Strategic Planning Process

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2 Strategic Planning Process InterVISTAS Consulting employing the DestinationNext Model was contracted to facilitate the strategic process: Future Study on Key Trends (Survey, Focus Groups, Interview) Identified major trends, potential opportunities and perceived importance Scenerio Model & NEXTPractices Prior to the retreat, the Board of Directors and other stakeholders completed a comprehensive DestinationNEXT Assessment of the destination and organization. approximately 75 Participants Tourism Kamloops and the Board of Directors met and identified performance targets based on identified trends and opportunities The Board then set 5 Strategic Pillars The TK Team then created action through strategic objectives The 5 Year Strategic Plan SEPTEMBER 09,

3 Ideal Future Board members and TK Leadership team presented and prioritized a list of ideal future elements after a facilitated discussion. Ideal Future Level of Importance 1 Redevelop marketing approach Establish a brand for Kamloops Create a Tourism Master Plan for the region Build new attractions, work on destination development Establish a communication plan with stakeholders Building out shoulder season activities Social media alignment and high engagement Develop partnerships within the region Create/strengthen relationships with aboriginal partners Develop technologies for both pre and at destination visitor services Advocate to bring more air access into Kamloops Develop free Wi-Fi access within hotspots in the community 8.3 SEPTEMBER 09,

4 Mission: Tourism Kamloops will be the leader in strategic development support and planning through the application of innovative marketing strategies in the perpetual evolution of Kamloops as a valued, desirable tourism destination. Vision: Entice visitors to share our experience and play like a local

5 Strategic Goals During the planning process, the TK Board of Directors and the Leadership team recommended that these five strategic pillars must be the point of focus for Tourism Kamloops during the next five years to accomplish the desired vision. Entice visitors to share our experience and play like a local SEPTEMBER 09,

6 Targets: Goal #1 Innovation Tourism Kamloops will be the primary catalyst initiating smart change demonstrating leadership and providing optimum opportunity to prosper. Innovation will be driven by seeking creative solutions, data driven decision making and proactive engagement. Measure what matters and adjust solutions (i.e. Brand impact, Marketing POI, ROI, NPS, Visitor Value) Utilize technology solutions to collect and analyse meaningful data to drive change Create optimal internal cost and process efficiencies thru continuous improvement of systems and technology Develop training solutions platforms that support team and stakeholders Participate in global strategies and activities that drive innovation Proactively learn always Capture great ideas! Migrate to virtual/mobile visitor centre model driven by relentless pursuit of innovative solutions Establish and maintain an innovation budget Encourage Failing Forward responsible risk towards growth of innovation SEPTEMBER 09,

7 Targets: Goal #2 Sustainability Tourism Kamloops will champion stewardship through sustainable growth and development of our destination and its resources, our economic viability and the advancement of our internal and external stakeholders. Remain relevant through regular process, marketing, promotion and engagement review Ensure the Board and Leadership team brings value, relevance and necessary expertise to the TK organization Be agile enough to react/respond to global situations & trends Expect and determine ROI on every initiative Collaborate at all levels to ensure visitor value proposition and economic impact is understood by our multiple stakeholders and government Practice unwavering fiscal responsibility, accountability and transparency Seek alternative funding models and new opportunities Enhance TK capacity & ensure organizational succession strategies Be diligent & thoughtful in the protection of our natural resources Mitigate socio-economic impacts to residents when undertaking development SEPTEMBER 09,

8 Goal #3 Brand Tourism Kamloops brand will reflect our distinctive experience proposition, evoking an undeniable sense of pride; sharing the spirit of our community and capturing the attention of our regional and global audiences. Targets: Establish and promote a brand that reflects impactful consistency in all our marketing assets Protect the brand and brand equity through an agile and disciplined strategy, as dictated by changing market conditions Target dynamic marketing strategies that promote and communicate the brand promise to identified visitor markets and the local community Measure, evaluate and respond to brand loyalty, awareness and equity through media analytics and financial metrics Implement metrics to monitor, optimize and communicate ROI on all marketing campaigns Develop strategies to align with industry while capitalizing on our extraordinary destination attributes SEPTEMBER 09,

9 Goal #4 Community & Stakeholders Tourism Kamloops is a leader in local tourism advocacy. Accomplished by enhanced engagement, influencing collaboration, driving destination development and establishing industry best practices. Targets: Through extensive and expansive consultation, build a community tourism master plan Lead local tourism advocacy Create comprehensive community and industry engagement strategies Support stakeholders through relevant industry development and training Champion a brand-aligned industry and organizational culture Lead and foster tourism industry excellence applying best practices recognizing industry accreditation programs Generate and share industry performance metrics and insights through the development a robust database platform SEPTEMBER 09,

10 Goal #5 Experience Meaningful destination development and exceptional storytelling will drive our visitor experience presenting our guests the opportunity to embark on an unforgettable journey, creating lasting memories and inspiring return visits. Targets: Identify and develop opportunities that will support traditional and non-traditional stakeholders in needs periods Design programs that will endorse, recognize and reward industry champions Pursue and facilitate destination development through the creation of remarkable experiences Inspire our team and industry opportunities to engage in the creation of passionate destination ambassadors Develop a proactive targeted trade relations strategy Mobilize the community to stimulate the development of our Play like a Local strategy Enhance destination appeal through distinctive clustered alliances SEPTEMBER 09,