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PRINCE EDWARD ISLAND
STRATEGIC PLAN FOR TOURISM 2021
Final Report
Prepared for www.tourismdev.com
24th
Nov.
2016
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
ii
Contents Page Number
Preamble
1. Introduction 1
1.1. Objectives 1
1.2. Methodology 2
1.3. Report Format 3
1.4. Acknowledgments 3
2. Executive Summary 4
3. Situation Analysis 9
3.1. Tourism Trends 9
3.2. SWOT Analysis 14
3.3. Conclusions 22
3.4. Moving from Weaknesses to Strategic Recommendations 28
4. Vision, Strategic Principles and Objectives 29
4.1. Vision 29
4.2. Strategic Principles 30
4.3. Industry Engagement 32
4.4. Objectives 33
5. Strategic Recommendations 34
5.1. Pillar 1 – Leadership - Institutional Architecture and Responsibilities 34
5.2. Pillar 2 - Product Development - Offering Authentic Experiences 37
5.3. Pillar 3 - PEI - Market Positioning and Communications 63
5.4. Pillar 4 - Access and Infrastructural Facilitation 76
5.5. Pillar 5 - Human Resource Priorities 78
6. Goals and Targets 80
6.1. Goals 80
6.2. Targets 80
Appendices
Appendix 1 - PEI Tourism Performance (2005-2016)
Appendix 2 - Stakeholder Consultation Listing
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
iii
Preamble
Tourism is big business for PEI. In 2016, it is estimated that the island will attract
1.5 million incoming visitors. Total revenue from tourism in PEI in 2016 is
estimated to be of the order of $430 million. 80% of revenue generated ($347
million) is generated by non-resident visitors.
Notwithstanding this successful performance of the island’s tourism sector, PEI
has potential to become one of North America’s great island destinations.
TIAPEI together with a representative Working Group of public and private
sector stakeholders, commissioned Tourism Development International (TDI) to
work with them in developing a new strategy which can drive tourism growth.
The strategic planning process undertaken by TDI has involved significant
investment in stakeholder consultation, trade research and case study analysis
to identify best practice in tourism.
In setting out this new strategy for tourism in PEI, an opportunity exists to
capitalize on the New Atlantic Growth Strategy. This significant new initiative
of the four provincial governments will develop a strategic approach to
tourism development in Atlantic Canada.
While the goals and recommendations outlined in this report are ambitious,
the market-led and evidence-based approach adopted by the consultants
has been designed to ensure that these goals and recommendations are both
realistic and achievable.
A compelling case can be made for setting an annual growth target of 3% up
to 2021. This would see visitor numbers grow to 1.75 million. These additional
250,000 visitors would have a profound impact on the island, generating
revenues of $510 million.
This is a rich prize for PEI tourism to win. To achieve this, the full resources and
engagement of the private sector and public sector working in close
collaboration will be required. We are convinced that with such engagement
and participation, this prize can be achieved.
Peter Mac Nulty
Tourism Development International
24th November 2016
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
1
1. Introduction
This final report, Strategic Plan for Tourism 2021, has been prepared by Tourism
Development International (TDI) on behalf of the Tourism Industry Association of
Prince Edward Island (TIAPEI). The plan will cover the five-year period 2017-2021.
1.1. Objectives
TIAPEI’s principal objective in commissioning this work is to have delivered a five-year
strategic plan for tourism which will build on past successes and will create a new,
shared vision for tourism competitiveness in Prince Edward Island.
The PEI Strategic Plan for Tourism 2021 needs to be built on a comprehensive
research, strategic option analysis and a consultative framework. A key objective
would be to identify the actual and perceptual barriers facing Prince Edward Island’s
tourism industry, and recommend innovative strategies and actions that will focus
stakeholder attentions on the key issues, challenges and opportunities.
The fully integrated strategic plan for tourism examines and addresses issues that
include, but are not be limited to:
Leadership, vision and defined growth through partnerships and
collaboration.
Access and the removal of barriers to growth and development.
Identification and confirmation of authentic visitor experiences that support
demand generation.
Focussed marketing by industry.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
2
1.2. Methodology
In formulating the PEI Strategic Plan for Tourism 2021, the methodological approach
employed has taken into account the present scale, profile and trends in PEI’s visitor
market, with considered assessment of its strengths, shortcomings, competitive
positioning and primary opportunities for growth as a tourism destination.
The approach has also ensured that opportunities were afforded to a full cross-
section of operators and stakeholders at all levels in the tourism industry to have their
views and requirements taken into consideration.
Figure 1: Project Delivery – A Three Stage Approach
In setting the PEI Strategic Plan for Tourism 2021, TDI has built on the comprehensive
research and stakeholder consultation program undertaken in the first two stages of
the process.
Following a review and discussion of the conclusions and outline recommendations
presented in Stage 2 – Vision and Strategic Outline with the Working Group and the
wider community of tourism stakeholders, TDI now presents the final stage of the
assignment – Stage 3 – Tourism Strategy and Road Map.
Stage 1
Stage 2
Situation Analysis,
Research and
Consultations
Vision and Strategic
Outline
Tourism Strategy and
Road Map Stage 3
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
3
1.3. Report Format
Following a preamble, the Introduction section outlines the objectives of the study,
the methodology employed, as well as the structure of the report and
acknowledgements. The main body of the report is presented in five chapters:
Executive Summary
Situation Analysis
Vision, Strategic Principles and Objectives
Strategic Recommendations
Goals and Targets
1.4. Acknowledgments
The TDI consultancy team would like to acknowledge the helpful feedback received
from the Working Group and invaluable inputs and assistance given by executives of
TIAPEI, Tourism PEI, ACOA and the RTA’s. We are also grateful for the input and
support of the many tourism operators and stakeholders who have participated in
the project to date. A full listing of stakeholders participating in this project is
appended as Appendix 2 to this report.
Tourism Development International
24th November 2016
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
4
2. Executive Summary
The key conclusions arising from TDI’s work can be summarised as follows:
Organization structures for tourism in PEI are top-heavy with unnecessary
duplication and fragmentation. There are overlaps in responsibilities
between province-wide and local bodies. There is considerable agreement
amongst tourism stakeholders regarding the need for a sector-neutral
independent destination management body for the province and a more
precisely defined role for TIAPEI.
PEI’s tourism product, with some exceptions, has not developed significantly
in the past two decades. More can be done to develop the island’s visitor
attractions.
PEI is not making the most of its superb coastal environment. The island
currently offers a surprisingly thin portfolio of outdoor soft adventure.
The overall impression of current PEI marketing is that it presents a rich
summer time product, without very strong brand positioning reflecting the
most unique and motivational aspects of PEI. In order to compete, PEI’s
tourism industry must create more enriching experiences for the consumer.
The destination needs to position itself as a rejuvenating lifestyle brand
which offers life-enriching experiences. A new brand positioning is
proposed:
Prince Edward Island is small in size but incredibly abundant in stunning
sceneries, outdoor activities, culinary delights, cultural product, friendly
people and authentic experiences. Its size is one of this Island’s greatest
assets – you are never far away from your next adventure!
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
5
The marketing approach needs to be updated to make greater use of
digital marketing opportunities which communicate brand messages
through multiple mediums to selected target segments.
The resources devoted to visitor servicing are very considerable. There is a
proliferation of printed material which has questionable impact in
generating additional business. The industry needs to adapt its own
marketing to be less reliant on print.
A critical element of access impacting on PEI is the Confederation Bridge.
Marketing activity by the bridge appears to have largely ceased. This is a
lost opportunity.
Continued operation of the ferry
service, with the facility to feature PEI
in three province itineraries, is
strategically critical to the island’s
tourism success. Unfortunately,
reputational damage has been done
by the unreliability of this service in the
recent past, especially during the summer of 2016.
Expansion of air services and capacity growth is also a priority. While the
small size of the resident population limits the potential for significantly
increasing the range of origin points from which air services can be
developed, it is important that the industry communicates the significant
additional potential which can be delivered.
Labour force supply is one of the most pressing issues to be addressed.
Responsibility for island-wide tourism industry training needs to be grasped.
Industry decision-makers need to be better served by relevant clearly
communicated market research, as distinct from statistics.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
6
The following interventions are recommended for the PEI Strategic Plan for Tourism
2021:
The pillars of the tourism strategy for PEI are:
In line with the vision for PEI tourism, significant institutional changes are
proposed. A sector-neutral Destination Management Organisation, to
which we are giving the working title Visit PEI, needs to succeed the
current provincial government’s tourism marketing functions, while a
redefinition of roles is proposed for a number of the other bodies currently
involved in PEI tourism.
In order to compete, PEI’s tourism industry must create more enriching
experiences. The product development strategy for PEI will comprise a
combination of product consolidation based on existing products and
product diversification based on new products and experiences.
Co
lla
bo
ratio
n
Re
sea
rch
•Leadership - Institutional Architecture and ResponsibilitiesPillar 1
•Product Development - Offering Authentic ExperiencesPillar 2
•Market Positioning and CommunicationsPillar 3
•Access and Infrastructure FacilitationPillar 4
•Human Resource PrioritiesPillar 5
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
7
The PEI Coastal Circuit is proposed as a flagship project. This proposal will
involve an exercise in product consolidation and extension based on the
three existing PEI Coastal Drives. It will become PEI’s leading ‘experience
brand’ with significant market appeal.
The PEI Coastal Circuit will be a single contiguous route of 1,000 km along
the entire coast of Prince Edward Island. It will incorporate all major towns,
‘must see’ attractions such as Anne of Green Gables, and points of
interest along the coast. It will be a destination initiative of scale designed
to have high visibility in PEI’s main markets.
In addition, six major product development initiatives are proposed:
Soft adventure activity provision
First Nations – Mi’kmaq/Sustainable Tourism Initiative
Waterfront Development Initiative
Confederation Trail facility and linkage development
June/Spring Initiative
Culinary Tourism Initiative
PEI needs to position itself as a rejuvenating lifestyle brand which offers
life-enriching experiences. Once the brand has been developed, PEI
needs to adhere to it.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
8
TIAPEI’s 2014 Strategic Business Plan has identified critical Human
Resource priorities and it is crucial that their implementation is supported.
Continuous training in digital marketing and tax measures to support
tourism Human Resource Development are also proposed.
With regard to the absolute volume targets, TDI believes that a revitalised
industry with a richer and more varied product backed up by best-in-class
marketing can realistically seek to add at least a percentage point to its
annual growth percentages. In such a progressive scenario, a target of
1.75 million visitors by 2021 represents cumulative growth of some 3%
annually over the 2016-2021 period and an additional 250,000 visitors to
the island. Where revenue is concerned, the forecast 2016 outcome
should be targeted to grow by $80 million to some $510 million. This
represents an annual yield improvement cumulatively of 3.5%.
Figure 2: Targets (Million Visitors)
Subject to full implementation of the recommendations set-out in this
strategic plan, a more ambitious ‘stretch’ scenario could be achievable.
This stretch scenario would assume a 4% annual growth in visitor numbers
and 5% annual growth in visitor revenue. In this scenario, a target of 1.85
million visitors by 2021 would yield 350,000 additional visitors and some
$120 million in additional revenue.
1.50 1.55 1.60 1.64 1.691.75
1.501.56
1.631.69
1.761.85
2016 2017 2018 2019 2020 2021
Progressive Scenario Stretch Scenario
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
9
3. Situation Analysis
3.1. Tourism Trends
3.1.1. International Tourism Trends
International tourist arrivals grew world-wide by 4.4% in 2015 to reach a total of 1,186
million, according to the UNWTO World Tourism Barometer. Income generated by
international visitors on accommodation, food and drink, entertainment, shopping
and other services and goods reached an estimated US$ 1,260 billion in 2015, an
increase of 3.6%; North America saw a 3% increase.
Some 50 million more tourists (overnight visitors) travelled to international destinations
around the world last year as compared to 2014. This marks the 6th consecutive year
of above-average growth, with international arrivals increasing by 4% or more every
year since the post-crisis year of 2010. UNWTO expects further growth of up to 4.5% in
international travel in 2016, with growth for the decade to 2020 averaging out at 3.8%
per annum.
The Americas received 193 million tourist arrivals in 2015, a 16% share of total
international tourist arrivals. Of this number, North America received 127 million
international tourist arrivals in 2015. North America’s share of international tourist
arrivals in 2015 is identical to that recorded in 2005.
North America can claim a higher share of international tourism receipts (24%).
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
10
3.1.2. National Tourism Trends
Following a period of modest growth in overnight arrivals between 2008 and 2014,
Canada experienced an 8% growth in 2015 contributing to 17.8 million overnight
arrivals.
In 2015, 70% of overnight arrivals (12.5 million) to Canada originated from the United
States, with the balance (30%) from overseas markets. The share of overnight visitors
from overseas markets has increased from 27% in 2008.
Figure 3: Overnight Arrivals to Canada by Origin (million)
Source: Destination Canada
International visitors to Canada spend close to $17 billion up from $15.7 billion in 2008.
Figure 4: Tourism Revenue ($ billion)
Source: Destination Canada
3.1.3. PEI Tourism Performance 2005-2016
4.6 4.1 4.3 4.4 4.5 4.6 5.0 5.3
12.511.7 11.7 11.6 11.9 12.0 11.5
12.5
17.1
15.8 16.1 16.0 16.3 16.6 16.5
17.8
2008 2009 2010 2011 2012 2013 2014 2015
59.2 56.7 58.3 63.0 65.8 67.6 71.363.8
15.714.2 15.1
15.516.0 16.4
17.2
16.874.9
71.073.4
78.581.8 84.0
88.5
80.7
2008 2009 2010 2011 2012 2013 2014 2015
United States
Visitors
Visitors from
Overseas
Markets
International
Domestic
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
11
Visitors by Exit Point
This Strategic Plan for Tourism 2021 has been prepared against a background of a
buoyant performance of PEI’s tourism industry in recent years, and 2016 in particular.
This year (2016), the Centre for Tourism Research at TIAPEI estimates that PEI will attract
1.5 million visitors. This represents a 6.7% growth on the 1.4 million visitors attracted to
the island in 2015 and far exceeds the average annual growth rate of 2% recorded
between 2005 and 2016.
As can be seen from Figure 5 below, four out of every five visitors to PEI access the
island through the Confederation Bridge. The proportion of visitors using the bridge
has actually increased since 2005. This notwithstanding, air access (used by 7% of
visitors) and ferry (8%) also represent important modes of access.
Figure 5: Visitors to PEI by Exit Point (%)
Source: Centre for Tourism Research at TIAPEI
By Air
Through
the
Bridge
By Ferry
Motor Coach Cruise Ship 2 2 2 5 5 5 5 5 7 6 6 4 2 2 2 2 1 1 1 1 1 2 2 2
15 14 14 12 11 12 12 12 11 9 10 8
77 76 77 74 77 76 75 74 75 75 76 78
5 5 6 6 6 6 6 6 6 7 7 7
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
12
Visitors to PEI by Origin
PEI attracts a significant majority of its visitors from elsewhere in Canada. In 2016, an
estimated 85% of all visitors to the island will be Canadian. This share has remained
relatively constant over the last decade.
Most of the visits from Canada are sourced from four provinces (New Brunswick, Nova
Scotia, Québec and Ontario).
In 2016, an estimated 7% of PEI’s visitors will have originated from the USA and a further
1% from overseas markets. These shares are consistent with these recorded in 2005.
Figure 6: Number of Visitors to PEI by Origin (‘000) – Three Exit Points
Source: Centre for Tourism Research at TIAPEI-excludes motor coach and cruise ship passengers
9 11 10 10 6 5 4 17 15 20 18 20100 86 88 77 85 78 71 86 89 91 100 10728 29 33 34 32 28 23
59 62 61 65 71144 146 155 132 148 158 149
157 158 146 187 218122 118 118
105 128 133 119113 115 118
123146
426 435 443416
440 443419
362 380 390400
439
343 348 353337
369 373363 351
370 400417
4131172 1173 11991110
1207 12201149 1144 1188 1226
1308
1413
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Quebec
Ontario
Rest of Canada
USA
Overseas
New Brunswick
Nova Scotia
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
13
PEI Tourism Revenue
Total revenue from tourism in PEI in 2016 is estimated to be of the order of $430 million.
80% of revenue generated ($347 million) is generated by non-resident visitors.
Figure 7: PEI – Tourism Revenues ($ millions)
Source: Centre for Tourism Research at TIAPEI
Revenues generated by non-residents in the main season account for 87% of total
non-resident revenues in 2016. This is consistent with the pattern recorded in 2015. In
2005, 89% of total non-resident revenues were generated in July-August.
Figure 8: PEI – Non-Residents Tourism Revenues by Season ($ millions)
Source: Centre for Tourism Research at TIAPEI
57.9 59.2 61.4 65.8 66.8 67.4 69.4 70.4 72.1 79.6 80.5 83.2
284.4287.2 299.1 293.7 292.3 311.2 312.3 310 309.5
321.5 325.1346.8
342.3346.4
360.5 359.5 359.1 378.6381.7 380.4 381.6
401.1 405.6430
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
30.2 31.6 31.8 32.9 34.2 34.7 38.0 41.8 39.8 41.1 40.3 44.8
254.2 255.6 267.3 260.8 258.1
276.5 274.3 268.2 269.7 280.4 284.8 302.0
284.4 287.2
299.1 293.7 292.3
311.2 312.3 310.0 309.5 321.5 325.1
346.8
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Resident
Visitors
Non
Resident Visitors
Off Season
Main Season
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
14
3.2. SWOT Analysis
The market analysis and product assessment findings have been drawn together in
a SWOT analysis which is presented below. The Strategic Plan for Tourism 2021 aims to
capitalise on PEI’s competitive advantages and achieve differentiation as a multi-
facetted destination.
Strengths Weaknesses
Opportunities
Internal
Factors
Threats
External
Factors
S W
O
Characteristics of PEI that
give it an advantage over
other destinations
Characteristics of PEI that
place it as a disadvantage
to competitors
T
Considerations that PEI
could exploit to its
advantage
Considerations that could
disadvantage PEI
Positive Negative
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
15
3.2.1. Strengths
The strengths below describe the positive attributes of
PEI as a destination to be discovered and
rediscovered.
Island – Compact and very accessible to the population of the Maritime
Provinces
Coastal Environment – Accessible beautiful unspoilt island coast, featuring
some of the longest expanses of pristine beach on the Eastern Seaboard
of North America; Attractive coastal drives (e.g. Three Rivers).
Attractive Towns and Villages – e.g. Montague, Murray River, Rustico,
Victoria
Food – Authentic cuisine fresh from boat and farm to fork. High value
products such as lobster, oysters and mussels achieve instant recognition
throughout Canada and sometimes further afield.
History and Culture – Meeting point of the three founding cultures
(Mi’kmaq, French, English), Birthplace of Confederation with authentic
historic built heritage, maritime associations (e.g. Lighthouses)
Anne of Green Gables - providing a unique selling point
Charlottetown – very attractive city with critical mass of facilities,
restaurants and unique architectural patrimony
Rural Landscape - Churches are a distinctive feature
Confederation Trail – Valuable asset offering ‘Tip to Tip’ walking/cycling
experience BUT not fully exploited.
One of Canada’s leading coastal National Parks - the access afforded to
a most distinctive saline and dune environment via the floating
boardwalk at Greenwich has created a unique attraction
Vibrant arts, heritage and creative sector – PEI has attracted many artistic
innovators as new permanent residents
Festival and events – Successful track record
Road Connectivity – Offshore island yet one can drive there
Ecology – Pristine landscape for “Green” tourism
Engagement – Industry ownership primarily in local hands; small size
means decision-making partners can be readily engaged for common
actions
Community Support - the population at large welcome tourists and there
is considerable shared interest and harmony with agriculture and fishing
the other two mainstays of the economy
Objective:
Capitalise on these strengths which bring added value
and in some cases a competitive advantage to PEI as a
multi-facetted destination.
S
Characteristics of PEI that
give it an advantage over
other destinations
Strengths
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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3.2.2. Weaknesses
The weaknesses below detract from PEI’s
appeal and performance as a destination.
Remoteness – No major Metro area (1m+ population) within 10 hours drive
Toll/Tariff regime for Confederation Bridge – Disincentive to visitors,
particularly repeats
Air access – Insufficient population to support frequent and affordable
services and leaving inordinate dependence on one carrier
Future of Ferry Service –the interruptions to service during 2016 are leading
to negative perceptions and uncertainty regarding the future
Infrastructure - Some poor sections of coastal road; lack of
dedicated/safe facilities for car touring (i.e. rest areas and lookout points)
Positioning – Confusion regarding PEI brand; traditional focus on beach
contributing to a highly seasonal tourism pattern
Perceptions – Seen as “old-fashioned”, with limited appeal for
“Millennials”
Research and Market Intelligence – available material is inwardly
focused, concentrates on elements of the existing market rather than
understanding potential markets and lacks clear and timely written
communication and interpretation
Poor alignment of marketing activities – Between agencies and between
public and private sector leading to wasteful duplication especially in
print material
Product fragmentation – Product offer lacking critical mass/initiatives of
scale; avoidable competition between regions resulting in lack of
product familiarization and poor linkages.
Share of Voice – Marketing budgets inadequate to build destination
awareness
Product “Missings” – Lacks innovative product, insufficient soft adventure
options; insufficient authentic PEI visitor experiences (e.g. Product gap
between West Point and North Cape)
Weaknesses W
Characteristics of PEI that place it
as a disadvantage to competitors
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Food – Uneven offer province-wide.
On-line presentation of visitor information – lack of internet-based
marketing skills resulting in undue dependence on print material
Organisation – Industry structure very disparate and difficult to achieve
coordinated impact combined with resistance to structural and
organisational change by key influencers
Skills and Knowledge Gaps – ranging from the lack of business planning,
financial and technical expertise at owner/senior manager level to
introduce even moderately sophisticated yield management to lack of
local product knowledge at temporary operative level
Seasonality – Short season impacting on viability of businesses
Opening Hours – Often limited /restricted during evenings and outside
peak season
Access to labour – particularly in shoulder season
High dependence on government funding – associated with a tendency
to direct investment to quick fixes with questionable prospects for
independent sustainability
Objective: Prioritise improvements to PEI’s offer in order to compete
and win market share from other destinations.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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3.2.3. Opportunities
The opportunities below reflect PEI’s potential as a
reinvigorating destination within 1,200km of significant
urban concentrations in Northern New England,
Quebec and Nova Scotia while benefitting from
enhanced air services from Toronto.
Exploit pure “Canadiana” image – PEI provides a unique opportunity for
big city Canadians, especially in Ontario and Quebec, to reconnect with
an authentic and distinctive heritage-rich Canada combining the
cultures of the three Founding Nations in a landscape with literary
touchstones that is purely Canadian.
Special support for entrepreneurs creating soft adventure products –
especially for products intrinsic to an island experience.
Provide operator learning and upskilling opportunities –benefit from the
skills and knowledge transfers which can result from organised peer-to-
peer workshops and round-table seminars.
Address the need for a centrally managed information base providing
reliable information on the availability of product outside the July-August
period – this is critical to encourage partners to devote energies and
funding to shoulder season and other off-peak promotion.
Authentic Island/Coastal experiences – Greater opportunities on-water
can be exploited by using suitable craft to allow visitors sample,
participate in, and access simple activities such as shellfish gathering,
lighthouse accommodation.
Culinary tourism experiences – these can include learning to “land/pick
and cook” based around fresh island produce.
Opportunities O Considerations that PEI could exploit
to its advantage
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Flagship product developments - Orientation facility; expanded trail
development and linkages
National Park – New visitor experience and products
Integrated island touring route – the current routes based on somewhat
arbitrarily defined regions potentially confuse the visitor and dilute the
impact which can be obtained from encouraging “tip-to-tip” touring
Cross-sectoral cooperation – with agriculture and fisheries
Switch emphasis on event creation to more upscale interests – virtually all
hospitality industry-led event creation in receipt of any form of assistance
from public funds in PEI should be able to demonstrate how it will attract
a higher-spending tourist, for example, by placing specialist food and
culinary experiences as an integral part of the offering.
Enhance Product through Linkages – e.g. Bundle Summerside waterfront
with historic district
Cultural/craft training for Francophone and Mi’kmaq Communities – very
authentic cultural experiences can be offered by these communities. In
the Francophone case, Acadian music and seafood can be potent
attractors. Opportunity also to exploit PEI’s Celtic heritage
Cruise Tourism - Growth market with potential to focus on
smaller/adventure cruises
MICE - Further develop Conventions, Meetings and Inventive business to
achieve seasonal extension.
Sports Tourism - Fully capitalize on all-weather facilities such as Credit
Union Place to attract significant events for off-season
Organisation development and leadership – Streamline structures to
enhance co-operation and coordination between public and private
sector. Addressing fragmentation and duplication can free up
considerable resources for productive marketing and product
development activity.
Create craft and hobby learning experiences – PEI needs to expand its
range of “things to do” for the non-family market. The substantial number
of skilled artisan food and arts and crafts practitioners, both indigenous
and recent settlers on the island, provides a splendid opportunity to build
an attractive tourism product around weekend or week-long learning
experiences.
Climate change - Warmer summers are expected in Northern Canada
over the next decade as a result of climate change. The number of days
suitable for golfing, biking, hiking, or camping are likely to increase. As
the North American mainland heats up, PEI may provide a cooler, more
comfortable location for vacations and second homes.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
20
Residential tourism – Canada is currently experiencing an upsurge in
immigration enquiries. Many new residents may in fact be tourists staying
part time in Canada. This may be an opportunity for PEI which offers
residential property options at lower cost than metropolitan areas.
Objective:
To realise the potential of PEI as an innovative
destination through effective leadership, stakeholder
collaboration and implementation of product
development and targeted marketing strategies.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
21
3.2.4. Threats
The threats below have the potential to undermine the
maintenance and further development of PEI as a
successful destination. The scope to manage these
threats varies considerably. Accordingly we have listed
these in approximately ascending order, from those most
susceptible to alleviation to those least so.
The greater commercial advantages present in the hospitality industry in
other bigger local markets in North America -continue to appeal to
young trailblazers from PEI at the expense of using their skills and energy
within the province
National policies which restrict more flexible practices and partnership
ventures by public agencies – given these control many key elements of
cultural, heritage and environmental infrastructure which are the
bedrocks of the island’s tourism offering. PEI is more heavily dependent
than most of its competitors on landscape and cultural assets which are
entirely or significantly under Federal control
Inability to source sufficient funding for marketing at destination level –
the understandable desire of cash-strapped governments to see industry
beneficiaries rather than taxpayer funds provide the dollars necessary to
promote the island threatens to leave a funding void unless an equitable
and efficient alternative mechanism emerges to generate the necessary
funding for marketing
Banking Practices – an increasing reluctance by commercial bankers to
lend to a sector where bankable assets and potential mortgage security
are considered too high risk because of weak highly seasonal earnings
Airline Consolidation – disadvantages remote areas such as PEI with small
resident populations
Major oil price increases - most negatively impacting destinations such as
PEI where the cost of access is a higher than average component of total
vacation cost
Climate change – A rising sea level, increased shoreline erosion, greater
storm activity, and a narrowing or coarsening of Island beaches is
predicted.1 Damage to coastal homes, cottages, roadways, and other
infrastructure is also likely.
1 < https://www.princeedwardisland.ca/en/information/communities-land-and-environment/climate-change-
and-island-tourism>
Objective:
Threats T Considerations that could
disadvantage PEI
Through effective planning and co-ordination, position
PEI to respond proactively to factors that may threaten
the destination.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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3.3. Conclusions
3.3.1. Organisation and Leadership
While the organisational structure for tourism in PEI is not dramatically different from
that present in most of the other Atlantic provinces, it does appear quite unwieldy
when viewed from both an international perspective and from the viewpoint of very
many of the individual entrepreneurs involved in the industry.
A recurrent issue raised in almost all of the industry focus groups conducted was the
belief that structures were top-heavy, with unnecessary duplication and
fragmentation. Tourism PEI was often seen as remote, slow to change, and lacking
an understanding of commercial realities. On the other hand there was virtual
unanimity about the need for a sector-neutral destination management body for the
province. The role of TIAPEI was the subject of much confusion, while there were
mixed views about the role and relevance of the Regional Tourism Associations
(RTAs).
Commercial operators have difficulty understanding why, at an individual level, they
are asked to be members of both TIAPEI and the RTAs. Best practice elsewhere does
not provide for small bodies individually directly engaging with the policy-making
groupings. Overlaps in responsibility between province-wide and local bodies, such
as the Regional Tourism Associations, need to be resolved and wasteful duplication
eliminated.
3.3.2. Products and Experiences
PEI’s tourism product offering has stayed relatively constant in the past two decades,
i.e. attractive beaches with pleasant summer season weather, attractive landscapes
and an appealing artistic and cultural heritage – both historic and contemporary,
manifested through well-preserved literary monuments (Anne of Green Gables) and
a flourishing arts scene. All these combine with the rich colonial built heritage of
Charlottetown and a cuisine based upon the rich harvest of shellfish and other
seafood and local farm cultivation to create what is widely perceived as a quality
destination product.
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Where the accommodation product is concerned, reinvestment in independently
owned properties, offering the visitor the opportunity to connect with real islanders,
is most important. This may need some form of incentive to ensure the sustainability
of such mainly family-owned establishments which are crucial to delivering real
islander experiences, given that many older operators report extreme difficulty in
selling on their businesses to other islanders, and that commercial banks are
perceived as being highly reluctant to provide medium to long term finance to
tourism businesses. Research is required to establish changing consumer
expectations with regard to accommodation offerings.
A challenge where food and dining is concerned is to make available some of the
same quality and breadth of dining experiences present in Charlottetown in other
parts of the island outside of high season. “Foodies” seek a range of eating options
within close proximity of an accommodation base, so are likely not to venture far
beyond the provincial capital other than the relatively small number who can be
accommodated for short stays at destination “inns”. Intensive promotion of the small
selection of authentic Island flavour options in rural areas may be the best
mechanism to attract enterprising chef-proprietors who see an opportunity
generated by excess demand.
The island’s visitor attractions are insufficiently developed. The economics of
providing, or subsidising, attractions when there is a small local population are
challenging, so the responsibility where educational, heritage and cultural based
attractions are concerned must fall, in significant measure, to the Federal and
Provincial Governments. PEI is getting solid attention from Parks Canada and the
funding programmes of Canadian Heritage received favourable mention from a
handful of operators, but there is a clear demand for speedier and more locally-
based yet transparent decision-making. One “missing” is the lack of a state-of-the-
art interpretive centre to explain and present the province’s intriguing history.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Festivals and event creation have sometimes been seen to be a major answer to the
challenges of extending the product portfolio and lengthening the season. The
quality of both the concepts and the realisation of such newly or recently-created
events have varied enormously. There have been cases of events being extensively
supported where existing vacation traffic was negatively impacted. Properly
planned and executed events can bring major benefits to destinations which are off
the beaten track for most mainstream tourism. However decisions with regard to
public funding support for festivals and events are best taken when they are informed
equally by the commercial good sense of the entrepreneurs who are likely to benefit
but also by specialist expertise from an external media and publicity impact
measurement perspective, which can remain independent of narrower local
interests.
Given its superb coastal and rural environment PEI up to now has offered a surprisingly
thin portfolio of outdoor soft adventure. There has been too great a degree of
attention on golf as a potential generator of specialist incoming visitors. While the golf
product needs to be maintained and highlighted where it is distinctive, an entire
range of soft adventure product needs significant development, much of it water-
based but also including medium and long distance cycling and equestrian trekking
and countryside exploration.
The concept, in particular of adventuring experiences incorporating “tip-to-tip”
discovery of the island holds a very immediate appeal to many involved in the
industry, both within and without the island.
The principal perceived diversification opportunities to the established beach and
coast tourism market in recent years have been in golf (there are 16 actively
marketed golf courses2 on the island) and in meetings and incentives.
The density of golf courses is a considerable advantage. However, other than
Crowbush, the courses are not sufficiently well-known, to even specialist golfers,
outside the Maritime Provinces. Without a high profile circuit of signature courses, it is
very difficult to attract those who travel specifically to play golf. Even the removal of
one other significant perceived deterrent, the assumed difficulty prior to 2016 and
the initiation of larger jet (A319) service for air-borne golfers to bring their own clubs,
may not notably impact the sector.
In the context of continuing stagnation, at best, in the Canadian and East Coast USA
golf market and the huge investment which would be required to raise awareness
levels, an immediate improvement in this product’s performance appears unlikely.
2 PEI has more courses per capita than anywhere else in Canada, 13 of which are full 18-hole courses, with one of
these featuring 27 holes. The product marketing group, Golf PEI, has 16 members. One course, The Links at Crowbush
Cove, Morell, adjacent the National Park on the North Shore, is one of three Atlantic Canada courses ranked in
Canada’s Top 30 by Golf Digest. All but one of the Golf PEI courses is within a 45 minute drive of Charlottetown. There
are approximately 12 other courses with very modest infrastructure principally catering to localised usage
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Many industry operators are, nonetheless concerned that Nova Scotia, in particular,
has been slicker in its approach to marketing golf than has PEI.
The ongoing performance and potential of the meetings and incentives market has
been recognised insofar as a special Destination Product Management Organisation
(DPMO) has been created, termed Meetings and Conventions PEI (MCPEI), which is
supported by 180 members paying fees, an accommodation levy in Charlottetown
and funding through TPEI/ACOA. MCPEI have focused on small to mid-size national
association meetings (up to 1200 delegates). National meetings offer considerable
potential, and conferences and meetings which draw much of their attendance
from Atlantic Canada are less dependent on improvements in air connections.
3.3.3. Markets and Marketing
The overall impression of current PEI marketing is that it presents a rich summer-time
product, without a very strong brand positioning on what are the most unique and
motivational aspects of PEI. Targetting is quite well refined and focusses on nearby
Canadian and United States provinces and states. There is a good use of marketing
partnerships in more distant markets, although, understandably, small resources are
devoted to this. Only one third of leisure visitors use the Island as a main holiday base:
two thirds are combining it with other Maritime Provinces.
The activities being funded by Tourism PEI could be refined further to distinguish
between visitor servicing (which should perhaps be expanded/refocussed to include
training on delivering service and brand values), and actual marketing to attract
visitors to PEI and to return again.
The resources devoted to visitor servicing are very considerable, with the extent and
resourcing of visitor information centres and “island welcome centres” being at a
level unparalleled in most similar destinations. The island has no fewer than ten such
centres, while other information outlets are also provided at interpretive centres, such
as at North Cape. Much of the material distributed in these centres consists of small
mini-brochures and small flyers produced by individual hotels, camping sites and
other micro-enterprises. TPEI encourages this proliferation of printed material by
providing free stocking and distribution, yet the impact for all in generating additional
business is likely to be minimal to zero, as the visitor is overwhelmed by a “forest” of
lookalike offerings.
In terms of actual marketing, a great deal is being accomplished by Tourism PEI,
Meetings & Conventions PEI and others on modest resources. However overall targets
set in 2010 have not been met, notwithstanding a very encouraging performance in
2016.
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There may be scope to use marketing to encourage existing visitors to stay longer
and return more often, but products need to be improved to make this happen. To
maintain existing markets, attract new markets and grow the cake, tourism will need
more resources. The issue of extending the season to help make tourism more of an
industry that can support full time, professional jobs, needs to be considered as a
possible strategic objective, although not at the expense of the peak: At present
Tourism PEI marketing appears very much focussed on the ten-week peak.
The meetings and conventions marketing initiative appears to be quite strategic in
this regard and should help to attract new, high spending business if air access can
be continuously improved.
Golfing is also a traditionally strong product with good visitor spend, but with intense
competition and a shorter season than meetings, conventions, incentive and
exhibitions (MICE), and events. The concept of luxury winter weekends based around
good food might also have potential in nearby markets, if the industry can offer
attractive and imaginative packages. PEI has a particularly good indoor arena
infrastructure (with examples such as Credit Union Place in Summerside) yet on an
organised province-wide basis appears not to have a structured programme to
source and facilitate sports tourism happenings.
The movement towards specialist marketing directed at specialist segments (golf,
cruise, meetings and conventions) is welcome but under-resourced partly due to the
small industry size. Tourism marketing in general appears under-resourced when
compared to the industry’s estimated contribution to the economy, even leaving
aside its potential for growth.
The role of Tourism PEI as an overall strategic body needs some refining. Some
activities could perhaps be delegated to local municipalities, particularly in relation
to servicing visitors’ needs while on-island. These organisational issues are further
elaborated upon in Section 5.1.
The shift towards e-marketing is in line with current best practice in North America,
but the industry needs to adapt its own marketing to be less reliant on print. The
Tourism PEI website will remain a key asset, but requires overhaul to better sell the
island’s key strengths and offer the consumer a more experiential and stimulating
experience. There may be potential to develop it as a more inclusive web portal.
3.3.4. Access
The critical element of access transport infrastructure impacting the tourism industry
in PEI is the Confederation Bridge linking the island to New Brunswick. However in a
context where traffic volumes on the bridge have been virtually static for some time,
marketing activity by the bridge operating company (Strait Crossing Bridge Ltd)
appears to have largely ceased, which is a concern, as is the lack of wholesale
pricing given the major unused capacity for much of the year.
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It is strategically most important that the car ferry service from Nova Scotia is
maintained and used as a means of building more packaged and inclusive tour
vacations. Industry operators who are working hard to attract touring visitors from
further afield than the neighbouring provinces have understandable concerns about
longer term commitment by the authorities to maintaining the service in the light of
recent unavailability of craft at times. Reassurance in this regard is essential.
Welcome steps have previously been taken to render the ferry experience more akin
to an entertaining cruise. This approach merits continuation and further innovation.
Air service development is hindered by the very small size of the local originating
market and the nature and seasonality of the tourism product. In terms of developing
the Meetings and Conventions market, a priority should be to build up the current
level of service from Montreal, given that Toronto now has full jet service. Strong
support for the airport’s marketing arm, which has already delivered healthy growth
in capacity, needs to be continued. However the seasonal factor alone will continue
to deter new entrants. This is not to downplay the continued importance of strong
collaboration with the airport, Air Canada, and other carriers, but purely to recognise
that, in terms of immediate “wins” the energies of many key stakeholders in the
tourism industry are better directed elsewhere.
3.3.5. The Operating Environment
Where labour force supply for the industry is concerned the most immediately
pressing issues which need to be addressed primarily affect seasonal coastal
operations, and their need to ensure a good quality supply of Summer season
operatives.
The responsibility for labour force development appears at present to be somewhat
too disparate. It is not a role which should not be left entirely to an industry
association, even though an association such as TIAPEI can and does make a
significant contribution to promoting training and professional development. In other
jurisdictions government normally takes on this responsibility, given that both
education and employment policy are seen to fall clearly within the governmental
ambit. Succession planning within many of the smaller-scale hospitality businesses in
rural areas is also becoming an issue which may need some tax code or other
modifications to encourage the continuance of family businesses.
Industry decision-makers also need to be better served by relevant clearly
communicated market research. The provision of statistics should not be confounded
with the need for actionable research. There is, in particular, an absence of
information regarding those consumers, who, while having the socio-demographic
characteristics of the defined target market, are not receiving or receptive to
messages encouraging them to travel to PEI.
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Only good quality and well-designed qualitative research can help to address this.
While good quality qualitative research may be prohibitively expensive for PEI on its
own, a shared approach (as has been the case for some quantitative research
promoted by ACOA) with the other three Atlantic provinces would likely yield benefits
to all in growing travel from outside Atlantic Canada to the region. In particular, we
would also urge implementation of the recommendations in the 2015 Research
Model report by Tourism Synergy Ltd (available on the PEI Tourism Matters website)
undertaken as part of a review of research requirements by TIAPEI and provincial
government.
Shared research carries a risk in that the best resourced may “highjack” the most
innovative concepts which emerge. However if one accepts that innovation is
generally driven by research and budgets on a solo basis are proving insufficient to
fund the types of research needed, then cooperation makes eminent sense.
Cooperative models for funding and undertaking tourism research are well
established in other multi-territory contexts as, for example, in the Pacific Asia Travel
Association (PATA) and the European Travel Commission (ETC) and its Scandinavian
partnership.
3.4. Moving from Weaknesses to Strategic Recommendations
The Strategic Plan for Tourism 2021 has been designed to:
Overcome the weaknesses observed in the development, delivery,
organization and marketing of the island’s tourism offering
Capitalize on the assets suitable for tourism use by addressing these
weaknesses and converting them into clear and realisable opportunities
Establish strategic objectives identified
Translate these objectives into a series of recommendations and action points
related to organisation and management, product development, marketing
and promotion, access and infrastructure, human resource development and
funding.
This final report sets out an overall framework of the strategic process from
weaknesses through opportunities to strategic objectives and recommendations.
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4. Vision, Strategic Principles and Objectives
Having reviewed the existing state of play in PEI’s tourism industry and the key
challenges which have emerged from the research and the situation analysis, we
now need to set out a vision for the sector five years hence. Bringing this vision to
fruition will be dependent on clearly articulated paths to progress in the development
of the island’s tourism product, the marketing employed and the operating
environment within which the industry functions.
4.1. Vision
Taking these considerations into account, the following key points and principles will
be used by the industry to develop an appropriate vision statement for tourism in PEI
in early 2017.
Vision Statement/Key Points and Broad Principles
Positioning
Premier maritime
Island destination
Living cultural heritage
Authentic experiences
Best-in-class customer service
Markets
Sustain family market
Appeal to activity/special interest markets
High value markets – US and international
Economic Contribution
Tourism growth
Development of value added products
Focus on quality and diversity
Extended season
Increased yield
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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4.2. Strategic Principles
4.2.1. Partnerships, Collaboration and Cooperation
One of the basic tenets of tourism area policy setting and strategic planning is that
tourists do not recognise administrative boundaries in their choice of itineraries: their
dominant concern is to pursue their interests. This can represent a challenge where
the organization responsible for landscape management – especially natural
features such as coastlines – rests with different administrations.
This issue is of particular relevance in respect of PEI’s three Coastal Drives. The current
approach to branding and promoting three separate drives has resulted in
fragmentation and avoidable competition. Such competition between
regions/coastal drives has resulted in a lack of product familiarisation and in poor
linkages. As a consequence, PEI is not realising its full potential.
Successful and sustainable tourism development will not occur without close liaison
and cooperation between tourism agencies, the municipalities and other public
bodies which share the resource. Such development is also heavily dependent on
the support of the residents of the destination that hosts tourist visitation. Unless there
is widespread assent from the local communities to the forms and scale of tourism
development and activity, PEI could gain the reputation of being unwelcoming. In
such circumstances, tourism demand is likely to falter. The resident population should
be active partners in PEI’s tourism, both as providers and operators of services, and
as patrons for the various tourism products operated in the island.
There is also a need for cooperation between the public sector and private sector.
Finally, in order to maximise the potential of any destination, collaboration between
private operators is also an important prerequisite. Therefore, partnership and
collaboration is required at three levels:
Public:public
Public:private
Private:private
Tourism is undertaken by the private sector. Investment conditions have to be
sufficiently attractive to the private sector to stimulate the development of
attractions, activities and facilities catering for tourists. That entails both positive
policies from the public sector towards tourism product development, and fully
joined up thinking and collaboration between all public sector bodies. Private sector
businesses also work productively with administrations in designing and delivering the
destination marketing brand, positioning and communications. Marketing
collaboration between PEI’s private sector stakeholders and government agencies is
essential. Without full engagement and involvement by the private sector public
sector marketing activity risks losing considerable relevance and impact.
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4.2.2. Product Development based on Flagships, Clusters, Trails/Circuits and
Events
Tourism product development is most effective when planned projects are prioritised
in a pyramid fashion according to scale and significance in terms of attracting tourists
to the area. At the top of the pyramid are flagship projects, those that are attractors
to the destination in their own right.
Further down the scale – though of no less importance for the communities of the
areas in question – are clustered developments and tourist routes (or circuits, trails or
corridors, depending on terminology). All these development require supporting
initiatives such as signage, visitor information access points etc.
In order to attract more tourists to a destination, induce them to stay longer, and be
convenient for tour/ground operators, various sites and attractions have to be
combined or linked in one area. It is necessary to develop a product that effectively
integrates sites, attractions, events, activities, and associated accommodation. This
clustering of sites and the development of routes involves developing, packaging
and showcasing attractions and authentic products (crafts, events, services,
products, experiences) on routes to achieve a strong appeal.
The overall concept for PEI aims to establish and promote a strong flagship attraction,
with appropriate signage and interpretative information that forms strong linkages
with tourism sites and attractions, protected areas, visitor information points,
community projects, events, and related experiences.
There is then the need to integrate all these elements, in terms of:
Delivering product experiences,
Raising awareness about exploring and discovering PEI as a destination,
and,
Marketing and promoting the destination.
4.2.3. Market Positioning and Targeting
Success for a destination is the accurate targeting of its tourism products to those
market segments to which they will appeal. A destination brand positioning
statement is needed to guide its brand communications strategy to attract the
segments identified as representing the greatest potential. The positioning statement
outlines the strengths and associations that make the brand not only different but
also meaningful to the target segments. As such, it drives the proposition.
4.2.4. Best Practice Exemplars Aligned to Proposed Positioning
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The proposed re-positioning of PEI as presented in section 5.3 will manifest itself
through a series of interventions designed to optimise visitor use, experience and
appreciation of PEI’s distinctive natural environment and unique cultural resources.
The best practice exemplars presented by TDI in Stage 1 – Situation Analysis illustrate
the importance of:
Partnership of Government and Industry as essential to the development of
tourism
Putting in place an ambitious yet achievable Vision
Providing effective leadership through streamlined organisation.
The creation of product development initiatives of scale capable of achieving
high brand visibility.
An integrated approach to information and communications
A preparedness to subjugate narrow territorial interests for the greater benefit
of the wider destination.
4.3. Industry Engagement
The future success for PEI lies in a fully integrated approach to developing tourism.
This will ensure the ability for all stakeholders to collaborate and understand their role
in this process. The PEI Tourism Strategy’s Working Group consisted of representatives
from government and industry, consultant expertise and extensive industry input. This
group of leaders has moulded industry consultations into a 5-year strategy that
establishes a number of priorities and broad actions to guide the development of
PEI’s tourism industry. It outlines strategic directions that need to be addressed to
build this sector and increase its economic value.
The first steps to success demand that tourism stakeholders play a vital role in guiding
and developing PEI’s industry to its fullest potential. Their commitment to be actively
engaged will define how turning this strategy into reality, practically happens. Each
and every stakeholder involved brings a wealth of knowledge and experience that
can have a tremendous impact on the tourism industry as a whole.
Understanding that industry and government leaders are equipped to initiate real
change by closely following the five year strategy is crucial. They need to explore,
analyze and discuss the strategic directions and their key actions on a go-forward
basis. The commitment the Tourism Industry takes in this process, will define operating
guidelines, how challenges will be met, and advance this sector’s future prosperity
and sustainability.
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Private Public Leadership is a priority in PEI’s fragmented and somewhat
uncoordinated tourism industry. There is a need for more detailed information
pertaining to clarification of roles and responsibilities.
Industry needs to continue to be engaged in the process of addressing the
organizational issues that exist.
4.4. Objectives
Within this overall vision, some major objectives can be stated as follows:
Creation of unique, high quality visitor experiences that are increasingly
in demand by travellers now moving into the socio-demographic
segments which most readily targetted by PEI, based on the island’s rich
mix of cultural and natural product;
Strengthen data collection and market research capabilities, using where
possible cooperative and strategic alliances, to better understand and
communicate the demands and preferences of emerging key markets;
Use that research and a more efficient and effective utilisation of funds
for marketing to optimally target and communicate with these markets
and raise awareness of PEI as a best-in-class tourism destination;
Streamline structures and reduce unnecessary duplication and
administrative burdens which negatively impact the industry;
Ensure a committed, skilled and professional industry leadership and
workforce to help attract the requisite investment from both public and
private sources to deliver growth;
Improve visitor services, from transportation to accommodation and
interpretation, to fulfil the promise of those expanded and more targeted
marketing efforts, and ensure positive social media presence, “word-of-
mouth” advertising and repeat visits.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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5. Strategic Recommendations
PEI is a ‘good’ destination but is has the potential to become a ‘great’ one. Scope
for improvement exists across the board. Therefore, TDI proposes a range of strategic
interventions across 5 pillars. Research and collaboration will play an important cross-
cutting role across each pillar.
The five pillars of the proposed tourism strategy for PEI are:
This section of the report provides a description of each of the proposed strategic
interventions.
5.1. Pillar 1 – Leadership - Institutional Architecture and
Responsibilities
The lead organisation for tourism marketing in PEI is the provincial government’s
Department of Economic Development and Tourism, and particularly its Marketing
Communications, Sales and CRM Division (Tourism PEI or TPEI). TPEI depends heavily
on ACTP for marketing overseas and in the US, often in partnership with Destination
Canada. However the Tourism component of this department of government is also
charged with other more regulatory, administrative and ownership functions,
including direct control of product such as golf courses and parks with beaches,
which in total engage more than the employee numbers within the Tourism sections.
Co
lla
bo
ratio
n
Re
sea
rch
•Leadership - Institutional Architecture and ResponsibilitiesPillar 1
•Product Development - Offering Authentic ExperiencesPillar 2
•Market Positioning and CommunicationsPillar 3
•Access and Infrastructure FacilitationPillar 4
•Human Resource PrioritiesPillar 5
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Outside of TPEI there are various province-wide product marketing bodies, mostly run
by non-profit entities. Most of these are funded by the ACOA, government and by
members. The most active of these are Meetings and Conventions PEI (MCPEI) and
Golf PEI, however various other groupings have been brought together to market
such areas as food, arts and heritage, sports and other tourism-related areas. There
are also membership-based Regional Tourism Associations (RTAs), some of which are
heavily dependent on TPEI for funding, with single locally-based employees.
Another aspect which is virtually unique to PEI is that the provincial responsibility for
tourism market research has been shared WITH the industry representative body,
TIAPEI.
In addition, TIAPEI plays a major role in strategic planning and industry
communications, as well as undertaking the representational, commercial
relationship and human resource/professional development programmes which are
generally common to industry associations throughout Canada.
The current architecture and division of responsibilities has not significantly changed
in the past two decades, other than for a minor rationalisation of RTA structures in
2011.
For a province which has but a small fraction of the population, industry structure and
resources of other Canadian provinces, it would not be surprising for government to
wish to both devolve as much as possible of the responsibility for promoting tourism
onto the shoulders of the industry operators themselves and to seek to streamline
such promotion to the greatest extent possible. However, government funding, at
both the Federal and Provincial level has, to a considerable extent, had the opposite
effect, in encouraging a plethora of organisations and administrative procedures.
Within government, tourism promotion has been assigned within a department with
a mix of predominantly financial and regulatory functions, and is contained within a
rather old-style civil service-type structure.
In line with the vision for PEI tourism into the next decade, significant institutional
architecture changes are proposed.
TDI’s considered view is that a more independent Destination Management
Organisation for Prince Edward Island should be established. This organisation, for
which a working title of Visit PEI is used here, would have responsibility for research,
product development and marketing and would operate with a guaranteed level
of government funding support. Such a level could be calculated on the basis of a
fixed percentage of sales tax on gasoline sales. Government support for core
ongoing marketing activities by Visit PEI should be supplemented by a private sector
levy payable by all accommodation and other hospitality outlets on the island.
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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Visit PEI would, in addition, gather funding for specific targeted promotions with
individual identified beneficiaries to whom traffic would be directed.
The non-marketing functions of the current Government department, including
statistics, evaluation and policy issues should remain within the standard civil service
structure, outside of Visit PEI. However, market research as an essential component
of marketing decision-taking and after-sales or visitor servicing coordination should
reside within Visit PEI.
On the industry side there is a strong case for the streamlining of TIAPEI so that it has
a clear advocacy role as a representative and professional development body for
the main constituent groupings within the island’s tourism industry. The following
verbatim quotations were recorded in the Local Operators Survey:
‘TIAPEI needs to represent the private operator. TIAPEI is too close to
government. TIAPEI has a serious membership issue which means it is not
representative at this point of the industry. This needs to be rectified
immediately or it may give rise to another group.’
‘Industry must lead the realignment of TIAPEI to fully represent the industry's
needs to the department, not just bringing the department's initiatives to the
industry.’
The short to medium objective should also be to reduce other regulatory and
administrative burdens which no longer bring significant consumer benefits.
Removing the necessity for classification fees (e.g. Canada Select) for the
accommodation sector, and the perceived obligations to pay a variety of other fees
(regional marketing and TIAPEI) would, in our view, help gain acceptance for modest
levies to part-fund Visit PEI and for common defined-interest membership groupings
(e.g. a B and B Association or a Restaurant Association).
Prince Edward Island Strategic Plan for Tourism 2021 – Final Report
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5.2. Pillar 2 - Product Development - Offering Authentic
Experiences
The need for PEI to adopt a clear market positioning focussed on its distinctive island
culture and coastal environment is presented in Section 5.3. Along with market
positioning, there is also a requirement to promote a range of products and
experiences that will draw visitors to the island.
5.2.1. Development Strategy
The product development strategy for PEI will be firmly rooted in the island’s core
strengths and will comprise a combination of interventions including product
consolidation based on existing products (i.e. beach and family activities) and
product diversification involving new product development. In line with the Vision,
the strategy will prioritise authenticity in all of the island’s product offerings.
The development strategy underpinning the vision for PEI envisages a mix of proven
approaches to tourism product development. These include:-
‘Flagship’ tourism project
Nature based/soft adventure activities
Major product development initiatives (including creation of ‘trails’, ‘hub’
and ‘clusters’)
Supporting Initiatives
Flagship Tourism Project
Tourism product development is most effective when planned projects are informed
by research and prioritised in a pyramid fashion according to scale and significance
in terms of attracting tourists to the area. At the top of the pyramid are flagship
projects, those that are attractors to the destination in their own right. Where PEI is
concerned, the development of a flagship tourism project should take into account
findings from exit surveys which indicate that car touring is a top activity for visitors to
the island.
A central component of a destination’s differentiation is often a flagship tourism
initiative. Flagship tourism products are those with such strong market appeal that
they determine the travel decision and choice of destination. Their role is, therefore,
vital to destinations. Once a destination has at least one flagship attraction, all
elements of the tourism sector can benefit. Extra demand is generated for the
accommodation sector as flagship product visits typically involve an overnight stay
in the destination. Other destination attractions and facilities also benefit through
increased patronage and custom, and from the destination awareness generated
by the presence of the flagship. The economic benefits to a destination from a
flagship tourism development can, thus, be extensive.
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A ‘flagship’ tourism initiative can take the form of the development of a major new
attraction, a ‘cluster’ initiative, a major event or the development of a significant
‘destination experience’.
Nature-based/soft adventure activities
Nature-based tourism is any type of tourism that relies on experiences directly related
to natural attractions where the main focus is on nature and on encountering nature
first hand. It emphasizes interpretation about local culture and history in an authentic
setting. For many travellers, ‘getting in touch with nature’ provides the ultimate
holiday experience.
Companies offer interesting, exciting and authentic experiences for tourists, with an
opportunity for connection with nature as the main attraction, through its pristine and
natural environment. Interest has exploded in this type of experience3 so much so
that it has become the ‘Norm’ to travel to a destination and expect to find market
ready soft adventures being delivered by trained guides.
Tourists are looking for experiences that are unique and memorable. They want to go
off the beaten path or behind the scenes. Because of hectic lifestyles many are
looking for renewal on their vacations. Authenticity is also about allowing the traveller
having time for personal discovery and reflection. Experiences that bring guests to a
natural area in search of wildlife or a visit to a coastal village to share in music and a
local meal allow the traveller to make a connection to the environment and feel that
destination’s essence.
Adventures that focus on the essence of nature, connections with community
traditions, interaction with the environment that are fun and meaningful are a natural
fit for the destination’s market.
The adventure tourism niche market that fit this profile really comes from the overall
mass market, but has more interest to those tourists who seek to observe wildlife in
their natural habitats and in the solitude of natural areas. Birdwatchers can also find
some very accessible places to see migrating sea birds, protected species and
marine mammals. For many a chance to visit to a breeding colony or take a coastal
day tour highlighting unique endangered birds in their natural habitat is a sought after
experience. This might include wildlife photographers, birders seeking to add to their
‘life list’, and societies and clubs devoted to wildlife viewing and conservation.
3 Tourism Review
http://www.tourism-review.com/travel-tourism-magazine-adventure-tourism-market-the-value-of-the-industry-is-
growing--article2304
USA Travel Activity and Motivation Survey
http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-
knowledge/TAMS/US%20Outdoor%20Activity/tams_U.S._soft_outdoor_adventure.pdf
Canadian Travel Activity and Motivation Survey
http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-
knowledge/TAMS/Canadian%20Travellers%20Outdoor%20Activity/tams_Canadian_soft_adventure.pdf
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There are also people seeking to relieve the stress of daily life in an environmental
setting which they perceive as providing serenity and solitude. This market segment
is looking for a sense of personal achievement and exhilaration from meeting the
challenges and potential risks of outdoor sport activities. As well as the culture and
heritage tourism niche, there are those who want to experience personal interaction
with the lives and traditions of native people, learn more about a historical topic that
interest them, or personally experience historic places and artefacts.
Major product development (including creation of ‘Trails, ‘Hub’ and ‘Clusters’)
The clustering of activities in a well-defined geographic area or related to a theme
can also be an effective form of tourism product development. In order to induce
visitors to stay longer in a destination, various sites or attractions have to be combined
or linked in one area. In certain circumstances, it will be necessary to develop new
products (facilities and/or activities) that effectively integrate existing attractions,
activities, events in the destination. Such intervention is particularly important where
a major cluster also serves as a ‘tourism hub’.
In certain areas where there exists a logical sequence in the form of an established
waterway, pathway or trails, the development of themed routes can be an optimal
form of development to bring the benefits of tourism to communities which might not
otherwise be visited.
Supporting Measures
The creation of Festivals and Events (based on the distinctive culture of a destination
or sporting event or a specific interest with national or global impact, e.g. a movie
festival) represents a form of tourism product development that can play a strategic
role in extending the tourism season in the destination. PEI already has the physical
infrastructure in the form of theatres, halls, outdoor spaces and multi-purpose event
centres to cater for a far wider range of events (cultural and sporting) than currently
available. As there are excellent indoor venues, shoulder season tourism is thus
facilitated and prioritised.
PEI is home to two major outdoor event centres; The Cavendish Beach Event Centre
and Charlottetown Event Centre. Both offer significant opportunities for shoulder
season events development.
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5.2.2. Product Development Initiatives
Having regard to the overall product development strategy and framework as set
out above, TDI proposes the following product development directions for PEI:
Prince Edward Island Product Development Recommendations
FLAGSHIP TOURISM PROJECT – PEI COASTAL CIRCUIT
The ‘flagship’ product developments initiative for PEI will be the PEI Coastal Circuit. It
should be noted that the latter name is a ‘working title’ (See Brand Development
below).
The PEI Coastal Circuit represents an exercise in product consolidation based on the
three existing PEI scenic drives – Central Coastal Drive, North Cape Coastal Drive and
Points East Coastal Drive. New product and infrastructure development will also be
required as part of this project. On completion of the product consolidation and
development process, the PEI Coastal Circuit will also be a marketing platform and
will become PEI’s leading experience brand with significant market appeal.
The PEI Coastal Circuit will be a single contiguous route of 1,000 km along the entire
coast of Prince Edward Island. It will incorporate all major towns, ‘must see’ attractions
such as Anne of Green Gables and the PEI National Park at Greenwich, and points of
interest along the coast. It will be a destination initiative of scale designed to have
high visibility in PEI’s main markets.
Flagship Tourism Project
PEI Coastal Circuit (taking in existing locations, attractions and the major
initiatives proposed below)
Major Product Development Initiatives
Soft Adventure Activity Initiative
First Nations – Mi’kmaq Sustainable Tourism Initiative
Waterfront Development Initiative
Confederation Trail Facility and Linkage Development Initiative
June/Spring Initiative
Culinary Tourism Initiative
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The PEI Coastal Circuit is much more than a touring route. Consistent with its flagship
status, it will become the platform through which PEI can ‘showcase’ other products
– soft adventure, First Nations, Mi’kmaq Sustainable Tourism Initiative, and Culinary
Tourism.
Perhaps most importantly, the PEI Coastal Circuit will be a highly effective destination
marketing platform for private operators and a stimulus for new tourism entrepreneurs.
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PEI Coastal Circuit
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43
In proposing the PEI Coastal Circuit as the flagship product development initiative, key
goals are as follows:
Increase visitor numbers to PEI, extend the tourism season and extend
visitor dwell time.
Create a visitor experience capable of playing a key role in the
differentiation of PEI as a unique and distinctive island destination.
Reinforce the particular strengths and characteristics of PEI’s coastline
while offering visitors a compelling reason to visit.
Establish a tourism product/experience of critical mass and address issue
of product fragmentation.
Enhance linkages between existing attractions and facilities.
Establish a platform for PEI, current tourism enterprises and product
providers to ‘showcase’ their offer (i.e. family attractions, arts and crafts
etc.).
Establish a platform for major (new) product development initiatives (such
interventions are far more likely to have an impact as part of a ‘cluster’
initiative)
Assist in the spatial spread of tourism by directing visitors across the island
from tip to tip.
The PEI Coastal Circuit is an exercise in product development, product consolidation
and branding similar to the Wild Atlantic Way in Ireland. The latter project has been
very successful.4
4
http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/2_Develop_Your_Business/Key%2
0Projects/Wild-Atlantic-Way-Operational-Programme_1.pdf
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Wild Atlantic Way - Ireland
The Wild Atlantic Way was devised as a new ‘experience’ and ‘destination’ by Fáilte
Ireland, the Irish Tourist Board, to present the West Coast of Ireland as a compelling
international tourism product of scale and singularity. It is an over-arching brand which
individual destinations and businesses can trade collectively with much greater
potential visibility and clarity of message in the international marketplace.
The Wild Atlantic Way brand is manifest, in the first instance, through the identification
of a coastal touring route which joins up a number of pre-existing routes as well as a
large number of towns and villages, attractions and experiences along the west coast
of Ireland. However, this branded touring route is only intended as the ‘magnet’ to
which visitors will be drawn, but once in the west, their behaviour is likely to reflect that
of the majority of visitors that currently visit the West of Ireland. The project has been
very successful.
Standardised Signage
Wild Atlantic Way
Passport provides a
memento of the visit
and to encourage
repeat visits to other
parts of the Wild
Atlantic Way
Wild Atlantic Way App has
information on places to see,
where to sleep and eat,
festivals and events. Visitors
can search by geolocation
to discover what’s
happening nearby right now
Failte Ireland - Wild Atlantic
Way HD - YouTube
https://www.youtube.com/wat
ch?v=PIzU6Vhpzyw
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The Bas Saint Laurent Gaspésie Tour in Quebec is another successful scenic tour. While
the tour is promoted under a single brand name – Gaspe Loop, 10 regional itineraries
are offered to visitors. Each regional itinerary offers visitors the opportunity to explore
the unique attractions, towns, villages, cultural and heritage, food and retail and
opportunities for activity participation5.
Other successful touring routes/destination brands include the Great Ocean Road
(Australia)6, the Garden Route7 (South Africa) and the Big Sur8 (California).
The following implementation steps are proposed:
Public Consultation – To be carried out in all regions with the objective of
promoting ownership of the concept and collective stakeholder decision-
making.
Brand Development – The concept of the PEI Coastal Circuit is both a touring
route and a brand. The current name PEI Coastal Circuit is a working title only.
As a first step, further work will be required on the proposition and brand
development.
Route Identification – Review existing (regional) driving routes and evaluate
route options to include major towns, tourism centres and attractions.
Way Finding Strategy – Devise signage (to reflect branding) and prepare
signage strategy. Implement signage along designated route.
Discovery Points – Undertake audit of ‘stop-off/discovery points’ along the
circuit. Prepare infrastructure and interpretative plans for discovery points.
Marketing and Communications Plan – Prepare and execute marketing and
communications plan.
5
www.quebecmaritime.ca/en/road-trips-and-getaways/the-bas-saint-laurent-gaspesie-tour 6 www.visitgreatoceanroad.org.au/ 7 www.gardenroute.co.za 8 www.myscenicdrives.com/drives/california/big-sur-coast
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Grand Tour of Switzerland
The Grand Tour of Switzerland was launched by Switzerland Tourism in March 2015.
The route covers more than 1600km around the country, and exposes travellers to
different sides of the country including the highest point of 2429m (Furka Pass), the
lowest point of 193m (Lake Maggiore), 22 lakes, 11 UNESCO World Heritage sites, five
alpine passes and all four language regions.
With driving time of at least 5 hours a day, Switzerland Tourism recommends that
visitors take at least 7 days to complete the core route.
From the end of March 2017 onward, an extensive network of charging stations will
electrify the entire route, making it an ideal road trip for electric vehicles.
Photo Stops
Each photo spot also
provides information on the
special features of the
location and gives you the
opportunity to put yourself in
the spotlight in a light-
hearted way.
Snack Box
The Snack Box is available at
every sales outlet along the
Grand Tour and can be
refilled with typical regional
specialities at any point
along the way.
Swiss Mag App and
ebrochures on every
aspect of the Grand
Tour of Switzerland
Swiss Coupon Pass
“2 for 1”-offers for
restaurants, entrance
to attractions and
souvenirs along the
Grand Tour of
Switzerland
Standardised Signage
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Major Product Development Initiatives
The other major product development initiatives proposed are as follows:
SOFT ADVENTURE ACTIVITY INTIATIVE
For many of today’s travellers the focus of their vacation experience is not the
destination, but their discoveries along the way9. As the majority of PEI’s guests
interact with the landscape, the people, and nature, almost all of these visitors
can be considered soft adventure travellers, A tourist may take a couple of days
to hike the Confederation Trail, a couple of hours coastal kayaking or an afternoon
walking a quiet beach, but whatever the activity or level of effort, this traveller
leaves with stories to tell.
PEI is an experience, not a product and the goal of many visitors when in PEI, is to
have an authentic island experience. The activities offered therefore should be
aimed at ensuring PEI delivers this. Creating these memorable travel experiences is
the key to delivering on the provincial brand promise. Soft adventure activities can
bring PEI’s brand to life based especially when used in conjunction with cultural
heritage and delivered by islanders themselves.
Canada is a world leader in water based tourism experiences and historically
Prince Edward Island was and is built on ‘water’. It was an integral part of PEI’s First
Nations’ heritage and early European settlement. Being Canada’s ‘Island
Province’, PEI’s tourism industry is heavily influenced by water as its visitors have
played on its shorefront for decades.
There is opportunity to build on the “consumptive” activities that are presently
being offered on the island. One such example is the coastal sport fishing market.
The seasonal concentration and uniqueness of fish species and the relatively high
probability of harvesting them are very appealing to these anglers. The
abundance and visibility of the lobster fishers in PEI who, in early season, daily
motor around the coastline checking their lobster pots offers opportunity for those
interested in experiencing a true ‘Day on the Bay life of a Lobster Fisher’. This has
greater potential if the proper training is offered to ensure an authentic safe
experience by licensed guides.
These soft adventure guided tours, such as kayaking to view wildlife or
experiencing a nature walk, often rely on an informed guide to explain what is
being seen, whether flora, fauna, geology etc. Interpretation by guides is about
making the experience interesting, with facts and information creating a memory
of a visit. Interpretation should help use all senses to create a memorable moment
and a good guide translates nature in a way that is of interest to the visitor while
sharing knowledge of the region.
9 Adventure Travel Trade Association 2016 Adventure Tourism Development Index
http://www.adventuretravel.biz/store/2016-adventure-tourism-development-index/
Attracting and Serving the US Adventure Traveler
http://www.adventuretravel.biz/store/attracting-and-serving-the-us-adventure-traveler/
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PEI’s coastline is ideal for active adventures that highlight natural wonders and
water. In many ways this is at the foundation of the PEI tourism experience. This
coastline offers unparalleled economic and tourism opportunities. In the next 5
years PEI has an opportunity to leverage its coastal environment to become a key
influencer on which much of the tourism infrastructure is built and dependent on.
An opportunity exists for PEI National Park to support the development of soft
adventure in PEI. The tourism operators and ‘friends of the park’ must continue
striving for success with sustainable tourism, ecological integrity and providing a
positive visitor experience.
PEI National Park has a wide range of adventure activities by the park users such
as skiers, cyclists, paddlers, hikers, tour operators, restaurants and accommodation
providers. The park can play a strategically important role in broadening the range
of soft adventure activities.
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The following implementation measures are proposed to support the
development of soft adventure activities in PEI:
Special Support for Entrepreneurs Creating Soft Adventure Products –
especially for products intrinsic to an island experience, e.g. Water based
adventures such as Kayaking, waterski, parasail, snorkel, paddle boarding,
etc. Land-based products like cycle hire and itinerary packaging, equestrian
trail riding, golf learning academies, etc., are also candidates for support.
Private sector operators providing well designed environmentally friendly
soft adventure could be facilitated on Parks Canada and other publicly
owned land once strict zonal management and operating procedures were
agreed.
PEI National Park Support and Engagement – The park can support soft
adventure through enhanced access, investment in facilities, and close co-
operation with soft adventure operators in PEI.
Feature Soft Adventure in Marketing Campaigns – In addition to the beach
and related family product offer, future marketing for PEI should feature soft
adventure options.
Possible Soft Adventure Activities in PEI
Water Based Activities Land Based Activities Coastal Kayaking
Scuba Diving and Snorkelling
Surfing and Windsurfing
Wakeboarding and Water
skiing
Jet Skiing
Yachting and Sailing
Sport Fishing along the Coast
Oyster / Clam Digging
Deep Sea Fishing
Lobster Fishing
Kite-surfing
Powerboating
Ice Golf
Hiking
Cycling
Horse Riding
All Terrain Vehicle and Motor
Biking
Skydiving
Snowshoeing/snowmobiling
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FIRST NATIONS – MI’KMAQ SUSTAINABLE TOURISM INITIATIVE
When developing adventure tourism, that relies on Indigenous communities, all
voices must be given a chance to speak and to listen.
In the recent North American past, there has been a steep learning curve for
non-native tourism business operators to learn the critical first steps for
successfully approaching and working effectively with these partners.
Canadian Tourism operators have rarely been successful in trying to engage a
cross-cultural dialogue and providing practical education on successful
partnership ventures in anything besides Casino development.
In PEI, where an opportunity exists to break the mold, there is a need to
encourage communication (perhaps even dedicated sessions) especially
when it comes to developing adventure tourism programs that rely on
Indigenous communities. The experiences being offered on the island presently
are not unique or world class, but this can change given the very considerable
energies present within the communities, which are ready to create
opportunities to develop unique adventures and more meaningful experiences
for the visitor.
To the international market, PEI’s indigenous tourism can appeal to various
interests including nature based adventure, soft adventure, culture and
heritage and culinary. The community in Lennox Island currently offers a range
of authentic visitor experiences10.
10 http://en.destinationcanada.com/sites/default/files/pdf/Research/Product-knowledge/Aboriginal-
tourism/Aboriginal_Tourism_Opportunities_eng.pdf
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Specific Mi’kmaq experiences can layer the core adventure experience (such
as kayaking or hiking) with unique interpretive elements drawing from traditional
knowledge and oral traditions. The non-Indigenous operator can play a key role
in connecting adventure tourism guests with Indigenous guides and operators.
These experiences should embody PEI’s Mi’kmaq
singularity allowing the visitor’s personal
exploration. Heavy focused in the traditional way
of life on Lennox Island and the other reserves it
can use the coastline and surrounding waterways
to express the tribes history and lifestyle, both pre-
European settlers arrival and life since.
These tourism initiatives need significant bottom-
up capacity to ensure that they are developed
with a clear-cut, widely supported sense of
direction. Support is needed to develop an
inclusive Tourism Development Plan based on
local assets that connect to a Provincial Product
Development Strategy.
Work with tribal government in encouraging the
development of new tourism attractions,
accommodations, itineraries and support
infrastructure, which should facilitate the
development of quality market ready tourism
events on Lennox Island.
Coastal kayaking in their sheltered waters to experience the relatively
untouched areas around the reserve, utilizing a highly interpretive model will
showcase why and how the Mi’kmaq came to utilize this region’s coast for their
people to thrive. Incorporating traditional seafood and traditional methods of
cooking will offer visitors opportunities to participate in something truly unique
and authentic.
Cruising rivers and quiet coastal waterways
Sea kayaking to view marine wildlife habitats or rural coastal communities
Fishing on coastal ocean tours or oyster shucking then preparing the
catch traditional way on beach.
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The following early implementation steps are proposed as part of the First Nations –
Mi’kmaq sustainable Tourism Initiative:
Community Consultation – To be carried out with the Mi’kmaq community
to facilitate ownership of the tourism initiative.
First Nations Mi’kmaq Tourism Development Plan – This plan will set out a
roadmap for sustainable tourism development.
Best practice Familiarization Trip – Following the community consultation
process, and in advance of preparation of Tourism Development Plan,
undertake familiarization trip to examine best practice examples of
sustainable tourism in other First Nations communities in Canada and USA.
WATERFRONT DEVELOPMENT INITIATIVE
Charlottetown is a very attractive city. Its coastal setting, distinctive architecture
and critical mass of facilities, make it one of PEI’s primary tourism assets. An
opportunity also exists to establish Charlottetown as a ‘must see’ provincial
capital destination and ‘hub’ for the full portfolio of tourism experiences offered
by PEI. PEI also has a number of other coastal communities which contribute to
the destination’s unique appeal.
However, more can be done to capitalize on Charlottetown and PEI’s other
coastal communities (i.e. City of Summerside, Georgetown and Victoria) for the
benefit of residents and the wider PEI community. Across the globe, visitors are
attracted to destinations that can offer attractive waterfront vistas. Through the
Waterfront Development Initiative, the appeal of PEI’s coastal towns can be
further enhanced by fully capitalizing on their location and maritime setting.
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Charlottetown and PEI’s other coastal communities will be key hubs on the PEI
Coastal Circuit. It is the rich variety of things to see and do in reasonably
compact, interesting, and attractive environment that make urban waterfronts
so attractive to tourists.
A continued and concentrated effort is needed to improve and maintain the
physical waterfront settings of Charlottetown and PEI’s other coastal towns.
The following implementation steps are proposed to capitalize on the
waterfront setting of Charlottetown and PEI’s main coastal towns:
Pedestrianization Access and Circulation – Reuniting town centres with the
waterfront requires innovative thinking. Strong linkages can be developed
through the provision of pedestrian routes and/or the pedestrianization of
certain streets. Traffic calming, through the provision of bridges and high level
walkways are other measures that can be considered.
Things to do – Day and Night – The blend of things to see and do has to be
sufficiently attractive to attract visitors to PEI’s urban waterfronts and
encourage then to return in the evening. All major coastal towns in PEI should
be encouraged to build up a portfolio of ‘things to see and do’ on their
waterfronts including:
o Maritime events/seafood festivals
o Boat trips/water taxis
o Soft adventure activities (sailing, fishing etc.)
o New product development
Zoning of Strategic Waterfront Sites – The zoning of Charlottetown’s waterfront
and that of other coastal towns for tourism and leisure use is recommended.
Such zoning should take into consideration visitor car parking and access, and
opportunities for retail, restaurant and soft adventure activity provision.
CONFEDERATION TRAIL - FACILITY AND LINKAGE DEVELOPMENT INITIATIVE
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The Confederation Trail11 is PEI’s portion of the Trans Canada Trail. The trail, which
substantially follows the route of the former railway line, offers 435 kilometers of
walking and cycling from one end of the island to the other (from ‘Tip to Tip’). It
is also a popular snowmobile route during winter months.
Significant investment has taken place in trail infrastructure over the past two
decades including the provision of a rolled stone dust surface and signage.
The Confederation Trail is a tremendous asset. As an ‘Island wide’ initiative, it
has the potential to incorporate and link with other tourism products,
experiences and locations. In contrast to the proposed flagship project – the
PEI Coastal Trail, the Confederation Trail cuts through many inland rural parts of
the island. It therefore has the potential to play an important role in the spatial
development of tourism in PEI.
11 www.tourismpei.com/pei-confederation-trail
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Confederation Trail12
12 Not definitive listing; example of attractions and trails to be featured
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In addition to the Confederation Trail, PEI has a number of other interesting trail
systems offering a variety of non-motorized trail use including cycling, mountain-
biking, running, walking, hiking, horseback riding, cross-country skiing and
snowshoeing. One such example is the North Shore Cycling Trails. In a number
of cases, these other trails are linked to the Confederation Trail as is the case
with the Gairloch Road Trail.
Scope exists to encourage and support the development of facilities for cyclists
and walkers (i.e. cycle hire shops, specialist outfitters). Cyclists can venture off
the trail and explore the island. There is a need for appropriate safety measures
to be put in place including signage and dedicated cycle lanes on roads.
The following implementation steps are proposed:
Linkage Development – A Confederation Trail Facility and Linkage
Development Initiative is proposed to enhance the trail as a significant
tourism asset for the island. This can be achieved through a range of
interventions including the creation of new looped trails and spurs to
towns, villages and other trails, and places of interest along the trail and
by extending the range of visitor information and interpretative panels at
key points along the trail.
Visitor Information - Implement visitor information and interpretative
signage program
Visitor Safety - Review existing and implement new safety measures
Marketing Campaign - Implement marketing campaign to promote the
Confederation Trail as a safe off-road cycle trail and as an alternative
means of exploring PEI’s rural island culture.
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JUNE/SPRING INITIATIVE
An opportunity exists to ‘kick-start’ the tourism season earlier than is currently the
case by establishing an island wide June/Spring Initiative. Such an initiative would
build on the success of existing initiatives such as the Festival of Small Halls and
require the support of all major stakeholders, including the cultural heritage and
arts community, fishermen, restaurant owners, and accommodation providers.
The June/Spring Initiative is an incremental initiative designed to bring additional
tourism business to PEI in the early shoulder months. This initiative will not be
undertaken at the expense of the peak season (July August) or the momentum
built in the Fall and will therefore require incremental funding (both product
development and marketing).
In addition to providing seasonal extension, the establishment of a June/Spring
Initiative would also underpin PEI’s positioning as a vibrant island destination with
a strong music and seafood offer.
However, many of PEI’s tourist attractions, retail outlets and parks are closed
during the shoulder months. Unless this issue is addressed, measures aimed at
attracting visitors in June/Spring are unlikely to achieve optimum effectiveness
and could result in visitor dissatisfaction.
The rationale for extending PEI’s tourism season into Spring/the early shoulder
months is obvious. The June/Spring Initiative proposes a number of interventions
designed to attract incremental tourism business to the island.
The following represents a range of interventions proposed under the June/Spring
Initiative:
PEI Open for Business Program: Seek co-operation of key public and
private stakeholders to extend opening hours during the early shoulder
months. It would be particularly important that key attractions such as
‘Anne of Green Gables’ and PEI National Park are open for business at this
time.
Canada Fleadh Cheoil and Celtic Music Fiddling Festival: PEI has less
immediate visibility for Scottish Highland themed events than Cape Breton
- Nova Scotia and for Acadian themes to New Brunswick. But it does have
a potential headstart where Irish Celtic connections and music is
concerned. In Ireland, the Fleadh Cheoils (loosely translated as Festival of
Folk Music) held through the Summer bring thousands of people to small
communities to enjoy street music and more formal competitions. There is
an opportunity for PEI to become the permanent location for Fleadh
Cheoil Canada in say, late June, which could run alongside a Celtic
Fiddling Festival enabling some Irish, Scottish, Acadian and even Breton
fusion.
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Craft and Hobby Learning Experiences: PEI needs to expand its range of
“things to do” for the non-family market. The substantial number of skilled
artisan food and arts and crafts practitioners, both indigenous and recent
settlers on the island, provides a splendid opportunity to build an attractive
tourism product around weekend or week-long learning experiences.
Acadian Musical Banquet: The development of new product within the
French-speaking Evangeline region should look to employ distinct
Acadian style cooking as a centre-piece of a participative style banquet
where vistors also have the opportunity to engage in some simple folk
dancing. This could be inspired by the outdoor fest-noz type event in
Brittany where visitors can particpate in a community outdoor meal as
part of an evening listening to folk (Acadian) music and (for the more
active and adventurous) participating in folk dancing.
Calendar of Sports Events: Existing events would benefit from being
presented and packaged as complementary happenings to some new
and very exciting innovative events. For example, following the incredible
success and sky rocketing viewership of Beach Volleyball at the Rio
Olympics and abundance of beach/sand product PEI should become
known as Canada’s Beach Volleyball destination. PEI could, if future
research supports the idea, host all the national qualifying tournaments
(which for the recent Olympics took place in downtown Toronto on sand
that had been shipped in) for every international beach volleyball
championship.
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Meetings and Conventions: The meetings and conventions marketing
initiative is strategic. It has the potential to attract new high spending
business tourists during the June/Spring period. Sustained funding for MICE
marketing and improved air access will be required to realize this
potential.
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CULINARY TOURISM
Along with its maritime setting and culture, (sea)food is one of PEI’s primary
attributes as a tourism destination.13 Confirmation of PEI’s standing as a
destination with a strong food offer is evident from the responses to the survey
of travel trade conducted by TDI in PEI’s main markets in June 2016.
Gastronomy is a key driver in the development of cultural tourism.14 It is driven
by an increasingly affluent, adventurous and well informed customer seeking
authenticity, sustainability and higher quality experiences.
The Culinary Tourism Initiative aims to build on previous successful food-related
initiatives in PEI (i.e. True Island Flavours Campaign; Fall Flavours). The initiative
consists of a number of interlinked cross-sectoral elements aimed at raising
local and industry awareness of the importance of developing a unique PEI
culinary tourism product. A key objective will involve the implementation of
actions to promote market awareness and to raise and maintain consistent
quality and presentation standards across the island. A challenge where food
and dining is concerned is to make available some of the quality and breadth
of dining experiences present in Charlottetown in other parts of the island.
13 https://www.tourismpei.com/pei-culinary-trail
14 http://www.charlestonculinarytours.com/
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Tourists demand food, which emphasize the heritage of the host community.
Culinary tourism is not an end in itself, but can help create increased local
employment opportunities and support rural development through the
production of specialist food products.
Three actions are proposed for this initiative:
Food Tourism Product Development Plan: The Food Island Partnership
Strategic Plan 2015 aspires to see PEI develop as a food tourism
destination. Building on the growing brand as Canada’s Food Island and
other initiatives, a Food Tourism Product Development Plan is proposed.
‘Reap and Reward Yourself’ Food Tourism Experience: The food tourism
experience where culinary tourists participate in a day-long (or greater)
activity of sourcing, preparing and eating a high quality meal is already
offered by a handful of innovative chef-entrepreneurs on the island. The
key to further exploitation of, and innovation in, this food tourism
experience lies in active engagement by artisan food industry interests,
particularly those who have “hands on” experience of similar innovation
outside the island. Thereafter it will be important to undertake some
branding development for the offering.
Switch Emphasis on Event Creation: Virtually all hospitality industry-led
event creation in receipt of any form of assistance from public funds in
PEI should have food and culinary experiences as an integral part of the
offering.
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Prince Edward County
In PEC Food Tourism or Culinary Tourism is defined as “any tourism experience in which
one learns about, appreciates, and/or consumes food and drink that reflects the
local, regional or national cuisine, heritage, culture, tradition or culinary techniques of
that region”. Highlighting the regionally specific assets created Unique Selling Points
that can then be competitively marketed to consumers.
PEC flourishes in culinary tourism with the PEC Taste Trail, Harvest in the County,
Countylicious and various wine and food festivals and events.
Over the past few years PEC has successfully attracted many artisanal food and
beverage businesses and has packaged culinary tourism products with local cultural
businesses and entities. Taste the County (PEC’S DMO) works closely with Ontario’s
provincial culinary tourism association, OCTA. Taste the County has moved forward
with Phase One of OCTA’s Product Development Cycle which includes an inventory
of current culinary tourism products, a culinary tourism GAP analysis and an
assessment of new culinary tourism product opportunities across the region.
Recent success has PEC was coined the Gastronomic Capital of Ontario by the Globe
and Mail proof that ‘The County’s’ longstanding commitment to local food has paid
off.
The Taste Trail includes visits
to local artisan shops and
farmers markets to
discover handcrafted
preserves and locally
grown goodness, visits to
cideries, breweries, or ice-
creameries, and visits to
wineries. Restaurants also
featured in the Taste Trail.
Taste Community Grown is a wine and culinary
festivals and a gathering of the best food and
drink purveyors the area has to offer, all in one
place.
The festival features local restaurants, wineries
and cideries, offers edutainment seminars,
competitions between local chefs etc.
Countylicious is a twice-annual celebration
of fine dining in Prince Edward County
featuring prix fixe menus from local
participating restaurants. Chefs have
created unique three-course, County-
inspired dinner menus consisting of an
appetizer, entrée, and dessert offered at $40
per person
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5.3. Pillar 3 - PEI - Market Positioning and Communications
5.3.1. Introduction
For various reasons outlined in the Situation Analysis, the level of utilization of tourist
accommodation (in particular year-round occupancy) and facilities within the PEI
tourism industry is too low. Increasing the industry’s productivity through marketing is
therefore an important objective.
To reach a goal of increased value creation and productivity, it is important that
public funding is allocated in an effective and targeted fashion. At present, there is
much duplication of effort and the messages being promoted about the Island:
Charlottetown, conferences, golf, events and other aspects present a multi-faceted
product, but can also be confusing. In the highly competitive North American tourism
market, there is a need to communicate a stronger, clearer message about the
Prince Edward Island experience. Off-the-beaten-path destinations have seen a
surge in bookings in 201615 while traditional tours to many cities have fallen off. There
is an opportunity to be captured.
Secondly, the way in which PEI is marketed needs to adapt: In fact, looking to the
next five years, it is certain that the way PEI markets itself must change fundamentally.
This is not because what has been done in the past is not sufficient, but rather it is
because tourism destination marketing, and the consumer, are changing at a rapidly
accelerating pace. The channels used for gathering information and making
bookings are no longer those used in the past. The method in which travellers
research and select destinations has changed dramatically:
They use websites and mobile apps for sites like TripAdvisor or Booking.com to
research destinations and to choose and book hotels.
They seek out unusual cafes on Instagram instead of guidebooks, and read
Yelp reviews to select a restaurant on their walk there.
Business travellers and families are increasingly using Airbnb rather than hotels
due to the local experience, booking convenience, and overall ambiance.
This is a possible trend to watch closely.
Visitors are relying on on-demand ride apps like Uber and Lyft instead of taxis
and public transportation. Some are rejecting rides altogether for platforms
like Spinlister16 where they can rent a bike from a local.
Tourists are skipping big bus tours in favour of neighbourhood tours led by local
professors or students in a certain area. There has been double digit growth in
the past three years on PEI and many tours businesses anticipate this trend to
continue.
15 <https://skift.com/2016/05/31/tour-operator-booking-patterns-are-going-through-a-seismic-shift-in-2016/>
16 www.spinlister.com
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Some Foodies are rejecting restaurants in favour of services like EatWith17
where they can join a local dinner party in someone’s home, or
KitchenSurfing18 where a chef comes directly to their apartment rental.
Travellers are consuming content online, created by their peers and smart
brands, rather than relying solely on glossy magazines, and definitely no longer
relying on official tourist brochures.
Both the tourism authorities and the business sector must act to anticipate these
changes over the next five years, and rapidly turn around to invest in meeting the
new challenges and opportunities they present.
In order to grow PEI’s tourism market share and strengthen its position as an attractive
tourism destination, it is imperative that Visit PEI is present and focussed in the markets
and in the channels where tourists actually seek inspiration for, and information
about, their travel. At present a significant amount of marketing resources are
absorbed in print, much of it more to do with on-Island visitor-servicing rather than
marketing. Effectively significant marketing resources are being sub optimally used
on outdated practices, and the skills needed to adapt to future marketing are not
being developed. This must change.
Then there is competition. The markets which the Island serves are constantly being
exposed to more sophisticated and targeted marketing by other destinations. With
this multiplicity of choice, visitors are increasingly seeking experiences rather than
destinations. They are becoming less predictable and take on different roles in
different situations. To meet these challenges, Visit PEI needs to be a flexible and
significantly up-skilled destination marketing organisation.
In order to be more visible and get the best return on investment, Visit PEI needs to
better understand different target groups' needs;
communicate clear, strong messages about the Island experience(s)
consistently over time; and
establish more effective and relevant distribution and sales channels,
including using user-generated content to maximum advantage.
17 www.eatwith.com 18 www.kitchensurfing.com
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5.3.2. Marketing Objectives
Based on the Situation Analysis developed by TDI, the following marketing objectives
are recommended for Visit PEI for the next five years:
1. Improve the Island’s value proposition and industry productivity by
repositioning from a largely summer destination to a wider, experiential
product offering covering a longer season
2. Increase the desire, intention and delivery of travel to PEI in key market
segments using branding and social media to communicate clear and
positive stories designed to meet consumer needs
3. Increase sales opportunities for commercial partners selling the Island through
well researched campaigns, making it easy for customers to choose PEI
through the most favourable communication channels and partners
4. Increase access options by targeting additional air and cruise traffic
Delivering these objectives will require:
a refocussing of the use of marketing resources to remove duplication
and confusion;
an increase in marketing resources; and
parallel intensive product development and investment in service quality.
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5.3.3. Strategic Marketing Principles
Product
To increase the industry’s productivity, it is necessary to market with a view to
increasing occupancy and adding value, thus enabling the industry to earn more for
longer. This means concentrating on products which will
Raise the positive profile of the Island
Increase the length of stay and the length of the tourist season
Earn the most revenue for the Island
Consolidated product clusters, and new product when it is developed, will therefore
be featured. New product development opportunities which may have growth
potential once the product is developed are outlined at 5.2. These include:
A round-island coastal touring route – PEI Coastal Circuit (existing and
expanded car touring segments)
A June/Spring initiative including music and events based initiative, (new
segments of music lovers and event participants and supporters)
More activity products (Canada/North East USA activity segments)
Culinary tourism
Visit PEI will therefore promote the breadth of its market-ready tourism product: This
includes large and small companies offering a quality service, and local government
investors that offer products that fulfil customers’ needs. Particularly important will be
those receiving positive feedback from consumers on influential on-line user-
generated reviews which can reinforce Visit PEI marketing.
Visit PEI will also increasingly focus on the companies and destinations that follow the
principles of sustainability and which can help to build the island’s desired image for
tourism.
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Place
Visit PEI needs to be close to its most important markets and grow its exposure.
Primarily this means continuing to focus on Atlantic Canada, Ontario and Quebec
and the North Eastern United States. Within these target regions priority will be given
to those urban centres with good access links, and with the potential to increase
access. Visit PEI’s target markets for the next five years will remain focussed as follows:
New Brunswick and Nova Scotia
Canadian cities (primarily in Québec and Ontario)
New England and mid-Atlantic US states
Wider special interest markets (meetings & conventions, cruise, golf,
Japan (Anne of Green Gables) etc.) where relevant and cost effective.
Special interest markets for new product – for example Irish music – will
also be targeted as the product is developed.
International marketing through leveraged partnerships (ex. Destination
Canada, Federal and Provincial Governments, ACTP, etc)
For most of these markets Visit PEI can offer these consumers a very attractive product
based around escaping from urban living with clean air, good food, superb beaches,
relaxation and rediscovery of a different, rural and Island world.
Presence in these prioritised markets needs to be strengthened, especially on-line
where up to 90% of consumers now seek travel information.19 This is important in order
to secure valuable tourists and value creation for the PEI tourism industry.
Price
The pricing of the product is a matter for the business sector and is driven by the
competitive environment. The Island however is characterised by the following:
Short, limited seasons during which high prices are often charged.
Fragmented sales and marketing, with a shortage of packaged options
Numerous small units with limited resources.
A low degree of marketing refinement in many small businesses.
Few professional investors and limited capital and marketing resources.
In these circumstances Visit PEI has to play a very important role in adding value to
the product by raising the positive profile of the Island, and by creating and
facilitating platforms through which individual small businesses can sell directly. To do
this, the marketing strategy should help ensure that the Island’s tourism product-
presence is maximised on popular websites, apps, booking engines and social media
sites.
19 Source: Fáilte Ireland
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Exploiting electronic solutions for booking and payment are therefore vital elements
in maintaining and increasing customer motivation to choose PEI; and e-business
enabling is a critical need on the Island. Many of the island’s micro and small
businesses still need assistance to develop attractive websites and conduct their own
marketing.20
5.3.4. Market Positioning
Based on UNWTO’s Handbook for Tourism Destination Branding, and consultations
with TPEI, TDI has applied a staged process to suggest an indicative brand concept
and positioning statement to help achieve PEI’s marketing objectives:
Rational Attributes
PEI’s main tourism assets at present are as follows:
island location – authenticity
beaches and bays
fresh food from land and seas, exploiting the growing Canada’s Food
Island Brand
safe & family-friendly
rich in arts, culture, and history
countryside, historic towns and vernacular architecture
automobile touring
golf
new conference & cruise destination
proximity of assets and lessened commute allows tourist more bang for
their time and vacation dollars
Emotional benefits
The emotional out-take of visitors21 is likely to centre around an experience which
offers:
A place of rejuvenation; safe, beaches & water based activity, trails and
touring, culinary delights, Island experience, feeling of warmth and
welcome and enrichment. Adventure awaits.
20 This needs to be a key priority for the grant-aiding bodies responsible for business support. 21 Ideally a more detailed market research process should inform these assumptions.
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Brand Positioning
The brand proposition experience (to be refined and developed by a specialist
branding agency) is therefore suggested as:
Brand personality
In comparison with its competitors in the Atlantic Provinces, the following features
can be described as truly unique about PEI:
authentic people and experiences
a place of rejuvenation
charming towns, villages and small cities
Brand Properties
Red soil and cliffs
Beaches that are unique in colour and composition
Rolling hills and bucolic landscape gently leading to the sea
province is an Island
Unique Selling Point
PEI’s “islandness”. There are very few places that can compete with the Prince
Edward Island experience. Many tourism destinations have golf, culinary and
beaches, but they don’t have the complete PEI effect that goes beyond that single
activity. It is the people, the scenery, the authenticity and the ability to have it all
within easy reach, along with the feeling of rejuvenation you experience while here.
Best food and beaches in Canada along the Island coastline
Home of Anne of Green Gables
Unique island landscape and views - red cliffs and rolling hills. North Cape
rock reef is longest in North America
Charlottetown: vibrant capital city on the waterfront and birthplace of
Canadian Confederation
Spirit of the Islanders
Prince Edward Island is small in size but incredibly abundant in stunning
sceneries, outdoor activities, culinary delights, cultural product, friendly people
and authentic experiences. Its size is one of this Island’s greatest assets – you are
never far away from your next adventure!
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Demand Generators
Coastal – beaches, natural splendor, rolling hills with ocean views
Culinary – known as Canada’s Food Island
Golf and outdoor adventure
Culture – music, arts, theatre
Brand essence
The core values giving PEI its essential nature, experience and character are:
Island & islanders
Refreshing, natural & unspoilt
Wholesome & delicious
Compact, easy, safe
Nostalgia (rural)
Repository of Canadiana
Visit PEI will strive to sell the benefits, rather than features of these core brand values.
It will not just show potential visitors what they will see when they get to the Island;
rather it will help them feel what they will keep with them when they get back home.
A stronger tourism brand will help PEI compete in the global marketplace. A well-
articulated branding strategy will be needed covering all communication channels
and touch-points. The brand must reflect what PEI currently is and also inspire what it
can be in the future. In this branding process, the tourism industry cannot be passive
beneficiaries but are active partners and co‐producers of the tourism goods, services
and policies, and are those that deliver the brand promise. The value of tourism thus
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becomes far more than bednights and revenues: it will inspire local pride, inward
investment and a sense of place.
Promotion
To enable the Island to get the best return on its investment, it is vital that all tourism
marketing communicates in a clear, recognisable and consistent way that fulfils
tourists’ needs and interests across all channels and touch points, regardless of which
region or product is being promoted. These include a mixture of B2B (business-to-
business) and B2C (business-to-consumer) actions.
Recent years have seen a significant increase in PEI marketing messages and
marketing groups (sometimes grant-driven): but it has never been more important for
the Island Province to communicate in a clear, consistent way. Competition for
customers is stronger and consumers are exposed to more commercial messages
than ever before. In order to ensure consistency and effectiveness in all PEI tourism
marketing communication, it is recommended that all off-island marketing activities
should follow well researched guidelines for branding Prince Edward Island as a tourist
destination and the relevant communication concepts of these brand delivery
guidelines.
However as noted above, the way tourism marketing takes place is changing
fundamentally and Visit PEI must be ahead of this game. For example 25% of
Generation Z22 abandoned Facebook back in 201423: The next generation of tourism
consumers spend most of their time looking for content on social media instead of
social networking. In addition the Internet of Things is rapidly advancing, and will
increasingly track individual behaviour and travel.24 Apps like YouTube and Instagram
are now critical for tourism marketing, and further change is on the way. We are
seeing the rise of a generation that does not only share tourism experiences, but
creates images of them contributing significantly to brand perception. The new
consumers want to contribute to the conversation and be part of it.
22 Generation Z is the generation formed by 8 to 18-year-olds born between 1998 and 2008. Within the 2017-2021
timeframe they will have the full disposable income to travel. 23 <https://www.globalmessaging.co.uk/index.php/beyond-facebook-market-new-generation/> 24 Electronic data gathering and processing which does not require human-to-human or human-to-computer
contact
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Visit PEI like any state-of-the-art tourism destination now needs to facilitate user-
generated content, as well as delivering constantly changing and improving content
about the Island.
Connectivity is also fundamental of tourism marketing: It must be a given, not a
variable. Being connected at every stage of their trip is becoming a must for both
tomorrow’s and today’s consumers: This creates enormous marketing potential, as
well as challenges for ensuring constant product quality. As part of product
development, PEIs touring routes and attractions, as well as accommodation, will
need to develop electronic information points and Instagram stations.
The promotional strategy of Visit PEI thus must ensure that the Island is perceived as
an attractive, unique and relevant destination in all relevant digital and terrestrial
channels that consumers use to seek information and gain inspiration.
The promotional mix should include the following key channels:
Going fully digital (mostly B2C but also B2B)
Visit PEI needs to move the Island’s marketing from print to the digital age. This
is essential because many visitors are already always online, gathering and
sharing information through social media. Today younger people
(Generations Y and Z)25 represent 16.5% of the Canadian population and they
are growing in both proportion and buying power.26
Visit PEI marketing should work to present a strong story-based brand image,
and also to offer customers a digital presence via tourism websites and in other
important digital channels: Visit PEI should create its own content but also
gather and distribute good quality external content. Print production to
service existing customers should become primarily a regional and/or industry
function. Print production for specific promotions should continue, but on a
greatly reduced scale.
25 Generation Y represents 18-28 year old and makes up 13% of the Canadian population: These people almost
entirely use social media for travel advice and book on-line. 26 Statistics Canada
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Visit PEI needs to display the diversity in the Island travel offering, and make it
easy for tourists to choose sustainable options. All content should be tailored
to communicate brand stories based on tourists’ needs and interests.
Prior to their trip, visitors will have easy access to interesting, spectacular
and helpful on-line content and services making it easy for them to
choose PEI.
During their stay, information will be available via mobile devices and by
following the digital buzz, Visit PEI should identify possibilities and problems
that visitors might encounter.
Visit PEI marketing should encourage visitors to share their experiences on-
line both during and after their visit.
Building PR (mostly B2C but also B2B)
Visit PEI can be a driving force for ambitious PR work. PR work should remain
an important part of the marketing mix in the Island’s prioritised markets.
Independent editorial coverage through printed articles, on-line blogs and
features, TV and radio programmes can continue to give PEI tourism products
and businesses valuable visibility in national and international media. Visit PEI
should have an ambitious approach to PR with dedicated PR Officers for all
prioritised markets. They will have expert knowledge about the local media
landscape and an excellent network making it possible to attract significant
attention to PEI and its travel products.
Visit PEI should build networks and establish relationships with the local
distribution chain and work actively with the Canadian and USA press and
media in order to gain positive editorial coverage for PEI.
Special interest channels (a mix of B2B and B2C)
Special interest marketing will also be a focus with wider reach where
appropriate, for example:
to enable the Convention Bureau to target specific meetings which might
take place in PEI;
to target cruise line itinerary planners;
golfers in Canada and the North East USA;
targeting lovers of Irish and other Celtic music for a new high profile
festival; and
in Japan to attract Lucy Maud Montgomery fans.
Visit PEI should support special interest marketing initiatives for selected
products, and in return see product marketing groups adopt and support
overall branded marketing for the Island.
Trade contacts (B2B)
In order to encourage more tourists to choose PEI as a holiday destination it is
imperative to have good trade contacts and a broad, local distribution
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network. Visit PEI and product marketing groups already have an extensive
network, but Visit PEI needs to work to strengthen and develop it by adding
new operators, travel agents, destination management companies (DMCs)
and on-line travel agents (OTAs). Visit PEI should also work with other relevant
distribution networks that will make travel products more accessible in our
prioritised markets.
Meetings and conventions networks (B2B)
Meetings and Conventions will continue to be seen as an effective arena for
attracting new tourists to PEI and for addressing the Island’s severe seasonality.
In 2014 39% of meetings/conventions booked were regional, 51% national, and
10% international27: This illustrates the potential.
MICE marketing through direct sales, workshops, trade events and
international trade fairs will continue to be important touch points for the
island. The Canadian and international meetings industry should continue to
be tracked and receive direct follow up. Specialist MICE marketing should be
strengthened and the Convention Bureau will further develop its specialist role,
including more active assistance to PEI-originating members of associations
who can pay an ambassadorial or lobbying role in attracting meetings to the
island. The overall image of PEI as a tourism destination is boosted every time
a meeting or convention is held on the Island. Arrangements can also be
made to re-market to convention delegates to attract them back as leisure
visitors, and for them to become on-line ambassadors for PEI.
Partnership channels (B2C)
Visit PEI should also strengthen the Island’s reputation by developing stronger
partnerships with other export industries in particular agriculture and fisheries.
PEI’s overall good food reputation has an effect on how the Island is perceived
as a travel destination, and this key asset needs to be highlighted.
Partner marketing campaigns should continue to make it easier to choose PEI.
Visit PEI should work with existing and new partners who can focus on creating
awareness of PEI as a travel destination among target groups that are likely
visit.
Through campaigns Visit PEI can highlight experiences, activities and
destinations that are relevant and attractive to the Island’s target groups and
that stand out from comparable experiences elsewhere. The campaigns
ought to be designed to strengthen the industry’s own sales and marketing
activities through maximising on-line links.
27 Meetings & Conventions PEI
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Visit PEI should work more closely with commercial partners with sellable
products that transport tourists to PEI and nearby destinations. Visit PEI needs
to develop close, long-term relationships with partners to develop creative
solutions and communication strategies. This is imperative to ensure that core
messages are communicated and that PEI has a clearer and more prominent
position amongst target groups, regardless of which products are marketed or
which channels are used.
Visit PEI will work closely with activity providers who can deliver strong product
for the tourists when they are here, including water-based sports, cycling tours
and golf. The Island’s activity products vary greatly both geographically and
seasonally and through the various products on offer. These variations will be
used to contribute to making PEI an exciting destination, but also provide
challenges which need to be addressed through product development,
particularly outside the high season.
Visit PEI should engage specialist marketing agencies to deliver high quality, target-
driven campaigns in accordance with best practice in North America.
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5.4. Pillar 4 - Access and Infrastructural Facilitation
The island’s success as a tourism destination is critically impacted by a number of
factors which are to a greater or lesser extent outside the direct control of the
hospitality and tourism sector itself. Nonetheless it is vital that tourism interests make
clear recommendations and seek to shape policy on these key matters. Such matters
include access and infrastructure and human resources.
As an island destination, the key element of infrastructure impacting PEI tourism is the
access transport network.
PEI is now, and will remain for the foreseeable future, a “rubber-tire” destination.
Allowing visitors to drive non-stop directly to the island in 1997 with the opening of the
Confederation Bridge was a game-changer for the industry. However the bridge is
not now, in our view, delivering to its maximum potential. There is scope for more
innovative pricing involving cooperation between the bridge operators and other
product suppliers.
From a number of viewpoints, continued (and expanded) operation of the ferry
service from Nova Scotia is also critical to the island’s tourism success. Reputational
damage has already been done by the unreliability of this service during periods in
summer 2016. Without an assured ferry link touring traffic to the Maritimes from further
afield will often miss out on visiting PEI, while the presence of the ferry also assists
regional distribution within the island. It is a priority that the industry, as a whole, lobby
strongly and effectively in this regard.
The internal road network in the island is of very high quality, with only minor
“tweaking” necessary in the short term. The provision of lay-by viewing points or “look
outs” is, however, rather uneven. This is an aspect on which investment will be
required as a core element in the development of the PEI Coastal Circuit.
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A continued barrier to development and to efficient promotion and marketing is the
poor or non-existent quality of broadband and cell-phone services in parts of the
island. This is of common concern to many other small and medium enterprises in
other economic sectors also. Unified campaigning in this regard needs to come to
the fore.
With regard to the all-important question of air
access, 2016 has witnessed positive developments
with overall capacity increasing by 18% compared
to 2015. It is important that the industry
communicates the significant additional potential
which can be delivered in segments such as
meetings and conventions if additional jet services
and more traveller-friendly schedules can be
achieved.
Air access development has been identified as a priority by the Premier’s office. In
terms of growing market demand and thus carrier interest, at a total community level,
PEI has much to gain from creating more “pull” factors to incite its large diaspora to
visit the island more frequently. VFR travel has often been the bedrock on which new
leisure travel-oriented air services expand. Homecoming festivals, more high profile
sporting events and other celebrations have a big role to play in enticing the
diaspora back more frequently.
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5.5. Pillar 5 - Human Resource Priorities
Policy relating to the labour market is determined principally at Federal government
level and is sometimes seen as not something which an industry sector at local or
provincial level can greatly influence. TIAPEI’s own 2014 Strategic Business Plan
eloquently addresses a key difficulty faced by the PEI tourism industry when it states
that “The high employee turnover across the sector and province impacts the quality
of service provided”.
The priorities identified in that 2014 document continue to require implementation.
They are listed below:
Deliver self-funded quality service, amenities and experience programs
such as Visitor Satisfaction Program (referred to as Your Atlantic
Experience) working with TIAPEI funding partners
Educate employers of the importance of training and certification
programs
Promote training and certification programs (e.g. WorldHost, emerit) for
employers and employees to increase the professionalism of tourism in
PEI. Implement initiatives to support the professionalization of tourism in
Prince Edward Island
Support industry with recruitment, retention, and succession planning
through job fairs, advisory services, and other initiatives
Secure funds to implement key initiatives and priority recommendations
identified in the Prince Edward Island Tourism Human Resource Strategy
(2013) commissioned by TIAPEI and access industry and internal expertise
to initiate activities that require little financial resources, such as setting up
informal mentoring supports for new operators
It is recommended that they become ever more central to TIAPEI’s role and activities
in cooperation with the provincial Department of Workforce and Advanced
Learning. A major priority is to provide continuous training in digital marketing to the
Small and Medium Enterprise sector where skill gaps continue to hamper effective
marketing.
Potential entrants to the hospitality labour force need to be more actively and
specifically targeted and assisted by selective programmes. The island could also
benefit from a greater involvement of older people in the industry. This could be
encouraged by providing some form of tax break or fiscal incentive to over 55s who
work as tourism/hospitality sector employees for a minimum of three months annually.
PEI is missing out on the opportunity used by many seasonal resort areas in the USA to
employ European students who do not return to college until late September.
Modifying the rules of the International Experience Canada (IEC) programme, which
grants working holiday visas to foreign students, to provide a quota specifically for
candidates prepared to work until a specified September date in the PEI hospitality
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industry is one example of an initiative which could be sought. This would need to be
accompanied by employers reserving or allocating suitable accommodation to
incoming students.
The island is also in danger of losing much of the appeal emanating from the close
ownership involvement of islanders of many generations in product ownership and
the enriching personal contact which visitors experience in family businesses.
Succession planning within many of the smaller-scale hospitality businesses in rural
areas needs to be promoted via a tax code or other adjustment to encourage the
continuance of family businesses.
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6. Goals and Targets
6.1. Goals
The overall goal in setting out this strategy is that PEI will lead Atlantic Canada in
sustainable tourism growth and development. Aligned to this, specific goals are also
being set for each of the five key pillars. These can be expressed as follows:
Leadership: Create a stronger voice for tourism that inspires greater
industry engagement, aligns and strengthens research, marketing, and
product development, and reduces regulatory and administrative
burdens within the industry.
Marketing: Communicate clearly and effectively to a well-defined target
audience with campaigns which are sufficiently and securely funded.
Product: Create visitor experiences capable of playing a key role in
differentiating PEI as a unique and distinctive island destination with focus
in key areas of soft-adventure, nature-based, culinary, and indigenous
product and supports the clustering of product.
Access: Ensure healthy access to the province (air, ferry and bridge) and
supporting infrastructure for safe transportation throughout the province.
Ensure adequate financing for start-up, expansion and modernization of
SMEs.
Labour: Ensure a committed, skilled and professional industry leadership
and workforce to professionally supply peak requirements and support
shoulder season expansion.
6.2. Targets
Tourism to Prince Edward Island has been growing at a steady but unspectacular
pace over the past decade. Based on the statistical estimates for 2016 (1.5 million
visitors spending, who along with PEI resident tourists spent approximately $430
million) cumulative growth rates have been averaging just over 2% per annum in
visitor numbers and 2.1% in revenue.
The mechanics of data gathering mean that the visitor number figure is more readily
available and carries a greater degree of statistical confidence than the revenue
figure. However, from an industry viewpoint, the more pertinent metrics are likely to
be the occupancy rates achieved and the corresponding yields or revenue per
available unit.
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Occupancy data are collected in a timely and consistent fashion on the island and
are comparable to occupancy data similarly collected in some other Canadian
provinces. In 2015 average annual occupancy for fixed roof units on the island was
44%. However, revenue per available bedroom/unit is not available on a similar
province-wide basis. In setting targets it is important that they be both challenging
and achievable. They also need to be memorable and based upon the delivery of
the key elements of the strategy outlined.
With regard to the absolute volume targets, TDI believes that a revitalised industry
with a richer and more varied product backed up by best-in-class marketing can
realistically seek to add at least a percentage point to its annual growth
percentages. In such a progressive scenario, a target of some 1.75 million visitors by
2021 represents cumulative growth of some 3% annually over the 2016-2021 period
and an additional 250,000 visitors to the island. Where revenue is concerned, the
forecast 2016 outcome should be targeted to grow by $80 million to some $510
million. This represents an annual yield improvement cumulatively of 3.5%.
Figure 9: Targets (Million Visitors)
Subject to full implementation of the recommendations set-out in this strategic plan,
a more ambitious ‘stretch’ scenario could be achievable. This stretch scenario would
assume a 4% annual growth in visitor numbers and 5% annual growth in visitor
revenue. In this scenario, a target of 1.85 million visitors by 2021would yield 350,000
additional visitors and some $120 million in additional revenue.
1.50 1.55 1.60 1.64 1.691.75
1.501.56
1.631.69
1.761.85
2016 2017 2018 2019 2020 2021
Progressive Scenario Stretch Scenario
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Figure 10: Target ($ Million)
Finally, from the key perspective of the accommodation operators, PEI should target
an improvement in average annual fixed roof occupancy from 44% (2015) to 50%.
430445
461477
493511
430452
474498
523550
2016 2017 2018 2019 2020 2021
Progressive Scenario Stretch Scenario
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Appendix 1 - PEI Tourism Performance (2005-2016)
Number of Visitors to PEI by Exit Point (Unit: person)
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
(Pre. F.)
Average
Growth
Rate
Since
2005
Total 1,220,980 1,224,653 1,239,874 1,191,824 1,281,221 1,299,083 1,229,518 1,227,550 1,297,522 1,332,189 1,410,316 1,507,996
% Change from
previous year 0.3% 1.2% -3.9% 7.5% 1.4% -5.4% -0.2% 5.7% 2.7% 5.9% 6.9% 2.0%
% Change from 2005
to each year 0.3% 1.5% -2.4% 4.9% 6.4% 0.7% 0.5% 6.3% 9.1% 15.5% 23.5%
Three Exit Points total 1,172,372 1,173,240 1,199,482 1,110,140 1,207,389 1,219,547 1,148,905 1,144,233 1,188,173 1,226,235 1,308,398 1,413,038
% Change from
previous year 0.1% 2.2% -7.4% 8.8% 1.0% -5.8% -0.4% 3.8% 3.2% 6.7% 8.0% 1.8%
% Change from 2005
to each year 0.1% 2.3% -5.3% 3.0% 4.0% -2.0% -2.4% 1.3% 4.6% 11.6% 20.5%
Motor Coach Tourists 25,583 23,269 21,034 24,448 14,818 15,918 18,106 15,974 16,433 21,002 22,849 28,349
% Change from
previous year -9.0% -9.6% 16.2% -39.4% 7.4% 13.7% -11.8% 2.9% 27.8% 8.8% 24.1% 2.8%
% Change from 2005
to each year -9.0% -17.8% -4.4% -42.1% -37.8% -29.2% -37.6% -35.8% -17.9% -10.7% 10.8%
Cruise Ship
Passengers 23,025 28,144 19,358 57,236 59,014 63,618 62,507 67,343 92,916 84,952 79,069 66,609
% Change from
previous year 22.2% -31.2% 195.7% 3.1% 7.8% -1.7% 7.7% 38.0% -8.6% -6.9% -15.8% 19.1%
% Change from 2005
to each year 22.2% -15.9% 148.6% 156.3% 176.3% 171.5% 192.5% 303.5% 269.0% 243.4% 189.3%
Note: (Pre. F.) Preliminary forecast
Source: Centre for Tourism Research at TIAPEI
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Number of Visitors to PEI by Origin (Unit: person)
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
(Pre. F.)
Average
Growth
Rate
Since
2005
Total 1,220,980 1,224,653 1,239,874 1,191,824 1,281,221 1,299,083 1,229,518 1,227,550 1,297,522 1,332,189 1,410,316 1,507,996
% Change from
previous year 0.3% 1.2% -3.9% 7.5% 1.4% -5.4% -0.2% 5.7% 2.7% 5.9% 6.9% 2.0%
% Change from
2005 to each
year
0.3% 1.5% -2.4% 4.9% 6.4% 0.7% 0.5% 6.3% 9.1% 15.5% 23.5%
Canada Total 1,063,692 1,076,388 1,101,505 1,023,337 1,117,281 1,135,817 1,073,328 1,041,950 1,084,752 1,115,162 1,191,255 1,286,280
New Brunswick 343,495 348,426 352,664 336,666 368,985 373,205 363,114 351,414 369,776 400,095 417,318 412,522
Nova Scotia 426,283 434,713 442,973 416,289 440,278 443,243 419,096 361,730 379,622 389,552 399,879 438,689
Newfoundland &
Labrador 10,759 10,469 10,848 9,611 9,788 9,678 8,596 14,866 13,323 13,452 13,158 13,568
Quebec 122,063 117,502 117,931 105,076 127,541 132,760 118,669 113,237 114,861 118,311 122,611 146,027
Ontario 143,680 146,260 154,868 131,508 148,117 158,290 149,234 156,583 158,245 146,175 186,606 218,323
Rest of Canada 17,412 19,018 22,221 24,187 22,572 18,641 14,619 44,120 48,925 47,577 51,683 57,151
U.S. Total 99,674 86,259 87,523 76,860 84,608 78,474 71,100 85,676 88,519 91,448 99,527 106,950
New England 56,625 43,296 43,577 38,209 39,900 38,356 34,562 33,541 38,727 30,035 32,380 29,574
Rest of U.S. 43,049 42,963 43,946 38,651 44,708 40,118 36,538 52,135 49,792 61,413 67,147 77,376
Overseas Total 9,006 10,593 10,454 9,943 5,500 5,256 4,477 16,607 14,902 19,625 17,616 19,808
Three Exit Points
Total 1,172,372 1,173,240 1,199,482 1,110,140 1,207,389 1,219,547 1,148,905 1,144,233 1,188,173 1,226,235 1,308,398 1,413,038
Motor Coach
Tourists 25,583 23,269 21,034 24,448 14,818 15,918 18,106 15,974 16,433 21,002 22,849 28,349
Cruise Ship
Passengers 23,025 28,144 19,358 57,236 59,014 63,618 62,507 67,343 92,916 84,952 79,069 66,609
Note: (Pre. F.) Preliminary forecast
Source: Centre for Tourism Research at TIAPEI
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PEI Tourism Revenues ($: millions)
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
(Pre. F.)
Average
Growth
Rate
Since
2005
Total Revenue $342.3 $346.4 $360.5 $359.5 $359.1 $378.6 $381.7 $380.4 $381.6 $401.1 $405.6 $430.0
% Change from
previous year 1.2% 4.1% -0.3% -0.1% 5.4% 0.8% -0.3% 0.3% 5.1% 1.1% 6.0% 2.1%
% Change from
2005 to each
year
1.2% 5.3% 5.0% 4.9% 10.6% 11.5% 11.1% 11.5% 17.2% 18.5% 25.6%
Non-resident
Visitors' Total $284.4 $287.2 $299.1 $293.7 $292.3 $311.2 $312.3 $310.0 $309.5 $321.5 $325.1 $346.8
% Change from
previous year 1.0% 4.1% -1.8% -0.5% 6.5% 0.4% -0.7% -0.2% 3.9% 1.1% 6.7% 1.9%
% Change from
2005 to each
year
1.0% 5.2% 3.3% 2.8% 9.4% 9.8% 9.0% 8.8% 13.0% 14.3% 21.9%
Non-resident
Visitors' Main
Season
$254.2 $255.6 $267.3 $260.8 $258.1 $276.5 $274.3 $268.2 $269.7 $280.4 $284.8 $302.0
% Change from
previous year 0.6% 4.6% -2.4% -1.0% 7.1% -0.8% -2.2% 0.6% 4.0% 1.6% 6.0% 1.6%
% Change from
2005 to each
year
0.6% 5.2% 2.6% 1.5% 8.8% 7.9% 5.5% 6.1% 10.3% 12.0% 18.8%
Non-resident
Visitors' Off-
Season
$30.2 $31.6 $31.8 $32.9 $34.2 $34.7 $38.0 $41.8 $39.8 $41.1 $40.3 $44.8
% Change from
previous year 4.6% 0.6% 3.5% 4.0% 1.5% 9.5% 10.0% -4.8% 3.3% -1.9% 11.2% 3.8%
% Change from
2005 to each
year
4.6% 5.3% 8.9% 13.2% 14.9% 25.8% 38.4% 31.8% 36.1% 33.4% 48.3%
Residents' Total $57.9 $59.2 $61.4 $65.8 $66.8 $67.4 $69.4 $70.4 $72.1 $79.6 $80.5 $83.2
% Change from
previous year 2.2% 3.7% 7.2% 1.5% 0.9% 3.0% 1.4% 2.4% 10.4% 1.1% 3.4% 3.4%
% Change from
2005 to each
year
2.2% 6.0% 13.6% 15.4% 16.4% 19.9% 21.6% 24.5% 37.5% 39.0% 43.7%
Note: (Pre. F.) Preliminary forecast
Source: Centre for Tourism Research at TIAPEI
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Appendix 2 - Participants in the Stakeholder
Consultation Process
Mission 1 – April 25 – May 1, 2016
Patrick Dorsey - ACOA Vice President, funding partner – Federal Government
Cheryl Paynter – CEO of Tourism PEI, funding partner – Provincial Government
Neil Stewart – Deputy Minister of Economic Development and Tourism
Kevin Mouflier – TIAPEI CEO (Co-Chair)
Robert Jourdain - TIAPEI President, instructor with the Holland College International Hospitality
Management & Tourism and Travel Management programs (Co-Chair)
James Tingley – General Manager of the Delta Prince Edward and PEI Convention
Centre/TIAPEI Board Member and President of the Board – Meetings & Conventions PEI
Chef Michael Smith – Television personality, culinary spokesperson and owner/operator of the
Inn at Bay Fortune and Fireworks, eastern PEI
Chris Jones – Director of Strategic Initiatives for the Provincial department of Economic
Development and Tourism
Bernadette Power – Tourism Account Manager with ACOA
Perry Gotell – Owner/operator of Tranquillity Cove Adventures, experiential tourism operator
ACOA Executive team (Michael Dillon-Director Enterprise Development, Sandra Lambe –
Director General Operations, Rob McCloskey-Director General Tourism, Marilyn Murphy-
Director Community Economic Development)
Doug Newson – CEO, Charlottetown Airport Authority – transportation, central PEI
Rachael Vidito – General Manager, The Great George (award winning historic inn), Manager
of Hotel Operations - Murphy Hospitality Group
Tracey Singleton – President of Versatile Management – providing organization for major
events such as the Shellfish Festival, Jack Frost Festival, the Festival of Wines, Arts & Heritage
Trail Guide, etc. Partner in cottage operation, Cavendish Bosom Buddies Cottages & Suites
Jay MacDonald – B&B operator – Elmwood Heritage Inn, Charlottetown central
Charlie Sark – Aboriginal Tourism Association of Canada/Lennox Island First Nation, family
owner craft and giftware shop on Lennox Island, western PEI
Directors and Managers – ACOA and Tourism PEI
Research Analysts – Dave Bryanton, ACOA; Brian Dunn, Economic Development & Tourism
Doug Newson – CEO, Charlottetown Airport Authority
Karen Jens & Managers – PEI Field Unit, Parks Canada
Ann Worth, Staff & Board – Meetings & Conventions PEI
PEI Arts & Heritage Committee
Kevin Murphy – The Murphy Group
Cavendish Tourism Stakeholders:
Mike Forrest - Tourism Cavendish Beach
Linda Lowther - The Oasis and Island’s Frozen Yogurt Bar/Resort Municipality
Tyson MacInnis - Cavendish Maples
Carl Nicholson - New Glasgow Lobster Suppers / PEI Restaurant Association
Sandi Lowther - Fairways Cottages | Tourism Cavendish Beach
Sheela Brennan - Avonlea Village
Tracey Singleton - Cavendish Bosom Buddies Cottages and Suites
Mathew Jelley - Maritime Fun Group | Chair of the Resort Municipality
Darcy Butler - Destination Manager - Tourism Cavendish Beach
Alfred Groom, David Groom – Brothers 2, Garden of the Gulf Quality Inn, Summerside
RTA Executive Directors – Mitchell Rennie, Heidi Zinn, Peggy Miles, Patsy Gotell, Carolyn
Thorne
Tourism PEI Marketing Team
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Mission 2 – May 28 – June 3, 2016
Corryn Clemence – Port Charlottetown
Wayne Long – Events, City of Charlottetown
Jessie Inman, Carol Horne – Confederation Centre of the Arts
Jeff Gaudet – Northumberland Ferries Limited
Liam Dolan – Shellfish Festivals, Charlottetown Restauranteur
Jeff Squires, Kim Doyle – Whitecap Entertainment, Cavendish Beach Music Festival
Chef Ilona Daniel
Hon. Heath MacDonald – Minister of Economic Development and Tourism
Participants in 7 Sector Focus Groups:
Arts & Heritage – June 2/16
Alanna Jankov The Guild
Pat Smith Victoria Playhouse
Andrea Surich, GM Waterfront Theatre
Rob Oakie Music PEI
Teri Hall Artisans on Main Souris
Linda McCausland Artisans on Main Montague
Laura Cole PEI Crafts Council
Charlene Belsher Olde General Store (music/crafts)
Ian & Daphne Scott Village Pottery
Food & Beverage – June 1/16
Mitch Cobb Upstreet Craft Brewing
Sarah Bennetto O'Brien Scapes Restaurant, Borden/Carleton
Duke Cormier Summerside Restauranteur
Jeff McCourt Chef/Glasgow Glen Farm
Adam Loo Chef - Merchantman
Emily Wells Chef/Restauranteur
Tyson MacInnis Island Food Partnership/Fall Flavours
Steven Larkin Lobster on the Wharf
Ian MacPherson PEI Fishermen's Association
Robert Godfrey Federation of Agriculture
Tracey Singleton Shellfish Festival/Jack Frost/Fall Flavours
Javier Alarco Executive Chef, Delta Prince Edward
Adventure/Attractions – May 31/16
Mark McLane Golf PEI
Matthew Jelley Sandspit Entertainment
Lee Drake Red Shores Charlottetown
Bill Kendrick Experience PEI/ PEI Gay Tourism Assn
Perry Gotell Tranquility Cove Adventures
John Anthony Langdale Past Chair - TAC/Rustico Golf
Mike Roberts FlyBoard PEI
Ryan Garrett Tourism PEI (golf)
Anne Arsenault Tignish Initiatives
Steven Birt Eagles Glenn of Cavendish (golf)
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Culture & Heritage – June 2/16
Albert Arsenault Evangeline Tourism
Kevin Rice Confederation Centre of the Arts/Arts Gallery Director
Katy Baker Mi'kmaq Confederacy of PEI
Dr. David Keenlyside PEI Museums & Heritage Foundation
Mark Derry Manager Cultural Affairs (Prov. Gov)
Martin Marcoux Acadian & Francophone Chamber of Commerce
Judy MacDonald PEI Arts & Heritage Trail
Aubrey Cormier Societe Saint Thomas d'Aquin
Mary Kendrick Experience PEI
Marcel Bernard Evangeline Tourism
Jamie Thomas Lennox Island First Nation
Jenene Woolridge Abegweit First Nation
Mike Randall Lennox Island First Nation
David Panton Community Museums Association of PEI
Festivals & Events – June 1/16
Jennifer Campbell Festival of Small Halls
Tracey Singleton Shellfish Festival/Jack Frost/Fall Flavours
Heidi Zinn Discover Charlottetown/Victorian Christmas
Dawn Alan Downtown Charlottetown Inc.
Michael MacKinnon Managing Director, Red Shores, Charlottetown
Peter McCrady Festivals & Events PEI
Doreen Sark Lennox Island First Nation
Kim Doyle Cavendish Beach Music Festival
Donna Hurry City of Charlottetown
Accommodations & Incentive Travel – June 1/16
Isaac MacPherson Brackley Beach Northwinds Motel
Adam & Marsha Doiron Trius Tours/Prince Edward Tours
Robert Jay River House Inn
Linda Lowther Cavendish Tourism Operator
Sandi Lowther Cavendish Tourism Operator/CBTA member
Jay Macdonald Elmwood B & B, Charlottetown
Vicki Francis Cranford Inn, Charlottetown
Ken Meister PEI B & B Association/Summerside Inn B & B
Alfred Groom Quality Inn - Summerside
Ann Worth Meetings & Conventions PEI
Blair Smith Stanley Bridge Resort
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Business – May 31/16
Jamie Aiken Finance PEI
Jeff Ready Finance PEI
Bertha Jay BDC
Tim McRoberts Holland College Program Manager
Ron Holley CBDC - Montague
Wendy Drake MRSB
Melissa MacEachern UPEI Tourism and Hospitality
Penny Walsh McGuire Charlottetown Chamber of Commerce
Ellen O’Brien Charlottetown Chamber of Commerce
Richard Gallant Workforce & Advanced Learning
Bernadette Power Atlantic Canada Opportunities Agency
Tara McNally MacPhee Visitor Experience Manager, PEI National Park
Ocel Dauphinais-Matheson Visitor Experience Manager, National Historic Sites
Barbara MacDonald External Relations Manager, Parks Canada PEI
Chris Jones Economic Development & Tourism
Mission 3 – June 18 – 25, 2016: Stage 1
Various local operators – Western PEI Familiarization Tour (North Cape to Summerside)
Various local operators – Eastern PEI Familiarization Tour
Various local operators – Central PEI Familiarization Tour
Various local operators – Charlottetown Familiarization Tour
Communauté Francophone – Conference en francais -Region Evangeline
Western PEI – Open Public Forum
Carolyn Thorne Explore Summerside
Nancy Butler
Shawn McCarvill Slemon Park Hotel & Conference
Sue McGiveron College of Piping
Sandra Zarvie Culture Summerside
Arnold Croken Port of Summerside/SRDC
David Bellefontaine Port of Summerside/SRDC
Rose Bernard Beach House Inn
Mitchell Rennie North Cape Coastal Tourism Partnership
Chris Jones Tourism PEI
Vanessa MacFarlane Explore Summerside
Bernadette Power ACOA
Carrie Caunce Briarcliffe Inn
Kathy McInnis Canada’s Best Value Motel Summerside & Charlottetown
George Silliker Country Haven Cottages
Dakota Oliver Summerside Lobster Festival
Murray Sallis Anchor Motel & Suites
Janice Holmes Summerside Motel
Norma McCallum City Of Summerside
Carol Horne Confederation Centre of the Arts
Nikkie Gallant Eptek Art & Culture Centre
Kieran Keller Harbourfront Theatre
Stanley MacDonald Canadian Potato Museum
Roxann Poirier Summerside Farmers Market
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Sarah Boeker Island Home B & B
Greg Weeks PEI Segway Tours
David Groom Quality Inn/Brother 2
Kellie Mulligan Dept. of Agriculture & Fisheries/Rural Development
Brenda O’Meara Dept. of Agriculture & Fisheries/Rural Development
Eastern PEI – Open Public Forum
Connor Lea Avondale Golf Course
Barry Wilson Gram’s garden Home
Wendell MacEachern Avondale Golf Course
Tara McNally MacPhee Parks Canada
Ruth DeLong Island Trails
Debbie Gallant Island Trails
Perry Gotell Tranquility Cove Adventures
James Tingley Delta Prince Edward
Derek Morgan Honeysuckle Cottage
Astrid Schrader The Purple Bike B & B
Amelia Campbell Tourism Ambassador Manager
Mary & Bill Kendrick Experience PEI
Lynn Nimtz Artisans on Main – Montague
Richard Collins Mayor, Town of Montague
Jill & Doug Rollins Chepstow Bay Cottages
Aubrey Brown Georgetown Historic Inn
Mark Sandiford Culture PEI
Gaylene Gillis Island East Tourism Group
Carol Horne Confederation Centre of the Arts
Judy Murphy St. Peters VIC
Carrie Webster St. Peters VIC
Claire MacKinnon St. Peters VIC
Craig Jones Hotel Assn. of PEI/Rodd Hotels & Resorts
Mike Robertson Island East Tourism Group/Rodd Hotels & Resorts
Friend Herring Herring Beach Homes
Tim Mair Georgetown Port
Wayne Chaisson Georgetown Port
Ray Brow Festivals
Rachel Vidito Great George Hotel
Michelle Westaway Great George Hotel
Megan McMillan Hotel on Pownal
Sidney MacEwen MLA Morell/Mermaid
Ed McKenna St. Peters Bay Craft & Gift
Carmella Cheverie Souris By the Sea Treasures
David Lewis Greenwich View Cottages
Tim Arnold Rodd Hotels & Resorts
Charlene Belsher The Old General Store
Ann Worth Meetings & Conventions PEI
Robert Jay River House Inn
Mike Newman Newman Estate Winery
Bernadette Power ACOA
Chris Jones Tourism PEI
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Central PEI – Open Public Forum
Tara Ledden Fairways Cottages
Ken Whortman Holland College Culinary
Heidi Zinn Discover Charlottetown
Chris MacDonald Discover Charlottetown
Kim Doyle Cavendish Beach Music Festival
Jill Campbell Cavendish Beach Music Festival
Youling Wei Sundance Cottages
Barb MacDonald Parks Canada
Marsha Doiron Prince Edward Tours
Tracey Singleton Bosom Buddies Cottages
Brenda Boudreau Victoria Playhouse/Victoria Historical
Kent Thompson Food Island Partnership
Nicole Mountain Twin Shores Campground
Corryn Clemence Port Charlottetown
Laurie Burdett Cavendish Beach Cottages
Marg Weeks PEI Agriculture Awareness
Tyson MacInnis Cavendish Maples Cottages
Linda Lowther Island Frozen Yogurt
Sean Joyce Eagles Glenn Gold Course
Eric Gallant Island East Tourism/ Souris Port Authority
Arnold Smith Bay Vista Motel
Jeff Squires Whitecap Entertainment/PEI Brewing Co.
Peggy Miles Central Coastal Tourism Partnership
Bob Boyle Brackley Beach Drive In
Judy MacDonald Barachois Inn/Farmers Bank of Rustico
Janet Haverlock Twin Shores Campground
Brian Haverlock Twin Shores Campground
Crystal Stevens Redrocks Pottery
Don Quarles Summerside Lobster Festival
Elaine Thomson Rodd Hotels & Resorts
Darcy Butler Tourism Cavendish Beach
Bernadette Power ACOA
Chris Jones Tourism PEI
Matthew Jelley Maritime Fun Group
Dongkoo Yun Centre for Tourism Research
Jeff McCourt Glasgow Glen
John Brewer Anne’s Windy Poplars
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Mission 4 – Sept. 25 – 30, 2016: Stage 2
Meeting with Lennox Island Elders
Meeting with ACOA & Province of PEI
Meeting with TIAPEI Board of Directors
Kinkora Place – Open Public Forum
Gloria Welton The Employment Journey
Keith Hansen MacPherson, Roche & Smith
Pauline Pineau Rustico Acres Cottages
Donna Glass Kingfisher Outdoors
Louise Arsenault Mill River Resort
Kent Thompson Food Island Partnership
Christine Morgan The Table
Derrick Hoare The Table & CCTP
Anne Arsenault NCCTAP/Driftwood Cottages
Pat Studen Smith Victoria Playhouse
Keith Samuel Rodd Royalty
Marcel Bernard Chalets de la Grande Basse
Heath MacDonald Economic Development & Tourism (Minister)
Avonlea Cottages Jay Dong
Steve Arnold Around the Sea
Chandra MacLellan & Paul Kyle Red Rock Retreat Campground
Kathy Tibbetts Ship Building Museum
Rowan Caseley Town of Kensington
Darcy Butler Tourism Cavendish Beach
Ruth Morrow Morrows Farm Cottages
Tyson MacInnis Cavendish Maples Cottages
Bob Perrin Roma at Three Rivers
Anton & Nuala Stoller Best View Waterfront Cottages
Marilyn Murphy ACOA
Carol Rybinski Tyne Valley Tea & Co.
Ronalda Wheatley Wheatley Raspberries
Cindy & Guy Cousineau Beside the Trail B & B
Mary & Bill Kendrick Experience PEI
Gregory Urler RDEE IPE
Wayne Cotton Best Western Charlottetown
Wallace Rose Eastern PEI.com
Jay Macdonald Elmwood Heritage Inn
Sharon & Leslie Swift Ocean Acres Murray Harbour
Mitchell Rennie NCCTAP
Andrea Surich Watermark Theatre
Paula Kenny Eptek Centre/PEI Museums
Vicki Francis Discover Charlottetown
Linda Lowther Islands Frozen Yogurt/Cavendish Resort Municipality
Jim Larkin Discover Charlottetown
Minh Phan White Horse Motel
Murray MacPherson Brackley Beach Northwinds
Ed McKenna St. Peters Bay Crafts & Gifts
Caspar Geurts Victoria Cottages
Greg Weeks PEI Segway
Colin MacIntyre Quality Tourism Services
Heidi Zinn Discover Charlottetown
Ken Smallwood Lyons Cottages
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Gertrude Parker Sunflower Cottage
Astrid Schrader The Purple Bike B & B
Charlene Belsher Old General Store
Cathy Hellmich NCCTAP
Emily Smith Victoria Playhouse
Patsy Gotell Island East Tourism
Peggy Miles Central Coastal Tourism Partnership
Doug Newson Charlottetown Airport
Elaine MacPherson DeSable Cottages
Malcolm Lane Island Cottage Retreat
Faith Barnes-Lane Island Cottage Retreat
Krzysztof Opydo Whitesands
Cheryl Paynter CEO – Tourism PEI
Judy MacDonald Barachois Inn
Brenda Campbell PEI Shellfish Assoc.
George Campbell Anne of Green Gables Museum
Kevin Champion Green Gables Golf Course
Carrie Caunce Briarcliffe Inn/CCTP
Malcolm Hiseman Briarcliffe Inn
Shawn McCarvill Slemon Park Corporation
Perry Gotell Tranquility Cove Adventures
Tim Arnold Rodd Brudenell
Janette Gallant Parks Canada
Matt Jelley Maritime Fun Group
Camellia Black Victoria Inn
Roger Downie College of Piping
Don Reid Island Condos
William Caw Weddings PEI by Diana
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Local Operator Survey Respondents
Operator Respondent
694 Grand Pere Road Sean Daniels, cottage owner
Chelsy By The Sea Live-In Resort Stephen Flemming, Owner Operator
New Glasgow Inn Carole MacMillan Owner New Glasgow inn
Mathieu's Home Marie-Paul Medeiros Cottage owner
Slumber Westhill Roger
Heather Hannon Island Art
Studio
Heather Hannon, owner of Heather Hannon Island Art Studio
Georgetown Historic Inn Aubrey Brown Owner Georgetown Historic Inn
PEI Photo Tours Rusty Elliott
Seascape Chalet Philip & Dawn MacLellan
Ellis Trailer Rentals Kristina Ellis Owner - Ellis Trailer Rentals kris3247@gmail.com
Souris Farmers Market
Hotel on Pownal (The) Shayna Henderson Front Desk Manager The Hotel on Pownal
Singleton Residence Tracey Singleton
Now n Zen Inc. (Coffee & Tea) Robert Curran, Owner
Ocean Acres Leslie Swift Owner Ocean Acres Cottages & Campground
Sea, Sand & Stars Cottage Irene Huber Owner: Sea Sand and Stars Cottage Manage:
Seawatch Cottage
Fox Cottage Pamela Reid Owner of Fox Cottage, a summer cottage rental.
Great George (The) Rachel Vidito
Noble House Karyn Noble Noble House owner
Oasis Resort (The) Linda Lowther, owner
Lookout Inn (The) Nicole Kaminski owner/operator The Lookout Inn
Kate's Cove, Your Seaside
Retreat
Debra Edgar
Weddings PEI by Diana Diana Lariviere
A Stones Throw Cottage Patrick Reid
Warren's Cottages Mary Warren Owner
Summer Breeze & Wind Song
Cottages
Kim Gallant
Islandscapes Etc. Morag Gainer, sole proprietor
Montgomery's Shinning Waters
Chalet
Paul Montgomery, Owner Shining waters Chalet and soon to
open - Montgomery Inn at Ingleside
Le Centre Goéland Inc. Tanya Gallant, Manager, Centre Goéland
Purple Bike B&B (The) Astrid Schrader, B & B host
Old Winsloe House (The) Philip Lacey Owner
Sunbury Cove Ocean Retreat Ed Schmid owner
Blossom Haven Cottage Susanne Manovill, Blossom Haven, owner
Howe Bay Beach Houses Jovette and Lawrence Keeler Owners/operators, Howe Bay Beach
Houses
Cape Bear Lighthouse &
Marconi Station Inc.
Wallace Jorden, President of the Cape Bear Lighthouse & Marconi
Station Inc.
Tranquility Cove Beach Suite Perry Gotell,owner/operator Tranquility Cove Adventures
Brackley Beach North Winds
Inn & Suites
Isaac MacPherson, Owner/Operator
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Operator Respondent
St. Louis Bluegrass & Old Time
Music Campout
Wilma Jones St louis bluegrass festival committee secretary
Afterglow Cottage PEI Paul Fredenburg, President
Harbour Master House Karen Mair Owner - Harbourmaster House
Toy Factory (The) Dan Viau, Owner, The Toy Factory
Alexander's Beach House Mary mac person owner
Old Mills Park Alcide Bernard Chairman
Lord's Seaside Cottages Elayne Lord, Owner
Moonlight Cottage By-the-Sea Joan Perrin Owner operator Moonlight Cottage By-the-Sea
Stanley River Chalets Darrin Deveau owner
Point Prim Chowder House paul lavender,owner,point prim chowder house
Greenwich View Cottages David Lewis Owner of Greenwich View Cottages
Lord Selkirk Campground Keir White General Manager BCDC (Belfast Highland Greens &
Lord Selkirk Campground)
Artisans on Main Souris Inc Sherri Gallant, Volunteer with Arts Group
Lenrose Cottage Rosemary MacCormack owner
Summerhaven House Carol martin Owner
Riverbank Cottage at Tyne
Valley
Cliff Demorest Owner of a cottage
York Bay Place M. Downie Owner York Bay Place
Gallery 18 Aubrey Bell Business Operator
St. Peters Bay Craft & Giftware Ed McKenna, Owner
Glenshore Cottage Helen Edley. Cottage Owner, Canoe Cove, PEI.
Eagle's Nest Joseph Sherren
Driftwood Country Cottages anne arsenault Owner Driftwood Country Cottages
Orange Door Cottage Joe Bystryk, Proprietor
Lobster on The Wharf Steven Larkin, Owner/Operator of Lobster on the Wharf
Grandpa's Antique Photo
Studio
Paul Gunn Owner Grandpa's photos
Kindred Spirits Country Inn and
Cottages
Becky James, Owner
Beach Rose Cottage Jeanine Dionne
Chez Char Charleen Doherty Owner Chez Char (Wellington, PE)
Belle Point Cottage Shawn Russell (Heather)
Stanhope Oceanview Guest
House
Tracey Chivilo Business Owner
Inn At St. Peters (The) Karen Davey
Belleview Beach House Son-Hai Huynh Part owner/Manager
Artisans On Main Linda McCausland- 1 of 40 cooperative artists in Montague
Deep Roots Distillery Mike Beamish
Lyons Cottages Ken Smallwood, Tourism Operator
Howe Bay Haven Troy MacKenzie 9026721415
Points East Beach Motel
Barachois Inn Judy MacDonald, Owner/Operator, Barachois Inn
Argyle Shore Beach House Thomas Thomassen ,owner operator Argyle shore Beach house
cottage rental
Brudenell Waterfront Cottage Bev Johnston Co
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Operator Respondent
Percy Hill Vacation Home Sebastian Manago Owner, Percy Hill Vacation Home
PEI Coastal Experiences John Martin
Fairways Cottages Sandi Lowther, Managing Director Fairways Cottages, Cavendish
PEI
Oyster Bay Cottage Araxie Robertson, Owner
Sims Corner Steakhouse &
Oyster Bar
Murphy Group of Restaurants
Adventures In Camping Kenny Conohan owner Adventures in Camping
AM's Dream Cottage Patrick Reeves
Anchor Motel & Suites Murray Sallis, proprietor
Bellmora Beach House Angela Publicover West, cottage owner
Country In The City Sandra Louise Jamieson
Canadas Best Value Inn &
Suites
Melissa Deziel Front Desk Manager
Mayfield Country Cottages lorraine
Cavendish Breeze Inn Kayo Shinomiya Owner
My Sun Cottage Sandra Hoffman, Owner
Orient Hotel Bed & Breakfast
(The)
Richard LaGrange, Owner
Montgomery Cavendish
Cottages
Stuart Drummond Owner
Greenwich Gate Cottage Anonymous - small cottage operator
Mills' Place On Prince andrea Battison, owner/operator
Jake & Jo's Cottages JIm Packman, Owner/Operator
Loft 1, The WHY Lofts Ole Hammarlund Owner Loft 1 at the Y
Cape Light Restaurant MAURICE VAUTOUR CHEF/OWNER
Summerside Motel & Cottages Janice Holmes, Owner/Operator
Sanderling Dunes Rob Head , Owner Sanderling Dunes Cottage
Seaview Beach Vacation
Home
Bary King Owner Seaview Beach House Owner Jellystone PEI
Campground
Small Town Bound B & B Erin Lamb, Small Town Bound B&B Owner/Operator
White Horse Motel Inc. Minh Phan
Elemorphic Jewelry Mary Armellini
Myriad View Artisan Distillery
Inc.
Ken Mill Co-owner Myriad View Distillery
Cliff's Edge Cottage Greg Antonacci, Proprietor.
Sunset Cottage Place Peter Southward, Joint owner
Vacation Home On The Bay Susan Ross - Vacation Home on the Bay.
Elizabeth's Bed & Breakfast Elizabeth Pippy... owner/operator
Blue Waters Executive
Cottages
Judy
Traveller's Inn Hal Affleck Manager
Malpeque Cove Cottages Olivier & Marian Joncourt Owners / Managers Malpeque Cove
Cottages
Old Blooming Point
Schoolhouse (The)
Dawn Rowan, Owner The Old Schoolhouse Cottage, Blooming
Point
Faye's Family Trailer Rentals Faye Ford
Shady Lane B&B and Cottages Ian Rowe, co-owner
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Operator Respondent
Barb's Country Escape Barbara Doiron, owner Bayview Antiques and Barb's Country
Escape cottage
Garden of The Gulf Museum Garden of the Gulf Museum Connie Spencer Development
coordinator
Chez Yvette Bed & Breakfast Yvette Deschenes
Campbells Cove Campground
and Cabins
Jennifer Mooney Manager Campbell's Cove Campground
Pine Cottages Robert Campbell-Operator
Dalvay By The Sea Inn & Dining Room
Sir Andrew Macphail
Homestead
Angela Jeffrey, Site Director
Singing Sands Inn Don McCallum Owner
Parkview Cottages David Linkletter
Greenwich Cottage John Sutherland owner
Woodside's Trailer Rentals Brenda Woodside owner of Woodside's Trailer Rentals
Brackley Beach Escape Lisa & Darcy Walsh
Buoy Cottage (The) Chuck Smith Cottage owner
Winfried & Susan Krueger Winfried Krueger business owner
Old MillPond Bed & Breakfast
(The)
Lorna Wells, Owner, The Old Millpond Bed & Breakfast
St. Lawrence Motel - Hsk Suites JUN HA LEE Manager
Green Roof Cottage Allan Driselle owner operator. Of two micro business on the island.
Three Thumbs up wheels caffe and The Green Roof cottage
Shine Motel weiguang yang owner
RootieMagoo's leslie paynter, owner
Sandstone Summer Home Carol/Stuart Leach Owners Sandstone Summer Home, Mount
Stewart
Northport Pier Inn Michaela Fraser
Design By Nancy - Silversmith Nancy MacCausland
J. J. Stewart Mercantile Thom MacMillan
Create an Ocean Gem Teri Hall, owner, Fire & Water Creations
Obanbrae Farm Bed &
Breakfast
Brian & Dora MacKinley
Ocean-Side Cottages Winston Murchison owner of Ocean Side cottages
Cranford Inn Vicki Francis, owner/operator of the Cranford Inn
Mink Basin Cottage Caron Senechal Owner of Mink Basin Cottage
Spruce Grove Chalet Bill MacIntyre & Tracey Olson
Chepstow Bay Cottages Jill Rollins, Owner, Chepstow Bay Cottages
Kennedy's Room with a View Cyndi Tasche; Management and Booking
Evening Primrose Jeanne Sullivan
Camping Terre Rouge Alcide Bernard
Ballycarry Elizabeth LaPierre
Charlottetown Festival (The) Carol Horne CMO
Sunset Cottages on Boughton H McAuley, Owner/Operator Sunset Cottages
Riverside Chalets Mike Kisil - Owner
Pineau Family Cottage Steven Pineau. Owner operator of The Pineau Family Cottage
Bootlegger Inn Ken & Andrea Chaisson
Broken Road Cottage Lisa MacCallum Owner/Operator
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Operator Respondent
Chateau Des Sable Rachel Robinson, Owner
GoWheelin' Bike Rentals Marsha Doiron
St. Peters Destination Centre owner,William Minnis, Wanderers Rest Cottages
Bay Vista Motel Beckey Murray Front Desk
Fiddler's Green Country
Cottages
Brett Paterson - Business owner
Calm Water Cottage Dianne MacDonald Owner- Calm Water Cottage
Angie's Place/Angeline's
Beach House
Debbie Pineau Proprietor Angie's Place
Cavendish Maples Cottages Tyson MacInnis, owner
charlottetownfarmersmarket@
gmail.com
Bernie Plourde Manager, Charlottetown Farmers' Market
Bryanton's Bed & Breakfast
(The)
Doreen Bryanton Innkeeper
Matthew's Deep Sea Fishing Blair Matthews
Comfort Inn Shawna Grandjean General Manager
Farmers' Bank of Rustico &
Doucet House Museums (The)
Marlene White, Treasurer
Anne's Cottage At The
Barachois
Matthew Steele, Owner
Howe Point Road - Tread Softly
Cottages
Dave Wilmer, Innkeeper
Summerhouse at the Summer
Garden
Gail Kern
Hillview Farm Homestead Donald Johnstone, Owner
Birch Haven Cottage Peter McKenna
tweedy@pastimespei.com
Cliffside Inn Robert Lawlor
Around The Sea Steve Arnold, Owner Around the Sea Rotating House, Suites & Tours
and Ride Solar
Clachan Muir Kirsty Spence, Associate Professor, owner Clachan Muir, Stanley
Bridge, PEI
Cedar Dunes Cottages Shannon Steele, a Cedar Dunes Cottages
Singleton Residence Tracey Singleton
Pines Motel & Cottages (The) Mark Ings
B and B Brighton House Kiyoshi Aoyama The owner of B&B Brighton House
Dundee Arms - an eden
property
Pat Sands
Beach & Breeze Cottages Barbara Witte , Owner
Cornwall KOA Donna Sentner managers
Reid's Stanhope Chalets Malcolm Reid Owner
Northern Knights Sea View
Cottage
James J. Knights
Savage Harbour Cottages Steve & Sherry Ann Birt
Stanhope Dunes Don Bray, owner Stanhope Dunes vacation home
Lantern House B & B Joan Kerr Lantern House, Owner
O' Reardon House Randy Reardon Owner of a summer home rental property.
New London Bay Motel Al Smith, owner of New London Bay Motel
Chalet Hughes Oksana Laschuk
Wexford Heritage House Ron Murphy
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Operator Respondent
Briarcliffe Inn Carrie Caunce Owner/Operator Briarcliffe Inn *CCTP Board
Member
Campbell's Deep-Sea Fishing Marc Campbell Owner / operator
Maroon Pig Art Gallery & Sweet
Shop
Richard & Stacy Toms
The Table Culinary Studio Derrick Hoare Chef/Proprietor The Table
Surfview Villa Russell herder - owner
Bayview Waterfront Cottage Jim MacLean, cottage owner
West Point Beach House James Stewart - West Point Beach House owner.
Adega At The Point Brenda. Owners
Malpeque B&B Jack Wilderom Owner operator.
Eagles Glenn of Cavendish
Golf Course
Chris Croken - Golf Operations Manager
Sunset Suite Don Streeter CEO
St. Peters Park Mary Burge, Administrator, Community of St. Peter's Bay/ St. Peter's
Campground.
Hanselpacker House Gabriel Hanselpacker, member of the Canadian Armed Forces
and owner of the Hanselpacker House.
PEI Homeland Wei Rong Wang , 52 St. Peter's Rd
Salt Of The Harbour Condos Kelvin McQuaid
Nancy's Place Nancy Kijek Owner
Anne of Green Gables
Museum
george campbell owner
Shop & Play/Cavendish
Figurines
Waterford Cottages &
Campground
Curtis Oliver, Waterford Cottages & Campground, 13167
Waterford.. just one mile from STOMPIN TOM SCHOOLHOUSE!!!
Silver Heron House Cynthia Cudmore, Marketing & Sales Silver Heron House
Seahorse Tourist Suites Jim Fraser
Reuben's Pine Lodge Reuben MacDougall
Little Barn By The Bay (Antiques
& Collectables)
Sheila Simpson, owner
Heritage Home B&B Miriam Lank Owner
Kristie's Family Restaurant & Pub Qiang Li, Owner
Dunescape Casa Vista Rory Francis, Co-owner
Gulf View Cottages Sharon MacNeill Owner/Manager
Bonshaw Hills B & B Annemarie Palmy Seyfarth, Manager and Owner of Bonshaw Hills
BnB in Bonshaw PEI
Great Canadian Soap Co.
(The)
Em Zember president
Yellow Barn (The) Shawn Corke, licenced tourist facility operator
Hogan's Waterview Cottages Philip hogan. Owner
Celtic Skye karen thomson owner
Slemon Park Hotel &
Conference Centre
Hesham Elsayad Assistant Manager. Accommodation
department.
Bayshore Charm Summer
Home
Carole Foran-Swinkels Cottage business operator
Magik Dragon Alesia Napier
Llewellyn's by the Shore Peter Llewellyn
Graham Inn (The)
Silverwood Motel Katherine Al-Mughrabi Owner, Silverwood Motel
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Operator Respondent
Century Farm Waterfront
Cottages
Barbara owner
Purdy's Cottage Erin Purdy 403-561-0515 Cottage operator
Foley's Bed & Breakfast and
Guest Cottages
martin foley /owner
Chetwin Lee Ruth Soper partner/owner
Anne's Windy Poplars Cottage
Resort
John Brewer, Anne's Windy Poplars Cottage Resort
Mary MacQueen's By-The-Sea
Bed & Breakfast
Mary Elliott, Owner/ President of Mary MacQueen's by the Sea B &
B.
Ellanvannin
Summer House on Winter Bay Laurie & Sandy Pollock
River R.V. Campground Trudy Miller/Owner
Souris Lookout Georgina Clow owner
Island Winds Crafts Peter Baker Business manager
Montgomery House By The Sea
(The)
Bryan Osborne owner of Montgomery house by the sea in
Malpeque
Bunny Wool Art Melvin & Lorraine Gallant
Linden Homestead Frances Coburn owner of Linden Homestead
Osprey Cottage Charles Sullivan. Owner
Fish Tales & Tall Ships ... 1700s
Cod Fishery
Helen Lockerby Co-president of Board, Roma 3 Rivers Inc.
Darnley Point Cottages David Palmer
Crystal Beach Campground Matthew Wedge, owner/manager
Charming Home For
Charlottetown Visits
None
Haven At Belle River (The) Sheila Smith Owner: The Haven at Belle River
Souris By The Sea Treasures Carmella Cheverie owner/operator Souris by the Sea Treasures
Avonlea Bachelor Cottages Jay Dong Owner
Old MacDonald's Loch-Mara Judy MacDonald, owner/operator
Duneside Cottage Willard Horne
Shores of St. Andrews Mike Lannigan & Jodi Matheson
Cloggeroo Island Folk Festival Tanya Cameron
Bubbling Brook Cottages Wendy Tsai, owner,
Duchess of Kent Inn Sharyn Dalrymple owner/operator Duchess of Kent Inn
Red Cliffs At Cumberland Tom Murphy
Glasgow Glen Farm Artisan
Cheese Producers
Jeff McCourt Glasgow Glen Farm, Owner, Chef, Cheesemaker
Really-O Handcrafts and Tryon
Museum
Jack sorensen
Mill River Log Home Juanita Gallant, tourism operator, owner
Best Western Charlottetown Wayne Cotton, GM
Victorian Dejavu (The) Valerie MacNeill, Owner/Operator of The Victorian Dejavu and The
Compass Rose Beach House properties.
Bill MacKay House bill mackay owner
Countryview Golf Club Carl & Karen Currie
Port Charlottetown Visitor
Information
Joanne MacMillan, Manager of Charlottetown Visitor Information
Centre and Liquor Agency.
Cracker Creek Mining
Company
Matthew Jelley, Chair, Maritime Fun Group
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Operator Respondent
Stanhope Luxury Cottages Jenny X. Zhang, Manager of Stanhope Cottages (2011)
71 Newland Crescent Morgan Saulnier
Sheltered Harbour Café &
Pub
Ed & Mary Steele
Clamdiggers Beach House &
Restaurant
Arlene Smith
Kites and Other Delights At
Outside Expeditions
Tim Nicholls Outside Expeditions Owner
yarnartplus@gmail.com Tatiana Mizerina, owner of T&M Craft Studio
New Glasgow Country
Gardens & Art Gallery Tea
Room
Bruce MacNaughton Owner
McKfolly Studio Loft John and Beverly McKenzie, Owners and Operators
Wright's Creek Tourist Home Wendy Tsai. owner
Morrow's Farm Cottages Ruth Morrow
Back Road Folk Art Bill Kendrick, Co-Owner, Experience PEI
Confederation Centre Art
Gallery
Kevin Rice, Director, Confederation Centre Art Gallery
Between Two Waters Summer
Home
Mary Conway
McLean House Inn Barbara MacPhee, Owner
rogersinmargate@hotmail.ca Roger Gillcash, Owner
Lighthouse and Beach Motel Grant, Anne & Kyle Galbraith Owners (new) - Lighthouse & Beach
Motel, Souris West
Endless Sands Cottages Troy & Robin Lyon
Island Home Bed and Breakfast Sarah Boeker, owner and operator of Island Home B&B in
Summerside, PE
278 MacMillan Pt. Road
Cottage
Ron Robinson
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External Trade Survey Respondents
Name and Position Company Type
Karin Tolsma, Senior Product Manager Askja Reizen Tour Operator
Keri May Product Manager World Expeditions Tour Operator
Debbie Lamping, Owner Tour Planner Echo Tours & Travel Tour Operator
Max Zehender; travel agency owner Discovery Tours Tour Operator
Ted Nelson President Hospitality Tours Tour Operator
Rose-Anne Kupiak Owner/Manager Embassy Tours Ltd. Tour Operator
Alex Morris Director, North America Program
Development and Strategy
Road Scholar Tour Operator
Jose Herrera Director of Development DTC - Dominion Tours Canada Tour Operator
Rick Campbell Communications Music Travel Consultants Inc. Tour Operator
Kevin Okada Director of operations Canada Tour System Inc. Tour Operator
Adam Smrt Senior Travel Adviser Mighty Fine Company Tour Operator
Chiemi Nishinari, Director Procurement Tour
Services
JTB International (Canada) Ltd. Tour Operator
Taku Kawai Canada Planning team H.I.S. Co., Ltd. Tour Operator
Peter van Veenendaal Product Manager
Travel Trend
Travel Trend Tour Operator
Jim Diebel, President Hanover Holiday Tours Hanover Holidays Tour Operator
Kolja Kassner, Senior VP CANUSA TOURISTIK GmbH & Co KG Tour Operator
neill protheo, product manager Cox & Kings Tour Operator
Christoph Parker SAGA Tour Operator
Denise Hunn Prestige Holidays Manager Prestige Holidays Tour Operator
Harriet Moon Partnerships Manager Gold Medal Tour Operator
Stephen Kirchner, Editor & Publisher National Motorcoach Network Tour Operator
Brian Hawe 1st Class Holidays Tour Operator
Vera-Anne Petley Group Coordinator Le Groupe VIP Tour Operator
Katherine Foxcroft, Product Experience
Manager
Fresh Tracks (Canada) Inc. Tour Operator
Dave Simpson - Travel Consultant HC Travel Tour Operator
Jacinthe Roy, Product Manager North
America
Gate 1 Travel Tour Operator
JASON HU, OPERATION DIRECTOR, BEYOND
DEEP TRAVEL
Beyond Deep Business & Travel
Corporation
Tour Operator
Simone Laux, Product Manager DER Touristik
Frankfurt GmbH
DERTOUR Tour Operator
Karen lee (CEO) WATU Travel Group, Inc. Tour Operator
Kris Hoff, Director of Product Badger Tour & Travel Tour Operator
David Wickers Director Bridge&Wickers Tour Operator
Katrin Coldwell Senior Product Manager FTI Touristik Tour Operator
Roger Thompson Director Complete North America Tour Operator
Philip at Freewheeling Adventures Freewheeling Adventures Tour Operator
Bradley Walters President Bradley Walters Jourmeys Tour Operator
Tanja Kiep, Product Manager Thomas Cook Touristik GmbH Tour Operator
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Name and Position Company Type
Julie Thompson Product & Marketing
Manager
Frontier Travel Ltd. Tour Operator
louise yoder tour manager Mid-American Coaches Tour Operator
Stephanie Brooks, Director Contracting Globus Family of Brands (Group
Voyagers Inc.)
Tour Operator
Philippa Westwood Marketing Manager Windows on the Wild Tour Operator
Patrick Cheung President of Sunny Tours Inc. Sunny Tours Inc. Tour Operator
Ashley McWhinnie, Area Manager, EF
Educational Tours
EF Educational Tours Tour Operator
Peri McCardle-Wills Anderson Vacations Tour Operator
Liz Lunnon Head of Worldwide Product Discover the World Tour Operator
Katrin Oelgart-Hissbach, owner travel
agency
Travel Reise-Service Tour Operator
Kenichiro Amako, Manager Kintetsu International Express
(Canada) Inc
Tour Operator
Jane Li, Director Across Travel & Tour Ltd Tour Operator
Ruth Drynan Product Buyer/Senior Tour
Planner
Nagel Tours Ltd. Tour Operator
Haruna Suzuki, Overseas Section 4 JTB Media Retailing (Tokyo) Tour Operator
Ed Smith - General Manager Canada & Alaska Specialist
Holidays
Tour Operator
Seiji Abe Managing director Crossroad Inc. Tour Operator
James Butler North America Product
Manager
Audley Travel Tour Operator
Pat Brennan; travel writer Postmedia
Network - 6.3 million readers.
Toronto Star Media
William F. LaPlante Exec. Dir. Media Alliance
bill@mediaalliance.com
Media Alliance Media
Juergen Juchtmann Travel Journalist Neue Westfaelische / Freelance Media
Hal Brindley wildlife photographer, writer,
film-maker
Travel 4 Wildlife Media
Janet Wallace, Freelance writer Janet Wallace Writing Media
Heather Greenwood-Davis The Toronto Star Media
Sherel Purcell,
Writer/Photographer/Videographer
Freelance Media
Doug O'Neil, managing editor AAA Motorist Western Penn Media
Corinne McDermott Founder, Have Baby
Will Travel
Have Baby will Travel Media
Paul Shoul
Media
Shobha Gallagher, Freelance Travel Writer Freelance Media
Kate Pocock, Media Person Freelance Media
M C Kosman, Travel writer and owner, The
Barefoot Nomad
Media
Ralph Spielman freelance journalist Family Travel Forum Media
Dr. Jessie Voigts, publisher,
wanderingeducators.com
WanderingEducators.com Media
Tracy Hyatt Asscoiate Managing Director Westworld (Aberta) Media
Julie Daurel Journalist Travel Writer Maisons Côté Sud/Est/Ouest Media
Tessa Bridgwater Good Times Magazine Media
Clint Brownfield Travel Writer Freelance Media
Jim Byers Journalist Freelance Media
Mike Snow, journalist Editorial Perspectives Media
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Name and Position Company Type
Mark Ruthenberg, president FoundLocally.com Media inc Media
Kerri Zane Journalist PeterGreenbergWorldwide.com Media
Greg Thomas Editor Fly Rod & Reel
Magazine
Fly Rod & Reel/Freelance Media
Jeffrey Lehmann TV Host/Producer PBS'
Weekend Explorer
Barnstormer Productions Media
kathryn Munro, Managing Director Canadian Affair Tour Operator
Jonathan Gloutnay, Director tour and travel Voyages Gendron Tour Operator
Kumiko Saijo Skyland Tours Ltd. Tour Operator
Gary Huang, Office Manager East Link Travel Tour Operator
Janice Lawandi Digital Content
Creator/Food Blogger
Kitchen Heals Soul Media
Takamitsu Aragane Maple Fun Enterprises Ltd. Tour Operator
WILLIAM SHAN DIRECTOR Caremet International Co. Ltd Tour Operator
Michika Kyoya,Planner Kinki Nippon Tourist Individual Tour Tour Operator
Michael Boetschi Product Manager Knecht Reisen Tour Operator
Satsuki, OHSAWA Travel Journalist Bungeishunju Media
Elizabeth Baird, food writer, author Freelance Media
Beth Thompson Travel Writer Freelance Media
Mary Ann West Executive Producer HuffingtonPost.com Media
Tilo Krause-Duenow C.E.O. Canusa Touristik Tour Operator
Graeme Evans Global Product Manager Travelpack Tour Operator
Dr. Steve Banner Director Wildlife & Wilderness Tour Operator
Jane Sedgwick Worldwide Product
Manager
HF Holidays Tour Operator
Andrew Chapman, Marketing Consultant Bridge&Wickers Tour Operator
Ornella Wietthoff, production assistant Macadam Spirit Tour Operator
Serge Talbot Talbot Tours Inc. Tour Operator
Simon Ellingworth, Assistant Product
Manager
Thomas Cook Signature Tour Operator
Shirley Scobie, Marketing Coordinator CanaDream Campers Inc. Tour Operator
Joanne, Director Let's Canada Tour Operator
Chris Tait, Product Manager Discover Holidays Inc. Tour Operator
Nico, Fong - Project Manager First Express Travel Centre Ltd. Tour Operator
Amy Bailey MyScoop.us Media
Nathan Fong, Journalist Nathan Fong & Associates Media
Stacey Atac - Operations Manager at
Cartan Tours
Cartan Tours Tour Operator
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