnology isnotavailable, make an for example by usinga“Square” thatconnects to like ahand-helddevise Technology andtheInternet make iteasier to accept credit card payments, likely to make alarge “impulse” purchase can ifthey usetheircredit cards. Another note alotofcash: Manypeopledonotcarry andvisitors are more Note: Beready to handleAmerican dollars. visiting and to help them explain their experiences there to friends and family. arethey lookingfor something specialto remind themoftheplace are they statistics Whentourists atthebeginning shop, ofthissectionshow that. Shopping isanimportant part ofthemarinetourist experience andthe Shopping communities too. future staff. Share your experiences with your tourism colleagues inother Keep arecord oftheways you have dealt withunusualproblems for Creative solutions the schoolgym, library orvisitor centre. should besomepart oftheprogram thatyou can always deliver indoors at the weather, make sure you have aplanfor alternate activities.There If your tourist programming ismainlyoutsideandheavily dependenton Alternate activities attractions, andamapto helppeopleexplore. also wishto addinformation ofyour community, aboutthehistory local use asastarting pointto create your own guidelinesfor visitors. You may (see page 117),there issampleCodeofConductfor Tourists thatyou can tourists and/or marinetour operators you deal with.At theendofthissection asking permission.You willneedto share thisinformation withthemarine 8:30 amor, thatvisitors donottake pictures ofpeopleonthestreet without For example, thehamlet mayrequire thatpassengers come to shore after ensure aclear understanding ofthosecommunity specificconditions. operator, itisimportant thatyou communicate withthehamlet office and Host communities have therightto stipulate certain conditions. Asalocal Communities can share theirneedstoo

they arethey lookingfor. overall community experience andprogram willhelptourists findwhat it’s ashort orlonger Buildingshoppingopportunities rightinto visit. the stay. Shoppingneedsto bemade convenient and easy for them,whether passengers onprivate vessels have more flexibility inthelengthoftheir on kayaking tripsare inthecommunity shorttime,while for avery of timeashore –cruiseshiptourists andfly-inmarine tourists going Note: Thedifferent kindsofmarine tourists have amounts varying • • • • • • • suggestions can addto thevisitor’s shoppingexperience: where can they beencouraged to talk orask questions.Thefollowing Shops provide awelcoming, non-threatening experience for visitors likely to sell. the better you are ableto meet your visitors’ needs,themore you are community to anotherdepending onthecircumstances, butremember The decisionofhow bestto present artsandcrafts will from one vary • • • • most efficientandattractive way to present this to visitors: Your community shouldlookatwhatyou have to sellandwhere isthe the intricacy, skilland timeinvolved intheirproduction Displaying certain crafts in various stages of completion helps explain animal sounds) Sound effects played inthestore (throat-singing, drumming, are made. Videos thatexplain ordemonstrate objects,theiruses,how they oftheitem,history whatitisusedfor) visitor can take withtheirpurchase (artistbiography, materials used, Additional printed information abouttheitem ortechnique thatthe item withoutthevisitor havingto ask A well-informed store clerkwhoexplains themeaning oruseofan Demonstrations of how anobjectisused Watching anartistdemonstrate how theircraft ismade At thevisitors centre? community hall? An arts-market set upwithindividualtables onthebeach orinthe Through anartsandcrafts organization orgroup? At thecommunity Co-op? 14 113 The Tourism Industry in Nunavut 14 114 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut better—for visitors andfor thecommunity. marine tourists. Itwillhelpyou make changes inprograms to make them and theircruisepassengers, private vessel passengers, andthefly-in Ask peopleinyour community aswell asthemarinetour operators happened duringthesummerto findoutwhatworked andwhatdidn’t. Consider doinganendofseason evaluation ofthetourist activities that Evaluations reflective ofyour own uniquecommunity aspossible. afford visitors more experiences. Itisimportant to make your offering as different communities can offer a variety of programs andactivities to or attractions stop. atevery By working together, local operators in your tourism colleagues. Visitors don’t want to have thesameactivities Nunavut communities, you realize how important cooperation isamong consider thatthevisitors’ entire experience involves stops inmany the bestyou can be.Co-operation more iseven important. Whenyou Competition can beagood thingwhenyou challenge yourself to be Community competition andco-operation apply to marinetourism aswell. businessdevelopment were discussedindetail inSection13.Thoseprinciplesandconsiderations Marketing for tourism aswell development asproducts andpackaging considerations apply Marketing principlesandproduct or earrings). form—unprocessed (e.g.,wholewalrus tusk) orprocessed. rings (e.g.,ivory None ofthesematerials can bebrought into theUS from Canadainany (e.g., walrus ivory, polarbear fur orclaws,whalebone,sealskin, etc.). which prohibits importofanyproducts madefrom amarinemammal regulations. For example, theUS hastheMarineMammalsProtection Act, Visitors from othercountries mustbeaware oftheirown country’s import earrings). processed food products (e.g.,antler (e.g.,caribou jerky)orjewellery license isrequired. Thisdoesnotapplyto crafted products, suchas wildlife matter outofNunavut(e.g.,raw meat,wholeantlers), anexport Visitors mayneedto bereminded remove thatifthey anynon-processed • • • maintain contact: As thedate for aship’s arrival nears, there are several ways inwhichto it isyour responsibility to provide acontact person. tourism-related businesswants to beinvolved inthecruiseshipbusiness, problems needsomeoneinthecommunity arise,they to talk to. Ifyour all communications, questions andrequests withinthecommunity. When Marine tour operators needoneortwo peoplewhowillberesponsible for visit butwhomyou maywishto invite to your community inthefuture. You maywishto write to companies whoare notcurrently planninga what your prices are. Cruisesare often planneda year-and-a-half ahead. arrive inyour community, letting themknow whatyou have to offer and network. Correspond withthemarinetour operator longbefore they visits inyour community ismaintaining anexcellent communication One ofthemostimportant aspectsofmanagingsuccessful marinetourist Communications withcruiseships Cruise ShipSpecificConsiderations access to thecommunity’s resources andyour personnel. ship, theonethatscheduledtheir visitinadvance shouldget priority tourist attractions inthecommunity. Ifthere isatimeconflict withanother group ofpassengers whowillpurchase artsandcrafts andenjoy the conditions. Here isanopportunity to provide tourism services to another had to make suddenrevisions intheiritinerary because ofice orweather Some are newcomers whomadenoarrangements inadvance; others have year thereAlmost every isatleast oneunexpected arrival inNunavut. Last minute cruiseshiparrivals arrived ontime,ifithasalready leftthe community, etc. Call someoneattheportofcall before yours to findoutiftheship arrival and/or to notifyyou ofanyschedulechanges Request thattheship’s cruisedirector contact you from theshippriorto Keep intouch withthecompany’s homeoffice 14 115 The Tourism Industry in Nunavut 14 116 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • to theirvisitors: regulations needto andwhenthey be appliedto theiroperations and/or for operators. Local operators shouldbefamiliar withthefollowing There are regulations thatimpact marinetourism for passengers and Regulations licencing requirements. Section 11provides a detailed explanation ofthedifferent tourism also withtheDepartment ofEconomic &Transportation. Development also require anOutfitter Licence andtheresponsibility for licencing is Advisor, Tourism at(867)975-7800.Local marinetourism operators infractions, annualrenewal isfairly straightforward. Contact theSenior company holdstheOutfitter License, andifthere are nochanges or ships arrivinginNunavutwaters holdanOutfitter License. Once a Transportation: TheGovernment ofNunavutrequires that allcruise Government Department of Nunavut, of Economic Development & Coordinator, Parks Canada(867)975-4687. more information contact: Visitor Experience Manager andPrevention are required for park users. Orientation isrequired For for everyone. for nationalparks requires anenvironmental Dayfees assessment. must holdapark businesslicence. Issuance businesslicence ofanew – landinginanationalpark orentering nationalpark coastal waters Parks Canada:Allmarinevessels –cruise,private ortour operator clear customs incommunities. PassengersAirport. onpleasure craft often contact thelocal RCMP to Canada Border SecurityAgency office located inNunavut, attheIqaluit port (e.g.Germany, France, US, Greenland) mustclear customs. Contact: Canada Border Services Agency: Allcruiseshipsarrivingfrom aforeign alcohol shouldnotbebrought into ourcommunity nortraded for local products. Pleasevisit. respect the wishesofthecommunity thatillegal substances and important to beinformed andaware ofanyrestrictions inthecommunities you sealskin, bone or ivory backsealskin, to boneorivory your own country. whether you can bringwildlife products suchas for locally-made artsandcrafts. Make sure you know generous whenbargaining andgive proper value Your spendingisimportant to ourlivelihoods, sobe recommendations made. wish to betreated atyour home.Follow anyadvice orsafety belongings, ourhomesandyards. Treat themtheway you As you explore ourcommunities, please respect ourprivacy, our children, andourhomes. communities, butplease askpermissionbefore taking pictures ofus,our We invite you to take pictures ofourbeautiful scenery andourfriendly Showing Respect andConsideration Several Nunavutcommunities have ch and oursubsistence. sources suchasseal andcaribou. Arctic animalsremain central to ourculture remember that we are proud ofourhuntingtraditions anduseoflocal food forof how we thousandsofyears have survived andhow we live now. Please We encourage visitors to learn aboutourInuit culture andto hear ourstories Learn AboutInuitandOurCommunities information and make themost of your travels inNunavut. your visit to beenjoyable for you andfor us.Please take thetimeto read this Welcome to ourbeautiful land—Nunavut—Canada’s Arctic territory. Wewant Sample Codeof Conductfor Tourists inNunavut osen to restrict alcohol anditis 14 117 The Tourism Industry in Nunavut 14 118 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut continues to expand and improve. Cellphone andInternet access islimited and Communication about thecommunity andsometimes artsandcrafts. Heritage Centres where you can access more information Most communities have Visitors Centres, Cultural Centres or Tourist Information limited ornofacilities for peoplewithdisabilities and facilities are usuallywithinwalking distance. Mostcommunities have very There isnopublictransport inmostcommunities. Communitiesare small Transportation/Accessibility cheque payments. CashinCanadian dollars ispreferred. artists/communities donothave facilities to process credit card, debitcard or The unitofcurrency inCanadaisCanadiandollars. Please note thatmost Currency Travel well! welcome you, your family andfriendsback to ourcommunities. encourage you to share your experiences withothers, sothatonedaywe can We hopeyour visitto Nunavut willleave you withgreat memories!We too. water sopleasehistory leave themwhere you findthem.Avoid littering onlandand stones andcultural treasures are notsouvenirs; are they part ofourancient As you hike ourtrails, you mayencounter stone tent ringsorartifacts. These guide first to see if there have been any recent polar bear sightings or warnings. but please beprepared. Checkwiththehamlet, theParks Canadaoffice or your If you venture away from thecommunity, enjoy our scenery andlocal fauna, their teams, unlessyou are especiallyinvited to doso. aredogs whilethey beingfed ortalk to theowners are whenthey working with free to watch them,butplease dosoatasafe distance. Donotinterfere with Dog teams are animportant part ofourculture. are They working dogs.Feel truly need. fresh items are notnecessarily restocked daily. Please purchase onlywhatyou effort to fillourshelves withprovisions, weather andflightspermitting, We invite you to visitourgrocery stores butremember thatittakes alotof Extract from II(Compakti theInuktionary Writers) Thank you How muchisthis? I don’tknow What isthat? Good evening Good morning My nameis______q soundslike German“ch” innachtshown asa(K) r soundslike French “r” inarrette jj soundslike “j”injump j soundslike “y”inyes How to pronounce Inuktitut consonants: Iua soundslike “wa” inwater Au soundslike “ou” infound Ai sondslike “i”inbite Vowel combinations are pronounced: Double (same)vowels are pronounced thesamebutlonger A soundslike “a” infar U soundslike “oo” intool I soundslike “ee” infeel How to pronounce Inuktitut vowel sounds: What’s your name? I amfine. How are you? Useful words inInuktitut. Here are somesuggestions. Goodluck! strong, healthy andimportant to ourculture, sowe encourage afew you to try Phrases While manypeopleunder40understand Englishwell, ourInuktitut language is Language Inuktitut Pronunciation Qujannamik Unaqassiqaqpa? Aamai Inna Kisu? Unnukkut Ullaakkut Atira______Kinaugavit? Qanuingittunga Qanuippit? (k)u-yan oo-na (k)assee(k)a(k)pa aa-my eena-kee-soo? oo-new-koot ood-laa-koot a-tee Key-now een-ngee-toong-a(k)a-new- eep-peat?(k)a-new- -ra -na-meek? -veet? 14 119 The Tourism Industry in Nunavut 120 Tourism Development Handbook for Nunavut Photo Fred Credit: Lemire/Nunavut Tourism NUNAVUT TOURISM 16 & Transportation (EDT). from theGovernment ofNunavut’s Department ofEconomic Development the industry, andreceives itsmandate andthemajorportionofitsfunding Nunavut Tourism isgoverned by aboard ofvolunteers withexperience in • • • Responsibilities include: designated astheDestinationMarketing Organization (DMO)for Nunavut. Nunavut Tourism isanot-for-profit tourism memberorganization preservation andsocialbenefitsfor Nunavummiut. opportunities thatencourage sustainable economic growth, cultural associations, communities, andtourism operators to promote tourism profit society, theorganization works closelywithgovernments, Inuit territorial economy. Created in1995andincorporated in1996asanon- Nunavut Tourism fulfills avital role insupportingacritical sector ofthe About NunavutTourism Training Marketing 4 3 2 1 Nunavut Tourism Strategic Plan2012–2017, March 2012 the industry, tourism marketing Support for training, product andresearch development asidentifiedby Member services Visitor services New Directions –Conferences About NunavutTourism 16 15 121 The Tourism Industry in Nunavut 15 122 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • • • • • Objectives: cultural preservation andsocialbenefitsfor thepeopleofNunavut. opportunities, whichoffer ameans ofsustainable economic growth, associations, communities, andtourism operators, we promote tourism As thelead agency working inpartnership withgovernments, Inuit Mission Statement: traditions. operating inNunavut, inharmonywithInuitcultureindustry and Our visionisto have adynamic,sustainable andprofessional tourism Vision Statement: and to operate inaprofessional, effective, and cost efficientmanner. To actasarepresentative Nunavut, bodyfor serving thetourism industry Mandate: success oftheirbusinesses To provide NunavutTourism members withinformation to improve the To fairly represent allmembers government agencies to promote Nunavuttourism products wholesalers, specialinterest groups, plustravel andothertourism and To establish andmaintain communication withtour operators, Nunavut To promote andsupport investment intourism in businessdevelopment programs andresearch involving tourism with respect to government policiesandregulations, government To liaisebetween governments, InuitAssociations,NGOsandindustry tourism products throughout Nunavut To encourage andaidintheimprovement ofthequalityexisting community based tourism inNunavut To encourage andenhancement andaidinthedevelopment of Canada andinternationally To promote andhelpmarket Nunavuttourism products withinNunavut, • • • • • • • • • benefits including: As atourism operator, beingamemberofNunavutTourism hasseveral Membership Benefits • • • • • methods for market outreach andpromotion include: raises awareness aboutNunavut asatourism destination.Theprimary Nunavut Tourism creates marketing opportunities for itsmembers and Marketing Discount onadsalesintheTravel Plannerandonourwebsite purchased for $1each Receive 50free Nunavutmapsperyear. Additionalmapscan be continually updated image bank Access to theNunavutTourism medialibrary, acomprehensive and and website the NunavutTourism toll free information line(1-866-687-8233) international consumer and travel trade shows, aswell asthrough and therefore refer your businesswhileattending nationaland Service match. Weare ableto match your services to potential visitors with issuespertaining to tourism site makes iteasy to submityour application, fees andto keep current Access to theNunavutTourism Members micro-site. Themember’s-only 7,500 copies distributed annuallyworldwide Free listingisprovided intheNunavutTravel Planner. Approximately and Iqaluit visitor centers inthecommunities ofCambridge Bay, Rankin Inlet, Display your marketing material andorbusinesscards inthe3 regional for photo updates, etc. business’s website. Abilityto access andedityour onlineprofile, Free listingontheNunavutTourism website withadirect linkto your Airline discounts for members to bringclientsto Nunavut Attending trade shows &speaking events Inserts intheNunavutTravel planner Ad space onNunavutTourism website Ads inmagazines thatreach appropriate target audiences marketingCo-op program

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123 The Tourism Industry in Nunavut TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Training Nunavut Tourism offers basic training opportunities throughout the year. Training is offered in response to member input. This has included: • Wilderness first aid • Small vessel operator proficiency (SVOP) • Customer service – CTHRC • Fly Fishing Workshop

Training and workshops are offered in conjunction with the Annual General Meeting. Nunavut Tourism also partners with emerit to provide training for tourism operators and their staff. This is discussed in more detail in Section 16. New Directions – Conferences Nunavut Tourism explores new tourism sectors to develop for the territory. One such area is attracting meetings and conferences to Nunavut. This is a growing sector and Nunavut Tourism has done some work in the past with success. The target is two per year. Nunavut Tourism’s role is to bring the events to Nunavut, but not to coordinate or provide on-ground logistical support; that is the new opportunity for tourism members. Photo Credit: Government of Nunavut 125 15

126 The Tourism Industry in Nunavut Tourism Development Handbook for Nunavut Photo Government Credit: ofNunavut HUMAN RESOURCES a strategy to meet thesechallenges. turnover can behigh.Ifyour businessisseasonal, you willneedto develop staff thatmaynothave extensive work experience ortraining. Employee the year. manyseasonal Asaresult, tourism businesses rely on entry-level Seasonality usuallymeans thatstaffing needswillfluctuate throughout the Seasons Staffing: NeedsChange with Justice at(867)975-7293. For information, contact theLabourServices Officer attheDepartment of You shouldalsobeaware ofthecurrent Labour Standards ActofNunavut. • • • • • • hire anyone, there are manythingsto consider, including: all needemployees to supporttheoperation ofthebusiness.Before you Though manysmalltourism businessesare owner-operated, almost they Training Staffing: NeedsChange with 2 1 how to retain good workers staff training managing your staff insurance andbenefits compensation levels andsalary how to recruit therightpeoplefor your business the Seasons

16 127 The Tourism Industry in Nunavut 16 128 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut • • • • Formal training can beshortorlong-term: Training Education Councilatwww.yukontec.com/career-centre/ready-to-work. Information aboutthisprogram isavailable through theYukon Tourism stable employment intourism—the world’s fastest growing industry. the skills,knowledge, attitudes, andexperience required for longterm, of classroom training andon-the-job thatprovides participants with assist peoplewithtransitions intheworkforce. Theprogram offers amix Ready-to-Work program isanationalskillsdevelopment designed to Ready-to-Work visit www.servicecanada.gc.ca/csj2013 orcall 1-800-935-5555. aged 15to 30years. For further information andto obtain anapplication, businesses, whooffer summeremployment opportunities for students The program provides wage subsidiesto employers, includingtourism assist full-time students inpreparing into for thelabourmarket. theirentry Service Canadaoffers aprogram called CanadaSummerJobsdesigned to Service Canada (www.nnsl.com/jobs/jobs.html) Yellowknifer. InuvikDrum,DehChoNWTNews/North, News, appear inthesix(6)newspapers Kivalliq itpublishes–NunavutNews, NorthprovidesNews anon-linelistingofallthecurrent jobpostingsthat News NorthClassifieds the weekly editionoftheprinted newspaper. providesNunatsiaq News on-linelistingsofalljobpostingsthatappear in Nunatsiaq News Classifieds Recruiting Options Master inTourism Marketing several years ofeducation, e.g. degree inTourism Management, a few monthsofintense training, e.g.flightattendant training school a few weeks offormal training, e.g.bartending school how to cook menuitem anew oraservice excellence workshop a few hours ofprofessional training, development e.g.demonstration of tourism related materials are available inInuktitut. into Inuktitut. Thisinitiative willcontinue (funds untilall permitting) working closelywiththe CTHRC to translate theemerittraining modules of skilltraining programs. Economic &Transportation Development is institutions, andlarge corporate enterprises, to theemerit line develop CTHRC works hand-in-handwithindustry, smallbusinesses,education the emerittraining products are researched, designed,andtested. The CanadianTourism HumanResource Council(CTHRC) iswhere visit theirwebsite atwww.emerit.ca. For complete information ontraining programs available from emerit, training services withintheterritory. experiences. NunavutTourism staffs emeritcertified trainers to provide employers improve andenhance service delivery customers’ tourism diverse range ofproducts andprograms designedto helpemployees and formats. Recognized across Canada,emerittourism training provides a the finesttraining resources inon-line,paper-based orinstructor-led human resource products andservices. emerittourism training offers Nunavut Tourism isaffiliated withemerit,Canada’s seal ofexcellence in opportunities, andon-linetraining. national occupational standards, emeritcertification andrecognition associations alsooffer seminars, service excellence workshops, andemerit The national,provincial andterritorial tourism education councils/ annual tourism conference to speakers, presentations orworkshops. and government ortourism departments, andcan beanythingfrom an programsIndustry includethoseoffered by professional associations may berequired for someoccupations orregions. offered through community colleges, associationsororganizations, and workplace safety, first aidandresponsible alcohol service programs, are Hazardous Materials Information System (WHMIS)programs, andsome for someoccupations. For example, theFoodsafe andWorkplace programs includecourses andworkshops, several ofwhichare mandatory Training maybeoffered through the community orindustry. Community coursesdevelopment andprograms. Somecompanieswork.) offer andoptionalprofessional bothmandatory professional certification can beoffered to employees and can bedoneat provide on-going training intheworkplace. (For example, emerit Training can occur through your employer orcompany. Manyemployers

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129 The Tourism Industry in Nunavut TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Canadian Tourism Human Resource Council (CTHRC) Established in 1993, the CTHRC promotes professionalism throughout the sector and addresses key labour market issues. Collectively, Council members and the CTHRC bring together Canadian tourism businesses, labour unions, associations, educators and governments to co-ordinate human resource development activities and contribute to a sustainable, globally competitive tourism sector. The CTHRC provides resources that include more than 50 national occupational standards as well as on-line and paper-based training tools. (www.cthrc.ca) Photo credit: Curtis Jones/Nunavut Tourism 131 16

132 The Tourism Industry in Nunavut Tourism Development Handbook for Nunavut Photo ChristianKimber/Nunavut Credit: Tourism RESOURCES CONTACTS AND Section 3:Key Plans Section 1:Introduction Service Centre Canada/Nunavut Business Nunavut Tourism Association Division –Head Office TourismIqaluit, andCultural Industries Kitikmeot (Kugluktuk) Kivalliq (Rankin Inlet) Qikiqtaaluk South(Pangnirtung) Qikiqtaaluk North(Pond Inlet) Department of Economic Development &Transportation Regional Offices www.nunavuttourism.com www.canadabusiness.ca 1-866-NUNAVUT (867) 975-7800 (867) 982-7453 (867) 645-8453 (867) 473-2662 (867) 899-7378 (867) 975-7860 (686-2888) 17 133 The Tourism Industry in Nunavut 17 134 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Section 5:Defining theProject Kimmirut Iqaluit Igloolik Hall Beach Grise Fiord Clyde River Cape Dorset Arctic Bay Qikiqtaaluk (CapeDorset) Kivalliq (Rankin Inlet) Kitikmeot (Cambridge Bay) Regional LandsAdministrators Government Services Department ofCommunityand Kitikmeot InuitAssociation Kivalliq InuitAssociation Qikiqtani InuitAssociation(Baffin) (Land Management Department) Regional InuitAssociations (NTI) Nunavut Tunngavik Incorporated Canada Development Aboriginal Affairs andNorthern Land Use PlanningCoordinator Nunavut Municipalities –PlanningandLandAdministrator and/or Economic Development Officer Municipal Offices –Baffin Region [email protected] [email protected] www.aadnc-aandc.gc.ca [email protected] [email protected] [email protected] www.tunngavik.com [email protected] [email protected] 1-800-220-6581 1-800-667-2742 1-888-646-0006 (867)939-2247 (867) 979-5600 (867) 934-8830 (867) 928-8856 (867) 980-9959 (867) 897-8943 (867) 439-8276 (867) 897-3619 (867) 645-8115 (867) 983-4010 (867) 983-2458 (867) 975-4572 (867) 975-4900 (867) 924.6220 Whale Cove Repulse Bay Rankin Inlet Coral Harbour Chesterfield Inlet Baker Lake Arviat Resolute Bay Qikiqtarjuaq Pond Inlet Pangnirtung Taloyoak Kugluktuk Kugaaruk Gjoa Haven Cambridge Bay Sanikiluaq Municipal Offices –Kitikmeot Region Municipal Offices –Kivalliq Region hamletcedoresolute@xpl [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] (867) 896-9961 (867) 462-4101 (867) 645-2895 (867) 925-8867 (867) 898-9206 (867) 793-2874 (867) 857-2941 (867) 252-3616 (867) 927-8832 (867) 899-8934 (867) 473-8953 (867) 561-2300 (867) 982-6500 (867) 769-6281 (867) 360-6163 (867) 983-2337 (867) 266-7900 ornet.com

17 135 The Tourism Industry in Nunavut 17 136 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Section 6:Information CollectionandEvaluation Section 7:Tourism Market Analysis Incorporation Kitikmeot CommunityFutures Community Futures offices Service Centre Canada/Nunavut Business &TransportationDevelopment Department ofEconomic corporation) Corporation (territorial crown Nunavut BusinessDevelopment corporation) of Canada(federal crown Bank Business Development Corporation Baffin BusinessDevelopment Centre Keewatin BusinessDevelopment Institute Canadian Tourism Research Canadian Tourism Commission of Canada Tourism Association Industry Statistics Canada Organization World Travel andTourism World Tourism Organization Nunavut Tourism Association &TransportationDevelopment Department ofEconomic Tourism andCultural Industries, www.corporate.canada.travel www.conferenceboard.ca/ctri/ 1-866-NUNAVUT, (686-2888) 1-877-BDC-BANX (232-2269) www.nunavuttourism.com www.statcan.ca/start.html www.canadabusiness.ca www.gov.nu.ca/edt www.baffinbdc.ca www.tiac-aitc.ca www.nbcc.nu.ca www.wttc.travel www.unwto.org 1-888-975-5999 [email protected] (867)975-7800 [email protected] (867) 979-6551 (613) 238-3883 (867) 975-7800 (867) 975-7860 (867) 975-7860 (867) 979-1303 (867) 645-2126 1-888-886-0260 (867) (867) www.bdc.ca www.kcfi.ca default.htm 983-7380 983-7383

Section 10:FinancialAnalysis Section 9:Resource Impact Assessment Section 8:Project Site Evaluation Department ofEnvironment Nunavut Water Board (NTI) Nunavut Tunngavik Incorporated See Section5for full listing Nunavut Municipalities: Qikiqtaaluk (CapeDorset) Kivalliq (Rankin Inlet) Kitikmeot (Cambridge Bay) Regional LandsAdministrators Government Services Department ofCommunityand the Natural Resources Canada) (a branch ofEarthSciences for ofCanada Geological Survey (See Section6for full listing) Community Futures Offices Corporation Nunavut BusinessCredit Business Services Advisors Nunavut Impact Review Board www.nrcan.gc.ca/earth-sciences www.tunngavik.com www.env.gov.nu.ca/ www.nbcc.nu.ca www.nwb-oen.ca 1-866-233-3033 (867) 983-4600 (867) 975-7891 1-855-521-3745 1-888-646-0006 (867) 975-7731 (867) 975-7749 (867) 360-6338 (867) 975-4900 (867) 897-3619 (867) 645-8115 (867) 983-4010 www.nirb.ca 17 137 The Tourism Industry in Nunavut 17 138 TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Section 12:Insurance Section 11:Tourism Licensing Kitikmeot region Kivalliq region Baffin South region Baffin North region British Columbia(COTA) Council ofTourism Associationsof Insurance Bureau ofCanada Canada Export Development Nunavut Tourism Association &TransportationDevelopment Department ofEconomic Tourism andCultural Industries, Department ofJustice Nunavut Legal Registries Commission Workers’ Safety andCompensation Canada Revenue Agency Regional Tourism Officers

www.cotabccom.nationprotect.net/ www.cra-arc.gc.ca/tx/bsnss/tpcs/ business_services/insurance.aspx www.nunavutlegalregistries.ca/ bn-ne/rgstr/menu-eng.html cr_bca_territorial_en.shtml www.nunavuttourism.com www.gov.nu.ca/edt 1-866-NUNAVUT www.wscc.nt.ca 1-877-404-4407 1-800-377-6378 1-866-283-2957 1-877-959-5525 [email protected] (867) 982-7452 (867) 645-8450 (867) 473-2679 (867) 899-7338 (867) 979-6551 (867) 975-7800 (867) 975-6590 (867) 979-8500 www.edc.ca www.ibc.ca (686-2888)

Section 14:MarineTourism Section 15:NunavutTourism Development &TransportationDevelopment Department ofEconomic Tourism Division Kitikmeot InuitAssociation Kivalliq InuitAssociation Qikiqtani InuitAssociation(Baffin) Management Department) Regional InuitAssociations(Land Parks Canada Prevention Coordinator, Visitor Experience Manager and Nunavut Tourism Association www.nunavuttourism.com 1-866-NUNAVUT (867) 979-6551 1-800-220-6581 1-800-667-2742 (867) 975-7800 (867) 983-2458 (867) 975-4687 (686-2888)

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139 The Tourism Industry in Nunavut TourismThe Tourism Development Industry in Handbook Nunavut for Nunavut Section 16: Human Resources

Labour Services Officer (867) 975-7293 Department of Justice emerit www.emerit.ca 1-800-935-5555 Service Canada www.servicecanada.gc.ca/ csj2013 www.cthrc.ca Canadian Tourism Human Resource [email protected] Council (CTHRC) (613) 231-6949

(867) 979-5357 Nunatsiaq News www.nunatsiaqonline.ca/ currentads/jobs Iqaluit: (867) 979-5990 News North Rankin Inlet: (867) 645-3223 www.nnsl.com/jobs/jobs.html (867) 979-4654 Baffin Regional Chamber of Commerce www.baffinchamber.ca Kivalliq Regional Chamber of Commerce (867) 645 2805 SOURCES

2013 Nunavut Economic Outlook, Nunavut Economic Forum, 2014 Tunngasaiji: A Tourism Strategy for Nunavummiut, Economic Development & Transportation, 2014 Nunavut Tourism Aftercare Guide, Nunavut Tourism, 2014 Nunavut Tourism Strategic Plan 2012–2017, March 2012 Nunavut Visitor Exit Survey 2011, Nunavut Tourism, 2012 Tourism Development Handbook for the Northwest Territories, NWT Tourism Association, 2008 Cruise Ship Visits: A Handbook for Your Community, Nunavut Tourism 2004

Photo Credit: Government of Nunavut 141 18

The Tourism Industry in Nunavut Photo HansG.Pfaff/Nunavut Credit: Tourism Tourism and Cultural Industries Economic Development & Transportation Government of Nunavut P.O. Box 1000, Station 1500 Iqaluit, NU X0A 0H0 Tel: (867) 975-7800 Toll Free: 1-888-975-5999 Fax: (867) 975-7870 [email protected]

Canadian Northern Economic Development Agency