Tourism Strategic Action Plan Final Document May 1, Tourism & Events Strategic Action Plan TOWN OF SHELBURNE

Transcription

1 T O W N O F S H E L B U R N E Tourism Strategic Action Plan 2017 Final Document May 1, 2017 Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 1

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3 CONTENTS Executive Summary 5 Background 5 Tourism Overview 7 Town of Shelburne Tourism Overiew 8 Role Clarity 10 Organizational Chart 11 Local Visitor Strategy 12 Tourism Strategic Goals 14 Target Markets 16 Action Plan 18 Festival and Events Strategic Summary 20 Appendix A. Our Measurables 22 Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 3

4 The Tourism Marketing Strategy outlines a roadmap for Tourism Shelburne and our industry partners for the next three years. The Strategy articulates priorities for Tourism that will enable us to fulfill the Town of Shelburne s goal to facilitate sustainable economic growth for our tourism sector. 4 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

5 Executive Summary The Town of Shelburne Tourism Strategic Action Plan establishes a framework and guideline for Tourism development activities to be undertaken by the Town between 2017 and The Tourism Strategic Action Plan outlines a vision, goals and actions in support of a growing tourism industry that contributes to the overall economic sustainability of the community. The tourism industry plays a significant role in the Shelburne community by enhancing the prosperity of the local business economy, and by raising public awareness that the Town of Shelburne is an attractive place to live, work, play and visit. Visitor spending contributes greatly towards the financial success of accommodation, retail, commercial, food and beverage, attractions and the entertainment sector of our local economy. The development of the Tourism Strategic Action Plan has been carefully grounded in two realities in the reality of the Town of Shelburne community and the growing tourism aspirations of its residents and business owners, and in the reality of the Nova Scotian tourism marketplace on the South Shore. Targeting the intersection of these two realities ensures the Tourism Strategy and Implementation Plan is both market-driven and community supported. The development of these strategic goals and corresponding actions was also supported by a review of the current inventory of visitor experiences in Shelburne, gaps in these experiences that if filled, would encourage more and longer visitation, and by an internal review of the Town of Shelburne s tourism strengths, weaknesses, opportunities and threats. Many of the action steps are rooted in building the Town s capacity to act as an effective agent for Tourism development. It is intended that the business sector and other tourism stakeholders will be relied upon in growing and developing the Town s capacity for Tourism experiences. This partnership approach will prove to be essential to the Town s capacity for growth in this area. Background Photo credit: Scott Munn Tourism is a $2 billion industry in Nova Scotia. It provides 24,000 jobs that support familiesin every region of the province. Beyond the economic impact, it helps define Nova Scotia, perhaps more than any other single sector of our economy. Visitors form an impression of the place and the people, and share them with friends and family. This can encourage more people to visit and enhance our reputation worldwide. Tourism can therefore be a source of pride. The impressions and experiences of visitors should matter to Nova Scotians. Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 5

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7 TOURISM OVERVIEW The Current Economic Landscape of Rural Communities in North America Rural communities across North America face declining economic activity and a number of challenges in promoting continued economic development. Those related to our region include: Loss of Manufacturing / Loss of Services Restructuring of the Aquaculture/Agricultural Sector Loss of Young, Educated workers to large urban centres Tourism as an Economic Development Strategy in Rural Communities Rural communities have turned to Tourism as a way to promote job growth and counteract declining economic activity. Factors used in the promotion of Rural Tourism Superb Quality of Place Outdoor Recreational Activities Local Festivals and Traditions Local Cultural and Historical Activities Photo credit: Chris Abbott Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 7

8 TOWN OF SHELBURNE TOURISM OVERVIEW Vision Statement To deliver a unique visitor experience in the Town of Shelburne that embraces the authenticity of the community and celebrates its local Nova Scotian distinctiveness. This increased focus and awareness will contribute to and increase economic development opportunities and the overall sustainability of the area. Overall Overview Create marketing excitement that inspires visitors to choose Shelburne first and often. Support the expansion of the product offerings in the Town of Shelburne through enhancement of existing product and development of new product. Objectives* To increase tourism revenue to the region annually from ; Increase the number of unique visitors to the South Shore annually from Increase unique visitors to shelburneandlockeport.com website by 15% Bring more first-time visitors to the Greater Shelburne area, but also work on retention of repeat visitors. Improve marketing by developing a campaign to drive visitors to this area Improve our tourism product (Events & Activities) what we are selling to the tourist. *Objectives to be quantified where possible by using measurables in Appendix A. What must be achieved? Shelburne and Lockeport should see visitors daily to the town on a given day during high tourist seasons. 8 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

9 STRENGTHS Marketing efforts to attract tourists can leverage both the stunning nature surrounding Shelburne and Lockeport as well as the unique cultural activities found in each to evoke curiosity, excitement and adventure in potential visitors. Specific strengths include: Natural and historic scenic beauty coupled with the warmest average temperatures in Nova Scotia The opportunity to take in a variety of local area landscapes: iconic beaches, magnificent river and lakes, dark sky sanctuaries, hiking and kayaking routes, historic walks Rich cultural and culinary experiences related to seafaring traditions and fisheries Dedicated accommodations sector specializing in cottage-style hospitality. WEAKNESSES Public transportation and car rental opportunities are limited in and around the Shelburne area. For boating visitors this limits the extent of their ability to experience the local area. The limited number of accommodations and restaurant capacity to take in more than 1000 visitors a day impacts the viability of Shelburne as a port of call for cruise ships and bus tours. Shelburne and Lockeport are approximately a 2-hour drive from Halifax and a 1-hour drive from Yarmouth. These are the two main entry points for visiting tourists who may consider visiting once they have entered the province. From Halifax, we compete with well-known destinations on the South Shore such as Peggy s Cove, Mahone Bay and Lunenburg. From Yarmouth, we are one of two options to travel to Halifax, competing with the Acadian Shore and Annapolis Valley. OPPORTUNITIES AWARENESS We need to increase our marketing effort to Nova Scotians or Out-of-Province road travellers to ensure they are aware of the range of experiences and activities available in the Shelburne area. PRODUCT DEVELOPMENT Tourism product development should be encouraged to provide a wider range of opportunities that may entice visitors to stay longer and ideally reach a greater variety of prospective tourists. Packages and excursions should be created that can help facilitate a range of visitor interests and preferences. Through our marketing campaigns, we should tell the story that draws interest to the area. Traveling to Shelburne requires additional effort for prospective visitors to plan their journey; we should make tourism information readily available. THREAT We face competition with other maritime towns, which feature similar offerings (ocean and history) and have the additional advantage of having established well-funded and coordinated tourism marketing programs and identities. Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 9

10 ROLE CLARITY OVERVIEW Future economic growth is dependent on a continual cycle all potential visitors, new residents or relocated businesses must somehow hear about and connect with the community. The towns of Shelburne and Lockeport alongside individual stakeholders all have essential roles within this process. We see the following Tourism organizations as conduits in growing the industry on the South Shore. 10 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

11 ORGANIZATIONAL CHART Tourism Nova Scotia Creates the interest Champions innovation and advocacy Strengthens Tourism partnerships Tourism Industry Association of Nova Scotia Champions innovation and advocacy Enhances the experience Provides educational experiences to partners South Shore Tourism Team Enhances the experience Provides educational experiences to partners Provides co-operative marketing opportunities Visit Shelburne & Lockeport (Town of Shelburne) Creates Local interest Enhances the experience Tells compelling stories Shelburne County Tourism Association Develops new products & experiences Maintains local business partnerships Collects Tourism related data Shelburne & Area Chamber of Commerce Converts the Sale Delivers the experience Actively pursues repeat business Town of Shelburne Supports & strengthens marketing efforts with Provincial & Regional tourism initiatives Maintains existing infrastructure Ensures welcoming & accessible environment Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 11

12 LOCAL VISITOR STRATEGY Creating a high quality visitor experience is crucial to developing both Tourism and economic growth in the community. By using a multi-staged engagement strategy (see diagram on next page) throughout the community with stakeholders and partners, we can help ensure the continued growth of the Shelburne tourism sector. Our Tourism strategy revolves around building focused campaigns that bring increased awareness of the area. We want to clearly and imaginatively communicate to prospective visitors that the Town and surrounding area are appealing travel destinations on the South Shore. To this end, we would expect that the Town of Shelburne should see visitors daily to the town during the peak tourist season. No organization is able to do everything and we want to continue to focus on building strong local and regional partnerships that will be co-operative and prosperous in the future and benefit all involved, making the best use of our available resources. This requires us to make good choices that provide clarity of purpose to our organization and our industry, and will ultimately bring the biggest return on investment. Our main visitation goal is to annually increase the number of days that visitors stay from the current trend of day visits to longer multi-day visits and excursions. Our focus is to make overnight getaways and multi-day visitations the preferred length of visit during our season. Returning to consider our weaknesses and significant regional strengths, we will most effectively be able to compete with other more established locations through continued product development and marketing. The ultimate goal of this effort will be to best realize our potential in becoming a destination of choice, featuring a range of quality culinary, culture and outdoors experiences during to fill their day and an similar range of options for quality accommodations to return to at the end of the day. 12 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

13 ENGAGE potential visitors by telling compelling stories to the right target audience CONNECT with the visitor by delivering their authentic and personal seaside lifestyle experience 04 SUSTAIN the philosophy by ensuring that our experiences and products meet present and future needs of first-time & returning visitors. ENGAGEMENT VISITOR EXPERIENCE CONVERT the visitor by offering an opportunity to continually reconnect and reinvest in Shelburne though repeat visitation. 03 Photo credit: Chris Abbott 01. ENGAGE Potential visitors by telling compelling stories about Shelburne to the right target audience. 02. CONNECT Connect with the visitor by delivering the desired authentic, personal seaside lifestyle experience through products and experiences. 03. CONVERT Local Businesses and stakeholders need to convert the visitor by offering an opportunity to continually reconnect and reinvest in the Shelburne though repeat visitation. 04. SUSTAIN Sustain repeat visitation by ensuring that our products and experiences meet present & future needs of all first-time and returning visitors. Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 13

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15 TOURISM STRATEGIC GOALS Tourism Shelburne will focus on these Tourism priorities over the next three years: GOAL 1. DELIVER A CONSISTENT AND COMPELLING SHELBURNE STORY By integrating a new consistent Shelburne story guideline across all our marketing activities By communicating Shelburne s unique attributes to tell our story that connects visitors to memorable experiences GOAL 2. CREATE ADVOCATES FOR THE SHELBURNE BRAND AND EXPERIENCES By developing & implementing a Marketing Strategy (Print, Digital, Signage) that brings positive awareness to the area By strengthening and actively developing Social Media Channels (Facebook, Twitter, Instagram, Pinterest) By working with our industry partners to promote Shelburne and Lockeport Areas GOAL 3. MAXIMIZE THE EFFICIENCY OF OUR MARKETING INVESTMENTS By increasing and developing more strategic partnerships across all channels Review Town Events strategy and the activities of organizations and projects funded by Town of Shelburne By exploring ways to more effectively use research to enhance the visitor experience GOAL 4. ENGAGING AND STRENGTHENING PARTNERSHIPS By creating stronger partnerships with industry partners such as South Shore Tourism Group, TIANS, Shelburne County Tourism Association (SCTA) to collaborate and develop new opportunities and potential market-ready products and experiences. Support stakeholder groups to invest in community tours, programs and initiatives that are relevant to industry. By communicating opportunities to participate in Tourism Shelburne marketing initiatives. GOAL 5. DEVELOP MARKETING PIECES & STRENGTHEN INVENTORY OF RICH MEDIA Photo credit: Len Wagg By investing in development of Marketing pieces (ie: Town Brochures, Cruise Ship / Port of Shelburne Marketing, etc..) for all aspects of Tourism and Economic development By increasing the quality and quantity of photography, video and other forms of engaging content for promotional purposes and social media Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 15

16 TARGET MARKETS The types of visitors to Shelburne and Lockeport are primarily leisure travellers, free independent travellers (FIT) and small groups, visiting friends and relatives, touring, tourists in transit and some business travellers. Key markets include Ontario, New Brunswick, Quebec, Maine and Northeastern US States. The focus of effort is leisure travellers (FIT and small groups) with interests in destination pursuits in both summer and fall outdoor recreation and the touring market. Geographic focus is Eastern Canada and the Atlantic Northeast of the USA. Regional markets include Halifax and HRM, Saint John and NS areas within a 3 hour-drive. Port Visitors via pleasure craft and small Cruise ships (ie: passengers) are also potential visitor focus targets. Key Target Markets PRIMARY MARKETS Visitors to Nova Scotia after they arrive in Halifax. This group would largely include couples and retired travelers and some couples with families. Visitors to Nova Scotia after they arrive in Yarmouth via Bay Ferries. This group would largely include retired travelers and couples with some families. Residents of Halifax and Halifax Regional Municipality (HRM) who are looking for new weekend and holiday experiences within driving distance of their HRM location. SECONDARY MARKETS Residents of South Shore Nova Scotia, including couples and families with children (promotion to this group, in the short to longer term, should be in cooperation with other tourism organizations). This could largely include couples and retired travelers and some couples with families. Shelburne County residents. While residents of Shelburne County are not strictly a tourism target group, they represent potential ambassadors for Shelburne who can encourage their friends and family to visit and provide information on what to do in the area. Through the Town of Shelburne and area residents, potential visitors from other parts of Canada and the world could be reached efficiently. 16 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

17 Key Target Markets PRIMARY MARKETS Visitors to Nova Scotia after they arrive in Halifax Visitors to Nova Scotia after they arrive in Yarmouth via Bay Ferries Residents of Halifax and Halifax Regional Municipality (HRM) Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 17

18 ACTION PLAN SHELBURNE TOURISM PRIORITIES FOR 2017 AND BEYOND Our priority is to deliver a unique visitor experience in the Town of Shelburne that embraces the authenticity of the community and celebrates its local Nova Scotian distinctiveness. This increased focus and awareness will contribute to and increase economic development opportunities and the overall sustainability of the area. 1. MARKETING & BRANDING Clearly define the compelling Shelburne brand and unique selling proposition that will be consistently communicated in all marketing efforts Promote Shelburne as a film location by creating new marketing materials including electronic brochures and microsite using previous experiences as the foundation Commission signature imagery capturing the Shelburne experience and aligning with Tourism Nova Scotia brand PERFORMANCE MEASUREMENT: Excution of the delverables mentioned above 2. PRINT ADVERTISING Invest in Print Advertising which has a presence in our defined target visitor markets (ie: Halifax & South Shore, Eastern Canada and Upper New England United States) and is targeted to our defined Visitor demographic Identify best print advertising opportunities for early visitor planning or furthest reach (ie: VIC presence, Halifax International Airport, Bay Ferries) Ensure Print creative is consistent with Tourism strategic goals PERFORMANCE MEASUREMENT: See Appendix A 3. Advertising 3. SOCIAL MEDIA ENGAGEMENT Build social media engagement of Shelburne tourist services & attractions through use of contests or promotions Continue to increase SM followers numbers on these social media channels (ie: Facebook, Instagram, Twitter) Run digital SM camapaigns using customized hashtags during Spring & Fall shoulder seasons to increase awareness PERFORMANCE MEASUREMENT: See Appendix A 2. Social Media 4. WEB PRESENCE Enhance Shelburneandlockeport.com website content, navigation and optimize on key words; incorporate itineraries based on themes and length of stay Update all Festival & Events listings including high quality imagery on novascotia.com in a timely manner Increase presence and monitor accuracy on Google Maps, Trip Advisor and Partner websites (ie: SCTA, SSTT) PERFORMANCE MEASUREMENT: See Appendix A 1. Web Presence 18 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

19 5. FESTIVAL & EVENTS MARKETING Give assistance to stakeholders in potential investment in shoulder season events that can grow into signature events that drive day and overnight visitation (Whirligig & Weathervane Festival, Shelburne County Lobsterfest etc.). Review and update previous creative & marketing materials to align with Festival & Events strategy. PERFORMANCE MEASUREMENT: See Appendix A 1. Web Presence 6. TRADE EVENTS & CONSUMER SHOW INITIATIVES Review options for potential Shelburne presence at neighbouring community festivals, Trade shows and Events (Saltscapes Expo, South Shore Expo, Municipality of Barrington Events) PERFORMANCE MEASUREMENT: See Appendix A 8. Consumer Shows 7. CO-OPERATIVE MARKETING Work with neighboring Destination Marketing Organizations (DMO) (ie: SCTA, South Shore Tourism Group or Municipal Organizations) to create a regional Visitor Guide to showcase Shelburne brand/ unique selling proposition and speak to trip motivators Stregthen partnership with Tourism Nova Scotia to identify the Explorer Quotient for Shelburne and Lockeport travellers (e.g. Authentic Experiencers, Cultural Explorers etc.) and increase awareness of area PERFORMANCE MEASUREMENT: See Appendix A 5. Cooperative Marketing 8. MEDIA PRESENCE Pursue editorial coverage in regional/community newspapers and magazines about the Shelburne experience Work with South Shore Tourism Group and Tourism Nova Scotia to identify Paid Media bloggers and travellers that will be in the area and making sure they connect with local operators to experience Shelburne PERFORMANCE MEASUREMENT: See Appendix A 9. Media Relations Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 19

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21 FESTIVAL & EVENTS STRATEGIC PROPOSAL Developing a Festival and Events strategy for Shelburne is an effective tool in helping shape and determine the best objectives for these important Tourism economic events. The strategy should effectively distinguish between events that are community celebration focused, versus those which offer sector support and be marketed accordingly. Vision Statement Shelburne and Lockeport is recognized as one of Nova Scotia s best Shore Shore Festival Destinations. Festival Distinction and Definition Minimum 2+ days, Consists of multiple different events; Benefits multiple business sectors; Requires minimal infrastructure or volunteers; Financially self-sufficient within a set timeframe. Distinguish each Festival between Community or Visitor experience and ensure programming for each festival/event is focused on that group. Identify each annual Festival or Event as one of these categories and market accordingly to the correct demographic. This includes Event programming & focus, Marketing materials and creative. Brand Develop events based on established foundations and ensure that every event goes beyond what the Community or Visitor experience expects. Review programming events each year and adjust or replace elements that do not fit the overall theme. Review and evaluate Marketing materials yearly with the intention of refreshing creative presentation. Look to replace aging signage and outdoor collateral in stages each year. Keys to Success Sense of arrival; Daily events; Collection Mentaility; Pride in Community; Engage the locals; Must be Business-led. Next Steps Report to be produced in the Fall of 2017 outlining Festival & Events Strategic direction for next three years. Collaboration Photo credit: Chris Abbott Ensuring that the multiple events in each festival work together under a common umbrella theme to ensure efficiency in marketing and maximum vibrancy. Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 21

22 APPENDIX A OUR MEASURABLES OVERVIEW A variety of measurement techniques can be utilized to assess return on marketing investments. However, it should be noted that these measurements will only provide an accurate assessment if the data capture process is reliable and controlled. Data capture processes should be clearly documented and their implementation periodically reviewed for compliance in order to ensure the results can be relied upon for future decision making. Each of the measurement tools noted below should have an established annual target for each market so the result can be compared to the desired or expected return. Media Presence Accommodation Data Web Presence Social Media Consumer Shows Direct Marketing MARKETING MEASURABLES FOR TOURISM SHELBURNE Advertising Collateral Non-Traditional Partnerships Co-operative Marketing 22 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

23 1. Web Presence A destination s web presence is also an important tool for marketing. The return from an investment in website development, search engine optimization and key word buys can be measured using a variety of tools. It is important to measure visits to the home page as well as to specific content pages as a means of understanding areas that are of interest i.e. promotions, packaged itineraries, directions to the destination, specific activities or where to stay etc. If there has been recent promotional campaigns or media coverage, it is important to ascertain whether spikes in website traffic correlate with the timing of published articles. Metrics to assess return on website investments include: Total number of unique visitors to the website this measurement captures individual visits rather than the multiple hits as each visitor browses the website. Number of visitors to the website that arrive via various search engines or other referral sites (rather than going directly to the website) this demonstrates the importance of a search engine optimization and a referral strategy. Length of visit to the site - this indicates the ability of the website to hold interest and provide relevant and interesting ( sticky ) information. However, if a visitor arrives on a single page that quickly provides the information that is sought, a short length of visit would indicate the content does a good job of matching a visitor s needs. Natural search engine results this is the number of times the destination appears on the first page of search engine results for a variety of key word searches. This provides a metric for assessing the strength of the URL and the effectiveness of content. The strategic choice of words, links and the composition of content is a key driver of natural search engine placement. Paid search engine results this calculates the cost of key word buys divided by the number of visitors driven to the site by click-throughs on these words. Total number of unique visitors to a landing page related for a specific promotion - this monitors the effectiveness of the promotion to drive interest and information gathering via the website. Google Analytics is currently one of the most popular free tools to assess website traffic. Aggregate data is available and can also be segmented geographically to help determine target market area of origin and further refine the geographic allocation of marketing resources. If web statistics indicate a strong and growing interest from a specific geographic market, then additional investments in that market may be warranted. 2. Social Media Social networks such as Facebook and Twitter are an easy way for people to connect and share ideas and opinions. These sources are often felt to be more credible than paid advertising and continue to grow in in importance as decision influencers. Engaging in social media to promote a destination requires a commitment to be part of the conversation and to share relevant comments or content that adds to the discussion, rather than for promotional use only. Engaging in social media typically requires an investment of staff time rather than additional cash resources. Metrics to assess return on website investments include: Facebook Page number of people that like your page; number of people that remove themselves as fans from your page; fan engagement number of people talking on your fan page wall. Twitter number of followers and trends in followers over time (increasing, declining, stable); number of people directly responding to tweets ; number of re-tweets. Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 23

24 Most of these metrics can be divided by the estimated staff cost of engaging in social media to measure cost per result. The return on investment is ultimately measured against the objectives e.g. increase awareness and drive additional traffic to the website through links on Twitter or Facebook. 3. Advertising There are numerous messages directed at potential visitors on a daily basis; therefore, paid advertising is generally only effective with highly targeted messaging and sufficient frequency. The objective of paid advertising must be clearly defined in order to assess its success. Advertising can be used to increase market awareness of the destination or service (known as brand awareness promotion) or it can be used tactically to promote sales of a specific promotion (tactical promotion). Measuring the effectiveness of advertising designed to increase brand awareness is difficult and costly. Proxies are often used such as growth in overall occupancy levels, overall visitation to the destination and changes in the aggregate value of the local tourism economy. It is important to ensure that each advertisement has an identifiable call to action to a website landing page or to a promotional code for fulfillment. This also aids in measuring the effectiveness of tactical advertising and the return on this investment. If the call to action directs the consumer to an accommodation provider (packages typically include an overnight stay), then the provider must agree to report on sales related to the promotion as a condition of their participation. Measurement tools include the following: Cost of advertising divided by the number of unique visits to the website landing page for the promotion. Cost of advertising divided by the number of inquiries arising (via website or directly to accommodation providers). Cost of advertising divided by the number of packages sold. 4. Collateral Marketing collateral such as brochures and rack cards are often utilized to showcase a destination, generate interest and provide information. However, as the cost of publishing increases and consumers grow more concerned about environmental impacts, the use of collateral has generally declined. Hard copy brochures are often being replaced by downloadable PDFs available on destination websites. However, in certain situations, hard copy publications are still warranted. Rack cards, for example, may be an important tool for placement in Visitor Information Centres and other key venues such as Bay Ferries or Halifax International Airport. They can generate interest and provide destination information to the touring market in the province. Rack cards may also include a specific promotional offer for attractions or activities, and venues can be asked to report on the use of these offers e.g. discounts redeemed. Information requests, including downloads and brochures, can be an excellent way of growing a database for future direct marketing. Websites can offer a request a brochure function that requires the visitor to provide their name, address, and . Ideally, additional information such as interests and anticipated length of stay should be recorded to inform future marketing efforts. Regardless of whether the collateral is printed or available online, there is still a cost associated with content development and the use of signature images. Measurement tools related to collateral include the following: Cost of the brochure content development divided by the number of brochure downloads. 24 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

25 Cost of the brochure content development and the printing divided by number of hard copy brochure requests. Growth in the direct marketing database driven by the request a brochure function. Cost of the rack card content development, printing and distribution divided by the number of rack cards placed. Number of rack card discounts redeemed. 5. Co-operative Marketing A variety of cooperative marketing partnerships are available to destinations including partnerships with regional tourism associations, airlines, ferries and others. Often a destination marketing organization will establish an annual target for leveraging funds to ensure it is effectively working with marketing partners. More information can be obtained from your Regional Destination Marketing Organization. 6. Non-Traditional Partnerships and Promotions Non-traditional promotions include partnerships with retail outlets or products that are complimentary to the travel experience at the destination. For example, outdoor adventure gear, health and fitness products, and food and drink products are all potential partners for nontraditional promotions with a destination. These promotions typically feature a prize package available to consumers who complete an entry form. If the partner has a retail presence such as a store location, the destination often provides stunning visuals, flat sheets or rack cards providing destination information along with the prize entry form. Tools for measuring the success of these non-traditional promotions include: Growth in the direct marketing database from prize entrants. Number of flat sheets distributed during the promotion. Number of consumers exposed to the promotion. 7. Direct Marketing Direct e-marketing campaigns can be a cost-effective marketing tool. (Direct mail, while less common, may also be appropriate.) Once a database of addresses has been accumulated, specific promotional offers can be distributed. It is important to have the consumer s permission before adding their contact information to any database. Ideally, information about the potential visitors interests has also been collected in order to refine the offer. Tools for measuring the success of direct marketing activities include: Number of campaigns executed. Number of promotional offers fulfilled (via the website, call centre or directly with accommodation providers). Number of bounce backs (invalid addresses). Number of opt-out requests terminating permission to contact the consumer. 8. Consumer Shows There are a number of consumer shows in various geographic target markets that may be included in a destination s marketing mix. The cost of these shows includes the one-time cost of booth design and construction, any modifications to the booth to ensure messaging is relevant to the specific show attendees, show participation fees, electrical hook ups as required and the cost of staff time and travel. The return on investment in a consumer show should consider the following metrics: Number of show attendees as reported by the consumer show management (These numbers should be Tourism & Events Strategic Action Plan TOWN OF SHELBURNE 25

26 considered before deciding to participate in a show). Number of show attendees stopping at your booth (staff at the booth must keep track of the number of visitors; a promotional giveaway can also be used to monitor booth attendance). Number of flat sheet offers distributed (a package promotion targeting show attendees can be publicized with a flat sheet takeaway from the booth). Number of flat sheet offers redeemed, after the show, as reported through web statistics, call centre results or fulfillment through accommodation providers. Number of prize entries and the associated growth in the destination s direct marketing database (a destination prize package can be given away to show attendees e.g. trip for two). 10. Accommodations Data Working with out Tourism partners like Shelburne County Tourism Association to gather data about accomodation statistics. The absence of measurable goals can be discouraging when implementing new marketing initiative, but having a measurable action enables Tourism Shelburne to track success and take corrective action when required. Overnight stays in all types of accommodation is a measure of tourism growth or decline. By capturing the percentage increase or decline year-by-year in overnights of all types of accommodation such as hotels, motels and similar establishments, we set clearer more measurable targets and use it as an indicator of Tourism prosperity. The challenge is measuring unregistered and private accommodation such as Airbnb. 9. Media Relations Editorial coverage, in publications that can influence target market purchasing decisions, is considered one of the most cost effective destination marketing tools. Qualified freelance journalists, social influencers and those with specific assignments are invited to partake in the travel experience offered by a destination. The familiarization tour (FAM) is an excellent opportunity to showcase the destination s iconic experiences, strengths and unique competitive advantage. Measurement tools for media relations efforts include: Advertising equivalency Total audience reached (as reported by the publication) Number of stories pitched Number of journalists hosted Number of articles published Spikes in web activity can be correlated to media coverage and provide an additional measure of the return from media activity. Measurement tools for Accommodation Data efforts include: For example: Doubling the number of rooms sold, is a clear goal that states how many rooms need to be sold and can easily be measured on a regular basis. 11. Visitor Survey Having access to up-to-date and reliable visitor information for an area or region is fundamental to the success of the tourism industry. Whether a government agency or a private sector operator, data sources that are rich both in scope and reliability are invaluable to a large number of users. By conducting a Visitor Survey through a variety of methods such as online, in-person and through local business participation we will be able to gather valuable data that we can use in future Tourism planning. 26 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan

27 Photo credit: Chris Abbott

28 TOWN OF SHELBURNE 168 Water Street P.O. Box 670 Shelburne, Nova Scotia B0T 1W town.shelburne.ns.ca shelburneandlockeport.com 28 TOWN OF SHELBURNE Tourism & Events Strategic Action Plan