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Dare to Be Different! TOURISM DESTINATION VISITOR APPEAL ASSESSMENT: LABRADOR REGION Labrador Tourism Destination Visitor Appeal Appraisal Dare to Be Different! Conducted by: Submitted by: Tourism Café Canada & Brain Trust Marketing & Communications (January 2015) TOURISM DESTINATION VISITOR APPEAL ASSESSMENT: LABRADOR REGION Map of Labrador Visitor Region Submitted by: Tourism Café Canada & Brain Trust Marketing & Communications (January 2015). TOURISM DESTINATION VISITOR APPEAL ASSESSMENT: LABRADOR REGION Executive Summary In 2009, the tourism industry and province of Newfoundland and Labrador (NL) released their vision to double tourism revenues to $1.58B by 2020. Titled Uncommon Potential: A Vision for Newfoundland and Labrador Tourism (Vision 2020) this document has been a blueprint growth in NL guided by seven strategic directions. Underpinning the vision is respect for home, residents, travellers, communities and profitability. Labrador is an emerging destination that has been described as the ‘last tourism frontier’ to be developed in North America. VISION STATEMENT Newfoundland and Labrador be a leading tourism destination, offering an authentic and exotic experience, through the ‘creativity brand pillars of people, culture and the natural environment’. Uncommon Potential Situated near the iconic Gros Morne National Park and the Viking Trail, which have had decades of investment and collaborative development, comparatively Labrador is in its infancy. As such, for tourism to be key economic driver of growth, building regional pride, and creating employment, it requires significant infrastructure investments such as roads and communications, but also requires building the human resource capacity and the depth, diversity and quality of authentic experiences that attract high- yield residents and non-resident travelers to experience “The Big Land.” Strategic directions #4 was product development aimed at ensuring NL delivers memorable, travel experiences to attract visitors from around the world. This is the key to delivering on the provincial brand promise and bringing the brand to life based on the assets and attributes of a diverse array of natural and cultural heritage combined with the colorful character of the people. To guide the regional strategic investments in product and destination development, Hospitality Newfoundland and Labrador (HNL) in partnership with the Department of Tourism, Culture and Recreation (TCR), commissioned a customized Tourism Destination Visitor Appeal Appraisal (TDVAA) to be completed in each region. Led by Tourism Café Canada and Brain Trust Marketing and Communications, the project team included HNL, TCR and Destination Labrador (DL). The over-arching goals were to create an understanding of what needs to be done to strengthen the ability to grow the tourism industry in ways that: 1) Resonate with travelers, reinforce the brand and increases the return on investment; 2) Continue to improve the visitor experience and visitor economy; and 3) Empower the Labrador Region to be a visible leader of responsible, sustainable tourism. Designed to take a visitor-centric approach, this study reviewed 193 documents, reports and studies combined, plus data from the Tourism Destination Management System (TDMS) and Restaurant Association of NL’s (RANL) e-dining databases. New variables were added to the primary data collection that was supported by DL and TCR. This 9-month process (October 2013 to June 2014) incorporated insights from an online stakeholder questionnaire and community stakeholder sessions in November 2013 to launch the project, and March 2015 to present and secure input on the preliminary findings. Finally, a parallel Nunatsiavut Tourism Refresh project, which leveraged the TDVAA, added additional insight from 26 interviews, a second advisory committee, plus community visits and in-person and online stakeholder meetings with a range of professionals from tourism operators, government employees, elected officials, heritage guides, Parks Canada staff and members of the artisan community. Submitted by: Tourism Café Canada & Brain Trust Marketing & Communications (January 2015). TOURISM DESTINATION VISITOR APPEAL ASSESSMENT: LABRADOR REGION Specifically, the TDVAA examined five dimensions using qualitative and quantitative data: 1. Reports, plans and research documents, and projects-in-the-pipeline. 2. Visitor profile information and three customer engagement tools for tourism services and attractions and municipalities: Websites, Facebook and TripAdvisor. 3. Product and market dimensions which included primary and secondary demand generators, transportation and access, visitor information centers, accommodations, culture, heritage and nature based assets, trails and routes, recreational and man-made attractions, shopping and retail, culinary, food and beverage, conference, conventions and trade shows, activity-based tourism businesses (e.g. whale watching) and program based tourism businesses (e.g. festivals and events, guiding companies). 4. Sustainability dimensions which included human resources, sales and marketing practices, environmental and social practices, strategic planning and investment. 5. Measures of success against which progress is measured and new variables are considered that would enrich understanding and decision-making. Benefits of the Assessment “A successful visitor economy requires managing all of the components in an integrated and long-term way, with a clear focus on the needs of the visitors the destination is seeking to attract”1 The core benefit from the TDVAA is that it provides a Figure 1: The Tourism Experience Investment Cycle consolidated review and key findings to guide the strategic direction for optimizing the tourism investment cycle (Figure 1) and the tactical investments for destination development. In Labrador this is critical for tourism based projects, but also the many regional developmental initiatives that benefit people, communities and visitors alike such as the paving of the Trans-Labrador Hwy, replacing the aging ferries, improving telecommunications, and the Muskrat Falls resource development. All of these provincial initiatives will have an impact on tourism to greater or lesser degrees and have been considered in this Labrador TDVAA. 1 Culture Northwest (2006). Understanding the visitor economy. Downloaded from: http://culturehive.co.uk/wp- content/uploads/2013/04/Understanding-the-Visitor-Economy.pdf Submitted by: Tourism Café Canada & Brain Trust Marketing & Communications (January 2015). TOURISM DESTINATION VISITOR APPEAL ASSESSMENT: LABRADOR REGION Key Findings Seventeen aggregate key findings emerged from the analysis of the primary and secondary data sources (Chapter 4), and the iterative feedback process that ensured continual stakeholder input and validation throughout the nine months. Each key finding, detailed in Chapter 3, is supported by tactical actions that provide the foundation for operators, HNL, TCR, IBRD, Parks Canada, the Nunatsiavut Government (NG), Tourism Nunatsiavut (TN), and the Atlantic Canada Opportunities Agency (ACOA) to support implementation. Finding #1: Labrador is a jewel in the provincial tourism crown that has the potential to experience unprecedented growth and expansion over the next decade. Finding #2: Long-term success in driving new market share in Labrador requires a collective vision for product development, a commitment to competing on value, developing and consistently delivering high quality, market ready memorable visitor experiences, and shared investment and risk between government and the private sector. Finding #3: The support of local communities is essential for tourism to flourish in Labrador. Finding #4: The Nunatsiavut Government’s commitment to investing in tourism, in ways that strengthens the capacity of individuals, businesses and host communities, is starting to generate measurable results. Finding #5: User-friendly customer profiles will help operators better understand Labrador’s ideal guests. Finding #6: Labrador’s visitor experience has the potential to truly bring the “Uncommon Potential” brand of the Newfoundland and Labrador’s tourism experience to life. Finding #7: Nunatsiavut is taking a leadership role in developing capacity for an Artisan Network and an Experiential Providers Network to generate opportunity and raise the international profile of Labrador’s Inuit. Finding #8: Outfitters are a major asset to Labrador’s tourism industry; but their potential is not yet being fully realized. Finding #9: There’s an untapped opportunity to respond to niche market demand and further develop winter sports tourism in Labrador. Finding #10: The province has the potential to lead the way in Labrador with innovative visitor servicing in a northern Canadian context. Finding #11: The online presence for Labrador tourism businesses requires improvement; but keep it simple. Finding #12: There is an opportunity to improve the food and beverage options in Labrador, but the owners/operators face a number of challenges. Finding #13: Efforts to protect the natural environment and cultural tourism assets exist in large part because of the due diligence of Parks Canada, the Nunatsiavut Government and the non-government organizations in Labrador. Finding #14: “Tourism in Labrador is not just about sustainability, it’s about survivability.” Dare to be different with innovative projects and contract-based approaches to investing in tourism development. Finding #15: There is a rich resource of reports, plans
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