Page 1 of 187
CITY OF DUNCAN Agenda Tourism Committee Meeting Tuesday, October 14, 2014 @ 8:30 a.m. Committee Room, City Hall, 200 Craig Street, Duncan, BC
Page #
1. Call to Order
2. Introduction of Late Items
3. Approval of Agenda
3.1. Adoption of Agenda
That the October 14, 2014 Tourism Committee agenda be adopted (as circulated) (as amended).
4. Adoption of Minutes
4.1. September 15, 2014 Tourism Committee Minutes 2 - 5
That the minutes of the September 16, 2014 Tourism Committee meeting be adopted.
5. Unfinished Business
5.1. Explore Cowichan Magazine (Need to choose the top 3-5 'Experiences' 6 - 9 in Duncan and submit them to Cathy Mailhot for the 2015 edition and submit 'suggested' wording for the editorial)
5.2. Tourism Marketing Strategy (Examples from Squamish and Elkford 10 - 179 attached)
6. New Business
6.1. Native Art Branding Scheme (per Councillor Jackson) 180 - 182
6.2. Malahat Rest Area Signage and Totem (Need to determine 4-6 unique 183 - 185 activities and attractions and submit to Cathy Mailhot)
7. Information Items
7.1. Photos of the Totem Signage that is erected at the Visitor Information 186 - 187 Centre
8. Question Period
9. Adjournment
City of Duncan, Tourism Committee Meeting - October 14, 2014 4. 4.1. Page 2 of 187
City of Duncan Tourism Committee Minutes A Tourism Committee Meeting was held in the Committee Room, City Hall, 200 Craig Street, Duncan, BC, on Tuesday, September 16, 2014 at 10:06 a.m.
Present Councillor Sharon Jackson, Acting Chair Judy Hill Councillor John Koury (North Cowichan) Mike Kelly MaryAnn Hartley Sonja Nagel
Absent W/Notice Councillor Tom Duncan Councillor Michelle Staples
Also Present Peter de Verteuil, Chief Administrative Officer Tricia Mayea, Corporate Services Coordinator
Call to Order
Call to Order The Chair called the meeting to order at 10:06 a.m.
Introduction of Late Items
Late Item It was moved and seconded:
That the topic of Tear Away maps be added to the agenda as a late item under New Business Item 7.1. CARRIED
Approval of Agenda
Adoption of Agenda It was moved and seconded:
That the September 16, 2014 Tourism Committee agenda be adopted, as amended, to include the late item. CARRIED
Adoption of Minutes
August 12, 2014 It was moved and seconded: Tourism Committee Minutes That the minutes of the August 12, 2014 Tourism Committee Meeting be adopted. CARRIED
Delegations
Cathy Mailhot, Cathy Mailhot from Tourism Cowichan was in attendance to Tourism Cowichan discuss the editorial content of the Vancouver Island Vacation Guide (TAVI) and Explore Cowichan magazine.
City of Duncan, Tourism Committee Minutes - September 16, 2014 Page 1 of 4 4. 4.1. Page 3 of 187
TAVI Guide Ms. Mailhot explained that the exact deadline to submit editorial content to TAVI changes year to year but usually it is sometime in July or August.
The Committee advised Ms. Mailhot of its opinion that 'Duncan' is not well profiled in the guide and that the Committee could write an editorial that better represents Duncan's modus operandi.
Ms. Mailhot explained that TAVI has complete control over the editorial content of the TAVI guide in order to keep a consistent theme and flow throughout. It was suggested that perhaps the Committee could put together a list of bullet points they would like to see highlighted in the guide and Cathy would forward this to Tourism Vancouver Island for their consideration.
The Committee asked that Ms. Mailhot contact Denise at Tourism Vancouver Island to obtain a copy of what will be published in the 2015 TAVI Guide and to email it to the CAO and the CSC for distribution to the Committee. Ms. Mailhot agreed to do this and would contact the CAO if she had any problems obtaining this.
Councillor John Koury arrived at 10:21 a.m.
Explore Cowichan Magazine Ms. Mailhot advised the Committee that the 2015 publication of the Explore Cowichan magazine is going to receive a complete refresh including the removal of the food analogies. It will be published in January 2015 and the first opportunity for the Tourism Committee to provide input regarding the content is right now. Ms. Mailhot warned that not everything would be able to be included in the magazine but suggested that the Tourism Committee choose the top 3 - 5 experiences in Duncan, making sure that they are not all downtown specific, and submit them to her as soon as possible.
Ms. Mailhot concluded by stating she is available to answer questions at any time and welcomes ongoing communication with the Tourism Committee.
Sonja Nagel left the meeting at 10:50 a.m.
City of Duncan, Tourism Committee Minutes - September 16, 2014 Page 2 of 4 4. 4.1. Page 4 of 187
Unfinished Business
2015 - Tourism The Tourism Committee viewed several hundred photos obtained Association of through the services of Phil Ives from Independent Media Vancouver Island (TAVI) Ad Productions, for the purpose of updating the photographs in the 2015 TAVI Ad. The Committee agreed on about 20 photos that may be suitable for the Ad. Unfortunately, most of the photos did not capture what the Committee was looking for. Of the 20 photos identified, it was determined that some of them would be recreated with the addition of people in the shots and/or taken from different angles.
The Corporate Services Coordinator will print the 20 pictures identified, and the 2014 TAVI Ad, for the Committee's consideration at an impromptu meeting to be held next week. The Committee agreed, however, that the wording in the Ad will remain the same as the 2014 Ad.
Councillor John Koury left the meeting at 11:24 a.m.
City of Duncan The topic of the 'City of Duncan Rack Card' was postponed until Rack Card the next meeting.
Tourism Marketing The topic of a 'Tourism Marketing Strategy' was postponed until Strategy the next meeting.
Letter from the The topic of the 'Totem Tour Guide' was postponed until the next Duncan BIA Re: meeting. Totem Tour Guide
New Business
Tear Away Maps It was noted that 5,000 of the 10,000 tear away maps that were purchased in February of this year have already been used. The Corporate Services Coordinator was asked to obtain quotes from various vendors both inside and outside of the City before the next reprint.
Information Items
Banner Poles on The letter from the Ministry of Transportation and Infrastructure South Side of the regarding the banner poles on the south side of the silver bridge Silver Bridge was received for information.
Tourism Committee The Tourism Committee budget as at September 2014 was Budget received for information.
City of Duncan, Tourism Committee Minutes - September 16, 2014 Page 3 of 4 4. 4.1. Page 5 of 187
Adjournment
Adjourn It was moved and seconded:
That the September 16, 2014 Tourism Committee meet adjourn at 12:02 p.m. CARRIED
Tricia Mayea, Corporate Services Coordinator Councillor Sharon Jackson, Acting Chair
City of Duncan, Tourism Committee Minutes - September 16, 2014 Page 4 of 4 5. 5.1. Page 6 of 187
Explore Cowichan Guide Duncan - 400 words.
Duncan is a small town packed with superlatives, big on things to see and do. Originally a whistle stop for the E&N Railway, the City of Duncan lies at the heart of the Cowichan region.
Graced with unique character buildings, Duncan is an architectural delight. Stroll through the picturesque streets and view delightful heritage buildings such as the City Hall Clock Tower and historic train station that houses the Cowichan Valley Museum.
Duncan is a great destination hub, offering a variety of exciting attractions ¨C live theatre, musical performances and a memorable downtown shopping experience.
The city’s arts and entertainment community is also prominently showcased at the many galleries & exhibits, arts & music festivals and events throughout the year.
Often referred to as the “City of Totems,” Duncan prominently displays over 40 totem poles along city streets and walkways, proudly celebrating the history and culture of the area’s First Nations people. Each carved pole tells of the diverse past and traditions of Cowichan’s First Nations - a pictorial record of the peoples’ legends and family ancestry. Experience more of this rich heritage when you explore galleries representing more than 100 First Nations artists, renowned worldwide for their carvings and Cowichan knit sweaters. From July to September experience the Cowichan First Nations’ way of life through their artifacts, cuisine, crafts and ceremonies at the Quw’utsun’ Cultural and Conference Centre.
Fast Facts
Established in 1912, Duncan is the Cowichan region’s main commercial centre.
The downtown core boasts well over 100 independent shops, boutiques and galleries, salons and spas, cafes, bakeries, freshly-brewed beer, and an impressive variety of restaurants.
Over 40 hand-carved authentic totems grace the streets and walkways of the city.
The City proudly displays the world’s largest hockey stick!
Duncan is home to Vancouver Island’s largest farmers market, every Saturday.
‘Duncan’s Chinatown’, a series of 20 panels in Artists Alley, features archival photos and images from the Cowichan Valley Museum. The exhibit depicts the Chinese community of Duncan in the mid 19th century. 5. 5.1. Page 7 of 187
‘Duncan’s V.I.’ is another art alley exhibit depicting Duncan life 100 years ago. The transformation from a small townsite to the commercial centre of the Cowichan Valley is illustrated through series of 25 archival photographs.
The City of Totems also boasts the world’s first totem drinking fountain, and the world’s widest totem pole.
Just outside the downtown core, Somenos Marsh Conservation Area is home to over 200 species of birds.
2015 TAVI Suggested wording for Duncan
Come off the highway and explore the City of Totems, in the “Heart of Cowichan.” Duncan’s revitalized heritage downtown is lined with shops, galleries, bookstores, restaurants & café’s and a popular brew pub and wine bar.
Immerse yourself in local history with a visit to the downtown museum, a free tour of 38 First Nations totems lining the downtown streets, and stroll down alleys lined with outdoor historical exhibits. Shop for toys, fashion, books, Cowichan sweaters and First Nations art. Catch live music many nights of the year in local clubs and during the 39 Days of July summer festival. Don’t miss the Duncan Farmer’s Market, a year-round Saturday tradition in City Square and neighbouring streets with live entertainment and more than 120 vendors selling local produce, crafts, baked goods, fashion, jewellery and more.
Make the following a separate ‘message’ at the end of the Duncan section -
Just minutes from Downtown check out the locomotives, “donkey engines” and open‐air museum at the BC Forest Discovery Centre or Cheer on trained birds of prey during aerial displays at the Raptors Centre.
Take a drink of Duncan’s award winning water from the Quench drinking fountain sculpture.
5. 5.1. Page 8 of 187
Explore Cowichan Guide Duncan - allowed 400 words. This has 292
Come off the highway and explore the City of Totems, in the “Heart of Cowichan”. Originally a whistle stop for the E&N Railway, Duncan’s revitalized heritage downtown boasts wide sidewalks, street trees and bustles with activity in its shops, galleries, bookstores, toy stores, restaurants & café’s, and a popular brew pub and wine bar.
That unique heritage in downtown includes Duncan’s 100 year old City Hall and clock tower, listed on the BC Heritage Registry, and a 102 year old historic train station, listed on the National Heritage Registry, which now houses the Cowichan Valley Museum.
Immerse yourself in local history with a visit to the museum, take a free tour of 38 First Nations totem poles lining the downtown streets, and stroll down alleys lined with outdoor historical exhibits.
Duncan proudly celebrates the history and culture of the area’s First Nations people, with brand new interpretive signage for each carved totem pole telling of the diverse past and traditions of the First Nations peoples and the carvers themselves.
Experience more of this rich heritage when you explore galleries representing more than 100 First Nations artists, renowned worldwide for their carvings and Cowichan knit sweaters. From July to September experience the Cowichan First Nations’ way of life through their artifacts, cuisine, crafts and ceremonies at the Quw’utsun’ Cultural and Conference Centre.
. The City’s arts and entertainment community is prominently showcased in the many downtown galleries & exhibits. Catch live music many nights of the year in local clubs and during the 39 Days of July summer festival.
Don’t miss the Duncan Farmer’s Market, a year-round Saturday tradition in City Square and neighbouring streets with live entertainment and more than 120 vendors selling local produce, crafts, baked goods, fashion, jewellery and more.
Separate section…….
Fast Facts 5. 5.1. Page 9 of 187
Established in 1912, Duncan is the Cowichan region’s main commercial centre.
Downtown Duncan boasts: well over 100 independent shops, boutiques and galleries, salons and spas, cafes, bakeries, freshly-brewed beer, and an impressive variety of restaurants. 38 carved totem poles, ranging from 12feet (3.6m) to 34feet (10.2m) tall, grace the streets and walkways of the city. the world’s widest totem pole Vancouver Island’s largest farmers market, every Saturday. ‘Duncan’s Chinatown’, a series of 20 panels in an outdoor art alley exhibit, features archival photos and images from the Cowichan Valley Museum. The exhibit depicts the Chinese community of Duncan in the mid 19th century. ‘Duncan’s V.I.’ is another art alley exhibit depicting Duncan life 100 years ago. The transformation from a small townsite to the commercial centre of the Cowichan Valley is illustrated through a series of 25 archival photographs. award winning water and the world’s first totem sculpture drinking fountain appropriately named “Quench”.
Just minutes from Downtown Duncan: marvel at the world’s largest hockey stick! visit the Somenos Marsh Conservation Area; home to over 200 species of birds ride the locomotives, and check out the “donkey engines” and open-air museum at the BC Forest Discovery Centre cheer on trained birds of prey during aerial displays at the Raptors Centre. take a swim at the aquatic Centre splash in the outdoor Spray park
5. 5.2. Page 10 of 187
Branding, Development & Marketing Action Plan
FINAL September 2014 5. 5.2. Page 11 of 187
PREFACE
This Squamish Branding, Development and Marketing Action Plan was developed through a collaborative community process between Destination Development Inc. (DDI) (dba Roger Brooks International) and the people of Squamish, B.C. We would like to thank the District of Squamish, the 17 brand volunteers who have participated on the Brand Development Committee and the Brand Development Team, as well as many business and property owners, residents, and others for the hours they devoted to the process of making this plan a reality, contributing their time and valuable input of ideas, resources, and feedback.
The recommendations made in this Plan are based on the information provided to DDI by many caring and concerned citizens of the District, research, best practices in other locations, and the findings of previous plans and studies, as well as experience and expertise in the field.
The results from implementation of this Plan are dependent upon many factors, including the time, effort, funding availability, and cooperation of those involved in its implementation.
DDI has provided the District of Squamish with the native InDesign files for this Plan, so the District of Squamish has the ability to make future changes and edits to the plan on its own. Any changes or edits that are made by the District of Squamish or its employees, partners, collaborators, or assignees, after receipt of this plan from DDI, are made without the input and expertise of DDI. 5. 5.2. Page 12 of 187
Table of contents
Introduction ...... 1 Primary goals of this effort ...... 2 The 10 things you need to know about branding ...... 2 The Branding Process ...... 3 The Target Audience ...... 9 The Set-up ...... 10 The Challenge ...... 11 The Brand Strategy ...... 13 The Look and Feel of the Brand ...... 15 Marketing Materials ...... 17 Squamish Recommendations 1 Form the Brand Leadership Team ...... 18 2 Brand Leadership Team assignments ...... 21 3 Establish a BLT speaking engagement calendar ...... 23 4 Secure domain names ...... 24 5 Begin the transition to the new brand identity ...... 24 6 Bring other local organizations and partners into the brand ...... 25 7 Get the Brand Promise out there ...... 26 8 Downtown retail and business recruitment ...... 27 9 Encourage Downtown businesses to open late ...... 28 10 Create “The Very Best Of” Squamish brochure ...... 28 11 Continue to grow digital library in support of the brand ...... 31 12 Brand District vehicles ...... 32 13 Continue to improve access to and use of the waterfront ...... 33 14 Solicit input from local groups to identify ways to better support and access Squamish’s outdoor activities . . 33 15 Begin development of the 2016 Activities Guide ...... 34 16 Develop a branded website “jump page” ...... 34 17 Integrate the new brand into monthly newsletters ...... 36 18 Launch a community clean-up program ...... 38 19 Find your best Squamish spokespeople - put them on film ...... 39 20 Develop “itineraries by locals” marketing program ...... 40 21 Start developing sample itineraries ...... 42 22 Review giving Downtown a name ...... 42 23 Accelerate plans to connect the various “hubs” via trails ...... 44 24 Secure funding and contract for the creation of a comprehensive wayfinding system ...... 44 25 Build and install new “Welcome to Squamish” signs ...... 46 26 Create a database of regional clubs and organizations ...... 47 27 Create a series of brand awareness posters ...... 49 28 Identify innovative and cost-effective local guerilla marketing initiatives ...... 52 29 Start inviting clubs and organizations to host events in Squamish ...... 52
Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 13 of 187
30 Integrate the brand into existing economic development marketing materials ...... 52 31 Rebrand the trail guide ...... 53 32 Update District policies and processes to support the Brand Promise ...... 55 33 Encourage merchant blade signs in Downtown Squamish ...... 55 34 Continue to grow a Downtown beautification program ...... 56 35 Work with local organizations to develop a branded customer service program ...... 58 36 Develop free wi-fi access throughout Downtown Squamish ...... 59 37 Improve visitor transportation linkages to Squamish ...... 59 38 Integrate the new brand into logo gear and collectibles ...... 60 39 Develop the public market ...... 62 40 Explore ways to connect existing Squamish events to the brand ...... 63 41 Begin the process of implementing a highway banner program ...... 63 42 Integrate the brand into partner organization websites ...... 65 43 Review the plan every two months, update it every year ...... 66 44 Develop a Squamish adventure app ...... 66 45 Contract for urban planning expertise (plaza) ...... 67 46 Develop a cross promotion program ...... 68 47 Create and manage social media campaigns ...... 69 48 Create a YouTube channel and load it with adventures ...... 70 49 Develop a buskers program for Downtown Squamish ...... 70 50 Support Tourism Squamish with building a brand-focused marketing program ...... 73 51 Contract for a public shuttle service (hop on / hop off) ...... 74 52 Make the plaza a reality ...... 75 53 Hire plaza management/programming staff ...... 76 54 Begin programming the public market ...... 76 55 Measurables and accountability ...... 77
Supporting Information Logo versions ...... 82 Ad design concepts ...... 83 Trail marker design concepts ...... 91 Chart of recommendations grouped by lead organization ...... 92
Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 14 of 187
Squamish, British Columbia Branding, Development & Marketing Action Plan
September 2014
Introduction
Billions of dollars each year are spent marketing communities for economic, residential, business, and tourism development, yet 97% of that marketing is ineffective. Why? People are exposed to 5,000 marketing messages a day – far more than the mind can absorb – so they automatically filter out generic marketing messages and those that don’t appeal to their individual needs or desires. For instance, if you heard a commercial on the radio touting an amazing mountain biking excursion, and that was a passion of yours, your mind would instantly pay attention. However, if mountain biking was of no interest to you, then your mind would ignore it. This is why phrases like “we have something for everyone” are simply ignored. They don’t trigger any receptors in the brain.
The mind has seven hidden triggers, and if you want your marketing – your brand – to stick, it must trigger one or more of these receptors: Passion, Mystique, Prestige, Power, Rebellion, Alarm and Trust. Additionally, it has to be specific and useful. Generic marketing is no longer effective.
The days of being “all things to all people” are officially over. To be successful – in business or as a community – you must differentiate yourself from everyone else. After all, there are more than 600 cities, towns and villages in British Columbia, and information about each one is instantly accessible via the web. To win you must find that one “unique selling proposition” that really sets you apart from everyone else, and then build on that as a foundation. This is the art of branding.
In this new reality of shrinking federal and provincial funding for communities, every town, city or district must think and act like a business: finding new ways to import more cash than is exported when locally earned money is spent elsewhere. Communities have been forced to get into the branding game to be successful. To win you must find your niche, create new business opportunities within that niche, and then promote it like crazy. Welcome to the era of the brand – the art of differentiation.
Squamish has been faced with a two-fold challenge: • Trying to compete with all the other communities in the region that are also working to attract new industry, visitors and residents. • Overcoming the perception of being a sleepy lumber town and a pit stop on the way to Whistler.
On the positive side, Squamish has some incredible assets it can build upon: • Squamish has, for many years, been transitioning from timber to a tourism-based economy. Tourism is the third largest industry in British Columbia, and it establishes a great foundation upon which to build.
• Squamish is also one of the very few communities that has both “sea and sky” within minutes of each other, and each offers an amazing array of activities – particularly appealing to the multi-sport enthusiast.
• The community is also ideally located halfway between Vancouver and Whistler Resort. It offers small town ambiance, without the urban traffic, noise and expense.
The key is to find a way to brand the community so that it clearly stands out among so many other “Super Natural British Columbia” destinations on both Vancouver Island, the Gulf Islands, and the mainland areas of the province. Every community in the province promotes its outstanding outdoor recreational activities and amenities, so the process of differentiation becomes more difficult.
Brands are also a promise – that what you claim as a brand is believable. You must be able to deliver on that promise. Being the “Outdoor Recreation Capital of Canada” has been problematic in the fact that the words “outdoor recreation” are two of
Squamish, British Columbia | Branding, Development & Marketing Action Plan 1 5. 5.2. Page 15 of 187
the three most overused words in the tourism industry, particularly in Western Canada. While the recreation capital may be true, it’s so broad that it doesn’t narrow down the actual activities that tell the world that Squamish really “owns” that brand. There’s no question that Squamish is one of the world’s premier rock climbing destinations, and one of the few places that has outstanding multi-sport activities (sea and sky) within minutes of each other. Once the brand has been narrowed down, it becomes more believable and then is much easier to “own.” After all, brands are about ownership. Napa Valley owns the wine brand. Nashville owns the country music brand. Victoria owns the gardening and beautification brand.
THE PRIMARY GOALS OF THIS EFFORT • To really put Squamish “on the map” as one of British Columbia’s best destinations to live, learn, work and play. • To differentiate Squamish from other Western Canadian and British Columbia communities. • To make Squamish THE destination of choice for visitors, not just a pit stop on the way to and from Whistler.
• To create year-round job and business opportunities beyond just tourism. Recreational technology is a focus that can accomplish this, blending both tourism and industry. Becoming a “creative capital” in terms of film, photography, design, and online technologies are also a good fit for Squamish.
• To showcase Squamish as an incredibly desirable place to live and raise a family.
THE TEN THINGS YOU NEED TO KNOW ABOUT BRANDING 1. Branding is the art of setting yourself apart from everyone else. Being a place that has “something for everyone” includes every community anywhere and says nothing specific about who you are. 2. A brand is a perception – what people think of Squamish when you tell them where you live – the first thing that comes to their minds. A brand is also a promise that Squamish will deliver on that perception (good or bad). Sometimes communities need repositioning or re-branding. This is something Squamish has been working on for quite some time as it has transitioned from timber to tourism. 3. Logos and slogans are not brands. They are just marketing messages and graphic images used to support and reinforce your ownership position. After all, brands are about owning your niche in the marketplace. Logos and slogans make up just two percent of a brand, yet tend to get nearly 98% of the political attention. Have you ever gone anywhere because they had a great logo? 4. Never use focus groups for brand development unless you want a watered-down generic brand that can fit just about anyone, anywhere. The Squamish Brand Development Committee and subsequent Brand Leadership Team are not focus groups, but a group of local businesses and organizations whose primary purpose is to develop this plan that will reinforce and support the perception and promise being developed and marketed. 5. A great brand evokes emotion. It’s a feeling someone has about you. This is why you must focus on activities more than physical attributes such as historic buildings, parks, trails, mountains, rivers, inlets, wildlife, and public facilities. 6. All successful brands are built on product, not marketing. You can develop new advertising, graphics, websites, mobile apps, signs, and posters, but if the product doesn’t change or improve, what have you accomplished? Any increase in sales will not be sustainable. While Squamish has many world-class activities, accessibility can be a challenge, thus the need for product development. 7. You never “roll out” a brand. It’s earned – good or bad. The good news for Squamish is that the community already has a strong foundation on which it can build its brand, meaning the recreational lifestyle and activities, and thus the new marketing effort, can begin almost immediately. 8. You cannot do branding by public consent. Yes, it was important to ask local and area residents to weigh in on the brand direction, but in the end, the idea found to be most feasible is the direction being pursued and detailed in this plan to push the agenda forward. This has been a grassroots effort. The District and the Roger Brooks Team facilitated the process, but the business and residential community has played a vital role in the brand’s development.
2 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 16 of 187
9. You build the brand on feasibility, not just local sentiment. Typically, the most feasible brand direction is built on a foundation already in the community. In the case of Squamish, that foundation is its recreational lifestyle and activities. 10. Brands are built on public relations – advertising is used to maintain your ownership position. A brand is a feeling we have of you – and feelings are communicated by word of mouth, press coverage, articles, and, these days, social media.
THE BRANDING PROCESS
The process used to develop the Squamish brand has been tested over a number of years and has, to date, met with a 100% success rate. The 13-step process is outlined here.
1. Creation of the Brand Development Committee (BDC) With the Brand Development Committee, an outside facilitator is brought in to guide the community through the process. Included on the BDC were the following people:
• Christy Allan – Expand Marketing Group • Deanna Bell – Britannia Mine Museum • Vanessa Carrington – District of Squamish, Economic Development • Jeff Cooke – SORCA, Squamish Chamber of Commerce, business owner • Glenn Davies – Downtown Squamish Business Improvement Association (DSBIA), business owner • Alice Guss Tsawaysia Spukwus – Squamish Nation • Patricia Heintzman - District of Squamish, Councillor • Dan McRae – District of Squamish, Economic Development • Christina Moore – District of Squamish, Communications • Michelle Neilson – Squamish Arts Council, business owner • Auli Parviainen – Squamish Chamber of Commerce, Inside Edge, business owner • Tracey Saxby – Imagine Squamish • Randy Stoyko – District of Squamish, Business and Community Services • Lesley Weeks – Tourism Squamish • Stephanie Wells – Capilano University
Roger Brooks International was retained to facilitate the process, led by Roger Brooks, Jordan Pogue and Creative Director, Greg Forsell. Competitive analysis, research and feasibility work was a team effort between the BDC and the Roger Brooks team.
2. Education and Outreach
Over the summer months of 2013, funding was secured for the Squamish branding effort, and in January of 2014 an online questionnaire was developed. Using the questionnaire, over a month-long period, 1,143 people responded to nine questions including what they thought Squamish should be known for – its brand. They also provided feedback on what they saw as major challenges and the community’s best assets. They answered other questions including what they thought was missing in Squamish that would get them to spend more time (and money) in the community. The responses were exceptionally enlightening.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 3 5. 5.2. Page 17 of 187
While not a scientific survey, a little more than 80% of the respondents live within the district limits of Squamish, about 4% live within 30 km of the town, and the final 12% live outside that area. The remainder did not indicate their location. Additionally, numerous interviews were held with local organizations, so that, as groups with a narrow focus (like downtown Squamish), they had an opportunity to provide insight, ideas, and input on Squamish’s future.
3. Identification of the Markets
It’s important to know whom the region hopes to attract as a result of the branding process in terms of location, demographic, and lifestyle or psychographics. Working with the Brand Development Committee and using ESRI demographic research, the markets were identified as follows:
Geographic markets (in order of priority): • The 75,000 residents that live within a 40 km (25 mile) radius of Squamish • Visitors passing through the area • The 2.5 million residents within an 80 km (50 mile) radius • The 3.6 million residents within a 160 km (100 mile) radius • Washington State residents (6.9 million) – with a focus on overnight stays • Oregon State residents (3.9 million) – also garnering additional overnight stays • Then, from around the world starting with North America
Demographic markets: • People looking for a vibrant recreational destination to call home • People with an entrepreneurial spirit: business development • Young professionals, young families, highly educated • Creative professionals: film, photography, writing, software development, design, culinary, etc. • Business: recreation technology (RecTech) as a primary economic development focus
Psychographic markets: • Urban refugees wanting a recreational, adventure-driven way of life • Edgy, high-spirited, creative people (The Creative Class) • Tourism industry suppliers
3. Compilation of the Feedback and Market Research
The Brand Development Committee spent several weeks reading through the survey feedback and applying it to the “Feasibility Testing” process. Here are the ten questions we explored for each idea that came from local and area residents:
• Is this something the people we are hoping to attract can’t get or do closer to home? If it isn’t, we didn’t toss it aside, but put it in the “complementary activity” category rather than as a primary brand candidate. • Is this something the private sector can invest in? The very best brands are built on private-sector investment, not public amenities and activities. Think Napa Valley, Orlando, Anaheim, Branson, Missouri and its 49 music theaters, Nashville and country music, Memphis and Graceland, the River Walk in San Antonio, etc. Where is the private-sector investment opportunity? This branding effort is geared towards finding ways to import more cash into Squamish through business development as well as utilizing the community’s outstanding recreational assets. • Can you make it obvious what Squamish is about when people come into the community?
4 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 18 of 187
• Is it experiential – based on things to do, not just things to look at? Both locals and visitors are looking for immersive or activity-based opportunities. Things to look at become “been there, done that” activities – they are not sustainable draws. • Is this something local residents can buy into? If you were to suggest branding Squamish as the British Columbia version of “Sin City,” you probably wouldn’t get much buy-in locally. • How much will it cost and when will the business and community see a return on its investment? Both for public projects and privately developed opportunities. • How wide an audience will it attract? You want a narrow focus or niche, but not one that’s too narrow and, definitely, not one that’s too broad like “outdoor recreation.” • Will it extend our seasons? The challenge with outdoor-oriented brands (parks, lakes, climbing, hiking, biking, sports fields) is that they are not typically sustainable several months of the year or when there’s inclement weather. • Are there residents and businesses that will tirelessly champion the cause? Without true champions who will tirelessly push the project forward and never take no for an answer, branding efforts cannot succeed. • Does it have legs? Can we start with a niche, and then expand it? For instance, if Squamish wanted to become known as the “outdoor recreation capital,” it could start by being the rock climbing capital – so that you truly “own” that brand. Then add the top mountain biking trail in Canada to that list, and then add sailboarding Howe Sound to the adventure list. Over time you will own the recreation capital brand.
The initial list of brand options and opportunities from the public survey included: • Outdoor life/recreation • Outdoor Recreation Capital of British Columbia • Adventure Capital • Back country adventures • Mountain biking mecca • Rock climbing mecca • Hiking trail mecca • Windsurfing • Sailing • Center for recreational technology • High tech capital of BC • Arts • Health and wellness • First Nations focus • Great schools • Quest University • Amazing, developed waterfront • Equestrian • The Chief • Festivals • Brohm Ridge Ski Resort/Garibaldi at Squamish Ski Resort • Gardening /Farming (organic, experimental, etc) • The Squamish Festival
Squamish, British Columbia | Branding, Development & Marketing Action Plan 5 5. 5.2. Page 19 of 187
• Specialty market shopping hub • The Howe Sound Brew Pub • The new gondola • Ecotourism/nature • A marine centre for Western Canada • Eagles • Beer • Recreation education • Foodie haven • Best farmers market • BC’s 21st Century Business Incubator • Sport Tournament Centre • Trails Mecca – hiking, biking, walking • Trails provide easy/direct access to the recreation (climbing, kiting, mountain biking etc.); not more than a few minutes from any home in Squamish • Trails/river dike walking paths also connect all the ‘nodes’ of Squamish – referred to in the survey as the ‘highway sprawl’ but can be defined as hubs such as: • Brackendale (eagles) • Garibaldi Village (shopping, dining cluster in Squamish “North”), • Mamquam River (eagles, golf, salmon spawning, kayaking), • Brennan Park Rec Centre/outdoor ball/soccer fields, mountain bike skills park, BMX park, Equestrian Centre • Smoke Bluffs (climbing, hiking) • Downtown • Waterfront • Estuary/Spit (kiting, windsurfing) • Chief/Shannon Falls • Some connectivity of existing trails would be required to achieve this, as well as a comprehensive wayfinding/ directional signage plan and self-guided tour maps, including lamppost banners/signage denoting a sense of arrival and uniqueness of the particular area. • Unique eateries/watering holes also add interest to each area (Watershed Grill in Brackendale, Howe Sound Brew Pub in downtown, great coffee shops etc.) – think cruiser bike/culinary self-guided tours, nature watching self-guided bike/walking tours etc. • Estuary, Spit, Waterfront • Ecotourism/Nature/Environmental Leadership/Education • Biking Capital of BC • More than Mountain Biking • Grand Fondo making road biking popular • Trails adaptable for leisure biking and novices • Adventure Gear Centre of BC • Squamish has all the outdoor activities • Rock climbing, bouldering, mountain biking, wind surfing, sailing, fishing, etc. • Attract top gear, equipment & clothing manufacturers
6 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 20 of 187
• Set-up marketing or branch offices • Feature local brand shops • Annual Outdoor Gear, Equipment & Clothing Tradeshow • Hold trade & consumer days for show • Largest in Canada!! • Oceanside mountain town
4. Narrowing the field through research and outreach
From this list, and other ideas, numerous items were easily grouped together. The Brand Development Committee took this list, combined some items where it made sense, and then individual team assignments were handed out to run the ideas through the Feasibility Test.
They broke the ideas into three categories:
1 . Those that evoked a feeling: Youthful energy, entrepreneurial, healthy, beautiful, progressive. 2 . Those that were not unique to Squamish: Outdoor trails, beaches, hiking, parks, historic downtown. 3 . Ideas that can differentiate Squamish from other communities in Western Canada.
These ideas were debated, tested, re-tested, and agonized over. Narrowing your focus is never easy, and it’s natural to want to make sure no one is left out. Yet, that’s exactly what branding is about: Finding your niche and promoting it like crazy.
After weeks of meetings and research, the winning brand direction focused on skewing the brand younger, (people in their 20s, 30s and early 40s) and creative, differentiating Squamish from Whistler as having more “unscripted,” impromptu, creative recreational activities, and then focusing on the smart, educated, and very independent-minded people of Squamish – perhaps telling their stories. Being organic, “real” and perhaps a little gritty or raw, and playing up the very entrepreneurial spirit of those who call Squamish home.
5. Creation of the Brand Leadership Team Once the brand direction was finalized, the BDC set about creating the Brand Leadership Team, which is detailed in the plan’s recommendations. The Brand Development Committee’s primary job was to determine the brand direction. The Brand Leadership Team (BLT) is charged with leading the effort – making something happen. This is the group that will implement the plan. These will be the pioneers and champions who will bring it all together and will make it all happen. They never take no for an answer and will move mountains to make a difference for Squamish.
6. Development of the Product BrandBank Next was developing the list of product development initiatives to give the brand a solid foundation: What needs to be developed, improved, added, or changed to reinforce the brand direction. Brands are built on product, not just marketing. In fact, product sells itself. There are many recommendations in this plan that focus on product development initiatives. All are an INVESTMENT, not just an expense. Every recommendation was included only if it would help achieve the goals of reducing leakage (locally earned money spent elsewhere), increasing tourism spending, encouraging new business growth, and making Squamish a desirable place to live, work and visit.
7. Write the Brand Promise Once we knew what the brand would be, and we defined the product that will reinforce and support it – leading to ownership of the brand – the brand promise was created. This is the guiding principle for everything the community and its partnering organizations will focus on for the next three to five years.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 7 5. 5.2. Page 21 of 187
8. Create the look and feel of the brand This is where the logo, tag lines, concept print ads, pole banners, posters, and other graphic elements come into play. They must portray the feeling that supports the brand promise. Successful brands evoke emotion – they are what we think of you when you mention you’re from Squamish. They are more than just what you have to offer.
9. Develop the Action Plan During the second week of April, 2014 the Brand Development Committee donated many hours of their time to meet as a group to come up with the major initiatives that will drive the brand forward. After all, a brand is something that lasts for generations. Look no further than Whistler to see a good example of a lasting brand as one of North America’s most heralded ski resort destinations. The recommendations outlined in this plan came as a result of meetings during the week in April along with follow-up research.
This is not simply a Strategic Plan outlining general goals, strategies and objectives. It is, in essence, a to-do list that details specific assignments, by organization, approximate costs where and when available, and they are placed in chronological order of when they would be implemented. It’s important to point out that an Action Plan is like a jigsaw puzzle – there are many pieces and you cannot reshape them, toss some aside or alter them without ending up with a worthless puzzle or plan. Branding, product development and marketing recommendations are all intermingled in this plan, making it easy to simply work your way, by organization, down the list.
10. Make something happen As you read through the recommendations you’ll see that this is an aggressive plan. It requires digging deep to make some very specific things happen over the next three years. The work has already begun but won’t end for perhaps a decade. In fact, you can never rest on your laurels, so the brand (including this plan) must always progress and grow. Once you cement ownership of the epic adventure lifestyle, other communities will try to emulate your success – they will be gunning for you. Once the community and its partners have implemented most, if not all, of the recommendations in this plan, they will come back together and develop the next list – always with the same goals and the same brand promise as a guiding light. Product development is an ongoing process – not a one-time thing.
11. Keep the energy high This is why true champions must lead the effort. Their unbounded enthusiasm will push the agenda forward. There are ONLY three killers of any branding effort:
1 . Local politics, which are typically worse with membership organizations than with elected officials.
2 . Lack of champions who will push the agenda forward and will “sell” it, bringing in more champions.
3 . Lack of money (both private and public).
The bottom line: If you have true champions, they will ALWAYS get through the politics and they will find the money. ALWAYS.
12. Tell the world 2014 is the “getting ready year,” which includes securing funding for several projects, gradually reworking all marketing materials from business cards to websites, etc. Let the fun begin!
One word of caution: As you start to implement the new brand graphics and key marketing messages, make sure you will be able to “deliver on the promise” they represent. A brand is a promise, and if you don’t live up to that promise, the branding effort will fall flat. In the case of Squamish, to become a truly epic, recreational lifestyle destination that attracts and is home to people who crave adventure, it will be mandatory to live that mantra – meaning the residents of Squamish will need to live what they promote.
8 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 22 of 187
13. Revisit the plan every three months – at least This Action Plan is a to-do list. Not a plan you read once and then it sits on a shelf. Start working down the list. Write notes in the margins; check off items that have been accomplished; put peer pressure on your partnering organizations; “How are you doing with your list?” This is a plan that should be reviewed every month, and as it progresses, you simply cross off the list the initiatives that have been implemented.
Once a year go through the plan and update it. Plans like this are fluid, and some things may need to be rearranged or may alter the timeline, and so it’s very important to update the plan once a year. Likewise, as you implement items in the plan, each year you’ll add one or two NEW initiatives to the plan to keep the brand moving forward and to keep it growing.
13. Never, ever give up
On October 29th, 1941, Winston Churchill spoke to the boys at Harrow School and made this famous statement: “Never, never, in nothing great or small, large or petty, never give in except to convictions of honour and good sense. Never yield to force; never yield to the apparently overwhelming might of the enemy.” While this may be a little overly dramatic for Squamish’s brand project, it sets the stage for never taking no for an answer. Where there’s a will, there’s a way. It will be impossible to make everyone happy, so just keep pushing forward.
Dr. Robert Anthony once said, “Forget all the reasons why something may not work. You only need to find one reason why it will.”
THE TARGET AUDIENCE Tourism: • Those passing through the area on the way to and from Whistler • Residents within a 2.5 hour drive • Visitors coming into the greater Vancouver area • Visitors coming into Western Canada • Visitors from around the world Economic development: • RecTech entrepreneurs • Small business start-ups in the creative arts and recreational industries • Light manufacturing of adventure-related gear, clothing • Creative professionals: Digital technologies, film, writing, and other creative pursuits • Students/Educators • Millennials: young entrepreneurs where quality of life, low cost of living, and recreational pursuits are key Community development: • Young families with a passion for community, world-class recreation • Single young professionals looking for a super-creative lifestyle mixed with recreational pursuits • Urbanites looking to live away from the big city – perhaps working remotely with occasional trips to the “office” (In the greater Vancouver area)
Squamish, British Columbia | Branding, Development & Marketing Action Plan 9 5. 5.2. Page 23 of 187
THE SET-UP Everything has changed over the last decade when it comes to marketing places: tourism destinations, a place to live and raise a family, a place to retire, or a destination for establishing or relocating a business. One major reason is the Internet. It has changed the game; people no longer search for cities, counties, or even provinces. We search for experiences and then add a general or specific location, which is secondary to the experience. Typical Internet searches might include: - House (or condominium rentals) Squamish, BC - Best Italian restaurant, Squamish, BC - Business loans, Vancouver, BC - Kite board rentals (or sales), Squamish - Investment opportunities, Vancouver - Ski resort, British Columbia - Business opportunities, Squamish, BC - Mountain bike trails, BC - Mountain bike rentals, Vancouver BC area - Rock climbing, British Columbia Out of every 100 Internet searches pertaining to geography (cities, towns, districts, counties, provinces), only one search will be for the city first. Even fewer people search for districts or counties, and rarely does anyone type in a region. This has changed the marketing game forever. You must now sell the experience first. Ninety-percent of all Canadians have immediate Internet access, and out of that group, a full ninety-four percent use the Internet to decide where they might want to relocate a business, buy a new residence, or visit on their next adventure. When it comes to tourism we ALWAYS look for the experience first: “Best rock climbing, British Columbia” or “Single track biking, British Columbia.” Visitors – and site selectors – don’t search for “Squamish, BC, what to do.” Compounding the challenge, there are nearly 450 cities and towns in British Columbia, most of them within a four hour drive (or a ferry ride) from Vancouver, and all of them are looking for a more robust job base, for new investment, for tourism, and for residential development. In addition, virtually every city, town and district in southern British Columbia is attempting to tap into the greater Vancouver, Victoria, Calgary and Seattle markets. But also marketing to that same audience are the U.S. states of Washington, Oregon (The Seven Wonders of Oregon), California, Utah, Idaho and Nevada. The greater Vancouver/Victoria region is pummeled with place-marketing promotions and advertising: television, the web (pop-up advertising), newspapers and print publications, billboards, direct mail pieces, and radio. On top of all of that, nearly every BC city, town, and district is selling the same list of things: - Hiking trails - Biking (on road, off road, single track, mountain) - Skiing (cross country, downtown, snowboarding) - Outdoor recreation (the two most overused words in tourism) - History - Special events
10 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 24 of 187
- Hunting and fishing - Boating, sailing, wake boarding, sail boarding, fishing - Wildlife viewing, bird watching - Educated work force - Available land and properties - “We mean business” And the list goes on and on. These can fit virtually any place in Canada, let alone British Columbia. Because everyone is saying the very same things, ninety-seven percent of ALL community-based marketing is now ineffective. Why? Because everyone is saying the same thing. The marketing falls on deaf ears. This is why you are in the branding game. To win you must either be: - Significantly DIFFERENT. - Offer something totally new: be the FIRST at something. - Offer something significantly BETTER (only by third party endorsement) “The best rock climbing in North America” – quote by “so and so” magazine. - Have the MOST OF something (Jackson, Wyoming: 110 galleries and western living shops, Napa Valley and 243 wineries, Disneyland and hundreds of rides and attractions, Branson, Missouri and 49 music theaters) - Be the BIGGEST (such as the biggest roller coaster in the U.S., the biggest rock climbing face in North America) – But it has to be based on activities. (The tallest fir tree in the Northern Hemisphere is in BC – but does that make you want to go there?) Combinations of activities are extremely effective: Orlando is home to the largest and best (by third party endorsements) theme park in North America – Disney World. Plus there are 171 other major attractions in the Orlando area. Biggest, Best, and Most. Orlando is the most visited destination in North America as a result.
THE CHALLENGE Squamish, while extraordinarily beautiful and located along the “world famous Sea to Sky Highway,” has been a pit stop on the way to Whistler. Signs like “Outdoor recreation capital of Canada” tend to fall on deaf ears on the way to “extraordinary downhill skiing and mountain biking in Whistler.” Outdoor recreation is so broad it can apply to anyone, anywhere, and as people drive through Squamish they see or hear nothing that proves the town really IS the outdoor recreation capital. Branding is what someone thinks when you say you’re from Squamish. And it takes considerable time to shift that thinking from a rugged timber town, to one of bright, young, entrepreneurial-minded creative people and young families looking for a quality life. That’s what this effort is about. Narrowing that focus and differentiating Squamish from every other British Columbia town – many of which are home to lakes, rivers, mountains, trails, and incredible wildlife. After all, BC’s slogan wraps around “Super Natural British Columbia.” So how are you different from Prince Rupert? That’s why there must be a Brand Strategy. The trick is to always portray the Brand Story in as few words as possible, make it clear and different, really make a statement, make it believable, and evoke emotion in the process.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 11 5. 5.2. Page 25 of 187
How do you do this? By letting the people of Squamish tell THEIR stories. In their own words: - Where they came from - Why they came - Why they stayed - Describe their perfect day in Squamish - And what they do for a living This approach may be how to bring the new Squamish brand to life (campaign), or a brand theme that ties into all of your marketing for years to come. During the online survey, more than a thousand people weighed in when asked about Squamish, and five themes came to the forefront: 1. Squamish is not programmed, like Whistler and other “manufactured” destinations. It’s an unscripted “organic” atmosphere - in business and in life. It’s a great place for new beginnings and to try new things. 2. It’s young; it’s vibrant; it’s creative; it’s entrepreneurial. If something doesn’t work, you try something different – you head out on the water, the Chief, or the trails and dream up a new idea. 3. More than half the population came from other areas – many from half way around the world – for the recreation, but they stayed for the lifestyle and the chance to live a dream – once again, in business and in life. 4. It’s perhaps the best multi-sport destination in the world – not just in Canada or North America. You can enjoy truly world-class rock climbing and mountain biking, and half an hour later be sailing or paddle-boarding among dolphins and orcas in a salt water bay. This is where Sea AND Sky beautifully co-exist. 5. Squamish is less than an hour to all the amenities of the big city in Vancouver and less than an hour from all the resort amenities and downhill skiing at Whistler. Can it get any better than this? And the drive either direction is simply “world class.” The challenge, once again, is finding a way to wrap this up on a billboard, a television ad, a one-minute video, an article in Outdoor Magazine – or any of hundreds of other publications that would LOVE to tell the Squamish story. We captured the essence of the brand in the conceptual full-page ads and posters, but realistically, how often will Squamish have the opportunity to run full-page ads or even 60-second television ads? How do you boil down these themes, or even key words, into less than eight words – the maximum you would use on a billboard? There’s no question that photography really is worth a thousand words. But finding that word, or group of words, that can accompany the photography (or videography) and put an exclamation point on the photograph is always elusive. How do you say, in essence, that people live in and visit Squamish because they want to experience some of the world’s most epic and unscripted wind, sea and mountain adventures, in a vibrant, energizing, world-class setting full of both wildlife and great business opportunities? Squamish is literally ‘hardwired’ to offer this. The ever-growing trail system, climbing routes, water access – all combine to create the infrastructure that delivers on the Brand Promise. Squamish residents and visitors are also ‘hardwired’ to seek out adventures – in recreation, in life and even in learning and career choices. It’s in your DNA to explore outdoors, to crave adrenaline, to embrace your natural surroundings. You are hardwired for adventure.
12 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 26 of 187
Of course you have to back it up with reality, and that’s where Squamish shines: It’s a brand the community already owns and can start marketing today. Claim it. Own it. Use it. A nice sidebar to this brand is that the word ‘hardwired’ offers a nod to the growing knowledge and education industries that are becoming more and more established in Squamish. The brand suggests a forward-thinking, modern, tech-based community that, at its roots, is comprised of residents who are gutsy, willing to take risks, and who strive for a healthy balance between work and play. What a difference a decade or two can make. From its humble beginnings as a mining camp, to a successful timber-based economy, to an up-and-coming service-based “RecTech” and tourism-based economy with two university campuses, Squamish has grown and is finding its groove. Home to one of the youngest populations in Western Canada and full of independent but brilliant thinkers, innovators, and creative professionals, Squamish is quickly becoming THE destination of choice for unscripted adventure – where you chart your own course, not one programmed by others. While world-class outdoor recreation brought these souls from around the world to Squamish, this unscripted way of life goes far beyond just recreational pursuits. These entrepreneurial spirits see business as a grand adventure. They see possibilities not seen in other places, and they see opportunities and welcome new beginnings as a way of life.
THE BRAND STRATEGY Economic Development: - Squamish is becoming a magnet for global businesses, large or small, that want to set up shop in a place where they can live the dream. - Squamish is set to become the most desirable address in the world for outdoor-based companies to headquarter and for students to learn. - Companies will want to be based here so they can claim legitimacy in the outdoor world. - Businesses will photograph, film and promote their products and services in Squamish’s natural setting, indirectly building brand equity for a town that is home to healthy businesses that reflect the values of our community. Squamish is known for its magnificent landscape and world-class outdoor recreation, but tourism is not the only industry in Squamish. Images: - Every image must demonstrate our epic adventures – and how we are hardwired for adventure – whether its the scenery (the view from the gondola), mountain biking (some of the incredible trails), paddle boarding among dolphins, climbing The Chief, hiking, or watching in awe as bald eagles soar above Squamish. - Businesses, and their staff, hardwired for adventure: world-class videography, recreational technology (RecTech) – Squamish could easily “own” this economic development opportunity. - People telling their story as a visitor , local, student, entrepreneur or business owner. Problems We Want to Solve: [These are the reasons for why Squamish needs to develop a new brand.] - Squamish has evolved a great deal in the past 10 years, but the image and some of the product have not. - For people living here, visiting, or wanting to start a business, the image of Squamish is not 100% clear. Branding, taglines, and actions are inconsistent, and the Squamish of the past appears to be a lasting image for many. - Even though the image of Squamish is evolving on its own, it isn’t being actively leveraged to advantage. As a result, opportunities to attract the people and the business Squamish wants are being missed.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 13 5. 5.2. Page 27 of 187
Project Objectives: [This is what Squamish needs to do in order to address the problems they want to solve.] - In a concise brand strategy, clearly articulate the most compelling reasons why Squamish is a better place to live and run a business. - In a detailed and comprehensive action plan, identify how Squamish needs to grow the brand so that they deliver their brand promise, over and over again. - Increase community-wide pride and understanding of the brand that leads to consistency in communication and marketing. Brand Character / Brand Voice: [This articulates the feeling of the brand. If Squamish were a person, what would it be like? This should translate into the execution of all elements. Communication, advertising, marketing tools, product development, and even customer service programs, should be consistent with the brand’s character.] - Adventurous, active, youthful - Proud, real, and a little rough around the edges - Grateful for our natural surroundings - Proud and respectful of our First Nations heritage - Proud of our hard working logging industry roots and looking forward with an entrepreneurial spirit Brand Positioning Statement: [This combines the target market (people who will see the greatest benefit from Squamish’s brand) with how Squamish wants people to think of them and the benefit Squamish is providing them.] To youthful, intelligent, and active people who highly value outdoor activity and their connection with their natural surroundings, Squamish is the community that has, within 10 minutes, more breathtaking outdoor adventure opportunities than any other community in Canada.
Brand Promise: [This is Squamish’s unique INTERNAL promise of value that they are committed to delivering to their target market. It clarifies and communicates what sets Squamish apart from other destinations and guides Squamish in how they live, share and deliver their brand.] You can experience the world’s most epic outdoor adventures—from sea to sky—all within 10 minutes of one another.
Tagline: Hardwired for Adventure.
Reasons to Believe / Squamish’s Product: [This is evidence for Squamish’s positioning. It is the reason why people will believe Squamish has more outdoor adventure than any other community in Canada. It makes the claimed benefit credible and compelling.] Within 10 minutes of one another we have: • More than 3,500 rock climbing routes and boulder problems including the famous Stawamus Chief. • More than 200 km of world-renowned mountain biking single-track trails. • Access to some of the best kite boarding and windsurfing conditions in North America.
14 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 28 of 187
• Expansive backcountry alpine hiking, ski touring and snowmobiling (on the doorstep of eight Provincial Parks). • Ocean, lake and whitewater fishing, standup paddle boarding, kayaking and boating (with access to Howe Sound, eleven lakes and at least five rivers). • Largest bald eagle feeding area on the West Coast.
Key Messages: [Primary messages consistently support the Brand Promise and are repeated in press releases, advertising copy, website copy, photography, etc. Secondary messages support other strengths and can be used for more sector-specific marketing and promotion.] Primary: • There is so much to do outdoors, you will never be bored. • The only place you can play on the ocean, rock-climb and explore the mountains all on the same day. • The perfect location for recreational enthusiasts looking to combine work and lifestyle. • The outdoor recreation capital of Canada. Secondary: • The people of Squamish have a strong and growing connection to its First Nations’ heritage. • We are deeply connected to the ‘sea to sky’ landscape that surrounds us. • The people of Squamish are youthful and entrepreneurial, which is inspiring business growth and social enterprise. • Squamish is home to some leading private and public education providers.
Headline Examples: [These are EXAMPLES of the types of headlines that could be used for marketing materials, editorial, etc.] • Where you will experience epic adventures from sea to sky. • What’s on your playlist? • Basecamp to adventure. • So many adventures. So little time. • Small town. Big Adventure! • Staycation capital of the world
THE LOOK AND FEEL OF THE BRAND Throughout this plan you’ll see initial concepts used to convey the brand to your major and secondary markets. You’ll notice common elements that would always be used to create continuity with everything you do. The creation of a Brand Style Guide to be used by the district and all your local partnering organizations to create strong synergy between individual marketing efforts will be essential to provide continuity.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 15 5. 5.2. Page 29 of 187
The Story of the Squamish Logo
The logo of Squamish represents our past and our future; our connection to the outdoors through the sky, wind, land and water; and it symbolizes our diversity.
Our name, Squamish, is an English adaptation of Skwxwu7mesh, meaning “Mother of the Wind” and “people of the sacred water”.
The ‘Eye of the Creator’ icon that sits proudly above ‘Squamish’ represents the powerful connection that our people – from Squamish Nation residents dating back thousands of years, to residents of today – have with nature and the magnificent scenery that surrounds us. Ocean, mountains, granite, forest, wind, and rivers. These natural elements have defined us and our changing economy through the ages, and today offer a lifestyle packed with adventure that sets Squamish apart from all others.
The ‘Eye of the Creator’ is framed in Coast Salish red and black and adorned with blue to represent our community’s youthful exuberance, vibrant nature, and a community rich with generations and cultures. Blue also tells the story of the glacial waters that pulse through our rivers into the ocean and our expansive sky. Mirror- image whale tails form the centre of the eye further demonstrating our community’s oceanic connection.
We are youthful. We are bold. We are deeply connected to this extraordinary landscape and the adventures it provides. We are innovative and entrepreneurial, and we stand tall as we lay down a strong foundation for an abundant future in Squamish.
16 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 30 of 187
MARKETING MATERIALS With your marketing efforts, you must promote your “anchor tenants”, much as Orlando promotes, foremost, Disney World and then the other attractions and activities like Wild Kingdom, Universal Studios and the other 170 attractions in Orlando and the surrounding area. For Squamish, those “anchor tenants” - the truly epic experiences that people who are hardwired for adventure seek - should include (those in red should be highlighted): 1. Stawamus Chief - Hiking - Rock climbing (the Apron / the Grand Wall) - Bouldering (base of the Grand Wall) - Sight-seeing (standing at the base and looking up at the rock / watching the climbers) - Paragliding - You can also weave some culture into this signature attraction through explanation of where the name comes from, plus there are several very interesting First Nations story telling opportunities here. 2. Mountain Biking - Half Nelson (this trail has received the most media coverage) - Loads of other amazing trails – provide a nod to the 200+ km’s single track trails 3. Kiteboarding / Windsurfing (followed by sailing / kayaking / SUP’ing) in theHowe Sound 4. Eagle Viewing (there are many locations and ways to view the eagles) - Brackendale Eagles Provincial Park / Brackendale Dike - More opportunities for story telling here 5. Sea to Sky Gondola - Hiking (Sky Pilot and Habrich as well as the Sea to Summit trail) - Sight-seeing - Rock Climbing - Mountain playground 6. And a very close 6th would be Garibaldi Park (hiking / mountaineering / skiing / snowshoeing / camping) One more thing, it’s important to promote the eight provincial parks you have in the immediate area (the Epic Eight). That, alone, is a big selling point that should not be missed.
The recommendations in this plan include the creation or updating the look of the following printed marketing materials: • The Very Best Of Squamish brochure (tourism) • Opportunities Brochure & Community Profile (economic development) • Brand posters • Trail Guide • Activities (or Adventure) Guide (tourism) All of these would also be available as PDF downloads from local websites.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 17 5. 5.2. Page 31 of 187
SQUAMISH RECOMMENDATIONS
The following pages include the initial list of recommendations to get you started. As you move forward you may add other recommendations to the plan, but do not remove any that are included in this plan. All the recommendations are integral to the success of your branding efforts. For every recommendation we’ve included: • A description of the recommendation • Who would be charged with its implementation • When it should be implemented (many will be ongoing, some will be one-time projects) • Approximate cost of implementation • Possible funding sources • The rationale for making the recommendation
Each partnering organization should go through the recommendations, highlight the ones that belong to them, hand out assignments and then perhaps create a “mini-action plan” listing their specific assignments and implementation timelines.
The Brand Leadership Team should go through the recommendations and create a table that shows the timeline for implementation of each recommendation.
The following recommendations are listed in chronological order:
1. Form the Brand Leadership Team
Timeline: July 2014 Who takes the lead: Brand Development Committee (their last task) Approximate cost: None Possible funding idea: None required Rationale and/or details:
Since April of 2014 a lot of time and effort has gone into developing the Brand Leadership Team – the group of local residents and business owners who will push this plan forward. This is the group dedicated to helping craft this plan, and then will stay involved to push it forward. While the initial BLT has been formed, some may read through this plan and prefer not to be involved, and others may come forward to champion the cause and help implement it. Because of this, the following provides a detailed recommendation of who, ultimately, will lead this effort.
This is the first and most important recommendation of the entire effort. Without strong champions, this effort cannot succeed. After working with more than a thousand communities around the world, the only time an effort like this has failed is when strong champions weren’t in place to push it forward. The Brand Leadership Team must be composed of doers – not simply directors. Even though you’ve already taken this initial step, please review the following to make sure you have the right champions in place:
The BLT should be comprised of those individuals committed to “championing” the brand and making it happen. This means that even in the face of some adversity, they will push the agenda forward; they will not take “no” for an answer; and they will continue to “sell” the brand hoping to attract additional champions to the cause.
18 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 32 of 187
The members of this team will also be the “voice of the brand,” working in a hands-on capacity as advocates for the brand vision, being instrumental in fulfilling all of the recommendations set forth in the Action Plan.
The BLT should include key “movers and shakers” from the community: business and/or property owners, downtown or business association members, District Council and staff, tourism and economic development representatives, chamber of commerce representatives, and others who are good communicators and are committed to the brand vision.
Keep the BLT to 13 or fewer people. The bigger the committee the less likely you are to get things accomplished. This is about making something happen. Often you’ll find 13 great champions, but after a month or two the “real” champions stand out after the initial enthusiasm has waned. Typically you’ll end up with between five and seven true champions, and they will work to bring others onboard – acting as “pied pipers” for the brand.
Local organizations and District officials should read through the Action Plan and then decide whether or not they feel passionate about the objectives and projects detailed therein. Characteristics of a good BLT member include:
• A willingness to invest time (and in some cases, money) • An ability to take a few hits along the way: They need to have thick skin. Not everyone will agree with the brand direction. You simply cannot be all things to all people, and you can’t let local politics kill the branding effort. • Good speaking abilities: The BLT will be asked to sell the brand direction to various groups, boards and provincial/ regional and even national organizations. They should be good public speakers and be 100% behind the brand. • Enthusiasm: Ralph Waldo Emerson once said, “Nothing great was ever achieved without enthusiasm.” This must be the motto of the Leadership Team members. Enthusiasm is contagious! • A willing doer, not someone who just wants to direct: Each member will be expected to dedicate two to four hours a month to this cause, attending meetings, speaking to various groups, coming up with great ideas and pushing the effort forward. • The Team will also be the “brand police” when it comes to key marketing messages, use of the brand identity and tag lines. They are also charged with making sure the brand stays narrow – to resist “brand creep,” as there will be a desire to keep broadening it until it becomes more and more generic, and thereby less and less effective.
In addition, individuals with something to gain from the implementation of the plan also make good BLT members. They’ll work all the harder to see it succeed. This entire effort will rest on the shoulders of the BLT. Without champions, the branding and product development process cannot succeed and nothing will come of this plan.
Who can benefit from the brand and should be strong champions? • Downtown property owners • Downtown businesses: particularly retailers, restaurant and entertainment venues • Event producers, caterers, audio/visual companies, marketing firms, event management firms and individuals • Public market vendors (part of this plan includes the development of a public market) • Hoteliers and tourism industry operators The first order of business is to set up some ground rules. This is a group dedicated to working with the organizations that can make things happen. You might consider this a “booster club” but with some heavy hitters and the ear of key organizations.
Ground rules might include: • Number and frequency of meetings. Some meet every other week for the first six months as assignments are fleshed out and implemented, then they reduce the schedule to one meeting a month – and additional meetings as needed for consultant selection or other special to-do items.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 19 5. 5.2. Page 33 of 187
Assignments: • Have one person take minutes and act as the BLT secretary. One would organize and remind members of meeting times and dates. • Another would be charged with setting up the speaking engagement calendar: Developing a list of organizations, contacting them with times during the year they’d like to see what’s happening. This person would hand out assignments to fellow members – such as at which event they would individually make a presentation. • A BLT member would be charged with the PowerPoint and graphics so that everyone is using the same resources. A unified message is very important. • One would work with the District or other funding organizations to set up times to review proposals, Requests for Qualifications, and to set up meetings for interviews or the selection process. • The “BLT Chief of Police” would be the lead “brand cop” gathering marketing pieces created by partner organizations and materials generated using the Brand Style Guide, and then presenting them to the BLT for approval. • If a member misses more than two meetings in a six-month period, they are removed from the team. This effort, particularly in the first year, requires a commitment to be a doer – including attending meetings and playing an active role in the effort. • Generally, BLT members would serve for two years, and then among themselves would invite new members to come in as needed. So the entire BLT is not changed over at the two-year mark; there will be some natural attrition. What you don’t want is the BLT to think their job is finished at the two-year mark. This could result in the disbanding of the BLT. So the two-year rule is simply a guideline. Some champions would stay for the long haul, and as long as the enthusiasm doesn’t wane, bring them on!
A brand cannot be built without investment, and the initiatives in the plan require both public and private investment. Therefore, this team must be willing to take a stand and be the voice of reason.
The key is to have a small enough team so that things can actually get done, since this is about implementation. There may need to be additional people on the team – it’s good to allow some flexibility.
If it is possible to develop a larger BLT without politics and personal agendas interfering with progress, then the more people on the ground, the more effective the effort will be. With a strong implementation program, once the brand starts moving, it will take on a life of its own. Generally, the idea is to have the BLT work itself out of a job after five to seven years. Once again, this is not a steadfast rule, but at some point perhaps an organization will take on the role of brand cop and another take on product development, etc.
The life of a BLT typically ranges between five and twenty years. As the brand takes hold, meetings can be less frequent. In some cases, the BLT becomes a registered non-profit agency with some funding mechanisms to take on specific projects tied to the brand development effort. In the case of Squamish we’d anticipate the BLT’s life to be between five and seven years.
It is important to point out that branding is never done. You cannot rest on your laurels. If you are the best, people will be gunning for you. Just think about Napa Valley. How many wine regions in California alone are looking to topple Napa as the wine capital? Likewise, Disney doesn’t remain static, but adds new attractions and events all the time. Winners can never rest, so this is not something you start and then walk away from. There will always be a need for champions.
Finally, there are only three killers of any branding product: 1 . Local politics 2 . Lack of champions 3 . Lack of money, both public and private
If you have great champions, they will get through the local politics and find the money and/or the development interests to make it all happen. No brand can succeed without tireless champions who pioneer the effort. This is the BLT’s mission.
20 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 34 of 187
Once again, this is the most important decision in the entire Action Plan. Read the plan, adopt it, then become Champions for Change – active pioneers in bringing it to life. If you ever want to create a lasting legacy, this is the perfect vehicle.
The importance of the BLT with committed brand champions cannot be overstated. We surveyed 400 well-branded towns in North America, and in 397 of those communities, development of the brand was a grass roots effort. Rarely will a top-down effort yield success. Why? Elected officials are voted into office to be all things to all people, yet brands are about being known for something specific. The days of “we have something for everyone” are over. In this age of specialization, you must jettison the generic. A generic branding effort yields a watered down, mediocre, ineffective brand.
These individuals will do the work to see that the product is developed that will bring the brand to life, fulfilling the brand promise. The concerted effort by these people will be the force of the entire branding effort, keeping the brand image in focus, keeping the plan on track and overseeing the successful development of the brand.
After the presentation in the Ledge Café a group of nearly 25 “champions” met and wanted to be a part of the Squamish branding initiative. Invite them to the first meeting and see how committed they will be with the process. Limit the BLT to perhaps one person per organization or business so you don’t end up with an unwieldy group that’s too large to manage or keep focused.
Typically we recommend a group of approximately 13 individuals, making sure that more than half represent the private sector. As noted earlier, top-down branding doesn’t work. The best branding efforts in North America were grassroots efforts and include Nashville’s country music brand, Napa Valley and wine, Orlando and Disney World, Branson, Missouri and music theater, Hershey, Pennsylvania and chocolate, and Frankenmuth and its Bavarian brand.
2. Brand Leadership Team assignments Timeline: October 2014 Who takes the lead: Brand Leadership Team (BLT) Approximate cost: None Possible funding idea: None required Rationale and/or details: Set a regular schedule for the Brand Leadership Team (BLT) to meet. Perhaps once a month. Here are the topics to cover in this first meeting:
Set up committees - for example:
a . The Marketing Team would handle all brand-related marketing including brochures, website enhancements and makeovers, billboards, advertising, and approvals of all things brand related when it comes to graphics – including wayfinding signage design. The marketing team would work closely with other local organizations and their marketing efforts making sure there is continuity in the look, the feel, and the messaging among all platforms. You will be far more effective as one unified voice, than as separate individual voices. What a disaster it would be if every Coca Cola plant designed its own Coke logo, cans, advertising campaigns and marketing materials. Sitting on the Marketing Team should be downtown, the district (economic development), tourism, chamber of commerce and an organization that markets Squamish for business, community development, and tourism. To really create a solid branding effort, even having Quest and Capilano Universities tapping into the same messaging would solidify and cement ownership of the brand. b . The Product Development Team would be charged with pushing downtown revitalization and development, the waterfront development as it moves forward, the creation of programmed central gathering places, as well as recruitment of various retailers and businesses. They would tackle trail head identification, wayfinding signage, gateways and other product development initiatives.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 21 5. 5.2. Page 35 of 187
c . The Events and Outreach Team would work to recruit events to Squamish. They would look for ways that local businesses can tap into the brand, reinforcing and strengthening your ownership position. Finally, this committee is also charged with public outreach. Their mission is to find ways that everyone locally can tap into Squamish’s branding effort and to “sell” the brand to local, regional, and provincial organization. Their job is to, over time, bring in more and more champions until the brand is ingrained into the minds of everyone in Squamish. They will work with hospital boards, colleges and universities, primary school boards, community groups and auxiliary organizations such as Kiwanis, Rotary and others.
Make a list of local organizations that hold monthly, quarterly or annual meetings including (but not limited to) school boards, chamber of commerce, district council, economic development, tourism, hospital boards, Kiwanis, Rotary, other auxiliary organizations, Downtown Squamish BIA – every local organization in the district, region and even at the provincial level.
Here’s a starter list: • Local school board • Chamber of Commerce (boards and general membership meetings) • Auxiliary organizations including Kiwanis, Lions Club, Rotary, and others • Economic Development • Tourism businesses and those that administer the use of Destination Marketing funds • Community colleges and other secondary educational institutions • Downtown Squamish BIA • Performing and visual arts groups • Regional and provincial tourism officials and representatives • Your local legislators • Local clubs and organizations. The best way to recruit new events is to ask local club members to encourage their groups to host events in Squamish. This can include quilt clubs, Master Gardeners, art guilds, motorcycle and classic car clubs, biking and hiking clubs, photography organizations, etc.
Then assign Brand Leadership Team members to contact each organization. Set up a time for the BLT members to give a presentation to each of these organizations over the next six to eight months. We left you with the PowerPoint/Keynote presentation to which you can make modifications to fit the time limit (usually 20 to 30 minutes) and the speaker’s style.
The idea of this is to “sell” as many people as possible (not everyone will be supportive) on the brand direction, and let them know you’d love to hear their ideas on how to make it happen. Ideas might include new or additional ways to strengthen the brand making it even more successful. For example, if people belong to a local motorcycle club, would they consider having that organization host a motorcycle rally in Squamish? How about outdoor gear shows and product testing/media launches? All of these things add life and vibrancy to Squamish, and as more people “discover” the incredible appeal of the community, perhaps they will invest, move businesses to Squamish, start new businesses, or spend more time in the community. Additionally they will tell their friends (think social media) about the amazing time they are having in Squamish.
This is to garner support, new ideas, and to get the community excited about the brand.
The result of this first meeting, and perhaps a follow-up meeting, is to end up with a 2014 calendar that is filled with speaking engagement opportunities – chances to promote the brand direction. The most successful branded communities are more than skin deep; the brand is the soul of who they are, and that means a dedicated public outreach effort is necessary to achieve ultimate success.
Finally, assign one person to follow-up with members of the BLT to make sure they are contacting their assigned organizations, that presentation times are set, and that other members of the BLT are aware and can show up to offer additional support. And then follow-up to check off the organizations that have been shown the brand direction.
22 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 36 of 187
3. Establish a BLT speaking engagement calendar Timeline: September 2014 Who takes the lead: Brand Leadership Team (BLT) Approximate cost: None Possible funding idea: None required Rationale and/or details: From the presentation provided in Apple Keynote and PowerPoint formats (and the BLT’s presentations to the community), each BLT member charged with promoting the brand should take the one-hour presentation (included with this plan), modify it, and make it their own. In most cases you’ll only have 20 minutes to speak. Here’s what we’d suggest take place during that presentation:
• Two minutes to let the audience know that branding is more than logos and slogans. It’s the essence of who you are and what you want to be known for – he feeling someone has when you mention Squamish. • Three minutes to explain why branding is important: The audience easily has information about every city and town in Western Canada at their fingertips in a fraction of a second via the web, so what sets Squamish apart from the rest? Why should someone live, establish a business, or visit Squamish? What sets you apart and makes you the destination of choice? And make sure you mention money: This is about importing new cash, and keeping locally earned cash in Squamish. The bottom line in branding is about tax base and community development. • Two minutes about the process: Let the audience know that more than 1,100 locals weighed in and the brand direction was founded on feasibility, not just local sentiment. • Ten minutes selling them on the product that backs up the brand: – Downtown gathering place, a year-round public market, identifying trails and your truly “epic” adventures that make Squamish worth a special trip from anywhere around the world. – Wayfinding that will effectively help guide visitors explore Squamish - and many others. Just key on the top five or six product development recommendations. Remember, this is your time to sell the audience on the plan, not detail everything in the plan. Focus on the top product development recommendations where you need the most public support. • And then just three minutes showing them the look and feel of the brand. Do NOT concentrate on logos, but show them the concept ads, pole banners, wayfinding signage, so they can see what the brand looks like. The logo is always in the bottom right hand corner and is always used with other graphics. Don’t let the logo become a topic of conversation. It means very little when attracting business investment, new residents and visitors.
Once again, the big focus is on education (so people understand why you’re doing this and why it’s important) and sales: You are ALWAYS working to bring in more champions. The more people you have buy into the brand, the stronger and more ingrained it becomes as the heart and soul of the community.
Finally, create a year long calendar, pick your four or five or six BEST speakers on the BLT, remember, “Nothing great was ever achieved without enthusiasm,” and then schedule them to speak at the various events. And don’t just keep it within Squamish. If you can find opportunities to speak to clubs and organizations in Vancouver, Victoria, the Canadian Tourism Commission, the greater Seattle or Portland metro areas – then, by all means go there! Think of provincial-wide organizations and western Canada organizations, such as the Tourism Industry Association of BC, rural development, economic development, etc.
Also, develop a list of provincial-wide conferences where you can share your branding experience with large audiences, and tell them what you are doing to develop the new brand. When you do this, you are also selling them on why they MUST pay a visit to Squamish, and once they do it, chances are they’ll be back to see your progress. While this takes time, it’s free and will spread the word throughout the province, western Canada, and Pacific Northwest.
You should also, on the last slide, place a URL where the audience can sign up for Tourism Squamish’s free monthly
Squamish, British Columbia | Branding, Development & Marketing Action Plan 23 5. 5.2. Page 37 of 187
e-newsletter that will showcase upcoming recreational opportunities and events. This is an easy way to create “top of mind awareness” and to start building your database.
4. Secure domain names Timeline: October 2014 Who takes the lead: District of Squamish, Tourism Squamish Approximate cost: No more than $100 Possible funding idea: Lodging tax funds, tourism, the District Rationale and/or details: With any branding project one of the first priorities is to secure the domain names that will help promote the brand.
In addition to the domains already secured by the District, the BLT should brainstorm and review additional domains for purchase, recognizing that Squamish wants to encourage other businesses to align themselves with the brand by securing their own domains.
The BLT should discuss what is required to acquire the currently privately-owned www.Squamish.com. This URL could potentially be a great landing site/URL for all Squamish enquiries, acting as a launch page to other websites including tourismsquamish.com and squamish.ca.
Securing domain names usually costs between $5 and $7 a year, and hosting each may be in the $5 a month range, so it’s not a big expense. Keep in mind that the domain name should help sell the experience – it’s actually part of the marketing effort.
5. Begin the transition to the new brand identity
Over a year (or so), replace existing business cards, stationery, utility billings, and other printed materials to convert to the new look and feel of the brand. Timeline: Fall of 2014 Who takes the lead: The BLT, supporting organizations Approximate cost: None (items are simply replaced as needed) Possible funding idea: None required Rationale and/or details: The BLT will initiate discussions with the various organizations to determine what exact elements of the brand will be used by certain organizations, e.g. Tourism Squamish may use the same logo as the District; however, they may have a slight variation on the logo to incorporate “Tourism.” Furthermore, they will discuss how various other organizations, such as the Business Improvement Association, the Squamish Arts Council, the Chamber, and other events will use the brand.
The 2014 calendar year is the “getting ready” year, meaning that this is the year dedicated to product development initiatives, creating new marketing materials, and gradually introducing the new brand identity, wayfinding signage and pole banners. This transition does not need to be expensive.
When a District Councillor or Staff member, for example, needs new business cards printed, they would be printed with the new look and feel of the brand. Over time, letterheads, utility billings, envelopes, business cards and even vehicle graphics would change to the new brand graphics. The transition might take 12 to 18 months, and that’s just fine. People will come Downtown, and people will invest in Downtown because it’s becoming a popular gathering place, not because there’s a new logo on printed materials, business cards, or signage.
24 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 38 of 187
The transition should also apply to any marketing Tourism Squamish other supporting organizations do over the next couple of years. In fact, once the Brand Style Guide is complete, copies should be distributed to your partnering organizations – chamber, tourism office, economic development, district departments, Downtown organizations, and any events organizations.
Successful brands require continuity. This does not mean the Chamber needs to use the same logo as Tourism Squamish, but there should be common color schemes or fonts used to create synergy between organizations.
NOTE: EVERY use of the brand identity, tag lines and marketing messages must be “approved” by the BLT Marketing Team before printing so that they comply with the rules outlined in the Brand Style Guide. One of the primary functions of the BLT is to “police” the brand-mark (logo) and the messaging, just as is done by any major brand. As brochures, pole banners, wayfinding signage, print ads, billboard displays, trade show booths, business papers, newsletters, etc. are developed, EACH MUST be approved by the BLT Marketing Committee. This is imperative to assure the strength of the brand.
The brand identity can ONLY be used for public sector marketing. Joe’s Muffler Shop cannot use the logo or the tagline in their marketing efforts. However, if Joe wants to promote a public event such as “Cars and Street Rods - Hardwired for Adventure,” there’s no problem since it reinforces the brand. This use should actually be encouraged; however, it must be approved by the BLT Marketing Team.
6. Bring other local organizations and partners into the brand Timeline: Starting in February 2015 Who takes the lead: BLT Approximate cost: None Possible funding idea: None required Rationale and/or details: The most successful branding efforts are those where local stakeholder organizations play a key role. Many years ago, the Roger Brooks team led a branding effort for Battle Creek, Michigan. They were going to work towards becoming the Midwest’s “Competitive Sports Capital,” building on the Kellogg Foundation’s efforts to help people live healthier lives.
Kellogg was founded on healthy living, but over the years the brand became synonymous with Frosted Flakes and sugary cereals, something they were trying to change. But if Battle Creek was going to talk the talk, it had to walk the walk. The challenge: At the time Calhoun County was considered the most overweight county in the most overweight state in the country. Michigan has worked on that and is now fifth on the list of most overweight states. The point is that the brand has to be more than skin deep. It needs to be entrenched in the community, so everyone eats, breathes, and lives the brand. If you talk the talk, you must walk the walk.
With a focus being on “hardwired for adventure”, it’s important that local residents, businesses, educational institutions, and the District walk the talk.
Every local organization should sit down with their boards and the BLT to come up with programs or ways they can tie into the ‘Hardwired for Adventure’ theme – in their marketing efforts, classes, educational programs, and outreach.
When York, Pennsylvania decided to narrow its focus to become the Industrial Art & Design Capital, York College decided to concentrate its efforts on this very industry. There are also niches for each Squamish organization to tap into to align themselves with Squamish’s Brand Promise.
The most successful branding efforts are grassroots efforts. This means they need to start in schools – from kindergarten up to graduate degrees. When friends and family come to visit, residents should promote your epic adventures – including your recreational activities and events.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 25 5. 5.2. Page 39 of 187
The types of organizations and partners Squamish should approach as a priority include:
• District of Squamish • Tourism Squamish • Squamish Chamber • Squamish Nation • Squamish Arts Council • Squamish Library • Downtown Squamish Business Improvement Association • Sea To Sky Gondola • SORCA • Rotary • Media • Signature Event Producers, e.g. Test of Metal, Logger Sports, Squamish Valley Music Festival
7. Get the Brand Promise out there Put the brand promise in every district department, including police, fire, public works – everywhere. It should be stenciled INSIDE the buildings, as interior decor. The brand promise is your guiding principle for everything you do as a community. Timeline: Beginning in January 2015 Who takes the lead: BLT Marketing Committee Approximate cost: $5,000 Possible funding idea: Destination marketing funds Rationale and/or details: Brands must be more than skin deep. They are the essence of who you are as a community. And you want to put the brand promise in front of your local residents, organizations – and visitors – as often as possible so they remember what you, as a district, are all about. The least expensive way to do this is to create a stencil with letters approximately 10 inches tall by about 8 inches wide that showcase the brand promise. It should read “Squamish: Hardwired for Adventure”.
We recommend that this be stenciled inside public spaces as interior decor, selecting the specific location so that it will be attractive, easy to see and read, and adds to the beauty of the inside rooms: • Local schools (elementary, middle/junior high, high school) • Library • Municipal Hall • Police and fire departments • Planning and community development departments • Hotel lobbies • Gas stations, fast food establishments, retailers • Sports facilities
Stencils cost about $100, and this budget includes contracting with a person or small business that would actually do the painting. If businesses want a customized stencil, as mentioned above, we believe this would be an appropriate public
26 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 40 of 187
expense. We would encourage the BLT Marketing Committee to do this for businesses that want to have stencils done. In fact, businesses should be encouraged to take advantage of this opportunity. This is the fastest, easiest, most cost effective way to put the brand promise “out there” so that it becomes ingrained in the minds of local residents and visitors.
The BLT could also brainstorm other creative ways to communicate the brand.
8. Downtown retail and business recruitment Timeline: In progress Who takes the lead: BLT and Economic Development (District) Approximate cost: Included in Economic Development budgets Possible funding idea: N/A Rationale and/or details: Downtown Squamish has the potential to be one of the most outstanding gathering places in British Columbia. It already has an intimate feeling, some great signature shops, and terrific “bones” in terms of architecture, but it’s still missing the critical mass that will make downtown Squamish a draw in itself.
Every person with an interest in downtown Squamish should be encouraged to watch the Roger Brooks video “The 20 Ingredients of an Outstanding Downtown,” a three-part series that addresses many of the recommendations made in this plan. It is the culmination of more than 10 years of ongoing research, and the “rule of critical mass” is the one ingredient common to all 400 successful downtowns. A critical mass of destination-retail shops, dining, and entertainment is essential.
Businesses that need to be recruited to downtown include: • Upper level residential development wherever possible. • A 5,000 to 10,000 square foot outfitter that would sell and rent kayaks, canoes, wakeboards, water ski equipment, small boats, fishing and hunting gear, camping gear, hiking/running gear, binoculars, clothing, and fitness gear. • An additional bike shop that rents, sell, and repair bikes: mountain/trail bikes, street bikes, and leisure bikes. Biking is the fastest growing leisure sport in the country, and Squamish has one of the best trail systems in Western Canada. Squamish is part of what could be the Canada’s best biking destination along the World Famous Sea to Sky Highway. Added to this mix should be Segway tours. This would make Squamish an outstanding destination and would add to the epic experience that people who are hardwired for adventure are seeking! • Full service spa – not just hair and nails, but a first-class day-spa facility. Perhaps an existing spa can up its game, becoming a signature spa destination. • Additional restaurants. If you had 30 restaurants in downtown, you’d have people coming to Squamish from the greater Vancouver area and Whistler/Pemberton JUST for the dining. So adding more dining venues would just make downtown even more vibrant and successful. The goal: Twenty in the next five years. These can be as simple as an ice cream shop, additional coffee shop, upscale eatery or two, bakery, butcher shop, wine store, deli with retail picnic items, health food store, etc. • Visitor information center with public washrooms downtown should be on the list as well. • A great book store, additional First Nations art and other galleries, perhaps a local arts co-op. Seventy percent of all consumer spending (visitors and locals) now takes place after 6:00 pm. It will be important to have lease agreements dictate operating hours and days, just as you’d find in Park Royal or any other mall setting. The future of downtowns is where we go after work and on weekends, after school, or after spending the day in the mountains or on the water. With outdoor recreation as your primary visitor draw, 99% of these activities will take place during the day. No visitor wants to head back to a hotel room and just watch television because downtown Squamish is, for the most part, closed. This effort must start with property owners, not just merchants. The “20 Ingredients” video will be a great one for your merchants, property owners, and the District to watch.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 27 5. 5.2. Page 41 of 187
9. Encourage Downtown businesses to open late Timeline: In Progress Who takes the lead: DSBIA Approximate cost: Covered by existing organization budgets Rationale and/or details: One important ingredient of successful downtowns is having shops be open consistent hours and days, and having them stay open in the evening hours.
North Americans are shopping and dining later in the evening hours than they used to. Seventy percent of all retail spending now takes place after 6:00 p.m. When shops close at 5:00 or 6:00, they are missing most of the shopping opportunities. But, it’s important that most of the shops in a downtown stay open in the evening - one or two won’t attract as many shoppers as six or more open stores. You need the critical mass. If very few shops are open in the evening, there’s no reason for people to spend time downtown - people will go somewhere else to do their shopping.
This is best achieved when property owners define their tenants’ operating hours and days in their lease agreements. This is something retail malls insist upon, and it’s important for downtowns as well. One way to handle the need for more staff to keep the shops open longer is to start a shared-worker program. Opening later in the morning so that you can close later in the evening is also worth considering.
The “20 Ingredients” video will be a great one for your merchants, property owners, and the District to watch. There is an additional video that concentrates on why downtown businesses should be open into the evening hours and some tips about how to make it happen.
10. Create “The Very Best Of” Squamish brochure Timeline: January 2015 with publication and distribution by end of March 2015 Who takes the lead: Tourism Squamish Approximate cost: To be determined Possible funding idea: Destination marketing funds Rationale and/or details: Always promote your “anchor tenants.” These are businesses and activities that people would drive 45 minutes to an hour, or more, to visit specifically. You cannot let politics get in the way of promoting your “best of’s.” The reasons for creating this brochure are many:
• The most asked question at any hotel, B&B or visitor information center is “where’s a good place to eat?” Visitors don’t want to be handed a list – particularly one that only features advertisers or members. By promoting your best restaurants, retail shops, and activities, you ensure a good high-quality experience, which is often instantly noted on Facebook, in Twitter posts and in on-line reviews such as Yelp and TripAdvisor. If friends or family were visiting you, where would you take them to eat? • Success breeds success. No successful mall is ever developed until the anchor tenants are committed. And most people go to the malls, not because there’s a Roger’s Wireless store, Hallmark store, GNC Nutrition outlet, or a dozen cell phone dealers, but for the anchor tenants. Chances are good they’ll stop into Roger’s Wireless, Hallmark or a number of other smaller shops while they’re at the mall. The anchor tenants attract the shoppers to the mall, and all the other shops benefit as well. Would you go to Orlando if Disney World wasn’t there? If you said no, you just insulted 171 other attractions. But they all know that Disney is the anchor tenant and does the heavy lifting in terms of promotion, and they all benefit from the Disney park being there. Additionally, Disney is glad Universal Studios, Wild Kingdom and the other attractions are there because, collectively, they make Orlando worth a trip from just about anywhere on earth.
28 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 42 of 187
• By promoting your very best restaurants, retail shops and activities, you encourage the others to raise the bar so they can be included in future “Best Of” guides, which should be produced each year. Note the upcoming criteria and encourage those not selected to work on those criteria, so they too can be promoted in the guide. • “Best Of” restaurants, retail shops and activities make Squamish worth a special trip, particularly from neighboring communities. Is there a particular restaurant, retail shop, or vendor that you’d make a special trip to North Vancouver, Whistler, downtown Vancouver, Granville Island or Lonsdale Quay for? So what do you have in Squamish that warrants a special trip from these areas? An easy one is the Sea to Sky Gondola. Perhaps another activity is hiking or climbing The Chief. What are your top three restaurants that make Squamish worth a special trip? And how about the top three retail shops? And the top ten activities? • One of your recruitment objectives is to recruit one, two or three anchor tenants into downtown Squamish. Just like malls, few downtowns become successful destinations without those anchor tenants. You need to recruit them, and then make sure you help market them, specifically, creating an incentive for them to invest in Squamish.
• Promoting private business is the life-blood of tourism - and any community’s economic development efforts. Remember this entire plan is about creating jobs and importing new cash into Squamish.
• It raises the bar - and the quality - of Squamish’s offerings. And ultimately, it will raise the bar for the entire community, making Squamish a “premier” place to live, work and play.
The Best Of guide is a 4 inch x 9 inch rack brochure that can include up to 20 businesses and activities, and it is typically made up of 24 panels (12 panels per side). It should include perhaps 12 to 20 businesses and activities, plus and front and back cover, a panel explaining how these were chosen, and a panel that talks about Squamish: Your location and what the town is all about. Do NOT make the mistake of including everyone to be politically correct. For Squamish we’d suggest promoting the top three or four restaurants, the best three retail shops, and the top ten activities and attractions.
Here are the criteria you might use to determine who should be invited as a participant: a . They must be open at least six days a week. The day they can be closed is Monday. This creates continuity for your visitors - and residents. b . They must be open until at least 7:00 pm all six nights (to start). As an FYI, 70% of all consumer retail spending now takes place after 6:00 pm. Are you open? This is why all successful malls are typically open until 9:00 or 10:00 pm, seven days a week. Encourage your merchants to be open during the evening hours and promote the “best of’s” that are on board. This won’t be a problem for most restaurants, but can be a challenge for retailers and some attractions or activities (particularly historical attractions that tend to close at 5:00). c . They must have good curb appeal. They must be inviting. Remember, you are staking the reputation of the community on these businesses. d . They must be highly regarded by someone other than themselves. This means that they must have an 80%+ positive reviews on TripAdvisor, Yelp, Urban Spoon and/or have been written up in regional publications. e . They must be organic to Squamish. This means you can’t include franchises and businesses that can be found in just about every city. Why drive to Squamish if I can enjoy the same shop or restaurant right here in Vancouver? f . They do not all need to be located in the downtown area. While we hope they can be recruited to downtown, it’s not a requirement to be included in the guide.
For the first year, Tourism Squamish could handle the funding of this brochure. After that, the funding model should be revisited to possibly include a 50/50 split between the businesses and Tourism Squamish, such as the following model: Each business is invited to purchase a panel in the guide, making this a public-private marketing partnership. Typically each business or activity would pay in the range of $400 for their panel. The remainder of the cost is covered by Destination Marketing funds. This is a public/private project. Many activities, such as historical attractions and parks, have little or no marketing budgets, and their panel would be covered by the Destination Marketing funds.
It’s very important NOT to include businesses just to sell more panels. You should have a good balance between restaurants,
Squamish, British Columbia | Branding, Development & Marketing Action Plan 29 5. 5.2. Page 43 of 187
Peak Performers The very besT of squamish
retail shops, and activities.
We recommend printing 60,000 copies (although the quantity will be budget dependent and need to reflect both local distribution and potential regional distribution), and distributing them as follows:
• Every hotel, motel and B&B should put the “Best Of” guide in every room or have them available at the front desk. Housekeeping would make sure one is in each room. Guests, of course, are encouraged to keep the copy they pick up. An alternative would be to hand the guest one on check-in. • In your visitor information center, chamber of commerce office, and at visitor information kiosks designed and installed as part of your wayfinding system. You should have kiosks at the Sea to Sky Gondola, near hotels, downtown, and at your major parks. All should include brochure distribution where the “Best Of” guide is included. • One should be sent to every household in the district, in a #10 envelope (yes, snail mail) with a small card that reads, “The number one reason people travel is to visit friends and family. We hope that you will hang onto this brochure so that when friends or family visit you, you will show them the very best of what Squamish has to offer. After all, we believe every dining room table should be a concierge desk.” • At other visitor information centers along Highway 99 and others within a two-hour drive of Squamish. Think West Vancouver, North Vancouver, Whistler, Pemberton. • At the municipal hall, library and at other public assembly spaces.
This one brochure is a good way to get regional visitors to stop in Squamish and actually venture more than a block off the highway. It is a great way to get hotel guests to go beyond a quarter mile of the interstate, and a good way to educate locals about what you’ve got and where it’s located. This will be your most important local marketing piece, bar none.
For each featured business, include a photo (interiors sell the experience better than exterior shots), their logo, address, phone number, website address and a description of why they are so good and are a “must visit” and “worth the drive” destination. Each would get a full panel. You might consider adding a QR code next to the logo or at the bottom of each panel
30 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 44 of 187
where a person could easily pull up their website or menu.
The guide should also be available on the Tourism Squamish website for viewing and for download.
The guide should be reproduced every year. Finally, the reasons no lodging facilities are included is so that they will hand the brochure to visitors without fear of promoting their competitors.
Included in the “Best Of” guide should be a panel dedicated to “The Epic Eight” provincial parks, and the other top-rated “epic” experiences:
1. Stawamus Chief: Hiking, Rock climbing (the Apron / the Grand Wall), Bouldering (base of the Grand Wall), Sight-seeing (standing at the base and looking up at the rock / watching the climbers), Paragliding
2. Mountain Biking: Half Nelson, loads of other amazing trails, perhaps a nod to the 200+ km’s of single track trails
3. Kiteboarding / Windsurfing (followed by sailing / kayaking / SUP’ing) in the Howe Sound
4. Eagle Viewing: Brackendale Eagles Provincial Park / Brackendale Dyke
5. Sea to Sky Gondola: Hiking (Sky Pilot and Habrich as well as the Sea to Summit trail), Sightseeing, Rock Climbing
6. And a very close 6th would be Garibaldi Park for its hiking / mountaineering / skiing / snowshoeing / camping
Each one of these should have a single panel in the Best Of guide and perhaps the Chief should merit two.
11. Continue to grow digital library in support of the brand Timeline: Fall of 2014 and ongoing Who takes the lead: Tourism Squamish Approximate cost: Covered by existing organization budgets (approx. $5,000 Tourism Squamish) Possible funding idea: To be determined Rationale and/or details: We are in the age of visual communications. A picture really is worth a thousand words. Video is worth even more. The key is having great content and high-definition resolution. Your photos and videos need to be world class – like you’d expect to see in a National Geographic publication. Remember the focus on “epic” in the Brand Promise. This is a promise and you must deliver on that promise. The idea is to sell great experiences that are different or clearly better than what the visitor can get closer to home. The photos need to fit within the framework of the Brand Style Guide – the look and feel of your brand. Photos and videos should be exciting, fun, and engaging. Everything you film and shoot should portray the epic feeling. And people who are hardwired for adventure should always be included in the photography.
Tourism Squamish is currently sourcing digital assets (including photography) with usage restricted to Tourism Squamish initiatives (including media use). Grow the inventory of signature photographic images that promote the brand. Ensure that the Brand Style Guide speaks to what the photos need to depict.
Continue to work with local photographers.
Make sure your videographer also has studio/editing skills. You’ll want to create a number of 20-second to three-minute videos showing every season of the year, each promoting a single experience, and some promoting sample itineraries. Filming the “Itineraries from locals” can be a fantastic addition to your website and YouTube channel. This means videos may need to be edited and formatted for use on YouTube, your website, and other online sites.
Continue developing an excellent B-roll library of video and perhaps 100 signature photographs, keeping mind:
Squamish, British Columbia | Branding, Development & Marketing Action Plan 31 5. 5.2. Page 45 of 187
• The photography and videography must fit within the Style Guide requirements and recommendations. • Focus on people having a great time. Don’t show just scenic vistas – show hikers enjoying the scenic vista. People see themselves where they see other people. Always sell experiences, not just places, not just objects. • Keep the photography tied to the core brand promoting ‘hardwired for adventure’. Watch the Roger Brooks video in the All Access Library “The Use of Photography to Increase Sales.” This can be very helpful for your efforts in securing and using world-class photography. A photograph really IS worth a thousand words. • Build upon the library Tourism Squamish already has, and ensure they, and other organizations, continue to brief photographers on what specific styles of photography are needed to support the brand.
12. Brand District vehicles Timeline: Fall 2014 (new vehicles), continue to roll-out across fleet in 2015/2016 Who takes the lead: District of Squamish Approximate cost: Covered by existing District budgets Possible funding idea: Not required Rationale and/or details: Over time, District vehicles may need to have decals placed, and when that opportunity arises, include the new brand. Start with parks department vehicles, then perhaps public works and bylaw vehicles, followed by general operations’ vehicles and machinery.
128
Conceptual examples.
32 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 46 of 187
13. Continue to improve access to and use of the waterfront Timeline: Winter 2014 Who takes the lead: BLT, District of Squamish Approximate cost: To be determined Rationale and/or details: One of Squamish’s great assets is its oceanfront and the activities people can enjoy on the water. Squamish promotes its sea to sky adventures, so it is essential that there be easy access to the waterfront - by trail and road - from Downtown. Both areas can contribute to the benefit of each other if they are easily accessible to each other. As the oceanfront is developed, it will be important to provide amenities, including washrooms, parking, and staging areas. There is also an opportunity for the BLT to help further the design, use and promotion of Lot 1, including providing support for the Legacy Project which is proposed as part of Squamish’s 100 years’ celebration.
14. Solicit input from local groups to identify ways to better support and access Squamish’s outdoor activities Timeline: Winter 2014 Who takes the lead: BLT (responsibilities may shift as initiatives are identified and delegated to various organizations and groups) Approximate cost: None (costs may eventually be associated with implementing solutions) Rationale and/or details: In addition to all of the other recommendations that help support, promote and access Squamish’s incredible outdoor activities (biking, hiking, climbing, kiting, boating, eagle viewing, etc.), these working groups would lend their expertise to identify ways to improve accessing and using Squamish’s natural assets that collectively set Squamish apart from other destinations and are core to the brand promise. The working groups would also discuss priorities and feasibility of implementation, and help identify key stakeholders that would take the lead on implementing solutions/improvements. Some examples of the types of ways Squamish could ensure they continue to improve outdoor adventure experiences include: • Eagle viewing - improve signage, parking (for cars and buses), and viewing. Seek funding for volunteers. Provide washrooms. • Mountain Biking - continue DOS grant for trail maintenance. Work with BC Timber Sales to make sure there are buffer zones between logging operations and high traffic trails. Review staging areas at the trail heads of various trail networks. • Climbing – explore solutions for parking lot break ins. Shuttle/transit from camping area to climbing areas (side benefit - eliminate illegal camping). • Kayaking - create kayak-friendly waterfront access. Must be near parking and away from boat launches. • Kiteboarding – create kite-board launch point with access from Downtown Squamish (longer term project tied in with SODC development). In short term, grade spit road regularly and mitigate dust. • Water Sports – basic bathroom, water and storage amenities. For most outdoor activities in Squamish, the protection of land to ensure the future of each activity is critical. It will be important for each of the local groups to ensure they also address any challenges, concerns, or threats to the land where members of their community recreate (e.g. Smoke Bluffs, The Chief, The Spit, various trail networks including Ring Creek, Crumpit Woods and Alice Lake trails, etc.). There is also an opportunity to engage a group of event producers to ensure the BLT can support removing any obstacles to their success.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 33 5. 5.2. Page 47 of 187
15. Begin development of the 2015 Activities Guide Timeline: Winter 2014 / Spring 2015 (print Spring 2015) Who takes the lead: BLT Marketing Committee, Tourism Squamish Approximate cost: Covered by existing organization budgets Possible funding idea: Destination Marketing funds, advertising co-op funds Rationale and/or details: Your “Visitors Guide” should become an “Activities Guide,” and the 2016 issue will roll-out the new brand. It should have an entirely new look and feel per the Style Guide. For more information on content, photography, and how to make advertising “advertorial,” watch the Roger Brooks video “Visitor Guides for the 21st Century.” This video will showcase many great examples including content, the order of what is included, the use of photography, QR codes, and other elements. The primary key: To sell experiences, sample itineraries, lots of specifics, focus first on your “anchor tenants” and then complementary activities, and get rid of lists – except in the back of the publication.
16. Develop a branded website “jump page” Timeline: Starting February 2015 Who takes the lead: BLT Marketing Committee, District of Squamish Approximate cost: Included in current website maintenance budgets Possible funding idea: Destination Marketing funds Rationale and/or details: When it comes to nearly ALL marketing (tourism, economic development, downtown promotion, event promotion and business marketing), funding should be roughly allocated as follows:
• 45% on digital marketing: website, social media, e-newsletter, apps, online advertising, pay per click, video content, photography, sample itineraries, etc. • 20% on advertising, where the focus is to drive people to your website, which MUST be good enough to close the sale. • 20% on public relations: getting articles and exposure showcasing the brand, sample itineraries, focusing on the top three “epic” adventures and your downtown revitalization efforts. • 10% on printed materials (your “Best Of” and Activities Guide). • 5% on trade shows, billboards and other forms of advertising
As you can see by this breakdown, the web should be the very top priority. Ninety percent of all Canadians and Americans now have immediate access to the Internet via smart phones, tablets, and computers, and they have this access at home, at work, at school, and while on the road. Of this group, 94% use the web to decide where they will visit, what they might want to do this weekend, where to eat, what to do tonight, where to live, and even where to establish a business.
Squamish’s tourism website should REALLY showcase the Brand Promise. It needs to be world-class and professionally produced. In fact, this website should set the tone, look and feel for other local websites that would promote economic development, the district (governing website), downtown, chamber of commerce and other local organizations.
Task a designer (on contract with Tourism Squamish or the District) to design a “jump page” that brings the visitor to a branded landing page before launching into other websites that best matches their enquiry, e.g. TourismSquamish.com (visitors), Squamish.ca (residents), or the SquamishChamber.com (local businesses). Perhaps one of the new registered domains could redirect to the jump page until organizational websites are fully updated with the new brand. This will be a
34 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 48 of 187
cost effective way to demonstrate that Squamish is transitioning to a new brand in lieu of the full websites being re-skinned with the new brand look and feel.
The “quick win” concept of a jump page may be a long term approach by Squamish’s organizations to help redirect website visitors to the appropriate website. This could be built out to be like New Zealand’s website portal (www.newzealand.com).
Key suggestions to ensure a successful tourism website:
The tourism website needs to be photography-based, showcasing Squamish’s incredible beauty using professionally shot photography (National Geographic quality). Include lots of video content, including the seven-minute video now used to promote Squamish (and fits the brand perfectly). It also needs to be full of specific information and details, making it extremely easy and convenient to plan a trip to Squamish. It should NOT be a website based on lists. Simple lists of restaurants, retail shops, museums, parks, and other things, do nothing to entice visitors to choose Squamish. The website needs to be experienced-based and rich with content.
Most of all, it needs to look “world class,” yet not overly polished to be too “shiny.” Squamish is a “real” organic destination with roots in First Nations, timber and mining, and having those elements throughout the site will provide an “honest” representation of the community.
Sample itineraries will be very important and should include specific restaurants, and even specific dishes to try. Above all, specific recommendations should be included, just as travel writers do.
The website MUST be good enough to close the sale. All advertising is designed to pull people to the website, and once there, it will need to “close the sale” in terms of trip-planning, things to do, etc. Make sure the top three or four “Epic” adventures are showcased. You are building the entire brand on those. They need to be worth a flight from Toronto, Halifax or Florida. Climbing The Chief is one of those and brings people from around the world. Perhaps there’s a certain trail that is better than any other in Western Canada, or a particular kite-boarding site, and, of course, the new Sea to Sky Gondola with hiking.
The bottom line: Make it clean, simple, and make it truly embody the organic feel of Squamish. The website is, by far, your most important marketing tool. Even when it comes to economic development, site selectors, potential residents, and investors will always review the tourism website, since it embodies why someone would choose to visit or live in Squamish.
Work with your graphic design firm to have common elements and a consistent look and feel among your sites. They do not all have to be cookie-cutter or use the same template, but they do need to have complementary and unified color schemes, fonts or graphic elements.
We could easily spend 100 pages just talking about the website, but here are a few rules:
1 . Promote specifics not generalities. If you promote Squamish as the hub for some of the best fishing in British Columbia, you must provide specifics:
a . Where are the best fishing spots? b . What kind of fish will I catch there? c . Do I need a fishing license? If so, where can I get one? d . How far a drive are these fishing spots from Squamish? e . Is this boat or shore fishing? f . Where is a bait and tackle shop? g . How do I get there and where do I park? h . Can I rent a boat there? Or where can I launch my boat? i . What kind of bait should I use? j . What time of day, what time of year is best? k . The more details you provide the more likely you are to close the sale.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 35 5. 5.2. Page 49 of 187
The same applies to climbing sites, hiking trails, biking trails, water-based activities and even downtown events, conferences, and conventions. Details, details, details. There should be no questions unanswered as people plan visits to Squamish.
2 . Avoid lists. If you want to showcase restaurants, include them by type of dining: Italian, Mexican, Chinese, Barbecue, etc., and make sure you include a photo (interior please), logo, address, meals served, hours and days they are open, and a description of why they are so great, plus include a link to their menu or website .
3 . Include detailed itineraries. We urge you to watch the Roger Brooks video “The Power of Itineraries,” which showcases dozens of examples and how to craft itineraries.
4 . People LOVE video content – particularly those that run from 30 seconds to no more than three minutes. It’s better to have a number of shorter videos than one long one.
5 . People LOVE photography. Your site should be loaded with photography, and the photos should show people enjoying activities – not just places like parks, ball fields or downtown without a soul in the picture. We relate to people, not just places. Suggestion: watch Roger’s video “The Power of Photography to Increase Sales.” Focus on what makes Squamish unique – and worth a special trip.
6. The tourism site should be organized by activity. Consider a “pick your season” format where they choose the season, and it takes them to a page that will tell them what to expect that time of year in Squamish in terms of weather, accommodations and activities. Once on that page, they can then “pick your passion,” which will include the various activities available that time of year. Golf or baseball may be seasonal, as may hunting, but Squamish events and activities will be showcased in every season.
7 . Make it simple and easy to navigate.
8 . Remember that you are selling experiences first, not Squamish. People are looking for things to do, not places to go.
We suggest the BLT Marketing Committee watch the following Roger Brooks videos. Each is about an hour long: • Community Marketing on a Minuscule Budget • Seven Deadly Sins of Destination Marketing • The Power of Itineraries • Tourism for the 21st Century
A successful website example is Asheville, North Carolina’s site www.exploreasheville.com. Obviously, the look and feel of Squamish’s website should be quite different with a totally different focus, but their site is a good one in terms of content.
17. Integrate new brand into monthly newsletters Timeline: Winter 2014 / Spring 2015 Who takes the lead: Tourism Squamish, District of Squamish, BLT Marketing Committee Approximate cost: None Possible funding idea: None required Rationale and/or details: Nothing creates top of mind awareness like constant reminders. And the most unobtrusive reminder can be in the form of a monthly e-newsletter. Tourism Squamish is already sending out newsletters, plus the District and the Chamber have their own locally focused newsletters that are distributed to their databases.
The following are some tips to more effective newsletters:
36 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 50 of 187
I want to... Search go
Discover Squamish Recreation Our Services Business & Development Your Government
Capital Projects. Learn more about infrastructure improvementplans and projects
LATEST NEWS UPCOMING PROJECTS & EVENTS INITIATIVES Lorem ipsum dolor sit amet, consectetuer adipiscing elit, Lorem ipsum dolor sit Lorem ipsum dolor sit sed diam nonummy nibh euismod tincidunt ut laoreet - amet, consectetuer ad - amet, consectetuer ad - iquip ex ea commodo consequat. Duis autem vel eum ipiscing elit, sed diam ipiscing elit, sed diam Lorem ipsum dolor sit amet, consectetuer adipiscing elit, nonummy nibh euis - nonummy nibh euis - sed diam nonummy nibh euismod tincidunt ut laoreet mod tincidunt ut lao mod tincidunt ut lao
Save time... nd a quick link below
QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS HERE OPTION 1 HERE OPTION 2 HERE OPTION 3 HERE OPTION 4 HERE OPTION 5 HERE OPTION 6
Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - ipiscing elitsed... ipiscing elitsed ipiscing elitsed diam ipiscing elitsed diam ipiscing elitsed diam .. ipiscing elitsed diam nonummy nibh euis - nonummy mod.....
more more
QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS QUICK LINKS HERE OPTION 1 HERE OPTION 2 HERE OPTION 3 HERE OPTION 4 HERE OPTION 5 HERE OPTION 6
Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit Lorem ipsum dolor sit amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - amet, consectetuer ad - ipiscing elitsed... ipiscing elitsed ipiscing elitsed diam ipiscing elitsed diam ipiscing elitsed diam .. ipiscing elitsed diam nonummy nibh euis - nonummy mod..... more more
COUNCIL
UPCOMING COUNCIL MEETINGS AND DECISIONS Conceptual example.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 37 5. 5.2. Page 51 of 187
They can’t be a sales pitch. Each should be short, to the point, and offer upcoming events and tips and tricks on recreational activities, techniques, proper gear, etc. It should showcase “Coming up this month...” and tips, ideas and quotes to help people get excited about experiencing an adventure in Squamish - all types of activities for people who are hardwired for adventure.
Whenever possible tell stories: A visitor’s Squamish experience/adventure; someone coming to Squamish to try something new; a visiting family’s eventful weekend in Squamish.
Provide things to do, not just reading material. Make it engaging. Tell everyone you know to subscribe. Wouldn’t it be great to get subscribers from all over the country – or world, for that matter? You can if you make the e-newsletter shine in terms of content and reasons to visit.
In each newsletter include five or six “articles,” but you should just include the headline and the first sentence or two plus a link to see the rest of the article on your website. This way someone can quickly scan down the list, and if something catches their eye, they can click on the link, taking them to the website and the rest of the story. If they don’t see anything interesting, they can just delete the e-mail, BUT it still created “top of mind awareness” – reminding the reader that Squamish is a great place to spend their time.
Subscribe to other tourism-based e-newsletters to see how they look and sound. Which ones are successful in getting you to click on links to specific pages on the website for more details? Follow your own intuition. Asheville, North Carolina is a good one to use as a model.
Each month consider the following:
• A great tip, trick or idea that the reader can do themselves. Perhaps a great book to read, tips and tricks for living a happier, healthier, bolder life. They don’t always have to showcase an epic adventure, but can focus on a way of life – The Squamish Lifestyle. Food tips, living a green lifestyle, organic gardening, but with recreation at the top of the list. • A great small-business opportunity. • Incredible events coming up in the next 60 days. • The latest video that evokes emotion and makes us want to visit the Squamish now – a call to action.
Make sure it is super easy to subscribe by having a sign-up space on the home page of the website.
Every e-newsletter should include a photograph, teaser text, and a link for the rest of the story. And it should be produced once a month.
There are also numerous adventure-based companies with their own databases, e.g. SquamishAdventure.com, that actively promote Squamish as an outdoor adventure destination. The BLT should assign members to reach out to organizations and companies that send out newsletters to learn what they are doing and how they could improve upon their current programs by tying into the brand more effectively and using the suggestions for an effective newsletter within this recommendation.
18. Launch a community clean up program Timeline: Winter 2014 / Spring 2015 and ongoing Who takes the lead: Every local organization led by the BLT Approximate cost: Covered by existing organization budgets Possible funding idea: None required Rationale and/or details: As a world-class destination, you must walk the walk. Everywhere in Squamish should be stunningly beautiful, clean, and environmentally friendly (no cheesy plastic banners and portable signs or a plethora of sandwich boards). Local residents
38 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 52 of 187
should look at the community through the eyes of a visitor. If it doesn’t look like a world-class destination, then what can be done to make it better? This can be one of the major obstacles in getting more visitors into Squamish. Driving along the highway you see the backsides of ugly industrial-looking buildings, ditches filled with blackberry vines, lots of weeds, and sign clutter – old and new. First impressions are lasting impressions.
Make those first impressions good ones. This starts with every single citizen being a booster for the brand. Picking up trash, cigarette butts, pulling weeds, planting flowers, and on and on. Beautify alleys, lots, and all along the sides of Highway 99.
The idea is to have Squamish be the cleanest, most beautiful town in British Columbia, starting at its gateways right into the heart of downtown. This should also extend into the neighborhoods and residential areas. Parks and sports facilities should look world-class as well. Make Squamish shine, and people will take notice. You’ll become one of the most desirable communities in Western Canada. Community pride will blossom, and that creates a bottom-up approach and buy-in to the branding plan.
The BLT should work on ways to help Squamish clean up and beautify the approach to Squamish. Entries into communities give people their first impressions, and first impressions are critical. Perhaps the Dept. of Highways would grant the District access to the highway right-of-ways so they can be mowed and treated as a public park. Perhaps public art displays (sculptures) of people on kite boards, climbing, biking, etc. can be placed along the highway – or the pole banners suggested in this plan. All of these elements would make Squamish more desirable and would prompt people to stop rather than just pass through.
This effort needs to include Downtown and the north commercial areas. Whistler spends a great deal of time and money making sure its first impressions are good. This must be a priority in Squamish as well. Perhaps local organizations could “adopt” a month, and during that month they would take the lead in making sure the highway right-of-ways are clean, mowed, and are beautiful.
Build upon existing programs including Pitch in Week, Imagine Squamish’s initiatives, and other community and school group efforts at clean-up and beautification of the community. Consider organizing an annual clean-up event in Squamish in the spring.
19. Find your best Squamish spokespeople – put them on film Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee, Tourism Squamish Approximate cost: None to perhaps $15,000 for professional assistance over the year (12 videos) Possible funding idea: Destination marketing funds Rationale and/or details: Find the most enthusiastic, fun-loving, good looking, engaging and humorous person you have and put them on film. They don’t have to be professional broadcasters or television personalities, but they DO need to be totally sold on Squamish and be ultra-enthusiastic about spending time in the community. They need to exude excitement about how fantastic Squamish is. As stated before, Ralph Waldo Emerson once said, “Nothing great was ever achieved without enthusiasm,” and he was, and is, absolutely right.
You don’t need to hire a professional film crew, but you do need some production and editing skills to fine-tune the video segments. What you want to do is add three short videos every month to the website. These might include an hour of filming, which will be edited down to one-, two- or three-minute videos, each selling one epic adventure in Squamish.
Consider your local talent, e.g. local musicians, athletes, actors, entertainers, etc.
• Chances are excellent you already have these people in Squamish. NOTHING sells like video. As these are produced, each one should have a single focus with perhaps one or two complementary activities. Ideas should include:
Squamish, British Columbia | Branding, Development & Marketing Action Plan 39 5. 5.2. Page 53 of 187
- Culinary: best restaurants (good food, ambiance, fun, entertaining, great characters) - Family activities - Historic attractions and activities such as the mine tour, and other similar historic sites - Downtown shopping and dining - Epic adventures - Family-friendly adventure (or two) - Wildlife viewing (eagles)
Make sure they are SPECIFIC, not full of generalities. If you promote eagle viewing, include the time of year, what the visitor will see, time of day, where to go specifically, and on the way where to grab a special snack or to bring a picnic lunch. Think like a travel writer or a travel show host: Rick Steves, Rudy Maxa, or Laura McKenzie. Create a YouTube channel and promote it heavily. Nothing sells like professionally produced video, and each one can be just two to three minutes in length. Once again, they need to be very specific to be effective.
20. Develop an “Itineraries by locals” marketing program
Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee Approximate cost: None Possible funding idea: None required Rationale and/or details: This is a great exercise that can be a part of your speaking engagement tour.
Itineraries by locals is an opportunity to leverage how the experiences of Squamish’s locals through marketing programs in print ads, website promotions, etc. It’s another great way to put a local/personal spin on Squamish story-telling.
Develop itineraries designed by locals. Take groups through the seven-question list (feel free to develop new questions) and develop itineraries for niche markets like the following:
a . Families with kids under ten years old b . Families with kids from ten to 18 years old c . Girls’ weekends out d . Guys’ night out e . The romantic escape f . For the big spender g . Theater and arts itinerary h . Sunday morning brunch tour i . Calorie burn itineraries (healthy living) j . Friends in town tour k . Arts weekend tour l . The day at the market tour m . Festival weekend
40 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 54 of 187
n . Sea adventures itineraries o . Mountain adventures itineraries
The questions you might ask include: a . Where is the best place to get the perfect meal? Name the restaurant and the signature dish. Its attraction can be great ambiance, good food, or great characters. b . Where can I check my e-mails? c . Where can I buy the perfect gift – something locally or regionally made? Name the store and a sample of the type of gift you’ll find there. d . Where can I take the photo that says I was really there? The best photo opportunity for Facebook, YouTube, Instagram, Flickr, Twitter, etc . e . Where can I get the best dessert? Name the place and the dish. The dessert to simply die for. f . What is the one thing I MUST do while in Squamish? (It can be any day of the week or any time of day.) g . Where can I get gourmet items for a picnic? And where would I picnic? You can use these questions or make up your own. Just make sure there is a focus on businesses and activities. Here’s how to facilitate the process at, for example, the Squamish Windsports Society or the Howe Sound Dance Academy:
• Pass out sheets of paper. • Make sure everyone has a pen or pencil. • Then ask the questions. Make sure they don’t write “my house” for an answer unless they’d like you to send every visitor to their place. • In boxes on the left, have them put the answers in order as if the guest was coming out Friday evening and would be there until Sunday afternoon. • Then ask one, two or three people in the audience to read their itineraries, in order of how it would proceed. Here’s a sample: • Come on out Friday afternoon and have dinner at Sushi Sen in Downtown Squamish. Make sure you try the sockeye salmon sushi – it’s to die for. • The next morning, head to [name of store] where you can pick up gourmet items for a picnic. Make sure you get... • Then head over to the Sea to Sky Gondola. Plan on spending two hours there to take in some of the best views in British Columbia and hike the area for an hour or so. • Then come back to downtown and head out on the spit to watch the wind surfers, sail boarders and have your picnic lunch. While downtown check your e-mails. Wi-fi is free! • Head over to the marina and take a photo of The Chief with sailboats in the foreground to show that Squamish really has both sea and sky. It’s a fabulous viewpoint for The Chief. • Then head over to the Britannia Mine Museum ... • When you’re done, you’ll want to head over to ... restaurant, and for dessert you’ve got to try the creme brulee. • What a weekend and what a way to celebrate an epic day.
These are the types of itineraries visitors LOVE, and this is why more than 140 million people in the U.S. and Canada subscribe to travel-related publications: because they provide specifics, not generalities. When itineraries come from local residents, it creates a bond with the community, AND it brings your locals into the tourism industry. These make guests feel welcome, wanted and appreciated.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 41 5. 5.2. Page 55 of 187
Put these answers together into itineraries. Once you have these itineraries, put them on the website as “Itineraries from the locals.” Categorize them by type: girls’ weekend out, extreme recreation, kids and family, etc. Tweet them; include them on Facebook. Show photos of the people who developed them. Each should take place during a weekday or weekend afternoon, an evening, or even on a Sunday morning. Include photos of each venue or business. Do NOT try to be politically correct, and do not shy away from promoting individual businesses. These businesses are the lifeblood of the district!
If you go through the list of questions, you’ll note that five of the seven are promoting private industry. That’s what tourism and economic development are all about. By the way, one itinerary might promote Sushi Sen while a separate itinerary might promote the Howe Sound Brew Pub. No one is being left out – different businesses will appear in different itineraries catering to their specific audience.
21. Start developing sample itineraries
Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee, Tourism Squamish Approximate cost: None (some graphic design to create PDF files) Possible funding idea: None required Rationale and/or details: An earlier recommendation discussed developing itineraries that come from locals. You also want to create other specialized itineraries that can be featured on the website, and would include downloadable PDF files. Visitors LOVE sample itineraries, and they need to be very specific. Consider a variety of itineraries from several hours to one and two-day recommendations.
Sample itineraries are web-based tools that help demonstrate the endless possibilities of a short or long stay in Squamish and further emphasize the brand of the close proximity of so many world-class outdoor adventures.
All of the itineraries should have a brand twist to them. The BLT could work with different organizations, groups, or individuals to create the itineraries that may at first appear typical, but offer a Squamish flare. For example, instead of hitting the nightclubs as part of a “Guy’s Night Out,” in Squamish, a group of guys may put on their head lamps and hit Half Nelson for a full moon night mountain bike ride, followed by beers at the Howe Sound Brew Pub.
The itineraries must be supported by strong brand-focused imagery, photos and descriptions. Begin with epic adventures, and expand from there. They should be supported by strong brand-focused imagery, photography, and descriptions. Also, be sure the itineraries are tied to what the top words are that people use to search for. Include First Nations culture and heritage as one or more of the sample itineraries, either as a themed itinerary, and/or included as an element in other itineraries.
Rather than take up several pages showcasing examples and how to make this happen, please watch the Roger Brooks video in the Video Library, “The Power of Itineraries.” In this one-hour presentation you’ll see how they are laid out; you will see guidelines to help you craft sample itineraries; and you’ll see why they are so important and how they can dramatically increase visitor spending in Squamish.
22. Review giving Downtown a name Timeline: Spring 2015 Who takes the lead: BLT, DSBIA Approximate cost: None Possible funding idea: None required Rationale and/or details:
42 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 56 of 187
Conceptual examples.
Giving downtown a name makes it a destination, not just a geographic designation. Signs on the highway noting “downtown Squamish” or “central business district” mean little and are not an effective draw. But “The Shipyards” in North Vancouver, or “Gastown” in Vancouver have appeal. They become “attractions,” which is the goal for downtown Squamish.
We recommend calling downtown “The Landing” - refer to the conceptual pole banners on the following page. It fits Squamish’s waterfront area, and would be a great name for a central gathering place. It even fits the climbing lexicon.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 43 5. 5.2. Page 57 of 187
As the waterfront is developed, it can either be an extension of The Landing, or might be a second district. We prefer they be one and the same to create continuity, but that thought may change depending on how the waterfront is developed.
By officially recognizing and adopting a formal downtown name, getting signs along the highway directing visitors to “The Landing” will be approved much easier than having just an informal agreement.
23. Accelerate plans to connect various “hubs” via trails Timeline: Spring 2015 Who takes the lead: District of Squamish, BLT Approximate cost: $30,000 Possible funding idea: Grants, general funds Rationale and/or details: Squamish is home to lots of trails - but most don’t complete the job connecting neighborhoods to activity centers, retail shopping areas, parks, and other services. The trails need to be accessible by bike, pedestrian, stroller, wheelchair, etc., and connect Squamish’s various communities. This will reduce traffic and automobile use, and ultimately will provide for a much safer, easier, and enjoyable time in Squamish. Think of the Valley Trail in Whistler, which has been heavily used and is now an attraction.
Because Squamish is a young community (one of the youngest populations in Western Canada), providing safe access on foot, on bike, and with strollers is vitally important. And visitors will also enjoy and benefit from their development as well.
There are several completed plans that the District and the Squamish Trail Society have developed. These should be consolidated and implemented.
24. Secure funding and contract for the creation of a comprehensive wayfinding system Timeline: Spring 2015 Who takes the lead: District of Squamish, BLT Approximate cost: $250,000 (budgeted across 2015-2018) Possible funding idea: Transportation grants (federal, provincial) Rationale and/or details: Secure funding for the creation and development of a Wayfinding System. This should be one of the very top priorities the BLT and District undertake. It helps visitors have a more enjoyable experience, it will pull them off the highway, and it will also educate locals about what you have and where it’s located.
Look for federal and provincial grant funds, and then find out what local matches will be. The wayfinding system plan should be developed so that implementation and installation can be phased for budget considerations.
Work on the local match portion as part of the upcoming District budget process. A District-wide system will be far more advantageous than just a system in town. This way signage can direct people throughout the District and parks, not just once they’re off Highway 99 and driving around Downtown Squamish.
The first step is looking for funding to design the system, and then look for funding to implement the system. If there is a qualified design/build firm, they should definitely be considered.
To design the system, we estimate the cost of the plan would be about $125,000 including bid-ready documentation, so the
44 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 58 of 187
plan can be presented to fabricators for bidding the construction and installation.
These should be included in the wayfinding system: • Highway/freeway vehicular directional signage • District roadway vehicular directional signage • Pole banners (often seasonal) for downtown and throughout the district • Visitor information kiosks • Transit stops (once a trolley system is implemented) • Gateway signage (community and downtown) • Marquee signage for parks and other public facilities (like the public market and plaza) • Pedestrian wayfinding in downtown and along the waterfront • Trail-head identifiers and informational signage at various locations, such as eagle viewing areas
Conceptual examples.
Visitor Information visitor information Downtown Public Restaurants Public market Sea & Sky Plaza Parking Obis erit erianti debit, odi consequate dolupta Obis erit erianti debit, odi consequate epudit et etur rempore, core corrovit aut ipsan- dolupta epudit et etur rempore, core tiunt velit quas ipsant, consenis audis as por corrovit aut ipsantiunt velit quas skdfj sjfkl here at t www.amisriop-orim.com ipsant, consenis audis as por
Squamish, British Columbia | Branding, Development & Marketing Action Plan 45 5. 5.2. Page 59 of 187
• Interpretive signage at historical and cultural sites and points of interest • Actual trail markers along your trails. About a third of the total cost is geared to better identifying your staging areas, trail heads, and trail markers (with distances) at junction points along the trails. This, alone, will be an extensive part of the system.
• Consider, where appropriate, the integration of Squamish Nation translations on its signs and wayfinding materials.
• Consider, where appropriate, the use of digital highway signs that are easily updated
• Consider, where appropriate, including structures that support event banners
Wayfinding system design is not a public works project. A good wayfinding system is as much a science as an art, and it should be developed by professional wayfinding experts. This is an investment, not an expense. It is critical that the wayfinding system include signage that “connects the dots,” providing signage all the way through to each destination. Studies have shown that wayfinding increases retail sales and services by an average of 18%, which is substantial.
Navigation systems are not a substitute or replacement for a wayfinding system. Only 17% of Canadians use navigation aids, and that is to look for things they already know exist. Wayfinding will educate them on things they may not know you actually have.
We recommend that district officials watch the 60 minute video in the Roger Brooks Video Library, “The Art of Wayfinding.” This video provides a lot of details regarding costs, why wayfinding is important, and how to contract with wayfinding expertise.
Quite often this can be funded by federal transportation grants with local matching funds. No matter what, the very top priority is to install wayfinding signage from your highway area hotels to downtown.
The wayfinding concepts included in this plan are concepts only - the designs of the signage, including materials, will be determined in the wayfinding system design.
25. Build and install new ‘Welcome to Squamish’ signs Timeline: Spring 2015 Who takes the lead: District of Squamish, BLT Approximate cost: $50,000+ Possible funding idea: To be determined Rationale and/or details: This is a priority item coming out of the recommendation “Secure funding and contract for the creation of a comprehensive wayfinding system”. Gateway signs (or “welcome” signs) into Squamish provide a sense of arrival and increase the perceived value of the destination. They can create an instant good first impression of a community.
The location of gateway (or welcome) signs should be determined based on surroundings. You should place them where they will make the first best impression, and that is rarely right at district limits.
Gateway (or welcome) signs should make a bold statement and be designed to reflect Squamish’s active, adventuresome, exciting brand. Materials and design should be selected to withstand weather conditions as best as possible.
The exact locations, design, and materials of the signs is to be determined based on recommendations provided in the wayfinding system.
Integrating public art into a gateway sign is also a way to connect to the brand, engage local artists and create another attraction for visitors.
46 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 60 of 187
26. Create a database of regional clubs and organizations Timeline: Spring 2015 Who takes the lead: BLT Marketing committee Approximate cost: None (staff time with help from Tourism Squamish) Possible funding idea: None required Rationale and/or details: One of the best, quickest and cheapest ways to increase tourism spending is to recruit outside organizations to have them host their festivals, shows, exhibitions and events in Squamish. There are two comprehensive guides available in print, and it’s possible they might now be in digital or database format: a. Associations USA. This is “a directory of contact information for national associations, foundations, and other nonprofit organizations in the United States and Canada.” It is published by Omnigraphics of Detroit. b. National Directory of Nonprofit Organizations (a two-volume directory). It includes “key contact, IRS status, and annual revenue information for more than 260,000 organizations.”
There are no publications, that we could find, that concentrate solely on Canadian clubs and non-profit organizations, but part of your marketing should be to the U.S. American visitors to Canada spend nearly twice as much as Canadians.
These books cost nearly $1,100 and are published yearly. Most libraries have the books on hand, so one option is to provide a donation to the library and have them give you last year’s edition when the new edition comes out. You might donate $250 dollars to the library, which would otherwise probably just recycle the old editions. If they do not purchase these guides, then simply spend the money to get these directories.
The BLT Marketing Committee should also reach out to existing groups and organizations to garner the lists they already use including Tourism Squamish, Quest University, Squamish Arts Council and sporting groups (e.g. SORCA).
You are looking for clubs and organizations that hold periodic events, and you’ll be inviting them to Squamish. Here’s the big challenge: These are not organized by location, and you want to invite organizations that are located in Washington, Oregon, and Western Canada (British Columbia and western Alberta). So this means you may want to get two or three interns to help go through the books and find the clubs and associations that have a presence in your geographic market area. That means weeding through thousands of directory listings, then entering the information for each that might be a possible contact into your CRM software.
Clubs and organizations you hope to attract include: • Recreation clubs (biking, hiking, climbing, etc.) • Squamish Off Road Cycling Association • Squamish Windsports Society • Squamish Access Society • Squamish Trails Society • Squamish Arts Council • Squamish Environment Society • Squamish Valley Equestrian Society • Squamish Youth Soccer • Squamish Yacht Club • Quilt, potter, photography, art guilds and related clubs
Squamish, British Columbia | Branding, Development & Marketing Action Plan 47 5. 5.2. Page 61 of 187
• Associations that concentrate on health issues: massage, spa, alternative medicines, natural health professionals • Car clubs (just about every auto manufacturer has a club, plus classic car clubs) • Motorcycle clubs (Harley Owners Groups, GoldWing Associations, etc.) • Biking clubs (street and mountain biking) • Fitness clubs: running clubs, events like the Danskin Women’s Triathlon and other competitions that move around the country • Environmental cause organizations: David Suzuki Foundation, Wilderness Society, Nature Conservancy • Marine-oriented organizations: boating and sailing clubs, board sport clubs • Fishing clubs, competitions, and related events • Historic and cultural organizations • Other local groups can be found at: http://www.mysquamish.com/category/organizations/athletics/#11 These are just a few of the basic groups you would invite. Not only are you trying to attract hobby clubs (like classic car shows), but also non-profit organizations and thousands of cause-oriented organizations that host fund-raising events from 10K runs, to triathlons, to walks, and all types of other events. And remember, although many local groups are mentioned above, one of your big goals is to attract out-of-town clubs and organizations (including from the U.S.) to hold their events in Squamish. In this way, you are attracting VISITORS to Squamish, where they will spend their visitor dollars.
In almost every case, you will find contact information, a phone number, address and what kind of organization they are. You want to do your marketing by phone and snail-mail. This kind of marketing is more effective if it is direct contact, rather than by e-mail. This database is your bible in terms of reaching out to perhaps thousands of organizations.
As you develop the database your staff will need to make judgment calls: Volunteer fire departments are often non-profits but the chance of them hosting an event in Squamish, instead of their home communities, is pretty slim. Only go after the ones where they host larger events and are willing to drive 50 miles or so to host the event.
Chances are good that you’ll end up with about 3,000 contacts in your database – and that’s a LOT. Once you get an event, like the Northwest BMW Club (we found it doing a web search), chances are you can book their event once, and if it is successful, and you are awesome hosts, you’ll get it for the same weekend, every year, for years. That’s the goal of this effort: Invite them once, treat them right, and have them come back year after year.
As you start building the database, all kinds of organizations will emerge that would be a perfect fit for Squamish’s branding efforts. Car and motorcycle clubs are a perfect fit because the drive is a primary part of the experience and the Sea to Sky Highway is one of the most scenic in North America. Imagine downtown Squamish with 100 Corvettes lining the streets for a day or two or three. These events can fill every hotel room, every restaurant table, and they generate a LOT of local spending.
Many of these clubs and organizations host annual conferences, exhibitions, trade shows and consumer events. Initially (until the Squamish plaza is built) you are looking for consumer-oriented public events. Wouldn’t it be great if the National Diabetes Foundation held an annual half-marathon in Squamish? After all, you have excellent trails and already have a focus on healthy and energetic living.
As part of this effort, come up with ten or twenty unique event names that you can pass on to these organizations.
Your database will include organizations that have offices and events within a four-hour drive of Squamish. This would include Seattle (and dozens of other Northwest cities).
Concentrate on those within a two-hour drive. This is your primary target area. This database is the lifeblood of your marketing effort, so take the time to build it right, and then start calling every club, association, and organization. When you do so, also ask them for referrals.
Another great way to build this database is to work with the local club members already living in Squamish or Whistler or
48 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 62 of 187
West Vancouver. Chances are good that you have Harley and Gold Wing owners in the area that belong to their local club. Talk to them about hosting an event in Squamish. The same could go with automobile clubs: Mustang, Subaru, Mercedes, BMW, Volkswagen and many others. Also, there are your auxiliary organizations that host events: Kiwanis, Rotary, Lions, Elks, Eagles, and others.
Reach out to discover who belongs to what organizations and have them open the doors for you. You want them to host events in Squamish, and if they do you’ll roll out the red carpet for them.
When scheduling events, the BLT should ensure that they first identify gaps in the calendar, where attracting new events would be valuable, generating room nights and additional spending.
One final word: In the first two or three years of this effort, do NOT put obstacles in their way, like big charges for portable toilets, staging, sound, lights, security, etc. You want to create incentives for them to host their events in Squamish. Very likely, 99% of these organizations are going to be non-profit groups with very little budget. BUT they will do the marketing, invite their members and others, and THEN if it’s successful and they agree to come back time and again, at that point it might make sense to begin collecting fees for local services they are using. But until then, what’s in it for Squamish? Tax base that comes from a vibrant, busy, and ultra-successful downtown districts, full hotels (think Destination Marketing funds), and new businesses, residents and industry coming into Squamish, which they discovered as a result of an event they attended there.
27. Create a series of brand awareness posters Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee , Tourism Squamish, District of Squamish Approximate cost: $5,250 Possible funding idea: Destination Marketing funds Rationale and/or details: Create an initial series of three or four posters. Make them 24” x 36” (movie poster size), print 1,000 of each, have perhaps 50 of each matted, mounted and framed. These will begin to inform the world about Squamish’s brand. These are a fantastic way to cement “ownership” of the brand. After all, brands are about ownership. Napa Valley owns the wine brand. Nashville owns the country music brand. Orlando owns the family vacation brand. Squamish will own the brand of “Hardwired for Adventure”.
This initiative will help build a local connection to the brand.
The focus of the posters: • The Squamish locals & lifestyle - Hardwired for Adventure • Epic adventures
Once you have them framed, distribute and offer to hang the posters in district offices, the library, in every organizational office, hotel meeting rooms or lobby areas, at restaurants, in retail shops, museums – everywhere you can. Target key public spaces around Squamish, including Brennan Park and the Library. This will spread the word and create additional buy-in for the brand direction.
The posters should be “collectibles” with strong imagery, and each year a new poster would be developed and added to the collection. After a couple of years, people will purchase the posters to add them to their collections.
The reason to go to the time and expense of framing, mounting and matting them is to make sure they do get hung in key locations. Handing someone a rolled up poster they can hang at their convenience will result in a lot of posters sitting in back rooms. Make it easy, and you’ll see it happen. This is a big part of your outreach efforts.
Make sure you offer to hang the posters for those willing to put them up! And put them up in series – with perhaps six inches
Squamish, British Columbia | Branding, Development & Marketing Action Plan 49 5. 5.2. Page 63 of 187
between each frame. Places that should have the posters hung include:
• Library • Municipal Hall (and other district facilities) • Local schools • Corporate offices (major employers) • Restaurants • Hotels • Retail spaces (where there is wall space at or near entrances) • Possibly in empty storefront windows to create interest • The hospital • Golf course clubhouses
NOTE: Brands start from within – with local knowledge and support. It’s imperative that local residents and businesses know what Squamish is all about.
The remaining posters can be sent to various groups you want to entice into Squamish, and the balance can be sold at local retail shops and galleries, with some of the proceeds coming back to offset the cost of design, photographic licensing, and printing.
Conceptual examples.
www.TourismSquamish.com
50 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 64 of 187
www.TourismSquamish.com
www.TourismSquamish.com
Squamish, British Columbia | Branding, Development & Marketing Action Plan 51 5. 5.2. Page 65 of 187
The conceptual designs of the posters that are included in this plan are just that – concepts. When the BLT has the final designs for the posters created, the final images, headlines and text should be changed to the specifics that the BLT chooses, in keeping with guidelines that will be outlined in the brand style guide.
28. Identify innovative and cost-effective local guerilla marketing initiatives
Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee Approximate cost: None (staff time) Rationale and/or details: This recommendation builds on the brand posters and ensures that the BLT continues to find new ways to showcase the brand in Squamish.
• BLT to brainstorm and identify at least two new ways to promote the brand locally. For example, unique stickers that locals are proud to place on their cars, laptops, coffee mugs; or projecting brand images on buildings.
• This is a great opportunity to engage groups, organizations, clubs and the private sector in the development of new artwork, marketing tools, etc.
• Initiatives may be physical, digital, temporary, permanent, performance based, or even a new service.
29. Start inviting clubs and organizations to host events in Squamish Timeline: Spring 2015 Who takes the lead: BLT Marketing Committee working with Tourism Squamish Approximate cost: None (staff time) Possible funding idea: None required Rationale and/or details: Now that the database of clubs and organizations is developed, it’s time to invite these organizations to Squamish. Snail mail will get more attention than an e-mail campaign.
Craft an excellent, engaging and branded cover letter to invite clubs and organizations to host events in Squamish. This one- page letter will be critical to encourage outside organizations to host their events in Squamish. Invite them; let them know you’ll roll out the red carpet for them, and that Squamish is a world-class destination.
Along with the letter, send the people an item that is innovative and unique that captures the recipient’s attention, such as some Band Aids for the blisters they’ll have after hiking up to the top of the Sea To Sky Gondola; or a carabineer just in case they decide to summit The Stawamus Chief; or some Chap Stick for their lips which will likely get wind burnt from so many hours kiteboarding on Howe Sound; or some Squamish branded duct tape. Budget permitting, take it one step further and send them a Squamish Survival Kit the demonstrates how they too can be ‘hardwired for adventure’.
30. Integrate the new brand into existing economic development marketing materials Timeline: Spring 2015 Who takes the lead: The District of Squamish (Economic Development), BLT Marketing Committee
52 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 66 of 187
Approximate cost: $15,000 Possible funding idea: General funds Rationale and/or details: Integrate the new brand into the Community Profile and create Opportunities brochures that integrate the new brand into their design and content. These materials should be simple, straightforward snapshots of Squamish that can be used by local real estate agents (commercial and residential) and the chamber as part of relocation packets, economic development for recruitment purposes, and tourism to attract conventions, festivals and events. Also provide copies to your major employers: hospitals and medical facilities, warehouse firms, etc.
These should be updated every year and should also be available as multi-page downloads in PDF format on local websites. Consider printing 6,000 copies. Distribute perhaps 200 to every real estate office within a 100 km radius, and then the rest will be available as needed. They should be available at the visitor information center, in each partnering organization office, and at municipal buildings.
With the “Opportunities” piece, list the top seven business opportunities. This initiative should support and reflect the priorities of the new Economic Development Strategy scheduled for completion in 2015. Consider the following:
• Recreational technologies • Additional retail and restaurants in downtown Squamish • Professional services buildings (creative space, small office lease spaces) • Specialty retail shops downtown • Sports and sporting goods store • Bike shop (rentals, sales, repairs) • Outfitter(s) • Bike, kayak, canoe rentals and sales • Tour operators (small business that lead local expeditions and tours) • Dedicated climbing and water-sports retailer • Downtown residential development Make sure you concentrate the marketing on WHY Squamish – not just what you have or where it’s located. WHY should I move or start a business in Squamish?
Remember, business prospects are not going to read through hundred-page plans. Each of these is an 8.5” x 11” tri-fold or bi- fold brochure that lists the top ten business opportunities, and the Community Profile provides a snapshop of Squamish.
Consider the translation of the materials for foreign investors.
31. Rebrand the trail guide Timeline: Spring 2015 Who takes the lead: Tourism Squamish Approximate cost: Covered by existing organization budgets Possible funding idea: Private sector investment Rationale and/or details:
Squamish, British Columbia | Branding, Development & Marketing Action Plan 53 5. 5.2. Page 67 of 187
While Squamish has some amazing recreational assets, finding them is extremely difficult - even if you ask the locals how to find them. This “Trail Guide” should include: - Where to park - Seasonal considerations - Difficulty level - Primary use of the trails (hiking, biking, running, etc.) - What to watch out for - What you’ll see and be able to enjoy - Length and time to traverse its length (or a portion)
This will be the visitor’s “Bible” when they arrive and want to try various activities, such as bouldering at the base of the Chief. It should include more than just trails – like bouldering and climbing. If I wanted to hike up to the top of The Chief, this would be the guide that should provide the details, with photography that would help us do it. It should be a folded piece that can be unfolded to reveal maps that are usable while at and on the trails. It should be printed on map paper that can be folded over and over without tearing, or a waterproof material.
While the Activities Guide (your primary Visitors Guide) is the foremost marketing piece, the Best Of Squamish and the Trail Guide are the two other most important printed marketing pieces you’ll have. This particular guide should also be incorporated in the Squamish app, coming up later in these recommendations. Having a GPS guided app would be extremely handy and powerful and could actually save lives should people get lost or stranded along the trails. The catch: Is there cell service in all of these areas? That should also be addressed in the printed guide and in the app.
Mountain Bike Trail Guide
Over 50 amazing trails from beginner to advanced.
Scan the QR Code to download a PDF of all the mountain bike trail maps and to download a Squamish hiking and biking www.TourismSquamish.com
Conceptual example.
54 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 68 of 187
32. Update District policies and processes to support the Brand Promise
Timeline: Spring 2015 and ongoing
Who takes the lead: District of Squamish, BLT
Approximate cost: Covered by existing organization budgets
Rationale and/or details:
To ensure Squamish protects and enhances the assets that are core to the brand promise, the BLT should provide input and feedback to the District on what current gaps and challenges exist in District policies and processes that impact local activity groups and event producers, including permitting, grant applications, and the impact of land development applications.
This is required to ensure Squamish considers the overall brand vision (and policies that help us reach this community vision). This consideration should also guide how the District works with private landowners, the Crown, SLRD, Forestry, BC Lands, environmental protection groups, etc., to ensure the protection of Squamish’s assets for the future of the community.
33. Encourage merchant blade signs in Downtown Squamish
Timeline: Spring/Summer 2015
Who takes the lead: DSBIA, District of Squamish, merchants
Approximate cost: $30,000
Possible funding idea: General funds
Rationale and/or details:
Blade signs are retail signs that extend out from the façade or storefront, perpendicular to both vehicular and pedestrian traffic. The two points of uniformity that are important are location and size. For Squamish, we recommend that the top of the sign be no higher than nine feet above the sidewalk and no lower than seven feet, meaning the sign can be a maximum of 24 inches in height. When it comes to width, they can be any width up to 42 inches wide. Typically the façade side of the sign is placed from 14 inches to 18 inches from the façade. We also recommend that no backlit signs be allowed. However, façade mounted spot lights should be encouraged to light the signs, from both sides, particularly since there is a focus on keeping downtown open into the evening hours.
Where there are awnings that don’t allow for the placement as noted above, they would hang just below the awning’s lower point.
The second part of this recommendation is to find a top-notch retail sign maker and work a co-operative buying agreement with the firm, where merchants who have signs fabricated would get perhaps a 30% discount based on the quantity of work the sign-maker will receive from downtown merchants. You want a sign-fabricator that specializes in this type of retail signage (we’re not talking the backlit florescent signs you see on large big box retail stores) including decorative mounting hardware. Creating a buying co-op will help increase participation in the signage program. The goal is to have blade signs in place before the end of 2015.
The District of Squamish should revisit the Signage Bylaw to allow for this type of signage in downtown Squamish (and potentially other areas including the Squamish Oceanfront).
Notes to retailers:
a. Always use the blade sign to sell your primary lure, not necessarily the name of the store or restaurant. If it’s not obvious what you are selling, you will lose sales. For instance, “Grandma’s Collectibles” might be a great name for an
Squamish, British Columbia | Branding, Development & Marketing Action Plan 55 5. 5.2. Page 69 of 187
antique store, but the name should go on the door and/or windows and the blade sign should simply say “Antiques,” or even “Antique Furnishings.” Make it obvious what you’re selling – promote the one thing that will most easily pull people into the store.
b. Keep the text on blade signs to four words or less. Never include a phone number or website address.
c. Avoid outlined and script text, which is very hard to read from a distance.
d. Signs can be round, oval, square or rectangle – shape rarely matters – but make sure they are double-sided and easy to read, and in keeping with your brand; if you are an antique store, the sign should reflect that.
Rationale for blade signs:
a. When people drive down any street they notice signs that are perpendicular to them. People typically won’t stoop down and forward to look through the windshield up at the building facade to try to figure out what’s in the store. Likewise, pedestrians are not going to walk out into traffic to see what your signs say up on your facades; pedestrians notice perpendicular blade signs.
b. Blade signs create a reason to continue exploring downtown, particularly while on foot. In many cases there’s no incentive to keep walking because visitors have no idea of what lies ahead. Blade signs make it easy to see what shops or restaurants are further down the road.
34. Continue to grow a downtown cooperative beautification program
Timeline: Spring/Summer 2015
Who takes the lead: DSBIA, property owners, District of Squamish, Squamish Arts Council, merchants
Approximate cost: To be determined
Possible funding idea: Funded by downtown merchants and property owners
Rationale and/or details:
Seventy percent of first-time sales at restaurants, retail shops, lodging facilities, golf courses and wineries comes from curb appeal. We all travel. Have you ever uttered the words, “That looks like a nice place to eat.” Of course, we all do. Women account for 70% of travel decisions and 80% of all consumer retail spending, so making women feel safe and welcome is the name of the game. Beautification does both.
Existing beautification efforts include:
- The work initiated and completed by the volunteer group, Imagine Squamish, in cleaning up downtown, coordinating the construction of flower box tile facades, and other initiatives.
- The Facade Improvement Program administered by the DSBIA and District of Squamish.
- And other improvements completed by downtown businesses, such as installation of seating and flower pots.
These area all excellent efforts, and by expanding on these efforts and adding to them, Downtown Squamish will become an even more beautiful, desirable destination.
The BLT should encourage businesses to take advantage of the current Downtown Squamish free sidewalk permits (e.g. for street-side cafe structures). Businesses need to register for a permit at the District of Squamish and add the District to their insurance, but there is no cost.
56 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 70 of 187
Merchants downtown should create a funding pool. At the end of the season, they can go to a nursery and purchase all the remaining pots and planters with openings of at least 21 inches – they don’t have to match – at cost or less than cost. Then they should bring them downtown and spread them along the sidewalks against the facades. Merchants can then fill them with topsoil and plants of their choice – evergreens are a great selection, so there can be beauty all year long. The District of Squamish already waters all of the hanging flower baskets and concrete flower beds using a mobile watering system. There should be five primary things along your facades: 1. The extension of window displays to exterior spaces 2. Benches 3. Pots and planters 4. Sidewalk cafe seating
5. First Nations’ art
In Downtown Squamish there should be at least 30 benches along the facades, and each should be flanked by a large pot with evergreens (native plants) and some with seasonal annual color. Pots should be placed every meter or less.
Be sure to watch the third installment of The 20 Ingredients of an Outstanding Downtown in the Roger Brooks video library – it goes into great detail about beautification, including many photographic examples. The other element to downtown beautification is having street trees every ten metres on both sides of the street. Planting trees down Cleveland would help beautify downtown. You want downtown to fit into the landscape, not be plopped on top of it. Whatever you can do to “hide” concrete and asphalt will increase retail sales.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 57 5. 5.2. Page 71 of 187
The District of Squamish should review policies to make allowances for sidewalk beautification by downtown tenants and property owners.
Public art installations are also a great way to beautify a space or area, including downtown. Work with Squamish Arts Council and the District (that just adopted a new Public Art Policy) to target areas around downtown with new installations. An example of an installation that would be aligned with the brand would be to install decorated/artistic representations of bicycles throughout various hubs (perhaps different colours or different types of bikes to represent each hub in Squamish).
Even when spaces are under construction, there’s no reason why the developers and/or the District can’t find create ways to scrim the development whilst promoting Squamish’s brand (e.g. bike screen printed scrim material.
Although Squamish does have at least one bike designed bike stand downtown, there is an opportunity for more public art pieces and practical infrastructure that reflects those assets and activities that Squamish is renowned for including water sports, rock climbing, logging and First Nations.
The heart and soul of any community is its downtown. It needs to be beautiful, creating an ambiance that attracts people and makes them want to linger. One of the most visible and effective programs involves planting. A local gardening club could be recruited coordinate the following efforts: • Replacing drab corners with colorful splashes of annual flowering plants • Creating an annual buying cooperative • Designing more planting for landscape buffers between sidewalks and traffic lanes • Encouraging merchants to display hanging baskets
35. Work with local organizations to develop a branded community-wide Customer Service Program
Timeline: Summer 2015
Who takes the lead: Squamish Chamber, BLT
Approximate cost: To be determined
Rationale and/or details:
Great customer service is vital to a successful downtown. It can create consumer trust and loyalty, endearing visitors and residents to an individual shop or restaurant as well as to an entire community. It is said that people may forget what you say, or what you do, but they never forget how you make them feel. Competition is fierce for every consumer dollar, and good customer service skills will bring people back time and again, and it will prompt them to spread the word about Squamish through word of mouth, social media, and feedback websites such as TripAdvisor and Yelp!
One of the best ways to improve customer service is to train front-line employees with the skills they need and increase their knowledge of what Squamish has to offer. It is also important to provide information about the value of tourism to the community. When people see how important happy visitors are to the economy of the District, and how that affects their own quality of life, they are more motivated to offer excellent, friendly customer service.
There are many excellent customer service training resources. Destination British Columbia offers WorldHost Fundamentals Workshops, which specialize in training front-line employees with the skills they need for excellent customer service. There are also a number of excellent videos that can be purchased or downloaded for training.
The Squamish Chamber and BLT should work together to set up a program to provide customer service training for merchants, lodging staff, and other front-line workers. Consider using local expertise, adding to that expertise with additional training (such as the WorldHost Fundamentals Workshop mentioned above), and hiring outside expertise to provide training
58 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 72 of 187
for the members of the community.
Numerous articles are available online that provide the fundamentals of customer service. Post links to some of the best of these articles on the Chamber’s website. Post information about the value of tourism to Squamish’s economy and quality of life on the Chamber’s website. Excellent videos are available as well, and they could be purchased and shown at training sessions.
Part of the training needs to include educating people about all the activities, attractions and amenities that Squamish has to offer. One good method is to assign each business an attraction to cross-promote. Each employee receives on-site training about the business or attraction they will promote, so they know it inside and out. When customers visit the business or attraction, the staff lets the customer know about the other business or attraction.
Consider giving awards or certifications to those who attend a certain number of training sessions, and finding ways to publicly recognize businesses that find innovative, brand-focused ways to provide exceptional customer service.
36. Develop free wi-fi access throughout Downtown Squamish
Timeline: Summer 2015
Who takes the lead: Private sector, District of Squamish
Approximate cost: To be determined
Possible funding idea: General funds
Rationale and/or details:
In this age of central gathering spots, QR codes, and sidewalk cafes, having consistent, high quality broadband Internet access is very important. Particularly in a downtown where you are trying to attract young adventurers and entrepreneurial types, having free broadband access is a huge selling point. It also makes it ultra-easy for visitors to post photos and their Squamish experiences to social media sites, furthering you marketing efforts at little additional cost.
One thing you might consider is having people login to use the Internet. They provide their name and e-mail address (no more information) after which they are automatically added to your e-newsletter database and will receive notices about adventures and events. They can have the option to easily unsubscribe.
Advertising can be sold for the landing page, offsetting monthly access costs from your primary Internet provider. It can also help offset the cost of installing the system. In Downtown Squamish, you’d have it cover your core dining and shopping district, to start, and then expand it over time.
There have been a number of efforts already in Squamish to offer free wi-fi Downtown and at some of the District’s facilities - build upon these efforts and then promote them!
37. Improve visitor transportation linkages to Squamish
Timeline: Summer 2015
Who takes the lead: Tourism Squamish
Approximate cost: No cost
Rationale and/or details:
Squamish, British Columbia | Branding, Development & Marketing Action Plan 59 5. 5.2. Page 73 of 187
Tourism Squamish is currently working with transportation providers (e.g. Greyhound) to ensure there are sufficient services into and out of Squamish from core areas including Horseshoe Bay.
When potential visitors are considering a destination, ease of transportation is a major factor. The more convenient and easy it is to travel to the destination, the more likely visitors will choose to go there over a location with similar activities that is difficult or takes longer to travel to. If Squamish is easy to reach by the four primary modes of transportation - road, rail, water, and air - more visitors are likely to choose Squamish. With active adventure being one of Squamish’s most outstanding activities, ensuring that visitors can also arrive by trail (biking and hiking), by water, air or train, will make getting there be part of the adventure.
38. Integrate the new brand into logo gear and collectibles
Timeline: Spring/Summer 2015
Who takes the lead: Tourism Squamish, BLT Marketing Committee
Approximate cost: Covered by existing organization budgets
Possible funding idea: Destination Marketing funds, private funding (business opportunity)
Rationale and/or details:
To start telling the world about Squamish’s brand, develop logo gear that can be sold at hotels, in the visitor information center, at museums, and at local retail outlets. Using the new brand identity and tagline, create collectibles and logo gear that can be sold:
• Polo shirts (have the brand identity stitched above the breast pocket location) . Don’t make these billboard shirts with huge logos on them . • Baseball and “trucker” caps • Coffee mugs and water bottles • Squamish Nation art and gifts • Umbrellas and polar fleece gear • The posters described earlier • Logos on outdoor gear is a perfect fit to showcase the active lifestyle of Squamish.
Make up a list of brand-specific goods that could include the Squamish brand mark and would reinforce the brand.
Make sure they are colorful and something a visitor would want to wear and want to have. Think like a visitor – what you might buy and wear when you go to Banff National Park or another great city like Montreal.
Get together and think of clever and edgy slogans that would sell on logo gear. Remember to sell the experience – not just the town.
Explore the sale of promotional items that are developed to lure clubs and organizations to Squamish.
Come up with pricing (including cost of design) and then offer them to local retailers with 20% of the sale coming back to the BLT (or supporting organization) to fund further promotional efforts. For instance, if a polo shirt at wholesale costs $12.50, it would retail for approximately $24 .95. The BLT would pay the $12.50, add on $2.50 (20% of the wholesale price) for a total wholesale cost of $15.00. This way the retailer gets the additional $10 markup.
Also develop public market fabric shopping bags or “market bags,” caps, and shirts – once the Squamish market becomes a reality. Even before it opens. This creates a sense of anticipation.
60 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 74 of 187
Samples of current logo merchandise.
Conceptual examples.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 61 5. 5.2. Page 75 of 187
There is also an opportunity for the private sector to develop logo gear (with approval required from the BLT prior to using the Squamish brand identity).
The BLT should support Tourism Squamish with exploring new product ideas that are reflective of the brand - innovative, fresh, and reflecting the outdoors lifestyle of Squamish.
39. Develop the public market PART A: Support the concept development of a public market Timeline: Fall 2014 Who takes the lead: BLT Approximate cost: No cost The BLT will engage with the private developer that is proposing a public market near Downtown Squamish to share insight on the brand and how the market can tie into the brand promise. We recommend that the public market be a year-round facility that can double as conference, trade show, and exhibition space and should operate at least four days a week and into the evening hours. It should include a center stage with daily entertainment. The market should include a mix of one-third raw produced foods, one-third prepared foods, and one- third locally crafted goods and art. It should be a “juried” mix. During the non-farmers market season it can shift gears to a Christmas Tree Forest or haunted house, or can host art shows and other organizations being recruited into Squamish. Watch the Roger Brooks video, “Year Round Public Markets”, where you’ll find a wealth of information about developing, programming and operating a public market. PART B: Support the opening of a public market Timeline: Summer 2015 Who takes the lead: Private Sector Public markets are revitalizing downtowns throughout America and are not just a local gathering spot, but a tremendous tourist attraction. A private developer is proposing a public market near Downtown Squamish, and the BLT should work with them and support their efforts to bring a public market to the District. The BLT should encourage the following recommendations for the public market:
• It should be a fixed structure with roll-up doors, which would have relight panels in them. During the warm summer months all the doors could open up. If there are prevailing winds, you might only open the sides out of the direct wind. During the winter months, you might only open up one door as a primary entrance keeping the market warm. See the renderings here for an example of what it might look like. • The market should be open year round, starting with Thursdays, Fridays, Saturdays and Sundays until 4:00 pm. Over time, the market would expand its operating days to include Wednesdays, then eventually to six or seven days a week. • The market would open at 11:00 am each day and close at 8:00 pm on Thursdays and 9:00 pm on Fridays and Saturdays, and at 4:00 on Sundays. The days of morning markets are fading as we move to evening hour shopping, dining and entertainment. • The market should include a center stage for cooking demonstrations, music or entertainment during the lunch and dinner hours. This way the market becomes a central gathering spot for both locals and visitors. • As noted earlier in this plan, the mix should include one-third raw, locally or regionally grown/produced foods: fruits, vegetables, dairy products, fish, poultry and meats. One third should be dedicated to locally prepared foods: cupcakes, deli-style sandwiches, prepared and ready-to-cook dishes, breads and baked goods, etc. The final third would be locally-crafted goods: art, jewelry, clothing, home accents, toys, etc. It’s important that all goods be as local as possible.
62 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 76 of 187
• The market would shift its focus depending on the season, and would be programmed accordingly. For instance, during the months of November and December the market could include a Christmas Tree Forest and feature all kinds of locally or regionally crafted gifts and decorations. In January it might be home to ice carvers. In October perhaps it becomes a haunted house. In September perhaps you have a chain saw carvers event. • The market should be “Flex Space,” meaning it can also host trade shows such as fishing and hunting shows, RV shows, job fairs, wellness retreats, fitness boot camps and other brand-specific events. As you will be inviting outside organizations to host their events in Squamish, this creates an additional venue for days of inclement weather.
40. Explore ways to connect existing Squamish events to the brand Timeline: Summer 2015 and ongoing Who takes the lead: BLT Marketing Committee Approximate cost: None Possible funding idea: None required Rationale and/or details: Every Squamish event should have a tie to the brand. The title of the event doesn’t need to use the exact messaging, but in promoting the event you are giving people another reason to experience how Squamish is hardwired for adventure.
This can be a very creative and fun thing to do. Likewise, make sure events are using the Brand Style Guide in their marketing efforts so there is continuity with your branding efforts. In fact, if it helps, have your graphic design firm help them (at your cost not the event’s cost) design their posters, banners, signs and ads promoting the event. Then, in following years, they can use those templates over and over again.
The BLT should explore ways of aligning events with the brand without third parties actually using the new Squamish logo (which would require significant monitoring and policing by the BLT, and potentially lead to improper / undesirable use of the Squamish brand). One way to achieve this may be to design an endorsement graphic that can be issued to an approved Squamish event that in turn places the graphic on their printed materials/signage/website to demonstrate their support and alignment with the new brand and proud association with Squamish, e.g. “Proudly Squamish”, or “Another Squamish Adventure”.
Once again, continuity is absolutely critical to a strong branding effort. And this includes local events.
41. Begin the process of implementing a highway banner program Timeline: Summer 2015 Who takes the lead: BLT, District of Squamish Approximate cost: To be determined Possible funding idea: Destination Marketing funds, District wayfinding budget Rationale and/or details: Nothing can make a more powerful first impression along the highways, outside of your outstanding view corridors, more than pole banners that set a sense of anticipation, cement ownership of your brand in the minds of travelers, and entice people to stop and spend time in Squamish. The pole banners for this purpose should be, typically, (see rendering below)14 feet tall, 2 feet wide, and the banner itself is nearly 10 feet tall. Imagine having one of these every 1,000 feet (or 500 meters) coming down the highway, on both sides of the highway, each offset about 250 meters from the next one across the highway.
Install perhaps six of these a year, with a goal of having perhaps 20 of them total. This would be the best marketing money can buy for several reasons:
Squamish, British Columbia | Branding, Development & Marketing Action Plan 63 5. 5.2. Page 77 of 187
CLIMB RIDE SOAR HIKE GLIDE
Conceptual examples.
64 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 78 of 187
- They instantly “sell” the experience. - They slow traffic, particularly as drivers approach Squamish. - They take the focus away from the less-than-desirable first impression Squamish offers. - They start several kilometers before arriving, giving motorists time to decide to stop and “check out” Squamish. - They can include marketing partners, including downtown, the Sea to Sky Gondola, Provincial Parks – but they should NOT be advertising-focused. The goal is to showcase the amazing experiences to be found in Squamish.
Start working with the Ministry of Transportation and Infrastructure (MOTI) to get permission to install these. While the funding will be separate from your wayfinding system, this can be included as part of the wayfinding system so these pole banners don’t conflict with your directional signage and gateways.
The District, as the governing body, would best be suited to push this program forward. It’s been done in other provinces, so a precedent has been set, although it may not be easy to do. Typically, these signs would go up around the first of April or May and remain up through October. The harsh winter months would damage them, so they would be stored during the winter months – or perhaps some could remain up to promote winter activities in Squamish, for all the Whistler traffic passing through.
42. Integrate the brand into partner organization websites Timeline: Summer 2015 and ongoing Who takes the lead: BLT Marketing Committee, District of Squamish, Tourism Squamish, DSBIA, Chamber Approximate cost: None – costs borne by individual organizations Possible funding idea: Organizational funds Rationale and/or details: Continuity is absolutely critical in any branding effort.
Every website, from local schools, the library, economic development, tourism and even non-profit supporting organizations like the Chamber of Commerce, should reflect the Squamish brand, not just the logo, but the overall look and feel.
This does not mean that every website has to be cookie-cutter to every other website, but there should be common graphic elements, common themes in terms of text, photography, and reciprocal links to each other. The Brand Style Guide will be the bible for making this happen.
The BLT Marketing Committee should encourage – even push – other local websites to include elements of the brand in their marketing efforts. Even local businesses can use common themes and marketing messaging.
The BLT should adhere to the Brand Style Guide when it pertains to how partners use the brand (specifically the logo).
While businesses cannot use the Squamish logo in their marketing efforts, they should be encouraged to play up the brand.
The bottom line: You will be far more effective as one unified voice than a bunch of independent individual voices. That’s the power of branding.
The more you have to offer, collectively, the further people will travel, the longer they will stay, and the more often they’ll come back. This applies to your marketing as well as to the business mix in your downtown core areas.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 65 5. 5.2. Page 79 of 187
43. Review the plan every two months, and update it every year Timeline: First review in Summer 2015 Who takes the lead: BLT Approximate cost: None Possible funding idea: None required Rationale and/or details: This Action Plan is not like a comprehensive plan or even a strategic plan. As an Action Plan, it is fluid, and it needs to be looked at continually, massaged, and updated. You want to keep it relevant and prevent it from sitting on a shelf gathering dust. It is your reference and guidebook for the next two years.
It should be reviewed every two months, and then updated at least once every year. You will add to it, rearrange it, add case histories or new ideas, and use it to determine budgets. And you will cross things off the list as they are implemented. It should be a guidebook for Squamish’s comprehensive planning effort. It should be used by Parks & Recreation, Public Works, the District’s budget office, Planning Department, by Council in terms of setting policy and goals for the District. It should also be the guidebook for the Chamber of Commerce, Tourism Squamish, DSBIA, and Economic Development.
The more often you review the plan, the easier it will be to keep the focus narrow and all of your organizations on the same page, pulling in the same direction. This plan is designed to generate some peer pressure between partnering organizations: “How are you doing on your list?”
The BLT should create an Excel sheet or a document that lists all of the recommendations arranged by implementing organization, so you have lists for Tourism Squamish, Chamber, DSBIA, and the District. Some overlap, but this will assist each organization to track their specific assignments.
44. Develop a Squamish adventures app that would provide updates and detailed information about epic adventures, upcoming festivals/events, special deals, packages, sample itineraries, and more. Timeline: Summer/Fall 2015 Who takes the lead: Private sector, BLT Marketing Committee Approximate cost: To be determined – private-sector funding Possible funding idea: Destination Marketing funds, in-app marketing partnerships (privately produced) Rationale and/or details: As the brand develops, a private sector or public/private opportunity would be to create a mobile app that can offer the following features:
• Maps of local parks, downtown, and trail system with a list, where visitors can choose one location, then the other, and the app will route the user between the two. Have them GPS enabled so the app can be used while on the trails. • Include restaurants plus both Yelp and TripAdvisor ratings. They would search for the meal (breakfast, lunch or dinner), the type of restaurant (ethnicity), and general location (close to Hwy 99, Downtown Squamish). • Include what’s happening this week. They could also sign up for alerts when an event that caters to them is coming to town. For instance someone that loves cars and motorcycles would sign up for the alert when those events are coming to town. Likewise, for those who like arts events. You would have numerous categories, such as: - Special deals at restaurants - The Arts (performing and visual) - Cars, motorcycles and anything with an engine attached (sample driving routes, events)
66 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 80 of 187
- Outdoor adventures - indoor activities (e.g. what to do when it’s raining) - Cultural places of interests and events - Historical events - Music shows and concerts - Fishing and hunting - Recreation: on water, on trails, on rock • The app could also include lodging options. • It should include your attractions: the museum, tours, and other area attractions with photos and details. This app should include a centralized event calendar (management and maintenance of this calendar to be determined with the BLT at a later date). This should be a private-sector project that is coordinated with the BLT Marketing Committee, the District, and Tourism Squamish. All the profits can go to the developer, but it would become the “official” Squamish Experience mobile app. It should be optimized for both iOS and Android and for phones and tablets.
45. Contract For Urban Planning Expertise (Plaza) Timeline: Summer/Fall 2015 Who takes the lead: BLT, District of Squamish Approximate cost: $25,000 to $30,000 Possible funding idea: Provincial or federal community development or planning grant funds Rationale and/or details: To make the Downtown Squamish plaza a reality, start with a rendering or two of what it could look like. This would include several renderings along the lines of the examples used in the Brand Presentation by Roger Brooks. Have your contractor provide two to three concept renderings of the plaza – full color, high resolution water color concepts and have them do a location analysis. While this won’t be the final design, it provides a strong visual of how incredible the plaza can be. Often just the rendering is enough to secure legacy funding for its development. And it certainly makes it easier to help locals envision what could be the centerpiece and signature gathering place for Squamish. Plazas should ALWAYS be in the heart of the spending district and MUST be programmed with activities 250 days a year - or more.
If funding is available or can be secured, issue a Request for Qualifications for urban planning or landscape architectural expertise to develop a plan for the plaza. We tend to steer clear of architectural firms for this type of work, since this is an outdoor public assembly space that will include water feature(s), a stage area, lighting for vendors, events and special productions, night lighting, ice skating rink in winter (if conditions in Squamish permit), music (sound system), and significant landscape elements.
The scope of work would include: • Initial plans for the plaza area working with the District and the BLT. This should NOT be a public process, which ultimately will drive the cost of the project up as well as the planning fees. Keep the working committee small. • Two or three renderings (water color and a little loose like the samples we’ve provided), showing the plaza from various angles and perhaps one in the winter and one in summer. • Address parking issues, locations, and perhaps dovetailing the plaza into a parking structure. • The possible street closure. Perhaps this can even be a second phase project.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 67 5. 5.2. Page 81 of 187
• Development costs – including funding options, a phased project, and including architectural and engineering costs. In hopes of landing this major project, often urban planning/landscape architectural firms will discount this initial phase.
The rationale for doing this is to determine the final location, address parking issues, develop a development budget and timeline – turning the plaza into a “real” project. Once costs are determined, the fund-raising efforts can begin for the actual architectural and engineering effort.
Depending on costs, you could combine this with the Public Market facility as well.
We strongly recommend that the plaza be developed at the open lot on Cleveland Ave and Winnipeg St (between Cleveland Ave and Loggers Ln). This is simply an ideal location and true “center piece” for Downtown Squamish. While other locations might be easier or even cheaper to develop, a true central location is always important. The properties surrounding the plaza will see property values increase dramatically, spurring increased investment in those properties.
We encourage you to watch the Roger Brooks video “The Power of Public Plazas,” a two-part video that will show you numerous case histories, as well as the steps and ingredients to creating a winning central gathering place.
The top two, most successful, revitalization strategies for downtowns include a programmed public plaza and a year round public market.
Note: The current park and bandshell in Squamish are not sufficient as public plazas and neither park can be easily monetized. The active hours for a plaza are between 4:00 pm and 10:00 pm each evening, so they need to be in the commercial core, not next to lodging or residential developments. This, next to wayfinding, are the two most expensive projects in this plan but are also the most powerful and will provide the greatest return on investment of all public investment projects.
Tied to the plaza design and development should be a reimagined and improved downtown gateway, which should start at the highway - not a couple blocks off the highway. It should also include public art throughout downtown. And the focus of that public art should be to showcase the recreational opportunities in Squamish - after all, that’s the heart and soul of the brand.
46. Develop a cross promotion program Timeline: Summer/Fall 2015 Who takes the lead: BLT Marketing Team Approximate cost: None Possible funding idea: None required Rationale and/or details: If you were to ask most of your frontline employees what there is to do in Squamish, chances are the list would be all over the place. It’s nearly impossible to train all front-line employees about everything that the Squamish area has to offer.
Instead, each attraction would adopt three businesses in a reciprocal marketing effort. For example, the Britannia Mine Museum might “adopt” three restaurants in Squamish. For example, they might adopt The Howe Sound Brew Pub (dinner), The Ledge Cafe (dessert), and The Red Bench Diner (lunch). The museum would provide each of these restaurants with table tents that would sell the museum experience and why it’s worth the time. When a patron enters, they are given a menu and asked if they’ve been to the museum. If not, they are given a brochure. When one of the restaurants hires a new employee, the museum would pay their first two hours of wages and would give them a one-on-one guided tour of the attraction. Additionally, because they work at one of the restaurants being promoted by the museum, employees would each get a free pass to it for them and a companion. All they have to do is show their paycheck stub from within the past two weeks.
68 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 82 of 187
In exchange for this, the staff and volunteers at the museum would promote these three restaurants. Menus would be near the entrance, brochures would be handed to each visitor as they enter or exit, and would be available in rack brochures in the store.
Another attraction, such as the Sea to Sky Gondola, might promote three retail shops. The idea is to have the front-line employees promote ONE attraction or activity versus trying to train them to know everything Squamish has to offer. While we used signature attractions and a few of the better restaurants in this example, the most visited front-line employees will be those working at local hotels, fast food restaurants, chain restaurants, and gas stations.
They can also be brought into the mix by creating these reciprocal promotional relationships. Feel free to contact the folks at Roger Brooks International if you need more clarification on how this program works. They are looking for a case history of this in action. Perhaps Squamish would be that community!
47. Create and manage social media campaigns Timeline: Fall 2015 Who takes the lead: BLT, Tourism Squamish, District of Squamish Approximate cost: $3,000 for some outside consulting, graphic design Possible funding idea: Destination marketing funds, District funds - a mix of resources Rationale and/or details: Your brand is a perception – what people think when you say you’re from Squamish. It’s based on what people read, first impressions as they drive through town, their experiences, and primarily word of mouth. You build your brand through public relations, and advertising is used to maintain your ownership position. Branding has never been as fast as it is now, and that’s due to social media – word of mouth.
The BLT Marketing Committee should always be thinking of crazy fun things to do to tell the world how amazing Squamish is, with a particular focus on its top epic adventures. Some of the messages need to be emotional and touching, but most should be fun, action-packed and engaging. Some can be a little (or a lot) edgy, so they have the opportunity of going viral and creating photo opportunities.
There are countless novel, fun, and touching things you can do, and now’s the time to brainstorm ideas.
• Encourage photographs and videos of people ‘hardwired for adventure’. These would be populated on Twitter, Instagram, Pinterest, Flickr, Facebook, Digg and YouTube for those shot in video. • Using a professional videographer, create a YouTube channel and populate it with 30 second to two-minute videos of people experiencing Squamish. • Let your imagination fly and make it fun.
One thing to remember: The power of social media is when your residents, visitors, and businesses tell their “tribes” about their Squamish experiences. It’s word of mouth. Very, very few people will decide to come to Squamish because Squamish has Facebook, Twitter, Flickr and other social media pages, including YouTube. The magic happens when your market shares their experiences on your social media pages. As visitors post their experience, telling their friends and followers about their experience, word spreads, and THAT is the power of social media.
So what to do? Make sure you have free wi-fi downtown. Put up signs that say “A perfect photo spot of The Chief” or “Take a picture and post it while right here.” “Film your epic Squamish adventure” signs should be placed around town encouraging people to talk about Squamish. Provide lots of social media photographic opportunities and remind them to “post it while here: free wi-fi.” Word will spread, and the Squamish brand will really take off.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 69 5. 5.2. Page 83 of 187
You can post your Twitter feeds using widgets on your website, and keep the conversation going. The bottom line: create opportunities for local residents, businesses and visitors to share their Squamish adventures, encourage them to do so, and that will build the brand faster and cheaper than any other form of media can. YouTube, Pinterest, Instagram should round out your top three media outlets, with Facebook and others following.
Your social media sites (YouTube Channel, Twitter, Facebook and others) should be designed with the common brand elements, per the Style Guide. And your social media efforts should be managed – don’t let it become a free-for-all. This is very important. Perhaps a single person can be dedicated to the social media effort.
Ask for permission to use some of the “user experience” posts, quotes, photos and videos, and post them to the website. It should be updated every two weeks, if not every week, keeping it fresh and up to date. There is no more powerful marketing tool than third-party endorsements.
Part of this effort includes watching, very carefully, reviews on TripAdvisor (now the number one travel website on earth), Yelp and other user-review sites. Never be defensive, but if someone posts something negative, tell them you’re sorry and then perhaps, if warranted, add it to the To Do List – this plan.
48. Create a YouTube channel and load it with adventures Timeline: Fall 2015 Who takes the lead: BLT, Tourism Squamish Approximate cost: None Possible funding idea: None required Rationale and/or details: YouTube is now the world’s most used search engine. Nothing sells like video. Starting as soon as possible, you want to create a YouTube channel and start populating it with user-submitted videos and a call to action, “Begin your epic adventure” or “How are you hardwired for adventure?”.
Have university students submit videos and encourage visitors to do the same. Some may be silly, some quite fun, and perhaps some will be edgy, but it’s a good way to build the brand, create excitement, and solidify your ownership position of the Squamish brand.
Over time you’ll add more professionally produced videos to mix in with the user-submitted videos. All should run from 20 seconds to three minutes. The median running time should be one to two minutes. As you review them, make sure they would make you want to go there if you lived in a different town.
Make sure you have them posted and linked to your tourism website.
49. Develop a buskers program for Downtown Squamish Timeline: Fall/Winter 2015 Who takes the lead: BLT Marketing Committee, Squamish Arts Council, DSBIA Approximate cost: $5,000 a year Possible funding idea: Business improvement association funding Rationale and/or details: Buskers include street musicians, magicians, street artisans, and other “street entertainment” that add culture, depth, and activity to a downtown. This is something Nelson, BC has done well, and it should be a top priority for Squamish.
70 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 84 of 187
Bringing downtown to life must include a buskers program. Here are some general guidelines to get you started:
• Buskers should be no closer than one block apart. • They should sign a code of conduct before they can begin. • Consider developing “stars,” marking locations where they can perform. • All music must be non-amplified, and drums are not allowed. • Music should take place throughout the day but end by 10:00 pm. • Buskers can include artisans in action, mimes, musicians, and other forms of sidewalk entertainment.
We recommend starting the program with a budget to actually pay them $30 per performance on Fridays from 4:00 pm to 8:00 pm, Saturdays from 11:00 am to 3:00 pm, and from 4:00 to 8:00, and on Sundays from 11:00 am to 3:00 pm during the summer months. The balance of funds they earn come from tips. No panhandling is allowed. Over time, this can expand to weekdays and other daylight hours. In places such as Nelson, British Columbia and Asheville, North Carolina, they no longer pay local buskers, yet the city streets have dozens of musicians, artisans, and performers who are there 360+ days a year. These downtowns are so vibrant the tips alone can support them. But to start, pay them while downtown builds up a consistent “audience.”
Work with local universities, local high schools, Squamish Nation and Training Innovations (WorkBC) to find local talent for downtown. If not music, artisans in action are also great additions to downtown.
If you have the time and energy, consider auditions to keep the quality high. They do not need to be assigned to individual locations, as long as they play at a “busker station” marked on the sidewalks.
The District and the DSBIA should work together to support up to a dozen food trucks at one time downtown. These are now a major draw, and downtown needs to be opened up to allow more of them, particularly during the summer months. The argument that they compete with sit-down restaurants is a false assumption. The fact is, if you had 20 restaurants and a dozen food trucks in town at one time, residents and visitors would be coming to Squamish in droves JUST for the dining experience. If people are looking for a sit-down restaurant experience, they won’t be in line at the food truck. It’s a different audience, and a different experience. This is also a great way to introduce the community to ethnic cuisine that is not being offered in Squamish. Cajun, Korean, and other types of food would be a good fit and would help round out your offerings. The goal, of course, is to convert these to inline (in buildings) eateries.
With street performers, enforcement should be managed by Downtown Squamish with help from the BLT – not the district – or some other organization or agency. If there are flagrant violations by a busker, the district may need to be called in to have the person removed, but in our experience, that is very rare.
A sample ordinance for street performers is as follows (this should be changed to reflect particular specifications for Squamish):
Street Performers Ordinance The District should encourage such performances, while at the same time recognizing that they draw crowds that may create safety problems. An ordinance should be adopted by the District that stipulates rules and regulations governing street performance, so the safety of performers, their audiences, and the general public is ensured. All street performers should be required to obtain a permit. Street performers add a cosmopolitan flair to a community and entertain residents and visitors alike. The following Street Performer Guidelines stipulate rules and regulations governing this activity. This is a compilation of documents from several cities that recognize the value of street performance.
Street Performer Guidelines No person shall perform in a public area without a permit from the district. The permit must include the name and address of the performer, term of the permit, and the type and location(s) of the performance. A performer shall clearly display his or her permit while performing and allow inspection of the permit by any district official or police officer. All performances must
Squamish, British Columbia | Branding, Development & Marketing Action Plan 71 5. 5.2. Page 85 of 187
comply with this document, province and local legislation, and conditions of the permit. Permits are not transferable, and each member of a group who performs together is required to obtain an individual permit.
Every person wanting to engage in street performance is required to make a written application for a Street Performer Permit from the District accompanied by a fee. The application form requires the following information:
• Applicant’s name, address, and phone number. • Birth date of applicant. • Applicant’s driver’s license or personal identification number. • A description of the subject matter and method of performance. • The period for which the permit applies. • The location of areas in which the performance will be conducted. • A statement as to whether the applicant has ever been convicted of a felony. • A 2x2 inch color photo of the applicant’s head and shoulders. • A signed permission slip from the property owner, if performance is to occur on private property.
Rules & Regulations
Location: Performances may take place in the following locations: a) On private property, with the written permission of the owner or other person in control of such property. b) In public areas designated by the District. Time: Hours during which performances may occur are determined by the District. Contributions: Performers may accept, but not verbally solicit, contributions from audience members.
Prohibitions: No performer shall: a) Perform without first obtaining a permit issued by the district. b) Perform outside areas indicated on the map that accompanies this document or off the private property for which the performer has obtained written permission. c) Perform within 10 feet of any bus stop, street corner, pedestrian crosswalk, or the entrance to any business (during hours the business is open to the public). d) Block or obstruct the free and safe movement of pedestrians. If a sufficient crowd gathers to observe a performer and interferes with public passage, a police officer may disperse that portion of the crowd that is blocking passage. e) Use any knife, sword, axe, saw, torch, flame, or other object that can cause serious bodily injury; any amplification device; any generator, battery, or power source that poses a fire or public safety hazard; any electrical connection to an adjacent building or District power source. f) Leave litter at his or her performance site. g) Utilize or prevent the public from using any public benches, waste receptacles, or other street furnishings during his or her performance. h) Place any object on a public sidewalk that leaves less than a five-foot passage for pedestrian traffic. i) Place his or her instruments, props, equipment, or other items unattended on a public sidewalk or right-of-way. j) Offer any items for sale. Performers who wish to sell items must first obtain a District peddler’s license.
72 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 86 of 187
k) Display any sign other than the name of the performer(s) and the Street Performer Permit. l) Include a minor under the age of 16 in the performance unless accompanied at all times by a responsible adult 18 years of age or older.
Revocation Of Permit: A Street Performer Permit may be revoked by the District if it (or BLT) has reason to believe that a performer has:
a) Violated any provisions of this document or any district or provincial laws. b) Made a false statement in the application. c) Conducted a performance adverse to public safety or prevailing community standards of public decency.
Complaints And Appeals: If a written complaint is filed with the District alleging that a performer has violated any provisions of this document, the District shall promptly send a copy of the written complaint to the performer, together with a notice that an investigation will be made regarding the truthfulness of the complaint. The performer will be invited to respond to the complaint, present evidence in his or her behalf, and respond to evidence produced by the investigation. If, after reviewing all relevant material, the District finds the complaint to be valid, the complaint shall be certified.
50. Support Tourism Squamish with building a brand-focused marketing program Timeline: Fall/Winter 2015 (to build into 2016 plan) Who takes the lead: BLT Marketing Committee Approximate cost: To be explored Possible funding idea: Destination Marketing funds Rationale and/or details: The BLT should work with Tourism Squamish to continue building on Tourism Squamish’s programs, finding new and innovative ways to penetrate markets in a creative and cost-effective manner. Explore the use of bike stand advertisements and bus transit posters.
Squamish’s primary audience (for day visitors) is within a one-hour drive, but your overnight market is people who will drive at least two hours to you, and that’s your core market area. Domestic overnight visitors spend three times more than domestic day visitors, and overnight American visitors to Canada spend over twice as much as overnight domestic visitors. Develop marketing methods to reach that overnight audience. To tap into your core market area, consider placing billboard advertising in North Vancouver, Vancouver, Seattle, and Portland. While RBI is not a proponent of the use of billboards in scenic surroundings, if the billboards are available in urban areas, it is very advantageous to use them, and RBI recommends that Squamish do so. They are the most cost effective way to get your message out in very short order. The cost “per impression” is extremely low compared to other forms of media.
One of the fastest ways to promote a brand is to put it on billboards in high-traffic areas. For everyday commuters in places like Vancouver, Surrey, North Vancouver (along the TransCanada Highway), Seattle, and Portland, they will be exposed to a single billboard multiple times. That exposure will cement ownership of your brand in their minds; tell them once, tell them twice, and tell them again, and they will remember. Pretty soon these folks will say, “We really need to go out to Squamish.”
The conceptual billboard ads shown can also be converted into bike stand advertisements and bus transit posters.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 73 5. 5.2. Page 87 of 187
The concept art in these billboards can also be used for other outdoor advertising, such as bus transit posters and bike stand advertisements.
51. Contract for a public shuttle service (hop on / hop off) Timeline: Spring 2016 Who takes the lead: District of Squamish, Private sector Approximate cost: Approximately $60,000 for the plan Possible funding idea: Transportation grants (federal, provincial) Rationale and/or details: Imagine coming as a visitor to Squamish and being able to catch a branded shuttle service between the Britannia Mine Museum, Shannon Falls, the Sea to Sky Gondola, the Visitor Information Center, Downtown Squamish, and communities like Quest, the Squamish Oceanfront and the Brackendale Eagle viewing area. This would become an attraction in itself. The ride might be free or might be perhaps 50¢ per rider.
The longest point from A to Z should be no more than perhaps 30 minutes, and it’s important that a rider can catch a shuttle every 15 to 20 minutes, making it ultra convenient. Any longer than that and the visitor will usually simply drive. While on the shuttle, riders will be educated about the various activities, attractions, and history of Squamish and the area. With onboard
74 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 88 of 187
advertising, the operational costs could be largely offset.
For a good example of this, please take a look at the trolley systems in place in Pigeon Forge and Gatlinburg, Tennessee, and Walnut Creek, California. You’d start with two trolleys that would cross paths to keep the time to catch one down to 15 minutes. Over time you would add a third and fourth to include Quest University, Garibaldi Highlands, the rail museum, and other stops.
The hop on/hop off shuttle system would include perhaps a dozen stops along the route, and two shuttles would be in continual use during the peak months with a relaxed schedule depending on demand. For instance, during winter and early spring months one shuttle might be in service and would stop at the primary stops and attractions or activities open that time of year. The shuttle system could be funded by a public/private partnership where the hotels and attractions that host stops would pay a portion of the cost (perhaps 30%) while the District would cover the remaining 70%. Some revenues would be generated from onboard advertising (panels and brochure distribution).
To start the process, $60,000 of this cost would be spent to design the route, look at funding and operational costs including determination of what organization would operate the system, resulting in a long-term business plan for the system. Seek a service that uses low emission vehicles such as biodiesel or electric vehicles.
The approximate cost of new shuttles would be in the $485,000 range for the purchase of three shuttles (e.g. trolley-like cars), business plan development, and construction of 16 stops at $7,800 each.
It’s important that these be shuttles, not a bus system, so they become part of the experience and an attraction in their own right. These will add to the entire experience, educate visitors about what’s available and where it’s located, and will connect the various hotels, your main shopping areas, attractions, sporting facilities, Downtown Squamish, and the waterfront. Once again, think of Squamish as one major theme park, i.e. Disney World, where there is a common transportation system linking it all together with a common system.
The actual development of the system might not take place until 2018 or so, but now’s the time to start planning for the future. As we move to the European Standard, people want out of their cars and into a more pedestrian and transit-oriented experience. The shuttles – trolley-like not busses – can, in themselves, become an attraction. Just Google the “Big Red Busses” in Glacier National Park. The bus tours are as big a draw as the National Park!
52. Make the plaza a reality Timeline: Spring 2016 Who takes the lead: District of Squamish, BLT Product Development Committee Approximate cost: To be determined Possible funding idea: Various sources: local downtown assessments, fund raising efforts, grants, foundations, the sale of naming rights, a legacy project for local philanthropic efforts, revenue bond financing (tourism funding), etc. Rationale and/or details: By this point, a year will have gone by since this plan was first developed, and now it’s time to make the plaza a reality (Note: the BLT can work on a name – or perhaps the naming rights are sold to help fund the development.) This is where you issue a Request for Qualifications for the firm to start developing the actual architectural, engineering, landscape architectural, and programming plans for the plaza. There are firms that specialize in these types of projects, so send the RFQ to those firms specifically. They will partner with water feature experts and others they already have relationships with that specialize in various aspects of the plan: Going from a water feature to a skating rink in the winter, providing power and sound system to year round events, adding night lighting, and for Squamish a year round covering.
Of all the recommendations in this plan, next to wayfinding, this is the most important. Regardless of the brand, the plaza, in itself, will make Squamish a great small-town destination of choice as a place to live, raise a family, start or expand a business,
Squamish, British Columbia | Branding, Development & Marketing Action Plan 75 5. 5.2. Page 89 of 187
and as an outstanding place to visit.
This is the most expensive project in this plan, but where there’s a will there’s a way. Call the folks in Rapid City, South Dakota, and they can attest to the challenges, and the outstanding outcome, of Main Street Square.
A must-see video is in the Roger Brooks library, for which we researched more than 100 plazas, and this video can provide inspiration, ideas, and practical things to consider as the plaza gets developed.
53. Hire plaza management/programming staff Timeline: 2016 Who takes the lead: District of Squamish, DSBIA Approximate cost: To be determined Possible funding idea: Part of the plaza development cost Rationale and/or details: Plazas must be managed and programmed. Building a space is simply not enough, as you can see with the two “parks” in downtown Squamish that, for most of the year, are nothing more than just pretty places devoid of activity. The idea is to have the plaza active at least 250 days of the year. And for the other 115 days, it’s a central gathering spot with ice skating in winter, water feature during the summer months. When it comes to downtown revitalization, what comes first; people or shops? The answer is people. Retail always follows people. If we move to the suburbs, the retail follows. If you can get people back downtown, the retailers will follow – but it can’t be just for an occasional event – it has to be consistent, thus the 250 days of activity.
Main Street Square in downtown Rapid City, South Dakota is managed by a staff of three full-time people: One charged with recruiting and booking events into the square. Another handles the logistics tied to the activities. And the third handles the marketing and outreach. Of course, there’s also facilities management (maintaining the square) which is often done by the city’s parks department, public works and by contractors.
Look into the possibility of traveling to Rapid City to spend a few days with them to help you develop the plan. Pay them for their assistance, and the rest of the budget can cover the travel and related costs.
Hire a person or staff to oversee the management of the plaza and the programming. There are a number of groups currently programming events in Squamish, including the Squamish Arts Council, the Film and Event Manager at the District of Squamish, and the Summer Event Contractor with the District of Squamish. Their skills, knowledge and resources could be of assistance in this effort.
The other option is to simply hire the services of a consultant to put together an annual operating budget and management plan for the plaza.
54. Begin programming the public market Timeline: 2016 Who takes the lead: Private sector Approximate cost: Part of the management contract Possible funding idea: To be determined Rationale and/or details: Markets, like the plaza, must be programmed. By 2016 the business plan should be in place, and now’s the time to start
76 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 90 of 187
promoting it to vendors, artisans, growers, and to conference and trade show organizers around the province. Many events are planned a year in advance, and so marketing in 2016 should be done for use of the market in 2017. The goal is to have it built and operational in 2017.
The private developer of the market should work with community groups to grow a lively and vibrant market and to promote the use of the market for events. Community groups that can assist in this effort include the Squamish Farmer’s Market and the Squamish Arts Council.
55. Measurables and accountability Timeline: Fall 2014 and ongoing Who takes the lead: BLT Approximate cost: None Possible funding idea: N/A
Squamish, British Columbia | Branding, Development & Marketing Action Plan 77 5. 5.2. Page 91 of 187
Rationale and/or details: A community brand isn’t listed on a balance sheet, and yet, having a positive, well-known brand for your community is one of the greatest assets a community can have. It affects community pride, economic development and economic success, and quality of life.
“Whether you strategically forge your brand in the marketplace or not, you will have a brand identity. Consumers will create their own brand identity (positive or negative) if you do not create an identity for them.” – Jeff Kjoller, Principal, Loudthought
“Branding saves you money. Branding is recognition in the community. The return is your positive reputation. It is consistency in and understanding of what you are selling. Your ROI is recognition in the community and a constant building of your reputation. You can’t grow without either one.” – Madeline Anderson-Balmer, Bellwether Community Credit Union
The long term effects of a successfully branded community include:
• Attracting business and investment
• Attracting residents
• Attracting visitors
• Increased property values
• Greater quality of life
• Growth of a loyal customer base
This Branding, Development and Marketing Action Plan provides the details of how to use Squamish’s brand to guide future District policies, development, business recruitment, and marketing efforts. This plan includes all aspects of the community to be part of the overall brand, or image, that people will have of Squamish. It is more than a marketing plan, and much more than a logo or tagline. It provides the direction to guide Squamish’s reputation, based on people’s real experiences of the community. Many of the benefits of this effort are not able to be quantified and measured, and many of the benefits will be enjoyed after a long period of implementation.
However, many benefits from the branding effort are measurable, and the benefits will be greatest if implementation of all of the recommendations in the plan is accomplished with enthusiasm, diligence, and cooperation of members of the entire community. If only a few of the recommendations are implemented, the branding effort will not be as successful as if they are all implemented. The success of the effort depends not just upon the BLT, or the District, or the DSBIA, or the Chamber, or economic development, but upon all of them working together, plus the merchants and business owners and residents as well.
Begin with baseline data to determine your return on investment. The measurables should include:
• Increases in local spending at retailers (increases in sales tax revenues)
• Increases in lodging spending
Both of these should be compared to increases throughout the province. For instance, if the province is seeing increases of 3% in retail sales and services, and a 5% increase in lodging revenues, then Squamish is maintaining the status quo if they are keeping pace. If they are exceeding those averages, then that can be attributed to many things: the branding, new marketing efforts, a revitalized downtown with shops open after 6:00 pm, a new public market, new events, a new plaza, or a number of other factors. It is always difficult to determine the exact cause of the increase (or decrease), but these measurables will show you the combined result of your many efforts.
Additional measurables include:
• Increases in population
78 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 92 of 187
• New building permit applications
• New business licenses
Increases in all of these measurables, if they are beating the province averages, are the goals of this effort.
We do NOT measure success by increases in “likes,” “friends,” and “followers” on social media sites. It is when the “buzz” of social media turns into actual spending that the results are counted.
This is a community-wide effort, and it will take strong champions on the BLT to lead the effort and motivate the community to do their part. Each recommendation indicates the organization that would be responsible and accountable for ensuring implementation of that recommendation.
Squamish, British Columbia | Branding, Development & Marketing Action Plan 79 5. 5.2. Page 93 of 187
80 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 94 of 187
Supporting Information
Squamish, British Columbia | Branding, Development & Marketing Action Plan 81 5. 5.2. Page 95 of 187
The BrandGraphics
Color Palette
82 Squamish, British Columbia | Branding, Development & Marketing Action Plan
The logo 5. 5.2. Page 96 of 187
Ad Design Concept
My Squamish adventure. pro- 10
Name: Christy Age: 29 (again) Why Squamish: t’s the sweet spot between Vancouver and Whistler - just 45 minutes each
Christy 8:00 Running the trails of Alice Lake with my running gals 10:00 Finish trail-run at On the Farm. Coffee at Cloudburst w/friends. 11:00 Sorca Bike Skills Park, watch the kids: BMX, scoot- ers for skateboard bowl. 1:00 Oceanfront picnic lunch watching kite-surfers. Ex- plore the beach. 2:30 Mountain bike
today’s playlist today’s with friends. Access via Mamquam Forest Road. Yes! 5:00 Sea to Sky Gondola fro din- ner. Incredible sunset with friends. Apres ride drink “FLAT oUT AMAZING”
A few of my favorite things include absolutely incredible mountain biking - you can ride a different trail every day of the year and never ride them all - trail running, particularly at Alice Lake, and road biking. This place never ceases to amaze me. I love it here! to read more personal squamish itineraries, www.SquamishWebsiteName.ca
Squamish, British Columbia | Branding, Development & Marketing Action Plan 83 5. 5.2. Page 97 of 187
Ad Design Concept
My Squamish adventure. pro- 10
Name: Tyler age: 29 Why Squamish: This is an outdoor paradise. Ev- eryday it still amazes me how lucky I am be here.
Tyler 8:00 Running the trails of Alice Lake with my running gals 10:00 Finish trail-run at On the Farm. Coffee at Cloudburst w/friends. 11:00 Sorca Bike Skills Park, watch the kids: BMX, scooters for skateboard bowl. 1:00 Oceanfront picnic lunch watching kite-surfers. Ex- plore the beach. 2:30 Mountain bike with friends.
today’s playlist today’s Access via Mamquam Forest Road. Yes! 5:00 Sea to Sky Gondola fro din- ner. Incredible sunset with friends. Apres ride drink
paradise in every direc-
Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo quiatati quasit, cus iliquam, totate viti blaut fugit Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo to read more personal squamish itineraries, www.SquamishWebsiteName.ca
84 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 98 of 187
Ad Design Concept
My Squamish adventure. pro- 17
Name: Xwalacktun age: 55 Why squamish: This is an outdoor paradise. Everyday it still amaz- es me how lucky I am
Xwalacktun 7:30 Something very early in the morning to fuel up for day 8:00 head to activity 11:00 Another great thing 12:00 lunch at some place 1:30 This is a two line descrip- tion of the next amazing thing 5:00 dinner at a specific res-
today’s playlist today’s taurant in town 8:00 An evening event that is paradise in every direc-
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
Squamish, British Columbia | Branding, Development & Marketing Action Plan 85 5. 5.2. Page 99 of 187
Ad Design Concept
My Squamish adventure. profile 12
Name: Jennifer age: 36 Why squamish: This is an outdoor paradise. Everyday it still amaz- es me how lucky I am Jennifer 7:30 Something very early in the morning to fuel up for day 8:00 head to activity 11:00 Another great thing 12:00 lunch at some place 1:30 This is a two line descrip- tion of the next amazing thing 5:00 dinner at a specific res-
today’s playlist today’s taurant in town 8:00 An evening event that is paradise in every direction
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
86 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 100 of 187
Ad Design Concept
My Squamish adventure. pro- 8
Name: Monica age: 28 Why squamish: This is an outdoor paradise. Everyday it still amaz- es me how lucky I am Monica 7:30 Something very early in the morning to fuel up for day 8:00 head to activity 11:00 Another great thing 12:00 lunch at some place 1:30 This is a two line descrip- tion of the next amazing thing 5:00 dinner at a specific res-
today’s playlist today’s taurant in town 8:00 An evening event that is paradise in every direc-
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
Squamish, British Columbia | Branding, Development & Marketing Action Plan 87 5. 5.2. Page 101 of 187
Ad Design Concept
My Squamish adventure. pro- 17
Name: Bill & JoAnne age: 59 & 55 Why squamish: This is an outdoor paradise. Everyday it still amaz- es me how lucky I am Bill & Jo 7:30 Something very early in the morning to fuel up for day 8:00 head to activity 11:00 Another great thing 12:00 lunch at some place 1:30 This is a two line descrip- tion of the next amazing thing 5:00 dinner at a specific res-
today’s playlist today’s taurant in town 8:00 An evening event that is paradise in every direc-
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
88 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 102 of 187
Ad Design Concept
My Squamish adventure. pro- 8 Name: Jordan age: 27 From: Seattle, WA Why squamish: This is one of the most amaz- ing places in North America. Who knew? Jordan 7:10 Breakfast burrito at the Zephyr Cafe in down- town 8:00 Shannon Falls. Stun- ningly beautiful, easy hike over to the Sea to Sky Gondola. 9:45 Took the Sea to Sky Gondola to the top. OMG. What an incred- ible experience. Worth the four-hour drive from today’s playlist today’s Seattle all in itself! 12:00 Headed to The Chief to climb to the top. Yes! 3:30 At the top of The Chief! This is amazing!
Greatest climb of my
There are only a few places I have been to that have a special, tangible energy and spirit about them. Squa- mish, BC is one of those places. I had no idea how incredible this commu- nity was. Squamish, BC is one of those places. We love coming here to climb,
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
Squamish, British Columbia | Branding, Development & Marketing Action Plan 89 5. 5.2. Page 103 of 187
Ad Design Concept
My Squamish adventure. pro- 17
Name: Jake age: 32 Occupation: Graphic Designer Business: Garibaldi Graphics Jake
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo quiatati quasit, cus iliquam, totate viti blaut fugit and that is why I moved my
paradise in every direc-
This is alis quod quodignimpe cus intem. Ritis aut exernat laut volut explatur, sitatus et dita corum num- quatqui nes rae volum est ro apelen- dendi blacius sumque mos nonsecte aut aciande lluptat any esciasit labo and then it would end in this fashion. Xerum nobitas ex a estruptium que id maio etur? Quideni minciis sum atur aut ent, consed etusamus reribus mo
to read more personal squamish itineraries, www.SquamishWebsiteName.ca
90 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 104 of 187
Trail Marker Concepts
Trail Map
3.2 1.8 2.3 km Bridge Trail 1.5 km km Bridge Trail 1.5 km km 8 Ball 3.5 km Deliverance 0.7 km Catnap 2.5 km Lumberjack 0.5 km
Cherub Root 1.0 km OO p Cherub Root 1.3 km Cherub Root 1.0 km Coho Park Coho Park Coho Park
Trail 2.5 km Trail 0.8 km Y M i DGET Trail 2.5 km MUS l a Really Lost Reefer Rip 1.7 km New Rock
Loop 1.3 km a NG r and Roll 3.5 km FOU r la KES T rail
Beginner CHE a K Beginner Beginner Intermediate Intermediate Intermediate Advanced Advanced Advanced
Squamish, British Columbia | Branding, Development & Marketing Action Plan 91 5. 5.2. Page 105 of 187
Recommendations grouped by Lead (i.e. strategic partners).
Lead Recommendations #1 Form the Brand Leadership Team #2 Brand Leadership Team assignments #3 Establish a BLT speaking engagement calendar #5 Begin the transition of the new brand identity #6 Bring other local organizations and partners into the brand #7 Get the Brand Promise out there #8 Downtown retail and business recruitment #13 Continue to improve access to and use of the waterfront #14 Solicit input from local groups to identify ways to better support and access Squamish’s outdoor activities #15 Begin development of the 2016 Activities Guide #16 Develop a branded website “jump page” #17 Integrate the new brand into monthly newsletters #18 Launch a community clean-up program #19 Find your best Squamish spokespeople – put them on film #20 Develop an “Itineraries by locals” marketing program #21 Start developing sample itineraries #22 Review Giving Downtown a name #23 Accelerate plans to connect the various “hubs” via trails #24 Secure funding and contract for the creation of a comprehensive wayfinding system #25 Build and install new ‘Welcome to Squamish’ signs BLT (including sub- #26 Create a database of regional clubs and organizations committees) #27 Create a series of brand awareness posters #28 Identify innovative and cost-effective local guerilla marketing initiatives #29 Craft an excellent one-page cover letter inviting clubs and organization to host events in Squamish #30 Integrate the new brand into existing economic development marketing materials #32 Update District policies and processes to support the Brand Promise #35 Work with local organizations to develop a branded community-wide Customer Service Program #38 Integrate the new brand into logo gear and collectibles #39 Develop the public market #40 Explore ways to connect existing Squamish events to the brand #41 Begin the process of implementing a highway banner program #42 Integrate the brand into partner organization websites #43 Review the plan every two months, and update it every year #44 Develop a Squamish adventure app #45 Contract for Urban Planning Expertise (Plaza) #46 Cross Promotion Program #47 Create and manage social media campaigns #48 Create a YouTube channel and load it with adventures #49 Develop a Buskers Program for Downtown Squamish #50 Support Tourism Squamish with building a brand-focused marketing program #52 Make the plaza a reality #55 Measurables and accountability #5 Begin the transition of the new brand identity #9 Encourage Downtown businesses to open late #18 Launch a community clean-up program Downtown Squamish #22 Review Giving Downtown a name Business Improvement #33 Encourage merchant blade signs in Downtown Squamish Association (BIA) #34 Continue to grow a downtown cooperative beautification program #42 Integrate the brand into partner organization websites #49 Develop a Buskers Program for Downtown Squamish #53 Hire plaza management/programming staff #5 Begin the transition of the new brand identity Chamber of Squamish #35 Work with local organizations to develop a branded community-wide Customer Service Program
92 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 106 of 187
Lead Recommendations #4 Secure domain names #5 Begin the transition of the new brand identity #10 Create “The Very Best Of” Squamish brochure #11 Continue to grow digital library in support of the brand #15 Begin development of the 2016 Activities Guide #17 Integrate the new brand into monthly newsletters #19 Find your best Squamish spokespeople – put them on film #21 Start developing sample itineraries Tourism Squamish #27 Create a series of brand awareness posters #29 Craft an excellent one-page cover letter inviting clubs and organization to host events in Squamish #31 Rebrand the Trail Guide #37 Improve visitor transportation linkages to Squamish #38 Integrate the new brand into logo gear and collectibles #42 Integrate the brand into partner organization websites #47 Create and manage social media campaigns #48 Create a YouTube channel and load it with adventures #4 Secure domain names #5 Begin the transition of the new brand identity #8 Downtown retail and business recruitment #12 Brand District vehicles #13 Continue to improve access to and use of the waterfront #16 Develop a branded website “jump page” #17 Integrate the new brand into monthly newsletters #18 Launch a community clean-up program #23 Accelerate plans to connect the various “hubs” via trails #24 Secure funding and contract for the creation of a comprehensive wayfinding system #25 Build and install new ‘Welcome to Squamish’ signs #27 Create a series of brand awareness posters District of Squamish #30 Integrate the new brand into existing economic development marketing materials #32 Update District policies and processes to support the Brand Promise #33 Encourage merchant blade signs downtown #34 Continue to grow a downtown cooperative beautification program #36 Develop free wi-fi access throughout Downtown Squamish #41 Begin the process of implementing a highway banner program #42 Integrate the brand into partner organization websites #45 Contract for Urban Planning Expertise (Plaza) #47 Create and manage social media campaigns #51 Contract for a public shuttle service (hop on / hop off) #52 Make the plaza a reality #53 Hire plaza management/programming staff #33 Encourage merchant blade signs downtown #34 Continue to grow a downtown cooperative beautification program #36 Develop free wi-fi access throughout Downtown Squamish Private Sector / Businesses #39 Develop the public market #44 Develop a Squamish adventure app #51 Contract for a public shuttle service (hop on / hop off) #54 Begin programming the Public Market #34 Continue to grow a downtown cooperative beautification program Squamish Arts Council #49 Develop a Buskers Program for Downtown Squamish
Squamish, British Columbia | Branding, Development & Marketing Action Plan 93 5. 5.2. Page 107 of 187
Roger Brooks International, Inc. 981 Powell Ave SW Renton, Washington 98057 206-241-4770 Copyright © 2014 Roger Brookst International. All rights reserved. No part of this material may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise without written permission from Roger Brooks International. www.RogerBrooksInternational.com
94 Squamish, British Columbia | Branding, Development & Marketing Action Plan 5. 5.2. Page 108 of 187 Get intimate with nature.
The District of Elkford Brand Standards April 2008 5. 5.2. Page 109 of 187 The District of Elkford Brand Standards April 2008
Table of Contents
Section 1 Section 10 Logo and Tagline pg. 1 Signage and Pageantry pg. 12
Section 2 Section 11 Logo and Tagline Placement pg. 2 General Signage Guidelines pg. 14
Section 3 Section 12 The Colour Palette pg. 4 Directional Signage pg. 15
Section 4 Section 13 Graphic Elements pg. 5 Point of Interest Signage pg. 17
Section 5 Section 14 Business Card Standards pg. 6 Building (Community) Signage pg. 19
Section 6 Section 15 Letterhead Standards pg. 8 Building (Commercial) Signage pg. 22
Section 7 Section 16 Envelope Standards pg. 9 Trail Signage pg. 25
Section 8 Section 17 Logo Embroidery and Screening pg. 10 Pageantry pg. 28
Section 9 Section 18 Advertising pg. 11 Vehicle Decaling pg. 30
Appendix A Advertising Campaigns pg. 31 5. 5.2. Page 110 of 187 The District of Elkford Brand Standards April 2008
Section 1: Logo and Tagline
The visual brand elements of logo and tagline are reflective of the energy, passion and spirit associated with both the untamed wilderness environment that surrounds Elkford, and the adventurous spirit that defines her people.
Colour: Approved colour for the elkford logo is Pantone 582. White is accepted for use with dark backgrounds (see the Colour Palette on pg. 4 for more details).
Pantone: 582 White For use with Light Backgrounds For use with Dark Backgrounds The logo should never appear as a screen (less than 100%) of Pantone 582.
Font: The elkford logo is a stylized graphic based upon the Escrita font family. Tagline Font - Myriad Roman All text is 100% Pantone 582 or White on a dark background.
Usage: The Tagline must always accompany the logo unless when using the logo to brand a specific department or community structure within The District of Elkford. In this instance, the department or structure, and not The District, is branded, and as such, the logo is used as a graphic identifier only (ie, Elkford Public Works).
The tagline must appear at a size of 1/2 x-height and set to the lower right of the logo at 1/2 x-height from the logo baseline (where x-height is measured starting from the baseline to the top of the “e” in the word “elkford”).
*Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 1 5. 5.2. Page 111 of 187 The District of Elkford Brand Standards April 2008
Section 2: Logo and Tagline Placement
Size: The District of Elkford logo must never be placed at a size less than 1.5” (3.175cm) and at no less than 15% of the total viewable area width of the document. This size limit applies to all printed and electronic applications excluding outdoor media where the size ratio must then be no less than 25% of 1X the viewable area width.
Relief area: The empty area surrounding the logo must be a minimum of 2 x-heights (x-height is measured starting from the baseline to the top of the “e” in the word “elkford”). Other than the minimum size: 1.25” (3.175 cm) tagline, no information, imagery or trim may encroach upon this area.
Placement In Print Collateral: The District of Elkford logo may be placed in the top center, or the lower right of any given document, with consideration given to pertinent message and intent of document. Never place the logo in the upper or lower left corner. The Elkford icon is never to appear without the “Wild at heart.” Tagline.
X
Page 2 5. 5.2. Page 112 of 187 The District of Elkford Brand Standards April 2008
Placement On an Image Background
When using a large image (see example advertisement) the Elkford logo should be placed on the background tree components (see Graphic Elements on pg. 5). In this instance, the tree graphic is used as an effective background to ensure optimum logo visibility. The logo should never be placed directly on an image background, and further, may only be placed on a solid colour background (see the Colour Palette on pg. 4) in its reversed form.
'ET INTIMATE WITH NATURE
7ALK OUT OUR BACK DOOR INTO A WORLD UNTAMED &ROM 8TREME SPORTSMAN TO SIMPLE NATURE LOVER ADVENTURERS ARE LIVING LIFE TO ITS FULLEST IN OUR MOUNTAIN PLAYGROUND 7HY ARENT YOU %XPLORE THE WILD LIFE VISIT %LKFORD "RITISH #OLUMBIA WWWELKFORDCA
Page 3 5. 5.2. Page 113 of 187 The District of Elkford Brand Standards April 2008
Section 3: The Colour Palette
A primary colour palette forms a complementary set of colours to use in the design process to ensure consistency of visual identity and visually appealing colour combinations. A secondary colour palette can be used in specific contexts (ie, web site) if, for example, different colour highlights are used to represent different pages or sections of the site.
Colour Palette Primary Grouping:
Pantone: 582 Pantone: 125 Pantone: 1545 CMYK: 13, 0, 100, 46 CMYK: 20, 35, 95, 7 CMYK: 0, 53, 100, 72 RGB: 120, 129, 3 RGB: 189, 141, 17 RGB: 71, 33, 1
Colour Palette Secondary Grouping:
Pantone: 3985 Pantone: 285 Pantone: 463 CMYK: 0, 3, 100, 41 CMYK: 89, 43, 0, 0 CMYK: 30, 56, 100, 37 RGB: 150, 145, 0 RGB: 36, 97, 170 RGB: 113, 61, 4
Page 4 5. 5.2. Page 114 of 187 The District of Elkford Brand Standards April 2008
Section 4: Graphic Elements
A tree (forest) graphic (available in both Pantone 582 and reverse, and as a corner element) is provided and may be used to support the Elkford logo in printed material. This graphic is not only used as an effective background to ensure logo or messaging (ie, advertising - See Advertising pg. 11) visibility, but also serves to support the wilderness element of the brand. The tree graphic is available in both straight and slanted formats. As a general rule, the straight format should be used when a serious tone (ie, stationary) is preferred, and the slanted when a lighter tone (ie, print collateral, advertising) is desired. The corner graphic may be used in multi-page or double- sided documents (ie, stationary) as a visual element to carry brand through the entirety of the piece.
Note: The Logo with tag line and the tree components are the ONLY graphics to be used in the identification of The District of Elkford corporate collateral. Additional graphics (specifically Elk - See Pageantry Pg. 30) may be used in branding/sales material upon approval from The District of Elkford Marketing Department. Please adhere to all specifications. Any deviation in font and colour usage is strictly prohibited. *Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 5 5. 5.2. Page 115 of 187 The District of Elkford Brand Standards April 2008
Section 5: Stationary: Business Card Standards
Note: All business cards must conform to this standard for stock, colours, screen %, and usage. Fonts and font size must be observed.
Paper: 120lb Classic Laid Recycled Duplex Cover Smooth Peppered Bronze/Natural
Colours: Logo (centered): Pantone 582 Text: Pantone 1545 Tree Graphic: Pantone 582 .90” 1.19” .90”
Business Card Front (blue grid does not print) Pantone 582 1.03”
Name 9.5pt Myriad Bold Business Title 8pt Myriad Bold District of Elkford, British Columbia 8pt Myriad Roman
816 Michel Road P. O. Box 340 Elkford, B.C. V0B 1H0 8pt Myriad Roman P. 250.123.4567 • F. 250.123.4568 .47” [email protected] • www.elkford.ca Pantone 462
.42” 1.82” 1.26”
Business Card Back (blue grid does not print) .7” 12pt Myriad Roman
.12” Pantone 582 .21” 2” .97”
3.5”
*Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 6 5. 5.2. Page 116 of 187 The District of Elkford Brand Standards April 2008
Business Card Order Form
Note: Fill in this sheet to place your order for additional business cards as needed.
Date: Employee Name: Job Title:
New Card: Yes (new or changes) Repeat card (no changes) Quantity: 250 500 100 0
Name Business Title District of Elkford, British Columbia 816 Michel Road P. O. Box 340 Elkford, B.C. V0B 1H0 P. 250.123.4567 • F. 250.123.4567 name @elkford.ca • www.elkford.ca
Supervisor’s Authorization & Approval of Information
Name: (print)
Signature:
Dept Costing Code:
Date:
Marketing: Page 7 5. 5.2. Page 117 of 187 The District of Elkford Brand Standards April 2008
Section 6: Letterhead 8.5” x 11” Standards
Note: All letterhead must conform to this specification for stock, colours, screen %, fonts and usage.
Paper: Classic Laid 24lb. Classic Natural White.
Colours: Logo (centered): Pantone 582 Tree Graphic: Pantone 582
Page One Page Two
3.53” aligned centre 3.62” 1.24” 3.62”
.27” .27”
1.55”
.15”
Myriad Roman 9pt
Pantone 582 Green Pantone 582 Green
1.75” 1.42”
1.74”
*Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 8 5. 5.2. Page 118 of 187 The District of Elkford Brand Standards April 2008
Section 7: Envelope Standards
Note: Logo and Text are in Pantone 582 Green
Paper: Classic Laid Writing Imaging 24lb Natural
#10 Top Opening .93”
.25”
1.25”
Myriad Roman 8pt Pantone 582 for Logo & Tag Line
*Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 9 5. 5.2. Page 119 of 187 The District of Elkford Brand Standards April 2008
Section 8: Logo Embroidery and Screening Standards
The logo will always be embroidered/screened with the tagline unless when using the logo to brand a specific department within The District of Elkford. In this instance, the department, and not The District, is branded, and as such, the logo is used as a graphic identifier only (ie, The District of Elkford Fire Department).
Note: All promotional items to be purchased must be approved by marketing. The logo will always be embroidered/screened with the tagline.
Colour Matching: For embroidery/screening the following colour combinations are approved:
On White Background: Match to Pantone 582 Floss: Madeira Poly Neon 1790 (Moss)
On Dark Background: use White (reverse) Logo
Pantone: 582 White (reverse) For use with Light Backgrounds For use with Dark Backgrounds
*Printed colours on this sheet are not accurate. Do not use this sheet for colour comparisons. Page 10 5. 5.2. Page 120 of 187 The District of Elkford Brand Standards April 2008
Section 9: Advertising: Template Example
All advertising for The District of Elkford must The Elkford brand is delivered as “seriously fun” in maintain design simplicity - rugged yet elegant and this context – with informative messaging targeted contemporary; fun, yet implying strength, pride and at specific audiences (the serious) readily absorbed viability. It is the Elkford brand “in action”. by that audience because the creative approach is Advertising should be image intensive and conceptual different and fresh (the fun). vs. literal (ie, panoramic wilderness) with minimal copy The secondary brand tagline may only be replaced to reinforce the brand. As well, all logo and graphic in those advertisements intended for economic guidelines must be met. development. Here, the headline and body copy should The following sample illustrates the migration of the be replaced with messaging specific to the purpose Elkford brand and “Wild at Heart” tagline to brand while maintaining a call to action intent that is both awareness and tourism advertising – using a secondary serious and fun. An example of an approved message is brand tagline specific to tourism marketing – “Get “Join our herd.” Intimate With Nature”. THIS IS THE CURRENT ADVERTISING THEME and must Note: be used as the heading for all advertisements intended The advertising sample shown here is an approved for brand awareness. template for concept, messaging, design, and layout in the delivery of the brand of The District of Elkford. Please refer to Appendix A for past and current advertising campaigns.
'ET INTIMATE WITH NATURE
7ALK OUT OUR BACK DOOR INTO A WORLD UNTAMED &ROM 8TREME SPORTSMAN TO SIMPLE NATURE LOVER ADVENTURERS ARE LIVING LIFE TO ITS FULLEST IN OUR MOUNTAIN PLAYGROUND 7HY ARENT YOU %XPLORE THE WILD LIFE VISIT %LKFORD "RITISH #OLUMBIA WWWELKFORDCA
Page 11 5. 5.2. Page 121 of 187 The District of Elkford Brand Standards April 2008
Section 10: Signage and Pageantry Standards
This section provides guidelines that are intended for property owners (commercial, residential and other) and project designers in understanding Elkford’s goals for maintaining high quality signage and pageantry General Design Guidelines standards that are sensitive to the town’s unique character. The following general guidelines were considered in the design specifications that follow, and should be considered for additional signage and pageantry not The guidelines encourage signage and pageantry that: specifically mentioned within.
A) Adhere to Elkford’s Brand as identified as untamed A) Strict adherence to brand standards wilderness and rugged, adventurous spirit
B) Provide clear identification for businesses and B) Colours other activities 1. The number of colours should be limited to two or C) Are compatible with surrounding structures and three on any one sign or banner. streetscapes Colour is one of the most important aspects of visual D) Incorporate high-quality design and materials communication. It can be used to catch the eye or to using (where applicable) local components and communicate ideas or feelings. Too many colours used vendors, artisans and/or contractors simultaneously can confuse and negate the message of a sign or banner. Small accents of several colours can make a sign or banner unique and attractive, but the Applicability competition of large areas of many different colours The provisions of this section apply to all signage and decreases readability. pageantry development projects within Elkford that 2. Contrast is an important influence on the legibility of require the approval of a Signage and Pageantry Plan signs and banners. Light letters on a dark background in compliance with local bylaws. or dark letters on a light background are most legible. 3. Colours or colour combinations that interfere with The following guidelines may be interpreted with legibility of the sign and banner copy or that interfere some flexibility in their application to specific signage with viewer identification of other signs and banners and pageantry projects as not all design criteria may should be avoided. Bright (fluorescent) colours or be workable or appropriate for each project. In some brilliant luminescent colours should be avoided circumstances, and in accordance with town council, a as they are inconsistent with Elkford’s Brand, are guideline may be relaxed in order to adhere to another, distracting, and do not usually blend well with colours more important guideline. The overall objectives on structures or other background colours (including are to ensure that the intent and spirit of the design those found in the natural surrounding landscape). guidelines are followed and to attain the best possible 4. Sign and banner colours should complement design within reason. the colours used on the structures and the project as a whole (as well as with the natural surrounding landscape).
Page 12 5. 5.2. Page 122 of 187 The District of Elkford Brand Standards April 2008
Signage and Pageantry Standards Con’t
5. Signs and banners should be painted/manufactured 2. Symbols and logos in the place of words or in in accordance to the approved Elkford colour palette combination with minimal type may be used whenever (primarily PMS 582 and PMS 1545), or in subdued appropriate. Pictographic images will usually register earthtone colours only. Where applicable, natural more quickly in the viewer’s mind than a written elements (ie, natural wood stains, wood sealers, message. and exposed bronze or copper metals) should be 3. Avoid spacing letters and words too close together. considered. Fluorescent, reflective coloured materials Crowding of letters, words or lines will make any sign that give the appearance of changing colour, and or banner more difficult to read. As a general rule, brilliant luminescent colours are not permitted. letters (copy) should not occupy more than 75% of the Earthtone colours are considered to be various shades panel area. of brown, rust, tan, ocher, ivory, umber, gold, sand, or 4. Limit the number of lettering styles (fonts) used on a dark green. sign or banner in order to increase legibility. A general rule to follow is to limit the number of different letter C) Materials types to no more than two for small signs and banners and up to three for larger signs and banners. 1. Signage and banner materials should be compatible with the Brand of Elkford. 5. Avoid hard-to-read, overly intricate typefaces and symbols. Typefaces and symbols that are 2. Generally, signs in Elkford should be constructed of difficult to read reduce the sign or banner’s ability to natural materials, or materials that imitate or appear communicate. The preferred typeface is Myriad bold or like natural materials to reflect the character of the regular. environment. Natural materials include stone (native or cultured), cedar, heavy timber, or other kinds of wood 6. Miscellaneous signs attached to primary signs, that resist the elements well. such as credit card or club plaques, are strongly discouraged. 3. Internally illuminated plastic faced signs and neon tubes are not permitted. F) Sign Placement
D) Sign Illumination 1. A sign should enhance a structure’s architecture or compliment the surrounding natural environment and Where applicable, signs should be illuminated by an may be mounted to a structure’s facade or in-ground indirect lighting system. Whenever indirect lighting as appropriate; in accordance to the specifications fixtures are used, the light source shall be shaded, within; in accordance to local bylaws; and (in some shielded, subdued or directed so that the intensity instances) in proportion to the structure. of the light does not impact surrounding properties. Signs should be illuminated only to the minimum level 2. In those instances where an obvious pattern of required for nighttime readability. sign locations has been established, continuity must be met. For example, consistent placement of signs establishes visual continuity among storefronts, and at E) Sign and Banner Legibility the same time provides uniform sight lines for viewers. A recognized pattern of alignment in a shopping 1. Signs and banners should use a brief message center makes all signs more readable at a glance. whenever possible. The fewer the words, the more effective the sign. A sign with a brief, succinct message is easier to read and looks more attractive.
Page 13 5. 5.2. Page 123 of 187 The District of Elkford Brand Standards April 2008
Section 11: General Guidelines for Specific Sign Types
A) Ground-Mounted Signs 8. Ground-mounted signs shall be placed so that 1. Ground-mounted signs should be limited to vehicular sight distances are not blocked. monument-type signs and wooden (cedar or timber) pole signs (or a combination of). In special instances B) Facade-Mounted Signs (ie, trail signage) smaller signs may be fixed directly to a natural structure (ie, large tree) so as not to detract 1. Building facade-mounted signs should be limited to from the appearance of untouched nature, as well as to sandblasted cedar, poured bronze, or other material discourage vandalism. (ie, powder-coated aluminum) faux finished to imitate or appear like natural materials. 2. Monument-type signs should feature solid architectural bases of native rock, cultured stone, field 2. Individual lettering fixed directly to a structure is stone, or other natural materials. generally not permitted. In those instances where a primary community complex (ie, recreational centre) 3. The size of a ground-mounted sign may be subject must be readily identified from a main traffic route of to change dependent upon available materials and considerable distance away, raised individual letters allotted structure area, etc... Please use those sizes may be set against a wood backing which is then fixed as indicated in the Templates section as general to the building facade. In this instance, one easy-to- guidelines. read font style should be used. The preferred typeface 4. The size of the structure supporting a ground- is Myriad bold or regular. A simple symbol or icon mounted sign should be in proportion to the size of identifier should be used in conjunction with raised the area allowed for sign copy. Sign structures should individual lettering. not be any larger than necessary to accommodate 3. The size of a facade-mounted sign may be subject the allowed sign area and provide an appropriately to change dependent upon available materials and proportioned backdrop for the sign text. As a general allotted structure area, etc... Please use those sizes rule, the sign area should occupy approximately 50% of as indicated in the Templates section as general the structure area. guidelines. 5. A portion of the sign area should be dedicated to 4. Facade-mounted signs should be illuminated by an identification of the street address (if applicable and indirect lighting fixture, whereby the light source shall beneficial). Multi-tenant commercial developments be shaded, shielded, or subdued. Raised individual should display the range of addresses for that lettering is to be back-lit, or illuminated by gooseneck development. lighting, and not internally illuminated. 6. Shrubs, native foliage, etc. should be planted around the base of any ground-mounted sign if necessary to integrate the sign with the ground plane and screen C) Window Signs out any low-level flood lights. Landscape materials and 1. Window signs should be limited to individual letters species should be carefully selected to accentuate the coloured (painted or vinyl) as per the approved colour natural alpine character of the area and match with palette, and placed on the surface of the window with natural foliage and/or existing plantings. the intent to be viewed from outside. 7. Ground-mounted signs should be of double-sided 2. The text of a window sign should be limited to the construction and placed perpendicular to the street business name and a brief message identifying the unless they are located on a corner; in which case an type of product or service available. angled placement is preferred.
Page 14 5. 5.2. Page 124 of 187 The District of Elkford Brand Standards April 2008
Section 12: Directional Signage Templates
A) Highway Signage Directions should be adjusted as per Highway and direction travelling.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 15 5. 5.2. Page 125 of 187 The District of Elkford Brand Standards April 2008
Directional Signage Templates Con’t
B) Traffic Signage 1. Traffic (Street Naming) Signage to be powder coated aluminum to match PMS 582. Tree silhouette to be cut-out from sign OR all lettering and tree silhouette to be white reflective vinyl. 2. Point-of-Interest directional signage (ie, ski hill signage) are to be treated as secondary traffic signs - fixed to common posts beneath the primary traffic sign. These signs are to be powder coated aluminum to match a common blue and are to feature minimalist icons and information.
Page 16 5. 5.2. Page 126 of 187 The District of Elkford Brand Standards April 2008
Section 13: In-Town Point of Interest Signage Templates
A) Multi-Commercial Tower Signage 1. Tower structures are intended to display both multi-commercial and directional signage. 2. When numerous tenants are featured (ie, shopping), a maximum of 4-5 are permitted for display; with the name of the structure/area (ie, Elkford Square) as the predominant display.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 17 5. 5.2. Page 127 of 187 The District of Elkford Brand Standards April 2008
In-Town Point of Interest Signage Templates Con’t
B) Park Signage To be placed in all secondary parks (tot lots) featuring Park Name as per local children’s contest. May also feature history/facts behind the Park Name.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 18 5. 5.2. Page 128 of 187 The District of Elkford Brand Standards April 2008
Section 14: Building (Community) Signage Templates
A) Ground-Mounted (Monument-Style) Signage 1. Monument Signage is the primary signage style within the Community Ground- Mounted Signage family. Monument Signage shall be placed at all significant community landmarks/structures (ie, municipal buildings and primary parks). 2. In some instances (ie, Cemetery, District Office) poured bronze icons or raised plaques may be fixed to the structure if pertinent to the purpose of the monument.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 19 5. 5.2. Page 129 of 187 The District of Elkford Brand Standards April 2008
Building (Community) Signage Templates Con’t
B) Ground-Mounted (Post) Signage 1. Two designs exist for community post signage and are the secondary and third-level signage styles within the Community Ground-Mounted Signage Family. 2. Usage shall be determined as: A. Secondary Ground-Mounted Signage - for use at all secondary community landmarks/ structures (ie, community divisional buildings). B. Third-Level Ground-Mounted Signage - for complimentary usage (when necessary) to primary and secondary ground-mounted signage (ie, building directional signage).
A
B
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 20 5. 5.2. Page 130 of 187 The District of Elkford Brand Standards April 2008
Building (Community) Signage Templates Con’t
C) Raised Lettering (Facade-Mounted) Raised lettering cut from aluminum and mounted to a cedar background is to be used in those instances where a primary community complex must be readily identified from a main traffic route of considerable distance away. The preferred typeface is Myriad bold or regular, with each letter manufactured at 2’ tall. A simple symbol or icon identifier should be used in conjunction with individual lettering.
D) Facade-Mounted Signage Simple facade-mounted signage MUST ONLY be used in conjunction with additional community signage (ground-mounted and/or raised lettering) and should typically be used not as an identification sign but as an informational sign (ie, displaying business hours).
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 21 5. 5.2. Page 131 of 187 The District of Elkford Brand Standards April 2008
Section 15: Building (Commercial) Signage Templates
A) Ground-Mounted Signage 1. Three designs exist for commercial post signage and are the primary (options Ai and Aii) and secondary-level signage styles within the Commercial Ground-Mounted Signage Family. 2. Usage shall be determined as: Ai. Primary Ground-Mounted Signage (usage determined by best choice placement within the surrounding environment) - logo featured. Aii. Primary Ground-Mounted Signage (usage determined by best choice placement within the surrounding environment or in conjunction with Primary Ai signage) - logo featured. B. Secondary Ground-Mounted Signage - logo not applicable (ie, residential usage). 3. Street address should be featured where applicable.
Ai
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 22 5. 5.2. Page 132 of 187 The District of Elkford Brand Standards April 2008
Building (Commercial) Signage Templates Con’t
Aii
B
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 23 5. 5.2. Page 133 of 187 The District of Elkford Brand Standards April 2008
Building (Commercial) Signage Templates Con’t
B) Facade-Mounted Signage Storefront facade-mounted signage is to be used as the primary identification sign for all commercial businesses.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 24 5. 5.2. Page 134 of 187 The District of Elkford Brand Standards April 2008
Section 16: Trail Signage Templates
A) Trail Heads (Kiosks) Trail head kiosks are to be placed near the start of a trail - in main areas with high visibility, and may be situated near more than one trail head. Maps and Informational Poster layouts to be determined.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 25 5. 5.2. Page 135 of 187 The District of Elkford Brand Standards April 2008
Trail Signage Templates Con’t
B) Trail System Signage 1. Trail system signage shall be constructed of natural materials (cedar) to provide minimum environmental impact and to discourage vandalism. 2. Trail system signage shall be determined as: A. Trail Usage Posts: placed at the beginning of a trail - determining who is allowed to use the trail. B. Trail Markers: fixed to large trees - determining both direction and who is allowed to use the trail. C. Distance Sign: placed at trail junctions - determining direction and distance.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 26 5. 5.2. Page 136 of 187 The District of Elkford Brand Standards April 2008
Trail Signage Templates Con’t
C) Point of Interest Signage To be placed at all significant landmarks along a trail system. Point of Interest Informational Poster layout to be determined.
* Size may be subject to change dependent upon available materials and allotted structure area, etc... Page 27 5. 5.2. Page 137 of 187 The District of Elkford Brand Standards April 2008
Section 17: Pageantry Templates
A) Banners 1. For use on single-banner light standards. To be used in an alternating fashion. 2. Custom manufactured nylon flags to match PMS 582, PMS 125, and PMS 1545.
22” OPTIONAL STAGGERED BANNERS OTHERWISE REFLECTION OF SIDE A
48”
OPTIONAL ALT ERNATE BANNERS
Page 28 5. 5.2. Page 138 of 187 The District of Elkford Brand Standards April 2008
Pageantry Templates Con’t
B) Uniform Painting 1. Uniform painting should occur on all community structures where identifying signage is not required (ie, pumping stations). 2. Exterior walls should be painted to match General Paint, Biscotti, CL 2741W (or PMS 7502) with tree silhouette as per stencil painted to match PMS 582. Roof and optional animal silhouettes as per stencil (ie, elk and bear) should be painted to match PMS 1545.
OPTIONAL TREATMENT A
Page 29 5. 5.2. Page 139 of 187 The District of Elkford Brand Standards April 2008
Section 18: Vehicle Decaling
A) Vinyl (Permanent) Decaling 1. For use on community fleet vehicles. 2. To use custom vinyl to match PMS 582 and PMS 1545.
B) Magnetic Door Signage 1. For use on council and personal bylaw enforcement vehicles. 2. To use custom vinyl to match PMS 582.
C) Full Vehicle Wrap 1. For use on vehicle (3/4 ton double cab ext long box) pulling parade float. 2. To use custom vinyl to match PMS 582 and PMS 1545.
Page 30 5. 5.2. Page 140 of 187 The District of Elkford Brand Standards April 2008
Appendix A: 2007 Tourism Campaign
The 2007 tourism advertising campaign was built Of all the marketing genres in a municipality, tourism around a tourism specific sub-brand – “Get Intimate with promotion is typically the most creatively playful – a Nature.” This brand, with animals positioned central to reflection of a tourist’s desire to “let loose”, relax, and find ad content, generates an emotional response from the adventure in the pursuit of happiness. viewer as animals are both a strong attraction in the tourism marketplace and are a natural occurrence in The 2007 campaign, through its humorous approach Elkford. Additionally, the Elkford brand has animals to brand execution, has recorded a considerable mea- positioned in close proximity to people – aligning sure of success and positive exposure for the District of closely with the wilderness theme in Elkford and Elkford. appealing to a tourist’s association of animals with wilderness.
This sub-brand, “Get Intimate with Nature”, is a reflection of the “seriously fun” brand approach in Elkford.
Get intimate with nature.
Walk out our back door into a world untamed. From Xtreme sportsman to simple nature lover... adventurers are living life to its fullest in our mountain playground. Why aren’t you...? Explore the wild life... Visit Elkford, British Columbia. www.elkford.ca
Page 31 5. 5.2. Page 141 of 187 The District of Elkford Brand Standards April 2008
2007 Tourism Campaign
Get intimate with nature.
There’s so much wildlife here, you never know where it will pop up. Visit Elkford, British Columbia. Elkford Visitor Information Centre 1-877-ELK-WILD (355-9453) www.elkford.ca
Page 32 5. 5.2. Page 142 of 187 The District of Elkford Brand Standards April 2008
2007 Tourism Campaign
Get intimate with nature.
Walk out our back door into a world untamed for spectacular fishing and recreation. Explore the wild life... Visit Elkford, British Columbia. Elkford Visitor Information Centre 1-877-ELK-WILD (355-9453) www.elkford.ca
Page 33 5. 5.2. Page 143 of 187 The District of Elkford Brand Standards April 2008
2007 Tourism Campaign
Get intimate with nature.
Walk out our back door into a world untamed. For spectacular golf and recreation, explore the wild life...visit Elkford, British Columbia. www.elkford.ca
Page 34 5. 5.2. Page 144 of 187 The District of Elkford Brand Standards April 2008
2007 Economic Development Ad
Join our herd.
The possibilities are as big as our geography and our spirit. Adventurers are investing in housing here. The mines are hiring. Visitors are exploring untamed nature at our back door. For tourism, business, and residential information, visit www.elkford.ca
Page 35 5. 5.2. Page 145 of 187 The District of Elkford Brand Standards April 2008
2007 Specialty Advertisements
Revel in the spirit of Christmas. Best wishes from the Mayor, Council and Staff at the District of Elkford.
Page 36 5. 5.2. Page 146 of 187 The District of Elkford Brand Standards April 2008
2007 Specialty Advertisements
Revel in the spirit of Christmas. Best wishes from the Mayor, Council and Staff at the District of Elkford.
Page 37 5. 5.2. Page 147 of 187 The District of Elkford Brand Standards April 2008
2007 Specialty Advertisements
Revel in the spirit of Christmas. Best wishes from the Mayor, Council and Staff at the District of Elkford.
Page 38 5. 5.2. Page 148 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
The strategy for the 2008 Tourism Campaign was not The balance of the campaign was developed to to redesign the campaign, but to extend both its promote other seasonal activities to encourage year- approach and thematic. round tourism interest.
Greater emphasis was given to human and animal direct interaction (and even personality cross-over) - “pushing the envelope” with tongue-in-cheek innuendos where possible; to encourage renewed interest and further brand momentum as a dramatic, yet natural evolution of the initial campaign and its wide-spread acceptance within both external and internal audiences.
Get intimate with nature.
Walk out our back door into a world untamed. From Xtreme sportsman to simple nature lover... adventurers are living life to its fullest in our mountain playground. Why aren’t you...? Explore the wild life... Visit Elkford, British Columbia. www.elkford.ca
Page 39 5. 5.2. Page 149 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
Get intimate with nature.
Walk out our back door into a world untamed. From Xtreme sportsman to simple nature lover... adventurers are living life to its fullest in our mountain playground. Why aren’t you...? Explore the wild life... Visit Elkford, British Columbia. www.elkford.ca
Page 40 5. 5.2. Page 150 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
Get intimate with nature.
Walk out our back door into a world untamed. From Xtreme sportsman to simple nature lover... adventurers are living life to its fullest in our mountain playground. Why aren’t you...? Explore the wild life... Visit Elkford, British Columbia. www.elkford.ca
Page 41 5. 5.2. Page 151 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
Get intimate with nature.
Walk out our back door into a world untamed and get cozy with the locals.
Explore the wild life... Visit Elkford, British Columbia. www.elkford.ca
Page 42 5. 5.2. Page 152 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
Play in the rough.
Walk out onto our back nine into a world untamed. From bushwhacker to pro, golf enthusiasts are going wild for our mountain playground. Why aren’t you...? Explore the wild life... visit Elkford, British Columbia. Elkford Visitor Information Centre 1-877-ELK-WILD (355-9453) www.elkford.ca
Page 43 5. 5.2. Page 153 of 187 The District of Elkford Brand Standards April 2008
2008 Tourism Campaign
Get intimate with nature.
Cast out our back door into a world untamed. Lured by world-class flyfishing, anglers are going wild for our mountain playground. Why aren’t you...? Explore the wild life... visit Elkford, British Columbia. Elkford Visitor Information Centre 1-877-ELK-WILD www.elkford.ca
Page 44 5. 5.2. Page 154 of 187 The District of Elkford Brand Standards April 2008
2008 Economic Development Ad
Join our herd.
In Elkford, British Columbia, the possibilities are as big as our mountains and our spirit. Adventurers are investing in housing. The mines are hiring. Visitors are exploring untamed nature at our back door. For tourism, business, and residential information, visit www.elkford.ca
Page 45 5. 5.2. Page 155 of 187 The District of Elkford Brand Standards April 2008
2008 Specialty Advertisements
Go Wild.
The District of Elkford is proud to sponsor the 12th Annual Wilderness Classic Sled Dog Derby and Winter Festival. Go Wild - January 18-20, 2008. For event listings and schedules, visit www.elkford.ca
Page 46 5. 5.2. Page 156 of 187 The District of Elkford Brand Standards April 2008
2008 Specialty Advertisements
Support your local wild life. The District of Elkford is proud to sponsor Minor Hockey Week in the Elk Valley. www.elkford.ca
Page 47 5. 5.2. Page 157 of 187 The District of Elkford Brand Standards April 2008
2008 Recruitment Ad Template
The Elkford recruitment campaign targets the nature The content of the ad challenges the reader to “learn lover and the “outdoorsman” – a demographic a new language” in Elkford – the language of nature. predisposed to the lifestyle offered in Elkford. Move to Elkford where the wild still prevails - where you can be part of something beautiful, unique, and In the recruitment context, the marketplace is rare. characterized by text heavy, unimaginative advertising focused on a “job” rather than an Elkford’s recruitment needs are segmented – with “experience.” The cumulative effect dulls the senses long-term need that spans everything from grader with a shell shock of information – with very little operator to CAO. The use of the appeal to nature theme being absorbed by the reader. It follows that a as a primary motivator requires production of a single recruitment advertising approach that is graphic- ad template that will appeal to all targets. The text is focused, is light on text, and advertises an experience thematic rather than descriptive of a particular – will rise above prevailing approaches and “be position, and drives people to the Elkford web site to noticed.” And therein lies the beating heart of a reason obtain more information. to conduct marketing – to be noticed. An initial advertisement for print (publication) placement The Elkford recruitment campaign is built around a and corresponding text for website (careers) placement theme - “Call of the Wild”. The wild is out there, have been generated. It is intended that these pieces be and it beckons at a visceral level. It employs an instantly treated as templates - with Job Title as the only rotating recognizable phrase thanks to a Jack London novel of item within the print advertisement, and that Job the same name. It uses a simple concept while Descriptions be written in a “fun” tone similar to that as maintaining the seriously fun tone of the Elkford brand. appearing within the initial website text.
The wild’s calling... dare to answer.
We’re on the prowl for adventurous spirits: Maintenance (Level 2) - Recreation For more information: www.elkford.ca
Page 48 5. 5.2. Page 158 of 187 The District of Elkford Brand Standards April 2008
2008 Recruitment Web Text Template
((head))
The Wild’s Calling... Dare to Answer
((sub-head))
We’re on the prowl for an adventurous spirit to add to our herd:
((job title))
Maintenance (Level 2) - Recreation
((copy - to rotate with job titles - must maintain similar tone and style))
You’re hands on and a jack of all trades in equipment operation, and maintenance of facilities, grounds, equipment, irrigation, and an ice plant. To buildings you are “The Doctor,” to parks you are “Greenus Thumbus,” and to arenas you are “The Holder of the Ice Recipe.” Safety is your middle name, and you don’t mind if elk and bears stare at you while you work.
Find our inbox ([email protected]) or fax machine (250-) by ______(date)______with a resume.
Page 49 5. 5.2. Page 159 of 187
District of Elkford, British Columbia 816 Michel Road P.O. Box 340 Elkford, B.C. V0B 1H0
www.elkford.ca 5. 5.2. Page 160 of 187
DDiissttrriicctt ooff EEllkkffoorrdd
RReeqquueesstt FFoorr PPrrooppoossaall
determine Target Markets Create Brand & Visual identity Create Community Profile
Issue Date: Tuesday July 5, 2005
Closing Date: Friday July 29th, 2005 by 4 pm (Mountain Daylight Savings Time)
Closing Location: District Office 816 Michel Road, PO Box 340 Elkford BC, V0B 1H0 Attention: Corien Speaker, CAO Telephone: 250-865-2241 Fax: 250-865-2429 Email: [email protected]
5. 5.2. Page 161 of 187
1. Summary of Requirements
In 2003 and 2004, the District of Elkford of Elkford embarked on a process to vitalize business activities in the community. Late in 2004, the District hosted a session on branding Elkford, as well as a strategic planning session. The District is now in a position to complete activities identified in the branding session and the strategic planning session. Attached is a summary of the branding session, a summary of the strategic planning session, and an excerpt of information included in a Community Investment Support Program (CISP) grant funding application. The complete documents for the Branding and Strategic Planning sessions, in addition to the 2005 Annual Report for the District of Elkford, can be found on the District’s website at www.elkford.ca.
Based on this background, the District has determined that specific actions need to be completed before aggressively marketing the community. As such, the District requires assistance in developing the marketing program and the creation of a brand and visual identity. The approval of CISP funding recommends that the District first identify what areas of Foreign Direct Investment we want to attract prior to developing the distinct Elkford Brand. The District has also discussed the need to profile the community for the target markets with a professionally developed Community Profile Document that showcases the District’s brand and visual identity.
While the three components included with this Request for Proposals could be issued as three separate requests, the District is interested in developing a coordinated marketing plan that links the three components in the finished products and plans.
The expected time line for the project is to have the Proponent selected and the Contract approved no later than September 2005, and have the products substantially complete by December 31, 2005.
2. Request for Proposals Terminology
The following terms will apply to this Request for Proposals and to any subsequent Contract. Submission of a proposal in response to the Request for Proposal indicates acceptance of all the following terms.
2.1 Terminology a) “District” means the District of Elkford; b) “Contract” means the written agreement resulting from the Request for Proposals executed by the District and the successful Proponent; c) “Contractor” means the successful proponent selected from this Request for Proposals; d) “Must, “mandatory, or “required” means a requirement that must be met in order for a proposal to receive considerations; e) “Proponent” means an individual or a company that submits, or intends to submit, a proposal in response to this Request for Proposals; f) “Should or “desirable” means a requirement having a significant degree of importance to the objectives of the Request for Proposals.
3. Request for Proposals Process
3.1 Enquiries All enquiries are to be directed to the following person. Enquiries and responses may be recorded and distributed to all Proponents at the District’s option.
District of Elkford Phone: 250-865-2241 PO Box 340, Elkford BC, V0B 1H0 Fax: 250-865-2429 Attention: Corien Speaker, CAO Email: [email protected]
Page 2 of 20 5. 5.2. Page 162 of 187
3.2 Closing Date Proposals and their envelopes should be clearly marketed with the name and address of the Proponent and the name of the project “Request for Proposals for Elkford Brand, Visual Identity and Community Profile”. The proposal must be received by 12 noon Mountain Daylight Savings Time, Friday July 29, 2005 at:
District of Elkford 816 Michel Street PO Box 340 Elkford BC V0B 1H0 Attention: Corien Speaker, CAO
3.3 Late Proposals Late proposals may not be considered, and may be returned to the Proponent.
3.4 Eligibility Proposals from individual consultants or from businesses or companies with proven experience and expertise in the development of community brands, visual identities, marketing programs, identifying target markets, and community profiling or those selectively invited to respond to this proposal will be accepted.
3.5 Evaluation and Selection Evaluation of proposals and selection will be by the District staff and Council.
3.6 Negotiation Delay If a written Contract cannot be negotiated within forty-five days of notification of each of the successful Proponents, the Municipality may, at its sole discretion at any time thereafter, terminate negotiations with that Proponent and either negotiate a Contract with the next qualified Proponent or choose to terminate the Request for Proposal process and not enter into a Contract with any of the Proponents.
3.7 Notification Upon Selection Once submissions are made, only the successful Proponent will be notified by the District who will do so within 5 days of the closing date of the Request for Proposals.
3.8 Signed Proposals To bind the Proponent to statements made in response to this Request for Proposals, the person(s) authorized to sign on behalf of the Proponent must sign the proposal.
3.9 Irrevocability of Proposals By submission of a clear and detailed written notice, the Proponent may amend or withdraw its proposal prior to the closing date and time. Upon closing time, all proposals become irrevocable. By submission of a proposal, the Proponent agrees that should its proposal be deemed successful, the Proponent will enter into a Contract with the District.
Page 3 of 20 5. 5.2. Page 163 of 187
3.10 Changes to Proposal Wording The Proponent will not change the wording of its proposal after closing and no words or comments will be added to the proposal unless requested by the District for purposes of clarification.
3.11 Working Language of the District The working language of the District is English and all responses to this Request for Proposals must be in English.
3.12 Proponents Expenses Proponents are solely responsible for their own expenses in preparing a proposal and for subsequent negotiations with the District, if any. If the District elects to reject all proposals, the District will not be liable to any proponent for any claims, whether the costs or damages incurred by the Proponent in preparing the proposal, loss of anticipated profit in connection with any final Contract or any other matter whatsoever.
3.13 Completeness of Proposal By submission of a proposal the Proponent warrants that, if the Request for Proposals is to design, create or provide a system or manage a program, all components required to run the system or manage the program have been identified in the proposal or will be provided by the Contractor at no charge.
3.14 Acceptance of Proposal This Request for Proposal should not be construed as an agreement to purchase goods or services. The District is not bound to accept the lowest priced or any proposal of those submitted. Proposals will be assessed in light of the evaluation criteria. The District will be under no obligation to receive further information, whether written or oral, from any Proponent. Neither acceptance of a proposal nor execution of a Contract will constitute approval, permit or license pursuant to any federal, provincial, regional district or municipal statute, regulation or by-law.
3.15 Definition of a Contract Notice in writing to a Proponent of the acceptance of its proposal by the District and the subsequent full execution of a written Contract will constitute a Contract for the goods or services and no Proponent will acquire any legal or equitable rights or privileges relative to the goods or services until the occurrence of both such events.
3.16 Liability for Errors While the District has used considerable efforts to ensure an accurate representation of the information in this Request for Proposals, the information contained in the Request for Proposals is supplied solely as a guideline for Proponents. The information is not guaranteed or warranted to be accurate by the District, nor is it necessarily comprehensive or exhaustive. Nothing in this Request for Proposals is intended to relieve Proponents from forming their own opinions and conclusions with respect to the matters addressed in this Request for Proposals.
3.17 Agreement with Terms By submitting a proposal the Proponent agrees to al the terms and conditions of this Request for Proposals. Proponents who have obtained the Request for Proposals must not alter any portion of the document, with the exception of adding information requested. To do so will invalidate the proposal.
3.18 Modification of Terms The District reserves the right to modify the terms of the Request for Proposals at any time at its sole discretion.
Page 4 of 20 5. 5.2. Page 164 of 187
3.19 Ownership of Proposals and Freedom of Information All documents, including proposals, submitted to the District become the property of the District. They will be received and held in confidence by the District, subject to the provisions of the Freedom of Information and Protection of Privacy Act.
3.20 Use of Request for Proposal This document, or any portion thereof, may not be used for any purposes other than the submission of proposals.
3.21 Confidentiality of Information Information pertaining to the District obtained by the Proponent as a result of participation in the project is confidential and must not be disclosed without written authorization from the District.
3.22 Laws of British Columbia Any Contract resulting from this Request for Proposals will be governed by and will be construed and interpreted in accordance with the laws of the Province of British Columbia. The Contractor will give all the notices and obtain all the licenses and permits required to perform the work. The Contractor will comply with all the laws and applicable to the work or performance of the Contract.
3.23 Intellectual Property Rights The District will be the owner of the intellectual property rights, including patent, copyright, trademark, industrial design and trade secrets in any product developed through a Contract. Licensing and marketing rights to the developed product will not be granted in the Contract. Proposals regarding these rights should not be submitted in response to this Request for Proposals and will not be considered in evaluating responses. If, in the future, the District elects to commercialize the developed product, the licensing and marketing rights will be negotiated separately.
3.24 Indemnity The Contractor will indemnify and save harmless the District, its employees and agents from and against all claims, demands, losses, damages, costs and expenses made against or incurred, suffered or sustained by the District at any time or times (either before or after the expiration or sooner termination of this Contract) where the same or any of them are based upon or arise out of or from anything done or omitted to be done by the Contractor or by any servant, employee, officer, director or sub- Contractor of the Contractor pursuant to the Contract excepting always liability arising out of the independent acts of the District.
3.25 Contract Administrator A Contract administrator will be assigned by the District to oversee the Contract awarded to the successful Proponent. The Contractor will be responsible for providing scheduled status reports to the Contract administrator or designate.
3.26 Payment Holdback The Contract may contain a provision whereby the District will hold back a portion of the total contract price until all the requirements of the Contract have been met.
Page 5 of 20 5. 5.2. Page 165 of 187
4 Situation Overview
Elkford is a Municipal District located in the Southeast corner of British Columbia, and is the most northern community in the Elk River Valley. The community of approximately 2,700 people was constructed in the 1970’s to support the Coal Mining Industry; two of the five mines of the Elk Valley Coal Corporation are located near Elkford. The District recently completed a business vitality initiative, a branding exercise and a strategic planning session. As such, the District is primed to begin an action plan to aggressively market the community and expand business opportunities. A primary objective is to build a diversified economy.
4.1 Background The District has identified a number of objectives to assist in marketing the community to assist in diversification efforts. A number of specific objectives were identified during the past few months, and as such, this Request for Proposals is the first step in improving the marketing of the Community.
The three primary objectives that are the basis of this Request for Proposals are:
a) Identify the Primary Target Markets The CISP funding application was partially approved with the recommendation that the District identify the primary areas of Foreign Direct Investment that it hopes to attract. While the initial work of the Business Vitality Initiative and the session on branding identified key strengths and a few target market groups, these discussions did not identify the specific Foreign Markets the District should target.
b) Branding and Marketing Elkford The branding session identified the need to capture Elkford’s marketing audience with a distinct brand that is unique to Elkford. The attached report from the Branding session provides background detail and information from the community on the direction the branding could take. This Request for Proposals process anticipates using the new branding information to develop a comprehensive marketing program for the District, including the development of marketing material templates and a new website.
c) Community Inventory To assist the District with its marketing initiatives and bring the entire process together, the District is interested in having the community professionally inventoried to create a professional Community Profile Document that summarizes information on the community, that is current, accurate, relevant, and written for a variety of audiences considering the primary target markets. The District anticipates that the document will incorporate the new brand and visual identity objectives of the District.
The District is committing the necessary resources to support the development of core products that will achieve a number of goals. The primary objective is to provide broad-based, quality information in a straightforward, simple and attractive branded format that targets all audiences, but which also provides further necessary information required and appreciated by outside investors, relocation interests, and the local business community.
Page 6 of 20 5. 5.2. Page 166 of 187
5 Project Scope and Requirements
5.1 Project Scope and Timeframe The District requires the completion of the Branding component to use the new brand and visual identity in 2006 marketing products. As such, the District anticipates awarding the contract for services no later than mid September (preferably sooner) with the identification of the target markets and the branding work completed by the end of December 2005.
a) Target Markets The scope of this component of the project includes the research, compilation, organization, and delivery of a report that identifies the ideal target markets that the District of Elkford should direct its marketing activities to, including Canadian and foreign investment markets. The District anticipates receiving information that outlines marketing strategies that specify who and where the District will market to, what marketing mediums should be used, and when the marketing activity should take place. In is anticipated that this information will include marketing objectives for acquiring new businesses, additional visitors and new residents. The contractor must undertake a comprehensive research effort to obtain the requisite information. The end deliverable must include a digital version of the report in a format acceptable to the District, and two finished hardcopy reports.
b) Branding and Marketing Elkford The scope of this component of the project includes the research, compilation, organization, design, development, production, and delivery of a new brand and visual identity for Elkford based on the initial research provided with the Branding session, and additional research as required. The branding and visual identity will include the development of a distinct and concise positioning line for Elkford, design of a new logo, determine a colour palette, design letterhead, business cards, and promotional material templates for print media, and design a new web page. The end deliverables will include digital versions in a format acceptable to the District, and a binder of document templates for future use in developing marketing materials and other office materials for the District.
c) Community Profile The scope of this component of the project includes the research, compilation, organization, design, development, production, and delivery of a Community Profile Document for the District of Elkford. The contractor must undertake a comprehensive research effort to obtain the requisite information and develop a creative format that will attract and interest a variety of audiences and successfully market the community, considering the revised brand and visual identity of the District and the identified target markets. The end deliverable will include a digital version in a format acceptable to the District (50 CD copies), and a number of finished hardcopy editions of the Document to the District (target of 1000). The core information content for the Community Profile section must conform to the set of standardized site selection data variables adopted by the International Economic Development Council (IEDC).
The District’s vision for the finalized document is a product that gives core information needed for outside investment interests, relocation interests, and the business community, packaged in a visually attractive, stylized format that creates an interesting, creative, intriguing, and market ready product. The format should be cognizant of sections that will require yearly updating. A pertinent deliverable is a detailed accounting of the source for all information and the
Page 7 of 20 5. 5.2. Page 167 of 187
process incurred in acquiring it, to facilitate the District’s ability to update the product on a regular basis.
Statistics Canada, Invest British Columbia, the District of Elkford, East Kootenay Regional District, Elkford Chamber of Commerce, local publications, and District resources can assist in providing the necessary data to develop the final product. The Community Profile component and nature of information will be based largely on categories required under IEDC standards, but must be expanded upon beyond simple numbers, giving actual details where applicable, to meet the intent of the product in being more than just a statistical resource. Additionally, content will include, but not be limited to, the following sections or areas of information: • A geographical location and brief description of region, province, country and global context, • Profile District and community services; • Small profiles and contact information for economic or business development, community service, educational and human resource organizations;
Detailed physical and historical description of the community, economic development and sectors, special features (social, geographic or otherwise), core opportunities and high potential industries (value added wood, high tech, film, outdoor adventure etc), transportation links, development, real estate, economic information on growth patterns/influences and demographics, weather, special or significant projects, special events and activities, the arts scene, community amenities, building permit history and values, school enrolment, Visitor Info Centre visits, municipal costs such as DCC’s, water, and sewer, cost of living, electrical rates, telecom services, commercial and residential mill rates, community history, vision and mission statement, the natural environment, tourism and outdoor recreation attributes, and anything else relevant to the District.
The Contractor must liase with other Organizations such as the Community Futures Development Corporation of the East Kootenay, the Elkford Chamber of Commerce, and Kootenay Rockies Tourism to ensure consistency within the region and to develop recognizable similarities, where feasible, in information topics and design that will assist the District and future clients to develop as seamless a connection as possible between products.
The marketing and community profile products must offer innovative and quality design elements, making use of tools such as graphics, photos, and maps. A full colour community profile document is preferred, although other options will be considered.
Page 8 of 20 5. 5.2. Page 168 of 187
6. Basic Requirements of the Proponents The following information will form the selection criteria that will be used to determine which Proponent will be selected as the Contractor for this project:
15% A description of your business/organization, partners/staff, history and experience, references, and the main contact person who will be the signatory to a Contract for this project; 50% A brief description of your vision for content, style, structure, motif etc. of the final products, based on the criteria and vision provided in this Request for Proposal, including explanation of any deletions or additions you would make. 20% A detailed explanation of what deliverables and services you will provide to the District, including methodology. 15% Project quote, broken down into project phases with associated timelines.
7. Evaluation Criteria The proposals will be evaluated and rated based on both the Mandatory and Desirable criteria set out in this Request for Proposal Document.
7.1 Mandatory Criteria • Proposals must be in English, and the Proposal must be submitted by the appropriate time and date. • The appropriate person must sign proposals. • Proposals must contain responses to information requested under section 6 based on the criteria of this Request for Proposal document to demonstrate ability to carry out the terms of the contract, delivery of a quality product and/or service within an appropriate budget. • Proposals must clearly list, in detail, what services will be provided with the associated costs for each component. • Responses must contain a list of references for past projects and work of this nature with contact names and numbers.
7.2 Desirable Criteria You should provide: • A proposed content outline by component and sub-section for the final product; • Examples from other communities that exhibit components that you feel could fit the scope and nature of the products the District is looking for, and explain the rationale for your position; • Demonstration of willingness to be flexible in working with the District.
8. Proposal Format and Checklist Evaluation of Proposals is made easier when Proponents respond in a similar manner. The following format and sequence should be followed in order to provide consistency in Proponent response and ensure each proposal receives full and fair consideration. All pages should be consecutively numbered. a) Title Page, showing Proponent’s name, company, address and contact information. b) One page letter of introduction signed by an authorized signatory. c) Table of Contents including page numbers. d) A short (one or two page) summary of the key features of the proposal. e) The body of the proposal, including layout, use of tools and information, suggestions, recommendations, the budget and services. f) Any additional information such as references and components listed under the mandatory and desirable criteria not included in the body of the document.
Page 9 of 20 5. 5.2. Page 169 of 187
9. Responding to a Request for Proposals: The Proponents Guide This guide is designed to answer questions commonly asked by would-be contractors about responding to a Request for Proposals.
9.1 The Request for Proposal Process A request for proposal is a formal solicitation document inviting binding proposals for delivery of a service or project. The Request for Proposal describes the existing situation and asks proponents to offer their ideas for a solution. It is used when: a) The District has a situation for which it is not sure of the best solution; b) In selection of a contractor the District wishes to consider factors other than price; c) The District would like to see what the experts suggest; d) The requirement is complex; e) The program or project is new and the District would like ideas on how to deliver or implement it; or f) The District would like to see if there is an alternative to the way it usually acquires products and services or implements programs and projects. How Does a Request for Proposal Differ From an Invitation to Quote? The Request for Proposal differs from the Invitation to quote in that with a Request for Proposal the District evaluates the responses against a variety of criteria, as opposed to an Invitation to quote where the winner is generally the lowest bidder who meets the specification. In the Request for Proposal, price is generally just one of the evaluation criteria. Other criteria could include such factors as the proponent’s experience, skills of the proposed project team, appropriateness and creativity of proposed solution or the proponent’s sensitivity to the needs of the District and its clients. The Term Proponent When proposals are invited, the term “proponent” is used to describe an individual or company that submits, or intends to submit, a proposal. The term is used to differentiate between participants in the process of a Request for Proposal and those in another solicitation process where laws governing the process may be different. Steps a Request for Proposal Generally Goes Through The following bullets roughly chart the steps in the process: • The District identifies the need; • The Request for Proposal is drafted and evaluation criteria determined; • The Request for Proposal is issued; • Proposals are received and evaluated; • The successful proponent is selected and notified; • A contract is negotiated and signed; • Work is performed. Information Normally Presented in a Request for Proposal The Request for Proposal will usually explain the role of the issuer, describe the background of the project in question, outline some of the problems the issuer is facing, describe the scope of the project and provide the parameters for submission of solutions. It will describe how proposals will be evaluated and will state some of the terms and conditions for proposal acceptance and contract award. The Request for Proposal will also tell you to whom you should address questions. How Much Time should be spent on a Proposal? The time spent is wholly up to each proponent and the level of detail involved in the project. Some proposals take half a day to prepare and some take a month or more. It all depends on the type of service and the size of the contract.
Page 10 of 20 5. 5.2. Page 170 of 187
9.2 Proposal Content and Quality What makes one proposal better than another? The proposal that best meets the District’s specified needs and best demonstrates this, will be the winner. Before you begin writing, there are two things you should determine: the audience and the message. The audience is usually fairly easy to ascertain; proposals are generally evaluated by District staff and Councillors who will be actively involved in the subsequent contract, often with the additional involvement of community groups or agencies who will be affected—if this is the case the Request for Proposal will normally say so and you can plan accordingly. The second issue of importance is the message: what exactly is the District looking for? Your proposal should not just describe what you would do if successful; it must be able to convince the District of it, and that: a) You understand its problem/need; b) Its objectives will be achieved by entering into a contract with you. An example might be a Request for Proposal for provision of day care for children. In the Request for Proposal, the District may say it is worried about the children being away from their parents. So instead of just describing the number of hours the children would be in the program, how many children you can take and the staff to children ratio, you could also talk about the special training your staff have in providing a home-like environment or you could describe how you encourage parents to spend ten minutes getting the children started in an activity as they drop them off in the mornings, thereby becoming part of the program themselves. Where to Start? Read all the instructions and explanations. Ensure you have read all of the information in the Request for Proposal and you understand the District’s concerns. Should You Offer the Top-of-the-Line Solution or the Bare-Bones Version? The evaluation criteria are the key to your success. It shows you how proposals are going to be evaluated so you can propose an appropriate solution. For example if the evaluation criteria, shown in order of importance, is: 1) Price; 2) Technical experience of the project team; 3) Completeness of solution; You might offer a relatively inexpensive and not-so-grand solution and you might propose a project team with lots of related experience. On the other hand, if the evaluation criteria, again shown in order of importance, is: 1) Completeness of solution; 2) Creativity of project team; 3) Price; You would probably want to offer a comprehensive solution and use more artistic or creative staff, even if they are slightly less proficient technically. The result could be a more expensive proposal because of the more all-encompassing solution. If you are still unsure of what type of proposal would be best, you can submit more than one. Subcontracting and Joint Proposals Proponents are usually free to subcontract as long as doing so creates no conflict of interest. All subcontractors must be identified and the proponent will be expected to take responsibility for all the work performed. Joint proposals are also normally accepted as long as the proposal makes it clear who will be taking overall responsibility for the work done, and as long as there is a legal entity with whom the District can enter into a contract. Again, this is only permitted where no conflict of interest is created.
Page 11 of 20 5. 5.2. Page 171 of 187
Level of Detail in the Proposal, Scoring and Pricing Proponents should ensure enough detail is provided to respond to the criterion of the Request for Proposals, and avoid simply paraphrasing the District’s requirements. Therefore, to address a topic by saying “Yes, I will do this,” is insufficient. The District wants to know how you will do it. Detail is important in the scoring of the proposal, especially in areas considered important or priority in the evaluation criteria. The scoring will be weighted on the importance of each section. For example, where experience is given a 25 per cent score of importance, as part of the overall mark as opposed to 15 per cent for price, then more detail is required in outlining the experience of the proponent and his/her partners. If price is more of a priority over quality or experience, then the same rules apply. It is also important to ensure you give your best price in the proposal, as opposed to expecting to negotiate, or renegotiate later. Although the District sometimes has to negotiate details with the winner, its preference is for a proposal that meets all the requirements without need for further negotiation, especially price. Proposal Preparation Costs Although preparation costs can sometimes be relatively high, there is no chance of being reimbursed by the District for these expenses. The Request for Proposal is the most fair and effective way to solicit ideas and give companies the opportunity to compete for business. Every effort is made to eliminate unnecessary expense to proponents, however the District is unable to pay for the proposals. The Covering Letter This letter should be about three-quarters of a page long and it should briefly introduce the company and its signatory, and highlight the most convincing features of the proposal. It should be signed by the person authorized to sign on behalf of and bind the proponent to, statements made in the proposal. Preparing Timelines and Accurate Schedules Even though the timelines are generally dependent on the District, the proponent’s schedule can make certain assumptions and highlight the various decision points. A separate explanation could identify the assumptions and explain how different decisions might affect the schedule. The Executive Summary The executive summary should normally not be more than a couple of pages long and it would explain in simple terms what you are proposing. It should describe both the anticipated results and the process you would follow to achieve these. The executive summary should contain all the basic elements of your proposal so that anyone not on the evaluation team would be able to read the summary and understand exactly what you are proposing. The summary should be written in plain English, readily understood by the layperson. It would not contain technical details or jargon except to the extent these are essential to an understanding of the proposal. Things Proponents Should Avoid Doing or Saying Avoid underestimating the evaluators. People evaluating the proposals are knowledgeable in their fields, and proposals that contain a lot of glitz but little substance will be weeded out early in the process. Do not take this opportunity to point out flaws in the District’s existing programs unless it is necessary to do so in some measure in order to describe the benefits of your proposal. Proposals should be upbeat and positive and should be suggesting solutions. Do not impose too many conditions on the District. If you make it too difficult for the District to accept your proposal, you can be reasonably sure the proposal won’t be accepted.
Page 12 of 20 5. 5.2. Page 172 of 187
9.3 Proposal Presentation and Submission There may not be any actual points allocated to the beauty of a proposal, but first impressions count. You want the District to believe that your company is professional and organized and your proposal should reflect this. It shouldn’t be necessary to go to a lot of expense, but care should certainly go into presentation. Here are some examples or suggestions. None are rules, but common approaches are identified and the Proponent’s judgment is important. • Use a binding method that works, even if it’s only a staple, the pages shouldn’t fall out when the evaluation committee reads the proposal. • Use short paragraphs and leave plenty of white space on each page for evaluators to write notes. • As much material as possible should look as if it was created specifically for this proposal. Attachments should all be pertinent to the proposal. Keep in mind that too much material can be off-putting to evaluators and can even detract from the parts you want them to focus on. • Related topics should be kept together and statements should not be repeated in the proposal (except statements from the executive summary that must also appear in the body of the proposal). • Avoid cross-references to the extent possible, as it can be hard for evaluators to evaluate the proposal if they have to frequently jump between sections to get the full picture. • If you choose to use colour to highlight, use it sparingly for greater impact. Any photographs used to illustrate a point should be clear and attractive and not too busy. • Section headings usually work best if they are the same size as the text or only slightly larger and it’s often best to stick to one or two typefaces throughout, varying only by using bold face or underline or other formatting. Avoid excessive use of capital letters—they are hard to read. Grammar, Spelling, Format and Length Remember that your proposal should be easy to read and to understand. Use plain language and write in short, clear sentences. You want to make sure the evaluation team gets the right message. Errors can be distracting so although you are not writing a novel and are not being given marks for creative writing, your spelling and grammar should be accurate. Unless the Request for Proposal states otherwise, send a printed document in the requested number of copies. Sometimes the District will request the proposal or a portion of it digitally, but these instructions will be provided. The proposal should be as long as it takes to provide the information.
9.4 In Closing Thank you for your interest in submitting a proposal. We hope the information provided is of value and should anything be unclear it would probably be best to contact the person identified in the Request for Proposal directly.
Page 13 of 20 5. 5.2. Page 173 of 187
EXECUTIVE SUMMARY - BRANDING WORKSHOP
On September 28, 2004 representatives of the business community of Elkford, British Columbia met to discuss objectives for the community, focusing on “Branding” Elkford. Ms. Janey Cruise of MarketPulse, a consultant with extensive marketing experience who has assisted a number of other communities revitalize their marketing strategies, facilitated the workshop for the District. Previous Business Vitality Workshops brought to Elkford by Community Futures, assessed the strengths and weaknesses of the District, established priorities and outlined an action plan. Three short-term actions outlined from previous workshops are: • Downtown Revitalization, • Buy Local and Community Inventory, and • Branding.
Prior to the Branding Workshop, district staff narrowed the focus of the day to four target markets. Four breakout groups were established where each group analyzed a target market. These four target market focus areas are: • Summer and Winter Recreation Activity participants, • Attracting Early Retirees, • Shopping Local, and • Attracting Developers.
Ms. Cruise provided the group with an excellent overview of marketing that included Branding, Positioning, Visual Identity, Key Messages and Key Images. She provided examples of how other organizations have used these components to develop strong marketing programs. She then guided the groups to define key messages, visual images and other marketing criteria that will be used to help define Elkford’s “Brand”.
This report summarizes the results of the day’s discussions. While there are no specific recommendations from the workshop, a conclusion was reached that the “brand” of Elkford should be modified. While most felt that the “Wilderness Capital of BC” theme was appealing, it did not adequately differentiate Elkford from other BC Communities or Elk Valley Communities. The suggested “brand mantras” in section C provide a focus for redefining Elkford’s key statement and the development of a Brand.
Future action considering this information would include providing this report to marketing experts who can assist in defining how Elkford should be branded and how the Community can create an effective marketing program for Elkford. An effective marketing program may include a unified visual image for marketing programs such as signage, letterhead, newsletters and advertising programs for not only the District of Elkford, but businesses of the community as well. The unified program would be used to market to the target groups identified above, as well as to new employees of the Elk Valley Coal Corporation as they make decisions on where they choose to live. Effectively marketing the Community requires not only the right message that defines the community but also the right program where the message is an integral part of everything the community does.
Page 14 of 20 5. 5.2. Page 174 of 187
EXECUTIVE SUMMARY – STRATEGIC PLANNING SESSION
On November 28, 2004 Council and Senior Staff of the District of Elkford met to discuss strategic objectives for the community. Mr. Allan Chabot, CAO of the City of Fernie facilitated the workshop for the District. This strategic planning session supplemented previous planning and goal setting sessions held in 2003.
The day began with an overview of the previous workshops and a discussion about what each participant hoped to see come out of the planning session. This was followed by an overview of strategic planning, including a review of the benefits of strategic planning for an organization. A discussion of Vision, Mission and Values enabled the group to focus on defining these for the District, prior to setting strategic objectives and goals.
The first task of the day was to define the vision of the organization. While the formal Vision statement was not prepared, the group concluded that the following words and concepts form the essence of the vision statement. These words are: Progressive, Diversified, Vibrant, Quality of Life, Great Service – or “best” in terms of recreation and business opportunities, Affordable, Good blend of industry and wilderness, A place where people want to come and stay, and finally Community Pride.
Following the development of a Community vision, the group identified values for the organization. The following list of values is what the group agreed would formulate how the District would treat people interacting with or impacted by the organization. These values are: Openness, Honesty, Trustworthiness, Efficiency and Effectiveness, Consistency, Fairness, Positive and supportive attitude, Dedication, Inclusion, Accuracy (get it right the first time), Promptness, Commitment.
Once the group had a strong sense of Vision and Values, a mission statement was formulated that defined why the organization exists, what the organization should be doing and who benefits from the District’s activities. As such, the following statement is what the group deemed to be the Mission of the District of Elkford: Through innovative leadership we provide opportunities for growth in harmony with industry and the environment and are a sustainable community where citizens, businesses and visitors enjoy a superior quality of life.
Once the Vision, Mission and Values of the organization were defined, the group focused on key objectives and goals for the organization. The key objectives were listed as: Community sustainability, Quality of life, Relationships with other agencies / organizations, Economic development / diversification, and Community image / pride.
From the key objectives came specific goals for the organization to assist in realizing the objectives. While this list of goals is too extensive to provide in this summary, the list does provide good insight into how the District will facilitate achieving the Mission, Vision and Objectives of the organization within the next few months and years.
The group also discussed the District’s organizational capacity to meet these objectives, and the need to complete a SWOT analysis on the goals and objectives in addition to assigning responsibility and setting timelines. The concluding discussions also confirmed the need to formalize the Vision Statement for the District. It is imperative that the formal strategic plan be documented, communicated, and embraced, so that it becomes integral to the District’s operation.
Page 15 of 20 5. 5.2. Page 175 of 187
Excerpt from CISP Funding Application
OVERVIEW OF ELKFORD
The District of Elkford is the most northern community of those located within in the Elk River Valley of the Rocky Mountain Range in the Southeast corner of BC. The communities of Elkford, Sparwood and Fernie are the three major BC communities nestled entirely within the Rocky Mountain Range, and all three began as coal mining communities. The valley is currently home to five Coal Mines, the largest being the Fording River operation of the Elk Valley Coal Corporation, north of Elkford. The majority of the coal extracted is exported from Canada.
In recent years, the City of Fernie has experienced significant tourism related growth following the expansion of the Fernie Alpine Ski resort. Both the District of Elkford, and the District of Sparwood are seeing an increase in Tourism traffic related to this expansion. Sparwood, in collaboration with many organizations, is in the process of building a “Coal Discovery Centre” which will house the history of coal mining in the valley, to capitalize on the increase in tourism traffic.
Elkford is also experiencing increased interest in the area, including interest from the United Kingdom and other European Countries. Property sales in Elkford grew 74% in 2004 over 2003 sales. In fact, Elkford property sales were made in 2004 to United Kingdom residents via Internet advertising of houses for sale in Elkford. In addition, Hillsborough Resources Limited is in the process of developing another coal mine in the valley – north of Elkford.
The Community of Elkford boasts a peaceful environment where there is a good blend of industry and wilderness; where exceptional outdoor recreation opportunities are at the backdoor; where residents earn above average income and there is a low unemployment rate; where there is a relatively low crime rate; and where there is a supportive environment for young families. Elkford, being a relatively new community, has the capacity to expand from the current population of 2,600 to 7,000 with its existing infrastructure. Not only are residential subdivisions waiting for housing construction to occur, an industrial park is ready for new businesses and industry development.
In 2004 the District hosted a seminar on “Branding” Elkford, a business vitality initiative brought to Elkford via the Chamber of Commerce and Community Futures. This workshop identified the need to create a strong visual identity for Elkford and a coordinated approach to marketing the community. In addition, the District held a strategic planning session where the key objectives were determined to be community sustainability, quality of life, relationships with other agencies, economic development & diversification, and community image / pride. The strategic planning process provided the District with the following mission statement: Through innovative leadership we provide opportunities for growth in harmony with industry and the environment and are a sustainable community where citizens, businesses and visitors enjoy a superior quality of life.
Page 16 of 20 5. 5.2. Page 176 of 187
WHAT ELKFORD CAN OFFER
As identified in the branding session, Elkford has an abundance of recreational opportunities for tourism related activity including: World class trout fishing in the Elk River; back country hunting expeditions; cross country skiing; an abundance of snowmobile and ATV trails around the community; maintained non-motorized hiking trails near town; numerous hiking trails to mountain peaks; a ski hill; an ice arena; a swimming pool; numerous ball parks and other parks; a campground; events such as an annual Dog Sled race and Wildcat days; and the only access route from British Columbia to the Elk Lakes Provincial Park.
The community of Elkford supports two Coal Mines north of the community, and one half way between Elkford and Sparwood. With low tax rates, and developed land available in the industrial park for business and industry, Elkford is an ideal location for businesses that support the mining industry. In addition, with the interest of coal bed methane gas exploration in the valley, and the recent resurgence of the coal mining industry in international markets, the District is in a superior position as new business and industrial development can occur with a minimal impact on existing resources and infrastructure.
Page 17 of 20 5. 5.2. Page 177 of 187
1. PROJECT SCOPE
2.1) PROJECT BACKGROUND & CONTEXT
The lifestyle and recreational opportunities available in Elkford are attractive to recreational property owners, retirees as well as families employed with the Elk Valley Coal Corporation. The community has many opportunities, and this venture is a great starting point to ensure the “outside world” is aware of what Elkford has to offer. The District of Elkford is in a strategic position, where the community can support increased industrial and commercial development and residential homeowners; it is well positioned financially, and is strategically located in the heart of the Rocky Mountain’s Elk Valley.
Elkford boasts two highly productive coalmines, operated by Elk Valley Coal Corporation (formerly Fording Coal Limited), which provide the main source of employment in Elkford. Elk Valley Coal Limited is a major player on the world markets. Elkford is now in a stimulating position where it can develop a plan to attract international investors for the purpose of tourism and industrial operations.
In 2003, the District of Elkford, through Community Futures and the Elkford Chamber of Commerce, supported a Business Vitality Initiative (BVI). The BVI is designed to help communities assess their capacity to work with and support entrepreneurs, and to foster business growth. The assessment measures the perceptions of community leaders, business people and citizens about the current business environment in the community and compares the results to those of similar communities.
Local leaders vigorously examined options for economic revitalization and diversification that will lead to positive long-term growth in Elkford. In September 2004, as a possible course of action stemming from the BVI, the District of Elkford hosted a workshop on “Branding” Elkford, and subsequently, a Strategic Planning Session (workshop documents attached) with the goal to develop a “brand”, and a clear, coordinated, concise strategy to realize Elkford’s’ vision.
The Branding and Strategic planning sessions identified the need to provide for long- term community sustainability by expanding the tourism industry, by attracting early retirees that enjoy the recreation and superior quality of life that Elkford hosts, and by attracting new development such as new business and industrial activities.
Many transformational initiatives must and will take place, but at the top of the priority list is a comprehensive community-marketing program with a distinct “brand” that will enhance the appeal of Elkford to potential and future investment. The marketing program being suggested here would incorporate a variety of aspects and economic layers of the community, and would involve taking a multi-faceted approach to development and marketing.
Page 18 of 20 5. 5.2. Page 178 of 187
2. PROJECT SCOPE
2.2) PROJECT OUTPUTS
The Branding and Strategic planning workshops assessed the strengths and weaknesses of Elkford and concluded with the need to develop a distinct brand and a comprehensive community-marketing program for Elkford. The project objectives include developing a distinct brand for Elkford that positions the community within the Valley as similar yet different from the other Elk Valley communities.
Cursory discussions with Marketing Consultant Janey Cruise of MarketPulse Strategic Direction Inc., whose practice targets provincial and community economic development and marketing strategies, concluded with the direction that the following tasks be completed.
1. Develop a distinct and concise positioning line for Elkford. 2. Design a new logo. 3. Determine the colour palette. 4. Design letterhead, business cards, etc. 5. Redesign existing website 6. Compile all information relevant on Elkford into a visual Identity binder. 7. Design promotional tools. 8. Develop a detailed community-marketing program.
Anticipated Benefits Upon implementation of the encompassing innovative marketing program we will dramatically enhance the image and profile of Elkford to corporate investors; potential employees, and their families, of Elk Valley Coal; retirees; and recreational property owners. Strategic marketing is vital to success; the inventive tools and techniques will refresh Elkford’s market positioning and competitive diversification.
An integrated approach to development and marketing will leverage resources for maximum impact resulting in a unified message in the market place. Partnerships will also extend to other companies, agencies, regional and provincial entities. Elkford will take the lead in developing collaborative ventures in areas of mutual benefit such as outdoor recreation, tourism and the unique heritage of Elkford and the Elk Valley.
Strategic Outcomes By developing an innovative and coordinated approach to marketing the community, the District of Elkford will be able to realize profitable growth to maintain existing social services such as health and education facilities, as well as develop a sustainable tax base beyond mining. Elkford will become the preferred community for servicing the coal mining industry.
Elkford is on the threshold of a new era for foreign investment. Overcoming past instability in the coal-mining sector has enabled Elkford to look forward to a bright future of economic development. With the discovery of a large supply of Coal Bed Methane in our region it has offered our community the opportunity to diversify our economy from a predominately single based coal industry. Future development of extracting the Coal
Page 19 of 20 5. 5.2. Page 179 of 187
2. PROJECT SCOPE
Bed Methane will allow for the arrival of subsidiary businesses in town. Elkford is also home to a local value added sawmill, which is showing great promise in the export market nationally and internationally. We hope to see a future where our economy will be coal, coal bed methane, tourism, renewable energy and lumber and value added lumber products.
Page 20 of 20 10/9/2014 Native-art branding scheme targets knock-off market - Business - Times Colonist 6. 6.1. Page 180 of 187
Native-art branding scheme targets knock-off market
Andrew Duffy / Times Colonist October 8, 2014 09:08 PM
Artist Shain Jackson is spearheading an initiative by the Aboriginal Tourism Association of B.C. to brand art that is authentically native, in an effort to bring more reward from the sale of native art back to native artists. Photograph By BRUCE STOTESBURY, Times Colonist
An aboriginal tourism group has launched a branding program to identify art that is authentically native in an effort to bring more rewards from the sale of native art back to the native artists and communities that created it
The Authentic Indigenous Arts initiative by the Aboriginal Tourism Association of B.C. will use a three-tier process to identify, certify and protect native artwork in a bid to influence consumers and resellers to source authentic indigenous products.
“There’s been many a fortune made off the beauty, the vibrancy and uniqueness of our artwork, but not by us,” said Shain Jackson, who has spearheaded the effort.
Under the plan, which was five years in the making, artwork will be labeled in one of three tiers.
The first will denote work for which an artist was remunerated and the design protected.
The second is for work designed by an indigenous artist and distributed by an indigenous business, but manufactured by others outside the indigenous community.
http://www.timescolonist.com/business/native-art-branding-scheme-targets-knock-off-market-1.1419979 1/3 10/9/2014 Native-art branding scheme targets knock-off market - Business - Times Colonist 6. 6.1. Page 181 of 187 The third tier is for products that bear the artwork of indigenous artists who have been fairly compensated and approved the final design, but that were not necessarily produced or distributed by indigenous companies.
The initiative is a great start, but has a huge mountain to climb, said renowned First Nations artist Tony Hunt.
“It’s a huge job to fix when you think about the millions of dollars being made by people reproducing native art with no signatures,” he said.
“In most cases, the artist has been paid for the design, but it’s gone to Taiwan, Korea and Japan and comes back as original works of art and that’s wrong.”
Hunt said art producers have been making millions after paying a relatively small sum for an artist’s design, while the artist gets no royalty. “And the problem has mushroomed — go down Government Street and you’ll see [stores] full of native art, none of it done by natives,” he said.
“This will start to help correct the issues of no-name designs, but it’s rampant.”
According to the Aboriginal Tourism Association, the sale of northwest coast art generates more than $100 million annually in Vancouver alone.
Maynard Johnny Jr., a Chemainus-based artist, said the initiative is about giving artists a fair shake.
“I believe it will make a big change for artists in terms of dealing with galleries and publishers — anyone who wants to use authentic native art,” he said. “In the past, so many places have taken our art forms and used them.”
For Johnny Jr., it’s more than just money at stake.
“What’s hard for us is this is who we are as people. It reflects our traditions and beliefs — what we create is part of who we are,” he said. “This will help people understand there is real, authentic native art and there’s made-in- Japan native art.”
George Taylor, director at the Aboriginal Tourism Association, said the initiative is about protecting artists and First Nations culture, by protecting design and eventually eliminating the knock-off market. “We will lose our artists with other people creating our art,” he said.
“They are being undercut and not getting their worth for the product. They have value and can’t afford to undercut themselves as they have to survive.”
Jackson, an artist and owner of Spirit Works, which specializes in authentic aboriginal art, said the work now is to get all indigenous artists to sign onto the program and have resellers and retailers buy in. B.C. is home to 900 indigenous artists.
Jackson said the branding scheme is a turning point for First Nations in terms of control and realizing the economic potential of art, as it allows artists to retain control of the original design.
“Art is a written language — our history, our world view, our culture, our laws are codified into these [media],” he said.
“If there is to be a true resurgence of indigenous culture in our communities, it will be because we protected the only hard copies, and that’s our art work.”
[email protected] (mailto:[email protected])
http://www.timescolonist.com/business/native-art-branding-scheme-targets-knock-off-market-1.1419979 2/3 10/9/2014 Native-art branding scheme targets knock-off market - Business - Times Colonist 6. 6.1. Page 182 of 187
© Copyright Times Colonist
http://www.timescolonist.com/business/native-art-branding-scheme-targets-knock-off-market-1.1419979 3/3 6. 6.2. Page 183 of 187
Tricia Mayea
From: Cathy Mailhot
Hello again Peter and Tricia
As mentioned at the Tourism Committee mtg, we are installing a new sign at the Malahat Summit rest area that will include a regional map, plus images of attractions throughout region. We also want to include a list of the key activities and experiences to be had in each of the main city/town/community areas.
To this end, I’m asking our communities to provide me with the top 4‐6 unique activities and attractions that you want to promote. I’d also appreciate being able to use up to 4‐6 images from the collection that we viewed. I’m planning that the images we install will be of different ‘experiences’ than the lists, thus providing a broader picture of all there is to see and do in the region. I don’t need high rez images at this point ‐ just something to provide me with a concept of what you’d like to see incorporated.
Peter, do you have an idea as to when the totem and interpretive signage will be finished? The Malahat rest area is due to reopen to the public early December. There’s a great opportunity to have a joint unveiling/dedication/reopening with the City, ourselves and MOTI. I’m aiming for end of October to have the sign & map ready to install.
Cathy Mailhot Marketing Coordinator Tourism Cowichan 135 Third Street, Duncan BC V9L 1R9 250‐746‐1099 www.tourismcowichan.com It’s NEW! Click the link to watch the award winning film, “Once Upon a Day….Cowichan”
1 6. 6.2. Page 184 of 187
Malahat Signage
My question to Cathy Mailhot: Just so that I am clear on what you want, do you want actual images of experiences in Duncan, or do you want a written list of experiences, or do you want suggestions for images?
Cathy’s response: All three please – we want to tell the story of the region’s attractions primarily with images, but of course, there is limited space, so there will also be some text. And, even if you don’t have the actual image of what you’d like to see portrayed, I would still like your input…. We may be able to access the image elsewhere. And, even though there unfortunately won’t be room for a downtown Duncan‐specific section, (it will likely be more of a ‘Duncan and area’ section), we want to include what you want to represent the downtown area. Keep in mind that there will likely be 5‐6 sections representing various areas of the region, as well as images of activities that are do‐able throughout the region.
I’ve attached a VERY VERY draft version of the sign to give you an idea of scale and space.
Cathy Mailhot Marketing Coordinator Tourism Cowichan 135 Third Street, Duncan BC V9L 1R9 250‐746‐1099 www.tourismcowichan.com It’s NEW! Click the link to watch the award winning film, “Once Upon a Day….Cowichan”
6. 6.2.
Everything looks better from here
Everything looks better from here Duncan Nanaimo • World’s Largest Hockey Stick N Yellow Point • Duncan Farmer’s Market • Totem Tour & Thetis World’s Widest Totem Pole Island Ladysmith More things to do in Duncan... Port Alberni Ch em • Quw’utsun’ Cultural Centre a in u Bamfield s • BC Forest Discovery Centre R d • The Raptors Chemainus • Hike Mount Prevost www.tourismcowichan.com Fuller Cowichan Lake Lake Youbou Chemainus Crofton • World Famous Murals Ch Vesuvius • Chemainus Theatre Festival Lake Cowichan emainus River Honeymoon Bay Maple Bay Herd Rd Salt Spring 18 Somenos Island Lake Mesachie Lake 18 Quamichan Somenos Rd Lake Cow icha Duncan Maple Bay Rd n L ake Rd Trunk Rd Genoa Bay Co Trans Canada Trail wichan River Glenora Rd Cowichan Bay Koksilah Rd
Nitinat Lake
T e West Coast Trail le another message here g r a
p
Cobble Hill h
Cobble Hill Rd R d Kinsol Trestle Kok Carmanah-Walbran sila Mill Bay h R Shawnigan iv W Pacific Marine Circle Route e Shawnigan Provincial Park r . Lake S Mill Bay Rd h
a w Shawnigan n i Lake Mill Bay - g a Brentwood n
S Ferry L h
a a k e w Bamberton another message here Scenic Routes Winery / Cidery Provincial Park Museum R n i d g YOU a Lizard Highway n ARE Camp Site Marina / Boat Launch Bird Watching L a HERE Fairy Lake Lake Pacific Marine k West Coast Trail e R Circle Route (paved) Hiking Diving Whale Watching d Trail Port Renfrew Cycling Sailing / Boating Gravel Road
Ferry Route Kayaking Windsurfing Malahat to Sooke This is a small sampling of activities and Victoria in the Cowichan Region. 14 Visitor Centre Golfing Fishing Locations are approximate. Port Hardy Victoria 19 Port McNeill N
Sayward
19 19
Campbell Approx. driving times: River Visitor Centre Locations: 28 Mill Bay 10 min. Gold River • South Cowichan Tourist Info Booth • Chemainus Visitor Centre 19A 19 Duncan 15 min. Courtenay Mill Bay Shopping Centre 9796 Willow Street, Chemainus VANCOUVER Crofton 25 min. ISLAND 2720 Mill Bay Road, Mill Bay • 250-743-3566 250-246-3944 Chemainus 30 min. 19A Qualicum Beach • Cowichan Regional Visitor Centre • Ladysmith Visitor Centre Parksville Horseshoe Bay 4 19 Ladysmith 40 min. Port 2896 Drinkwater Road, Duncan • 250-748-1111 411 1st Ave, Ladysmith Tofino Alberni 19 Vancouver Nanaimo Lake Cowichan 30 min. 250-245-2112 Tsawwassen Ucluelet • Cowichan Lake District Visitor Centre Ladysmith CANADA Nanaimo 60 min. Bamfield Chemainus 125 South Shore Road, Lake Cowichan Youbou U.S.A. Lake 250-749-3244 Cowichan Duncan Sidney Distance from here to: Port Renfrew Nanaimo ?? km Cowichan Region Victoria Parksville ?? km Highway Sooke Anacortes Pick up your FREE MAP at our Visitor Centre locations. Ferry Seattle Courtenay ?? km
Boarder U.S.A. Port Angeles www.tourismcowichan.com | 1-888-303-3337 Page 185 of 187
Seattle 7. 7.1. Page 186 of 187 7. 7.1. Page 187 of 187