STRATEGIC. Business Plan

Transcription

1 STRATEGIC Business Plan

2 executive summary Since 1962, Tourism Vancouver Island has been promoting the Vancouver Island region to visitors and residents alike. Tourism Vancouver Island will continue to work with the Stakeholders on Vancouver Island to consolidate promotional efforts for marketing Vancouver Island and the Gulf Islands. The annual marketing plan is developed by a committee of Vancouver Island industry professionals and endorsed by Destination British Columbia. This enables co-ordinated efforts with Destination British Columbia, the Canadian Tourism Commission, and many of the tourism operators in the region. During the fall/winter of 2012 to 2013, the Association s management team met frequently for several months to work through a new intensive strategic planning process. Significantly different from previous years where we operated from a few separate plans, this new format incorporates one overarching plan combining the strategic marketing and business plans. In the newly formatted Strategic Business Plan, the goals and s look three years to the future to provide a longer term focus, while the strategies and tactics focus on the year ahead. In many cases, the success of strategy implementation will determine the direction for the ensuing year. The Association s focus for the next three years will concentrate on five overarching goals representing areas of increasing consumer awareness and intent to travel, becoming financially sustainable, leading with an empowered and engaged staff, increasing board effectiveness and strengthening the region s community support of the tourism industry. The Association s focus of effort remains in the regional markets of British Columbia, Alberta and Washington State as the primary opportunities, while supporting Destination British Columbia and the Canadian Tourism Commission in the key long-haul and emerging markets building on consumer awareness, and measuring interest and intent to travel. Increase economic contribution Financial sustainability Empowered & engaged staff Effective board Increase community support Accredited by Destination Marketing Association International 2 strategic business plan

3 mission To increase the economic benefits that flows from tourism to the Vancouver Island Region. vision The Vancouver Island Region will be internationally recognized as a preferred travel and getaway destination. core values The organization undertook a commitment to develop the company s core operating values. We combined the personal values of each team member, selected the key values, and refined and polished until we were left with eight core operating values that the organization and employees work and live by. We are passionate. Team. Partner. Collaborate. We communicate effectively. We work hard and play hard We support personal and professional enrichment. We live with integrity. We use our resources to the fullest potential. We embrace and drive change tourism vancouver island 3

4 overarching goals and s Goal 1 To increase the economic contribution of tourism to the Vancouver Island Region Preliminary work has been done to measure the awareness of the value of tourism and the value of Tourism Vancouver Island. These efforts will be built upon going into 2013/2014 with more survey work and the development of communications plans that will positively influence all levels of stakeholders. Looking to the next year, the Association will continue to innovate and aggressively utilize the Canadian Tourism Commission s Explorer Quotient (EQ) program to segment the market and identify the most effective channels to connect and speak with the appropriate EQ type in the language that best resonates with them. Activities will include multi-media projects that focus on Vancouver Island experiences, a coordinated media relations program, and a coordinated travel trade program. Targeted EQ travelers are the Authentic Experiencer, Cultural Explorer, and Free Spirit. 1 To increase the primary markets of BC, Alberta and Washington State s consumer awareness and intent to travel to the Vancouver Island Region. This will be accomplished by segmenting consumer markets and targeting appropriate traveler types, executing coordinated multi-media projects, maintaining stakeholder investment ratio, working in collaboration with Destination British Columbia, and expanding the media relations program. 2 To increase the amount of Vancouver Island product offered by travel trade in the primary international markets of United States, United Kingdom, Germany and Australia. Following EQ psychographics consumer targeting, we will work with travel trade to better utilize EQ creative intelligence in support of Destination British Columbia and Canadian Tourism Commission travel trade activities. 4 strategic business plan

5 3 To increase visitors length of stay, daily expenditures and repeat visitation. Info centre networks will be encouraged to promote local tourism products as well as those in other communities; communities will be encouraged to develop marketing materials targeting travelers presently in the destination; residents will be encouraged to become ambassadors through their communication with friends and family; and longer stays will be encouraged to the consumer in the planning stages. 4 To increase the capacity of the tourism stakeholders in the region to provide tourism experiences and services desirable to our primary markets. Through providing learning and training opportunities, we will expand stakeholders knowledge and ability to provide exceptional visitor experiences, customer service, and expand stakeholders business and marketing skills. 5 To improve the alignment of community destination marketing with regional and provincial destination marketing. Tourism Vancouver Island will support the development and implementation of community tourism plans through the Community Tourism Foundations and the Community Tourism Opportunities programs. tourism vancouver island 5

6 Goal 2 To be financially sustainable The economic recovery continues to be slow and has had a significant impact on the ability to grow the economic benefit that flows from tourism to the Vancouver Island region. The effect that the economy has on the sector operators and their propensity to spend on marketing also impacts the cooperative ability to invest and compete in the marketplace. Present indications are that contractual fees for service and cooperative funding levels through Destination British Columbia will remain stable over the next year. To ensure that Tourism Vancouver Island remains competitive in the marketplace, creativity, innovation and prudence will be required. 1 To increase the length of commitment and the amount of investment from Destination British Columbia. Tourism Vancouver Island will work cooperatively with British Columbia s Tourism Regions and independently to advocate for 3 year rolling contracts using formula funding based on the provincial destination marketing fund to include performance-based compensation. In addition, Tourism Vancouver Island will advocate to deliver, more efficiently and effectively, incremental programs presently delivered by Destination British Columbia. 2 To increase the contribution to unrestricted net assets from Marketing Division. It is crucial to the Association that funds are available for times of financial resource uncertainty. Ensuring that all marketing programs contribute fees-for-service will result in a net revenue contribution of $176,500 in Fiscal 13/14. Cooperative marketing programs are appealing to our stakeholders as their value is greater than they could achieve independently. The Stakeholder Business Development representatives are continuing to nurture relationships with stakeholders to support program participation. 3 To increase the contribution to unrestricted net assets from Industry & Community Services Division. Strategies consist of facilitation of industry events including Tourism Pro-D Days and the Annual Conference & AGM, development and implementation of revenuegenerating programs, maintaining management contracts and exploring additional management opportunities. 6 strategic business plan

7 Goal 3 To have an empowered and engaged staff Succession planning, professional development and a positive work environment contribute to having an empowered and engaged staff team. There has been considerable effort put into developing and implementing a corporate culture within the organization that fosters excellence. These efforts will continue ensuring that there is always a professional, innovative and dedicated team to serve the stakeholders in the region. 1 To increase the stakeholders (tourism businesses, municipal government, provincial government, and residents) satisfaction level with the services provided by the Tourism Vancouver Island team. The Association will endeavour to maintain a professional and effective team with an average length of service of 7 years for management, and average length of service of 3 years for staff. To achieve this, staff will develop annual goals in harmony with strategic direction, be engaged in development of well-defined plans, and be provided with competitive compensation and benefits. 2 To increase the support of the corporate culture. The Association will continually reinforce the corporate culture and support personal and professional development. Specialized rewards programs will encourage employees to reach beyond their goals while reinforcing core values and corporate culture. 3 To improve decision making. The development and utilization of effective monitoring, evaluation, and measurement tools will be key for the staff to make sound decisions. These activities include tools such as surveys, comparisons, and tracking processes.

8 par tnerships research awareness ANNUAL GROWTH capacity building communications measuring leading the way Much of Tourism Vancouver Island s success can be attributed to its trailblazing relationship with regional stakeholders, sound governance, and a visionary private-sector board. FIRST to establish the inclusive stakeholder business model for co-operative marketing activities, instead of members-only participation. FIRST to deliver regional capacity building and product development. FIRST to establish a dedicated research department. FIRST to create a 2010 and Beyond Strategy. FIRST to launch a Luxury Resorts Strategy. FIRST to establish Travel Media partnerships with communities and sectors. 8 strategic business plan

9 Goal 4 To increase the effectiveness of the Board The Association is governed by a Board of Directors made up of industry professionals from various parts of the Vancouver Island Region. The board focus is on outward vision with encouragement of diversity in viewpoints while maintaining a strong strategic leadership as a collective group. The Association continues to enhance the board effectiveness by seeking skilled stakeholders to serve on the board, ensuring the board is aware of all successes and challenges facing the organization, while maintaining effective governance policy and procedures. 1 To increase the quantity of skilled stakeholders in serving on the board. Opportunities will be promoted through a variety of mediums to encourage board service, highlighting the value of serving on the Tourism Vancouver Island board. Succession planning will be a key element for the success of this goal. 2 To increase the board s level of awareness of the successes and challenges facing the organization. Staff will provide bi-monthly updates to the board focussing on external issues, community and industry updates, marketing outputs, and travel trade & media activities. 3 To maintain effective board governance policy and procedures Appropriate training and facilitation will be provided including annual governance training and orientation. Staff will provide board and committee support including maintenance of board records of attendance, minutes of meetings, planning and coordination of meetings, and providing background materials. Board of Directors 2013 Carol Ann Terreberry Appointed Board Chair Jenn Bogwald Appointed Secretary/Treasurer Raymond Chan Appointed Stephen Peters Appointed Ian MacPhee Appointed Chuck Fast Past Chair Alan McGillivray South Island Conny Nordin Gulf Islands Geoff Millar South Central Island Governance Chair Duane Bell Pacific Rim Jim Owens Central Island Marketing Chair Michael O Hara North Central Island Lillian Hunt North Island tourism vancouver island 9

10 Goal 5 To increase the community s support of the tourism industry Municipal and Provincial leaders are important decision makers when it comes to supporting the tourism industry through budget, policy and other resources. After considerable investment in exploratory interviews with Vancouver Island Mayors and Council about the importance of the tourism industry, responses indicated a lack of understanding of the organization and the work done. Evaluating how these individuals and collective bodies value and are aware of tourism and Tourism Vancouver Island will help us understand where our efforts need to be focused. The association will engage with residents, stakeholders, community and service groups, community tourism organizations and government to cultivate increased industry support. 1 To increase the recognition of the value of tourism to Vancouver Island residents. Support from residents is important for the tourism industry as residents act as ambassadors for visitors, enjoy the same facilities and services as tourists, and can influence leaders and decision makers in their communities. Increased industry support from residents will be achieved by conducting resident surveys, from which strategies will be developed based on results, coordinating resident outreach programs, and providing presentations to community and service groups. 2 To increase the recognition of the value of tourism to Vancouver Island municipal and provincial government. Leaders in municipal and provincial government have limited understanding of the value and importance of tourism as an economic driver that supports the economy. In order to cultivate industry support from leaders and decision makers in municipal and provincial government, outreach programs for municipal government, provincial government and economic development organizations will be deployed including exploratory interviews, surveys, presentations, and the development of a tourism value campaign. 3 To increase the recognition of the value of Tourism Vancouver Island to Vancouver Island residents. When residents understand the value and importance of tourism to support the economy, they will then understand the importance and role of the organization that markets the region. With understanding, they will realize the importance of government investment in tourism and vote for governments or leaders that support the industry. Evaluating resident awareness of the organization will help us understand where and how our efforts need to be focused. The Association will develop a baseline measurement of residents perception of the value of Tourism Vancouver Island, followed by resident outreach programs and formal presentations to community and service groups. 10 strategic business plan

11 4 To increase the recognition of the value of Tourism Vancouver Island to Vancouver Island stakeholders. Similar to resident awareness, when stakeholders understand the importance and role of the organization that markets the region, they will realize the importance of government investment in tourism and vote accordingly for governments or leaders that support the industry. Additionally, stakeholder financial investment in programs developed by Tourism Vancouver Island will demonstrate, to government, the importance of the organization. Stakeholders perception will be measured through stakeholder satisfaction surveys to determine appropriate targets. Outreach programs will then be developed and deployed including a Value of Tourism campaign, awareness surveys, promotion of activities and successes, and formal community presentations. The Stakeholder Business Development representatives will be deployed to all areas of the region to build relationships and encourage program participation. 5 To increase the recognition of the value of Tourism Vancouver Island to Vancouver Island municipal and provincial government. When community leaders understand the importance of tourism to support the economy, they will be aware of the importance and role of the organization in driving the concerted effort with stakeholders. In order to increase the recognition of the association, Municipal and Provincial government outreach programs will be conducted including exploratory interviews, awareness surveys, a Value of Tourism campaign and formal presentations. 6 To increase the community s financial investment in tourism. When an increased understanding of the importance of tourism and the impact it has on the economy has been established, it will enable the organization to influence investment in tourism through various aspects such as job creation, capacity building, cooperative marketing, etc. No strategies will be activated in the present fiscal year. Fiscal years 2015 and 2016 will build upon the successes of Objectives 1 through 5. 7 To increase the advocacy support from stakeholders (residents, tourism businesses, communities) on tourism issues at the municipal, provincial and federal level. Once an increased understanding of the importance of tourism and the impact it can have on the economy has been created, it will enable the organization to influence stakeholder support and investment in tourism, enabling us to grow the industry in a concerted effort. No strategies will be activated in the present fiscal year. Fiscal years 2015 and 2016 will build upon the successes of Objectives 1 through 5. tourism vancouver island 11

12 tourism vancouver island Tourism Vancouver Island is one of six regional destination management organizations in British Columbia that represent Destination British Columbia through the delivery of co-operative marketing and community development programs. In December 2011, Tourism Vancouver Island received accreditation in the Destination Marketing Accreditation Program (DMAP) through Destination Marketing Association International by demonstrating a commitment to quality programs and services. The Association promotes tourism to Vancouver Island, the Gulf Islands and a portion of the lower mainland from Moses Inlet to Bute Inlet and celebrates their 50th conference and AGM in September Vancouver Island continues to be recognized as a premier vacation destination. In 2012, Travel + Leisure magazine readers voted Vancouver Island as # 1 Island in the Continental US and Canada, and has been among the top three islands since In 2011 Condé Nast Traveler Readers Choice awarded Vancouver Island as #1 Island in Canada. From , Vancouver Island was rated as the Best Island in North America by the readers of Condé Nast Traveler and continues to be ranked among the top three. In 2010, the Vancouver Island region received 3.7 million overnight person-visits and generated $1.4 billion in related spending. Domestic overnight travellers accounted for 73% of visitation and 61% of related spending. International travellers accounted for 27% and 39% respectively (source: Destination British Columbia Regional Tourism Profiles). Photo credits: Landon Sveinson Photography, Boomer Jerritt, Jason Vander Valk, Enviro Foto Tourism Vancouver Island Front Street Nanaimo, BC V9R 5H9 (250) strategic business plan