a place of wonders...big and small.
THE TOURISM PARTNERSHIP OF NIAGARA
2013/14 BUSINESS PLAN
The Tourism Partnership of Niagara
2013-14 Business Plan
TABLE OF CONTENTS
Executive Summary
Page
2
4
5
5
Page
6
6
8
Page
10
10
15
15
Vision, Mission, Mandate
Page
16
Target Consumer
Page
17
Objectives
Page
18
Corporate Strategies, Initiatives & Measures
Page
18
19
23
25
27
28
Governance & Organizational Structures
Page
31
Budget
Page
34
Bibliography
Page
35
•
•
•
2012/13 Key Accomplishments
Priorities for the Next Three Years
Key Performance Measures
Environmental Scan
•
•
Driving Forces
Key Trends
Background
•
•
•
•
•
•
•
•
2
Latest Indicators
S.W.O.T. Analysis
Key Learning
Marketing
Product Development
Investment Attraction
Workforce Development
Organizational Excellence
The Tourism Partnership of Niagara
2013-14 Business Plan
I.
EXECUTIVE SUMMARY
The Niagara region has great potential to grow into a tourism powerhouse for the province and country. The
Tourism Partnership of Niagara (TPN) will achieve this through a focused strategy that is aligned with the provincial
and national strategies, which will drive results, and build the region’s reputation as an outstanding tourism
destination. There are many players in the tourism industry. In order to be successful we will need to work
collaboratively, align and coordinate our efforts, minimize duplication, cut through the marketing clutter by
synchronizing our efforts, and leverage our collective resources.
TPN operates with the principles of reaching where others can’t reach and leveraging partner investments. Our
leadership role includes:
•
Leading brand marketing: broadcast and/or print media, magazine lure, and public relations
•
Creating packages and itineraries for target consumers: website, seamless reservation system, email
•
Creating common offers: advertising and website
•
Attracting blockbuster events
In developing our strategy and business plan, five critical success factors were considered;
1.
Always put the consumer first;
2.
Ensure marketing excellence in everything we do;
3.
Nurture effective partnerships to deliver on our strategy;
4.
Pursue organizational excellence and build our reputation as an outstanding tourism organization, and;
5.
Drive for results and continuously improve.
CRITICAL SUCCESS FACTORS
Effective
Partnerships
Marketing
Excellence
Consumer
Focus
Ogranizational
Excellence
TPN
SUCCESS
Results Driven
In its first three years, TPN’s focus was on building a solid foundation of governance, research, strategy, the ‘Niagara
Canada’ brand, visual assets, essential marketing vehicles such as the visitniagaracanada.com website and Niagara
Travel lure, criteria for our blockbuster event program, and a web-based workforce learning program to help create
Niagara Ambassadors and build service pride.
3
The Tourism Partnership of Niagara
2013-14 Business Plan
2012-13 KEY ACCOMPLISHMENTS
•
Launched the Niagara Canada brand on May 1, 2012 with a TV campaign, Niagara Travel lure, and
visitniagaracanada.com website. Pre- and post-launch research showed strong results:
o Almost 40% of respondents agreed “the advertising made me feel good about the Niagara region”
o 60% of couples strongly agreed the ads “made me feel there’s more to Niagara than the Falls”
o 7% increase in the perception that Niagara is “a place with lots to see and do”.
•
Partnered with Tourism Toronto, OTMPC, Air Canada and GTAA (Toronto Pearson) in a digital campaign
in the US leveraging $1.125M with a $125k investment. TorontoEscapes.com was in the top 2 or 3 sources
of traffic to our website during the campaign which ran from June to October.
•
In partnership with OTMPC, ran a radio campaign in Rochester and Buffalo all summer long – leveraged 50%
of content on a $400k buy with a $65k investment.
•
Partnered with OTMPC, Tourism Toronto and Ottawa Tourism in Conde Nast New York City program
including 15 insertions across 4 magazines (May to August) – reaching 18.5M affluent Americans, adding over
700 names to our database and leveraging a $1.79M buy with a $100k investment.
•
Engaged regional participation in TravelZoo eblast reaching 15M consumers and with common offers.
•
In partnership with OTMPC, hosted Canada AM live at Fort George to launch the War of 1812
Commemorative events – 3.5M national viewers and $4.855M ad value.
•
Partnered in CTC’s Canada: Just for the Fun of It program with Eric McCormick and Ben Aaron – NBC
New York City and Boston (NBC viewership of 9 million households).
•
Supported Breakfast TV live show in June and Global TV’s nationally broadcasted New Years Eve event with
over 2 million viewers tuned in.
•
Hosted Masterchef France in partnership with CTC and OTMPC with 4.6M viewership – best-watched show
on Oct 11th.
•
Supported Welland Flatwater Festival in August with 641 participants from 36 countries, 1250 rooms
booked, and $3M economic impact.
•
Supported the blockbuster Red Bull Crashed Ice event bringing in 35,000 new visitors to Niagara during the
shoulder season from Nov 30 – Dec 1st.
•
Following on the heels of the spectacular wire walk across the Falls by Nik Wallenda, continued to attract
significant international media attention with summer long shows by Jay Cochrane Skywalker.
•
Reached meeting planners through high profile sponsorships with ASAE, CSAE, PCMA, MPI and at
international events IMEX, EIBTM, and ICCA.
•
In partnership with Landscape Ontario, Hamilton Halton Brant (RTO3) and others, secured sanction for an
International Horticultural Exhibition – Flora Niagara 2017.
•
Partnered with the Niagara regional government on a feasibility study for air service to the Niagara District
Airport.
4
The Tourism Partnership of Niagara
2013-14 Business Plan
FINAL RESULTS:
•
Leveraged $3.46M in media value through partnerships with a $338.5k investment … a 10:1 ratio
•
310,273 unique visitors to visitniagaracanada.com with 82.5% new visitors (May-Nov)
•
72,149 leads generated to partner sites (May-Nov)
•
•
SEM is outperforming the industry average for impressions, clicks and CTRs. As of December 2012, industry
average ‘Open Rates’ was 26.30%, CTR rate was 26.70% compared to TPN’s 28.38% and 18.03%
respectively.
Over 30,000 in our consumer database
•
Occupancy in Niagara was up 3.6 points over last year, ahead of the provincial average of 0.5 (Jan-Dec).
PRIORITIES FOR THE NEXT THREE YEARS
The next three years will leverage the foundational work now in place and expand the reach of the Niagara Canada
brand through events, advertising, digital media, public relations, and Niagara Ambassadors trained in our “Welcome
to Niagara” program. TPN will also work with industry and government partners to develop signature experiences
and improve access. We will build a reputation for organizational excellence by measuring the effectiveness of our
programs and continuously improve.
KEY PRIORITIES:
•
Build the brand and implement targeted marketing to high prospect
consumers
•
Feature packages and common offers in our advertising and through
our web portal
•
Pursue blockbuster events that will motivate travel, build the brand and
leave a legacy
•
Nurture relationships with industry to develop effective partnerships and
secure sustainable funding
•
Build our reputation for organizational excellence with an effective
governance structure that facilitates decision-making and, a scorecard of
performance measures that fosters continuous improvement.
PERFORMANCE MEASURES
TPN will work with Ministry colleagues to implement standardized performance measures currently under
development. In addition, TPN will continue to report on the following performance measures as key indicators of
the effectiveness of our strategy:
•
Advertising awareness
•
Number of consumers in our database
•
Number of leads generated to partners
•
Dollars leveraged through partnership
•
Partner satisfaction
5
The Tourism Partnership of Niagara
2013-14 Business Plan
II. ENVIRONMENTAL SCAN
DRIVING FORCES
1. Emerging Nations
The economic powers of today will not be the powers of tomorrow. China is set to overtake the U.S. to
become the largest economy as early as 2017. Middle class spenders are emerging in developing countries
such as Brazil, Russia, India and China.
“The coming decade will be the first in 200 years when emerging-market countries contribute more growth
than the developed ones” Trendwatching; Trend Report 2011
We must find ways to engage in these markets for our long-term growth, look to OTMPC & CTC for
partnership opportunities.
2. Customer-Centricity
In the future, successful organizations will be the ones who understand how their brand, products and
services fit into their customers’ lives. They will no longer focus solely on product attributes, but rather they
will position their products and services within the context of their customers’ lives. Visionary organizations
are becoming publishers, storytellers, entertainers and curators of relevant customer content, wrapping
their product in an aspirational envelope that creates a desire to purchase.
We must focus on the visitor/customer and deliver on Niagara best in class experiences.
3. Connect, Collaborate and Converse
The customer’s decision-making journey is no longer linear. It has become a circular, continuous process
that is informed by multiple touch points and influences. The digital world has given rise to a new breed of
consumers who want to connect with organizations and with larger communities. This new consumer has a
point-of-view and they want to contribute, so organizations need to join the conversation and accept that
they are no longer in complete control of their brands. Organizations must identify and prioritize key touch
points and effectively engage customers whenever and wherever they interact with the brand.
We need to dial up our participation in social media.
4. Customer Empowerment
Retailers have held the balance of power over manufacturers and customers for the last quarter century, but
this power has shifted dramatically. Widespread access to tools and technology is shifting the balance of
power to customers, who will increasingly dictate what they want, where they want it and at what price.
“One-size-fits-all” solutions no longer apply. Fast, accessible Internet is the leveler of information and
liberator of consumer power.
We need to deliver authentic visitor-centric experiences, nothing less will do.
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The Tourism Partnership of Niagara
2013-14 Business Plan
5. Mobile as the new Enabler
By 2015, mobile devices will be the primary enablers of shopping engagement. In a world where time is
limited and the consumer’s attention span is measured in seconds, the battle for consumer dollars will begin
way before consumers complete a transaction - physical or virtual. By 2015, smartphones will be the primary
enabler of shopper engagements. Smartphones are ubiquitous and they are changing the way the world
functions and behave. Mobile will become the new vehicle through which organizations will need to engage,
influence, empower and transact with customers.
We need to be leaders in mobile in Niagara. Mobile will contribute to engaging our younger consumers for
the future
6. Luxury and Frugality
The last financial crisis and resulting recession has taught consumers that they are personally responsible for
their own consumption patterns, and that consequences matter. The post-recession consumer is more
cautious, more rational and more aware. Every purchase decision is now weighed against a wide set of
personal criteria, and trade-offs are made on a continuous basis. The consumer does not sacrifice luxury;
they choose when to be frugal and save for life’s luxuries.
The experience becomes central to our customers’ life and travel and tourism is central to this.
7. No Compromise
Customers today demand it all. Whereas they used to forgo some important characteristics to get others
(i.e. taste vs. health), they are no longer willing to do so. In a global market where people have all the
information they need at their fingertips – and where there is an overabundance of services to choose from,
visitors feel they should not have to compromise on anything.
Customer service, value for money and superior experiences will need to form the basis of our offering.
8. Simplicity, Agility and Speed to Market
Doing business is undoubtedly becoming more complex. In a fast-paced, highly competitive world where
customers hold the biggest end of the stick, customer-driven innovation, speed to market and operational
efficiency will be what differentiates the winners from the losers. In the long run, organizations that are
finding and building on trends are better off than the ones always managing costs.
We must deliver visitor solutions & experiences that align with customer trends.
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The Tourism Partnership of Niagara
2013-14 Business Plan
KEY TRENDS
1. Economic Trends
Even though overall consumer confidence is on the rise, the Great Recession of 08/09 has shaken people to
the core. Consumers are still feeling cautious about the future. Financial pressures such as inflation, record
levels of household debt, job (in)security and declining savings rate – any increase in interest rates could be
catastrophic.
2. Lifestyle & Attitude Trends
Consumers don’t want stuff; they want meaning. They are looking for experiences rather than possessions.
Adventure days, exotic destinations, or simply trying something new and exciting are now part of life’s
luxuries. Serving up a little peace in a busy lifestyle is also perceived as a luxury, as happiness is becoming a
bigger touchstone of a rich life. Time has also become a luxury as life continues to accelerate at an
exponential pace.
Email, mobile phones and the surge of the Internet cemented Time Compression as a 21st century
phenomenon. Although all these innovations which were meant to save time actually resulted in consumers
having less disposable time than ever before.
There is a powerful desire for authenticity. Customers are more cautious about their spending and showing
a greater resistance to over-marketing. Skepticism and distrust towards advertising is rising as consumers
have more and more access to information from sources other than from the retailers such as through peer
reviews, recommendations and social networks.
3. Digital Trends
Today’s consumer is connected. Social media is at the forefront of consumer’s lives. It is imperative that
brands have the ‘F-FACTOR’ – Friends, Fans and Followers who influence consumers’ purchasing decisions
in very powerful and sophisticated ways.
F-Discovery: Consumers discover new products by relying on their social networks
F-Rated: Consumers increasingly rely heavily on ratings, reviews and recommendations from
their social networks.
F-Feedback: Consumers can validate their purchasing decisions through their friends and
followers.
This creates the opportunity for the rise of the E-Fluencers. As in any communities, some members have
a powerful influence on others. E-Fluencers are the 21st century’s most valued customers.
If Facebook and Twitter were countries
2012 Updates: As of May 2012, Facebook now has over 900 million active users and 50% of them use
Facebook on mobile devices. As of March 2012, Twitter now boasts 140 million users. ‘Myspace’ numbers
have been declining.
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The Tourism Partnership of Niagara
2013-14 Business Plan
5. The Female Economy
Nearly 80% of women say that their opinion determines their families’ financial decisions and more than 50%
of women are the primary person paying the household bills. They are plugged in and connected.
Approximately 80% of women use social media including Facebook, Twitter and blogs, at least once a week.
They are responsible for managing the household’s social calendar.
6. The LGBT Economy
The LGBT market is estimated to account for about 5-10% of the Canadian population. They are overindexing in consumption in many categories. They are over-developed in Internet usage, they tend to display
extreme brand loyalty and they are relatively easy to reach thanks to geographic clustering. LGBT
consumers enjoy a higher median income and have more discretionary time. Consequently, they consume at
a significantly higher rate than the national average in three major categories: entertainment travel and
leisure. LGBT are more likely to go to bars, fine restaurants, attend concerts or go to the theatre. Over 80%
of them are online, and they spend more time and more money than any other demographic group, and 64%
of gay Americans are more likely to purchase from companies that market directly to them in gay media.
7. Mobile
As online transactions mature, mobile devices present a huge opportunity for growth. Mobile devices
worldwide are set to grow from 470 million in 2010 to 2.5 billion by 2015. Mobile informs, rewards and
entertains. The percentage of consumers who use an online retailer’s site from their mobile phone jumped
18% in 2 years, from 10% in 2008 to 28% in 2010. The younger consumers are the ones buying products
online with their mobile devices. Mobile email, instant messaging and social networking provide a quick and
easy way to share comments – good or bad – about their visitor experience in real time. By 2015, 1 in 8
mobile subscribers (+750 million users) will use m-ticketing for airline, rail and bus travel, festivals, cinemas
and sports events. Ticket delivery will be by SMS, bar codes, mobile, web, smartphone apps or NFC (Jupiter
Research. March 2011). Additionally, travellers are starting to use mobile information more frequently to
share experiences & source relevant travel information in real-time – location based services and smart
phones are driving this trend.
Source: fubiz.net/2011/05/27/digital-life-today-tomorrow
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The Tourism Partnership of Niagara
2013-14 Business Plan
III. BACKGROUND
LATEST INDICATORS
Laflamme, Jérôme (M…, 13-3-7 11:43 AM
In 2012 US border crossings to Ontario were up by 2.6% in January to October 2012 (Stats Canada).
US same-day crossings were up 2.5% and overnight crossings were down 1.1%. Overseas border
crossings grew 3.4% in January to October 2012.
In 2011 visits to Ontario increased by 1.3% (to $104.4M). Visits from the US & other Canadian
provinces declined, while visits from overseas countries and Ontario increased. Visitor spending
increased by 3.6% (to $18.3B) led again by Ontarians and overseas countries. Tourism receipts
increased by 4.3% to $23.6 billion.
Total employment generated by tourism receipts in Ontario increased by 1% to 334,069 jobs. GDP
generated by tourism receipts throughout the Ontario economy increased by 3.9% to $21.1 billion.
Tourism is Ontario's 9th largest international export industry. For every $1 million in overnight visitor
spending in Ontario, the Ontario economy generates 16 jobs, $903,000 in GDP and $179,000 in
provincial tax revenues. An important part of the Ontario tourism economy, Niagara represents 10%
of provincial tourism receipts and our growth outpaced the provincial average.
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
Occ % 2012 30.00%
Occ % 2011 20.00%
10.00%
0.00%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec $160.00 $150.00 $140.00 $130.00 ADR 2012 $120.00 ADR 2011 $110.00 10
Dec Oct Nov Sep Aug Jul Jun Apr May Mar Jan $90.00 Feb $100.00 Comment [1]: What is the source of these stats
and graphs? Stats Canada?
The Tourism Partnership of Niagara
2013-14 Business Plan
$145.00 $125.00 $105.00 RevPAR 2012
$85.00 RevPAR 2011
$65.00 $45.00 $25.00 Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Source – STR Global Reports
TRIP & TRAVEL CHARACTERISTICS
In 2011, research conducted by YPartnership revealed that:
• 69% of leisure travelers have taken a trip with their spouse or significant other without children
• 42% have taken one or more trips with children and their spouse or another adult
• 31% have taken a general sightseeing trip in the past 12 months
• In line with Niagara’s offerings, 41% have taken some type of naturalistic trip, whether it be a beach/lake
vacation or an outdoors type trip – hiking, camping, fishing etc.
• 51% of travelers who are interested in Niagara took a vacation to visit friends and relatives
• 43% took a family vacation
• 25% took a city vacation
• 22% took a theme park vacation
• 19% a gambling vacation
• 90% of travellers go online to obtain travel information for one or more trips during the past 12 months
• 26% own a smartphone and 19% of them have downloaded a travel-related app to their device
• 88% use the Internet to make a travel reservation
• 70% travelers use an online travel agency such as Expedia or Travelocity to make travel reservations.
Of those travelers who are interested in the Niagara Region, the top four desirable travel attributes were:
Beautiful scenery
89%
Safety of the destination
86%
Having just enough time to relax and unwind
85%
A place I have never visited before
83%
NIAGARA’S STRATEGIC ASSETS
(unique selling propositions)
1.
2.
3.
4.
11
The Falls: the global icon, including
parks, boat/helicopter tours, etc.
Other public parks and recreation,
including beaches
Clifton Hill area activities (i.e. not
the Falls, casinos, or meeting space)
Fallsview area activities and shopping
(not the Falls, casino, or SCC)
5.
6.
7.
8.
9.
10.
11.
Convention center
Gaming / Casinos / Horse racing
Attractions and waterparks (gated)
Golf/Outdoor sports and recreation
Theater
Wineries
Festivals and events
NIAGARA CANADA BRAND RESEARCH
TNS conducted research using on-line surveys, pre and post the launch of the new Niagara Canada brand campaign
to track awareness and measure brand health. Highlights:
Campaign Ad Recall Levels
%$Recalling$Ad$
Total$$ Families$ Couples$
%$
%$
%$
(n=303)$ (n=171)$ (n=103)$
48%$Recall$Any$Campaign$Element$
%$Recall$Specific$Campaign$Elements$
TV
12
Globe & Mail
9
Niagara Travel
15
12
Food & Drink
Niagara Website
16
13
10
4
19
10
Yes, I Definitely Saw/Visited
28$
26$
27$
24$
23$
21$
25$
27$
22$
29$
28$
27$
14$
13$
10$
I Think I Saw/Visited
The$Tourism$Partnership$of$Niagara$
30
Cross Media Exposure of Niagara Campaign Ads
Among Those Aware of Any Ad
Print#
(includes#Globe#&#Mail,#Food#&#
Drink#Magazine,#
&#Niagara#Travel#Magazine)
#
34%#
5%#
3%#
Website#
20%#
1%#
28%#
9%#
TV#
The$Tourism$Partnership$of$Niagara$
The Tourism Partnership of Niagara
2013-14 Business Plan
Claimed Impact of Advertising
Among those recalling any of the executions
%$Among$ %$Among$
Families$ Couples$
Percent$$StaBng$…..$$
The advertising made me more interested in travelling to the
Niagara Region, but currently I am not planning a trip there
30
The advertising left me with a favourable impression
of the Niagara Region, but did not really make
me more interested in taking a trip there
27
The advertising influenced my decision to
travel to the Niagara Region
19
I recall seeing the advertising, but it did not have any impact
on my feelings about, or interest in the Niagara Region
12
32$
36$
28$
28$
25$
19$
7$
6$
I recall seeing the advertising, but I cannot remember
if it had any impact on my feelings about,
or interest in the Niagara Region
5
3$
6$
I had already decided to travel to the Niagara Region, the
advertising did not have any influence on my travel plans
5
3$
2$
2$
2$
3
Don't Know
Agreement with Advertising
The$Tourism$Partnership$of$Niagara$
Statements
Among those recalling any of the executions
%$Sta5ng$Agree$Very$Much$
Total$
%$
Percent''sta*ng........'
The advertising contained information
that is meaningful to me
25
62
The advertising made me want to
learn more about the Niagara Region
34
45
The advertising made me more interested in
traveling to the Niagara Region
33
49
The advertising made me feel
good about the Niagara Region
The advertising made me think of
the Niagara Region in a new way
The advertising made me feel that there's
more to the Niagara Region than 'The Falls'
39
6 3 5
14
11
56
25
19
50
Agree Very Much
Disgaree Very Much
45
Agree Somewhat
Don't Know
25$
30$
25$
34
34$
41$
42$
25
33$
42$
36$
39$
48$
37$
25$
30$
25$
50$
56$
60$
311
48
Families*$ Couples*
%$
%$
3 5
222
Disgaree Somewhat
The$Tourism$Partnership$of$Niagara$
13
The Tourism Partnership of Niagara
2013-14 Business Plan
Influence$of$AdverEsing$on$Niagara$Brand$
By campaign recall
Average Rating Among GTA Travellers Who Recall/
Do Not Recall Any Niagara Advertising (1-10 Scale)
Recall$Any$Ad$$
(n=149)$
Do$Not$Recall$
(n=154)$$
One$of$my$top$choices$for$a$quick,$restoraEve$
getaway$
7.6$
7.0$
An$exciEng$desEnaEon$for$a$family$getaway$
8.2$
7.7$
A$fun$getaway$desEnaEon$for$couples$or$friends$
8.3$
7.9$
A$place$with$lots$to$see$and$do$$
8.3$
7.9$
There's$so$much$to$see$and$do,$I$need$to$stay$
overnight$$
7.8$
7.4$
Improvement$In$Score$
With$Campaign$Recall:$
+0.6$
+0.5$
+0.4$
+0.4$
+0.4$
STRATEGIC IMPLICATIONS FROM TNS CANADA:
•
The creative was effective and should be retained in future campaigns.
The$Tourism$Partnership$of$Niagara$
The mix of broadcast media and print chosen for this campaign appears to have delivered
good return on investment. One might consider optimizing website traffic and somewhat
reducing the number of print vehicles in future campaigns (though Food & Drink should be
retained).
•
While greater weight behind television would be beneficial, the heavy investment involved
would have to be assessed relative to budget realities.
•
The role of online advertising and the website should be expanded with a focus on reaching
these target groups. This could include customized and directed calls-to-action with linkage
to other media.
•
Future campaigns should be sensitive to the wider advertising context for Niagara. Efforts
might be made to achieve some creative alignment with major attractions. One could also
contemplate dialing up couples messaging and somewhat dialing-down family themes in light of
the weight of the former that already exists in the marketplace.
•
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The Tourism Partnership of Niagara
2013-14 Business Plan
S.W.O.T. ANALYSIS
STRENGTHS
•
•
•
•
•
•
•
•
•
•
The Falls! World-wide product recognition
Wealth of world-class experiences
Superior anchor attractions
Financial stability with government funding
Strong suppliers with exceptional product
knowledge
Creative excellence
Strong tourism partnerships (OTMPC &
CTC
Agri-tourism trend & culinary tours
popularity growing
Marketing assets in our tool-kit (segmented
and growing database and new website)
Skilled staff
WEAKNESSES
•
•
•
•
•
•
•
•
•
•
Bucket list perception
Lack of regional product awareness
Weak region-wide public transportation
Confusion in the marketplace – many
stakeholders market themselves as “official”
Potential visitor experience is inconsistent
Lack of financial resources
Lack of human resources to implement plan
Heavy reliance on domestic market
CSRs lack pride in the region and eagerness
to welcome visitors
Price gouging perception could negatively
affect the area’s reputation
OPPORTUNITIES
•
•
•
•
•
•
Continue to align Niagara’s destination
marketing efforts
One-stop shopping for consumers
Region-wide packages
Partnerships for marketing
Partnerships for product development (e.g.
events, packages)
MOUs with DMOs to deliver & resource
region-wide projects
THREATS
•
•
•
•
•
•
•
•
Brand USA
Slow & fragile economy
Strong Canadian dollar
Job insecurity
Strict passport regulations
12 RTOs competing for core target share of
wallet
Tourism Excellence Niagara (regional
duplication)
Multiple booking engines
KEY LEARNING
Our brand marketing has been effective at generating awareness
and interest. A heavier weight (TV) and sustained effort are
necessary to build the momentum that will lead to conversion.
Our website, magazine lure and eblasts provide compelling content
that generates leads for partners. A seamless link to booking will
help maximize conversion.
Blockbuster events motivate travel and attract significant media
attention helping to animate Niagara and build our brand as a
vibrant and fun destination.
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The Tourism Partnership of Niagara
2013-14 Business Plan
IV. VISION, MISSION, MANDATE
Vision
Become the #1 international tourism destination in North America by creating a Niagara
discovery experience that is so naturally awe-inspiring, so vibrant, and so much fun that visitors
can’t wait to be a part of it.
Mission
Enhance and grow a highly competitive tourism region through visitor-centric strategies. Build a
strong relevant brand that maintains Niagara’s reputation as a world-renowned destination for
leisure and MC&IT travel.
Mandate
TPN’s mandate is to provide leadership and coordination to attract more visitors, generate more
economic activity and create more jobs across the Niagara region.
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The Tourism Partnership of Niagara
2013-14 Business Plan
V. TARGET CUSTOMER
Primary Core
To be
maintained
MC&IT
Market
Growth &
Opportunity
Market
17
Adults who are day/overnight visitors to Niagara Canada, 25-45 years of
age, with an annual household income >$50,000, have attended college
or graduate school. GTA and NY state. Opportunity to expand in
Quebec, Ottawa.
Boomers and Matures, who are empty nesters, 45- 64 years of age, and
are looking for a getaway weekend to relax and unwind from the
stresses of everyday life, enjoy natural beauty, walks and fine dining;
GenXers and Boomer couples, 35-54, want to experience as much as
they can. Some travel with kids and some don’t. The younger target
segments want to see & do. The older segments have seen & done, but
would like to re-visit and/or share special places and moments. GTA
and NY state. Opportunity to expand in Quebec, Ottawa.
Retail travel agents, professional meeting and event planners, tour
operators and groups, and convention and meeting delegates who reside
in the same geographic markets.
Generation Y. Also known as Millennials/Echo Boomers. 20-35. It is
expected that Gen-Y will replace the Boomer as the most influential
market movers. Confident and open to change, Gen-Y is on course to
becoming the most educated generation in history. They are totally
connected and it is a badge of generational identity. By virtue of their
age, they are less “established” than their older counterparts. They are
more likely to be single, likely to be renters, buy things on impulse and
love novelty.
LGBT. Although the age group is broad 25-64 the profile is similar. They
tend to display extreme brand loyalty and they are relatively easy to
reach thanks to geographic clustering. On average enjoy a higher median
income and more likely to go to bars, fine restaurants, attend concerts
or go to the theatre.
International – Partner with CTC & OTMPC to leverage these markets.
The Tourism Partnership of Niagara
2013-14 Business Plan
VI. OBJECTIVES
1. Continue to build the Niagara Canada Brand identity
2. Increase occupancy and average daily rates (ADR) for the
accommodations industry
3. Continue to build product awareness and experiences across the region
4. Improve economic development in Niagara through tourism-centric
initiatives
5. Expand Niagara’s product offer by animating wine, culinary, cycling, golf
and garden experiences
6. Build awareness and drive traffic to our MC&IT product
7. Encourage certification in the Niagara Ambassador program to help
industry provide visitors with extraordinary experiences
8. Increase awareness and engagement through effective industry
communications
9. Pursue organizational excellence
10. Pursue sustainable funding
VII. CORPORATE STRATEGIES
MARKETING
PRODUCT
INVESTMENT
WORKFORCE
ORGANIZATIONAL
DEVELOPMENT
ATTRACTION
DEVELOPMENT
EXCELLENCE
Build a strong relevant
brand that creates a
desire in our visitor to
keep exploring and
rediscovering Niagara
Canada. Animate the destination
with events and develop
packages featuring wine,
culinary, cycling, golf, and
garden experiences.
Work with government,
industry and community
groups to attract worldclass tourism
opportunities.
Build awareness and
implement a workforce
learning program to
promote service pride.
Build a reputation for
organizational excellence
that fosters continuous
improvement.
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1. Marketing: Build a strong relevant brand that creates a desire in our
visitor to keep exploring and rediscovering Niagara Canada.
MARKETING
1. BRAND
2. DISCOVER
3. CONNECT
4. PARTNER
5. MEET
STRATEGY 1: BRAND
Build a strong, compelling, relevant and respected brand that creates a strong emotional connection with our
visitors / customers by providing inspiring & memorable experiences with our Brand.
Continue to build a brand that represents the region as a whole: A brand that will
establish an emotional connection with visitors and drive profitable growth by being
relevant, respected, connected and enduring
1. Continue to build the foundational assets that incorporate all seasons.
2. Begin to develop a Brand communication and implementation plan that ensures alignment and rallies
regional stakeholders behind the brand.
Continue to employ consistency in all communications
1. Informed by the brand guidelines, develop a consistent voice that is conversational, approachable and
friendly for all visitor communications including magazines and external advertising. The voice positions
TPN as a trusted friend and guide.
2. Continue to develop a branded TV campaign that showcases the region in a consistent, yet exciting way.
Build a Media Bank
1. Begin to develop a digital image bank and leverage our participation in OTMPC’s DAM program.
2. Collect and build a media relations contact base.
Create a Brand Dashboard. Set benchmarks and drivers to evaluate brand health and grow
brand equity
1. Create a tracking system to deliver ongoing measurement and feedback of key drivers of brand health,
both tangible and intangible.
MEASUREMENT:
1. Increase customers in the database
2. Increase number of stakeholders using the Niagara Canada brand
3. Brand awareness research results
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STRATEGY 2: DISCOVER
Create a desire in our visitors to want to keep exploring and re-discovering our region, making Niagara the
couple, friend & family ‘getaway’ of choice, again and again.
Engage visitors in a discovery experience of all Niagara’s diverse activities
1. Re-issue the Niagara Travel magazine that consolidates all of Niagara’s offerings and promotional activity,
within the year, into a highly sought after piece: A piece that compels visitors to imagine themselves in a
place like Niagara.
2. Develop its potential to become a revenue generation source in the long-term.
3. Create & promote best in class visitor solutions (i.e. packages) that inspire, guide & delight the customer
to explore all Niagara has to offer – leveraging the “let’s get away” positioning statement.
4. Create promotional opportunities (i.e. eBlasts) that de-seasonalize and maximize the year-round appeal
of product categories.
Develop common offer promotions
1. Continue to evaluate and develop common offer partnership to entice the customer to visit Niagara
through on-brand, value-based messaging.
Develop exclusive online offers
1. Create exclusive online packages to give the Niagara Canada database customer value for belonging to
our database.
Promote Niagara culinary experiences
1. Build awareness of Niagara’s culinary experiences by implementing the recommendations of our culinary
tourism strategy.
Promote festivals and events
1. Build awareness of Niagara’s festivals & events
2. Develop packages and offers
3. Integrate target festivals/events into contesting to grow our consumer database
MEASUREMENT:
1. Increase customers in the database
2. Brand awareness research results
3. Increase common offer partners
4. Increase booking results
5. Above industry average eBlast analytics
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STRATEGY 3: CONNECT
“
Create a ‘connected world’ for Niagara visitors to make it easy to choose Niagara; utilizing the latest technology
to continue the dialogue to ensure repeat visits.
Continue to build an engaging, dynamic, content-rich website.
1. Develop a robust visitor facing web-based online booking platform.
2. Develop an annual ‘Conversation Calendar’, with relevant and dynamic content that will continually
deepen engagement with the Niagara region. Bring selected content developed for the customer
publication to life thought digital channels.
3. Collect and build a customer base.
Define & develop a more robust social media strategy
1. Explore adding new ‘social’ channels to engage visitors through a consistent conversation and through
involvement in relevant communities.
2. Engage with our visitors through relevant positioning of the brand in our customers’ day-to-day life via
their ‘digital landscape’.
3. Develop programs for visitors to share their adventures and memories on our media channels and
influence others to visit.
4. Continue building our audience.
Continue refining a SEM strategy.
1. Continue to improve efforts to maintain top position and improve our organics.
Develop a mobile strategy.
1. Create a mobile application that engages visitors before, during and after their visit, designed to provide
inspirational content with robust mapping functionality for nearby products.
MEASUREMENT:
1. Increase customers in the database
2. Increase booking results
3. Social network & web analytics
4. Mobile downloads & analytics
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STRATEGY 4: PARTNER
Develop strategic partnerships with stakeholders and local, provincial & national tourism organizations to ensure
Niagara tourism dollars are well leveraged.
Build
1.
2.
3.
4.
strategic, visitor-focused partnerships
Work closely with OTMPC to leverage opportunities that may present themselves.
Develop strategic partnerships with other like-minded organizations.
Partner and develop packages with key Ontario destinations such as Toronto/Ottawa.
Develop partnerships & packages for the LGBT target
Select partnership programs that reach where we can’t
1. Evaluate and select best-aligned OTMPC & CTC partnerships that target our growth markets.
Create revenue generating marketing programs for region participation
1. Develop partnership packages and opportunities that target our markets and augment the current
government funded budget.
MEASUREMENT:
1. Increase ratio of partner dollars leveraged
2. Increase number of stakeholder partnerships
3. Increase / leverage media dollars earned
STRATEGY 5: MEET
Develop a reputation as a world-class, diverse and exciting destination for MC&IT. Showcase all Niagara’s
meeting possibilities targeting meeting planners and decision makers.
Continue to build the Niagara Canada Meetings brand that represents the whole region
1. Renew the MOU with the SCC to ensure our foundational efforts are being deployed on a consistent
and best in class level.
2. Continue to execute marketing initiatives that support increasing the international awareness of the
Niagara Canada Meetings brand.
3. Create and engage in strategic partnerships with associations that are high profile, industry leaders.
Leverage their industry reputation and credibility to position our brand as a premier destination for
meetings, conferences, sporting events and special events.
Continue to employ consistency in all communications
1. Informed by the brand guidelines, develop a consistent MC&IT voice that is conversational, credible and
trusted.
Develop an MC&IT social media strategy
1. Create a Meetings Niagara Canada ‘social’ channel to engage industry & decision makers through
consistent conversation and participation in relevant communities.
2. Continue building our MC&IT audience.
Develop a Convention Development Fund strategy
1. Create a funding plan that will support and position us to compete with key competing markets.
MEASUREMENT:
1. Increase leads generated through website portable
2. Positive monthly activity reports
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2. Product Development: Animate the destination with events and
develop packages featuring wine, culinary, cycling, golf, and garden
experiences.
PRODUCT
DEVELOPMENT
1. PACKAGES
2. EVENTS
STRATEGY 1: PACKAGES
Develop packages featuring wine, culinary, cycling, golf, and garden experiences
Develop culinary experiences
1. Make progress on implementing the recommendations of the Culinary Strategy.
2. Partner with Niagara College to host a Culinary & Wine Tourism Summit to ignite the interest of
farmers, artisans producers, wineries, chefs, restaurateurs and accommodators to work together to
expand Niagara’s culinary and wine tourism offerings.
3. Provide consumer insights and learning from best practices to help develop signature culinary
experiences that only the Niagara region can provide.
4. Promote Niagara’s culinary and wine experiences, festivals and events.
Work with industry partners, especially DMOs, to develop packages featuring wine,
culinary, cycling, golf and garden experiences
1. Feature compelling packages on visitniagaracanada.com.
2. Feature content in Niagara Travel magazine.
MEASUREMENT:
1. Number of attendees at the Culinary & Wine Tourism Summit
2. Packages posted on visitniagaracanada.com
STRATEGY 2: EVENTS
Pursue events that animate our destination, attract significant media attention and motivate overnight travel.
A) BLOCKBUSTERS:
Support Blockbuster events that are on strategy, operating budgets over $1M, national or international
reputation that attracts significant media exposure, region-wide benefits, build the brand and leave a legacy.
Consider multi-year support with diminishing contribution over a 3-year period.
1. GranFondo cycling event (September 12-15, 2013)
2. Canoe Niagara flatwater sports (July 26 to August 4, 2013)
3. Red Bull Crashed Ice – Review results of 2012 event and consider multi-year support with diminishing
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The Tourism Partnership of Niagara
2013-14 Business Plan
4.
contribution over 3 year period.
Explore additional blockbuster events and communicate event criteria through TPN website and at
stakeholder events.
B) SPORTING:
Support sporting events that are on strategy, build the brand, have the ability to draw significant overnight stays,
especially international competitors and have an economic impact of over $1M.
1. Work in partnership with the Niagara Sports Commission to identify new events.
2. Explore annual national golfing event.
C) SIGNATURE:
Identify existing signature events that are uniquely Niagara and create promotional campaigns that give consumers
a reason to visit year round (e.g. Icewine festival promotion to attract consumers to these major signature events
in the shoulder season).
1. Solicit DMOs to identify and submit applications for signature events for promotion
2. Streamline the application and approval process to support signature events
MEASUREMENT:
1. Number of participants and attendees
2. Media reach and ad value
3. Packages sold
4. Increase in number of consumers in our database
5. Leads generated to partners
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The Tourism Partnership of Niagara
2013-14 Business Plan
3. Investment Attraction: Work with government, industry and
community groups to attract world-class tourism opportunities.
INVESTMENT
ATTRACTION
1. ACCESS
2. ECONOMIC
DEVELOPMENT
STRATEGY 1: ACCESS
Work with the regional government to explore the feasibility of air flights to the Niagara District Airport.
Partner with the Regional Municipality of Niagara Economic Development Division to
evaluate the feasibility and impact of flight service to the Niagara District Airport.
1. Evaluate the demand for flight service to the Niagara District Airport in the context of other modes of
transportation such as rail, bus and auto. Take into account the possibility of improvements to these
other modes of transportation e.g. year-round GO Train service. Determine the possible impact and
effect on these ground transportation services if flight service is offered.
2.
Analyze the potential for flight use to the Niagara District Airport from airports within an 800 km
radius. Initial target markets include Ottawa, Montreal and New York.
3.
Evaluate the tourism industry’s capacity to support flight service including visitor services such as ground
transportation; compelling experiences; and marketing.
Implement the recommendations of the feasibility study in partnership with the Niagara
Regional government, the Niagara District Airport and industry (Phase 2 in year 2).
1. Develop logistical plan
2. Develop marketing plan
3. Recruit partners
4. Recruit airline(s)
5. Roll out program
MEASUREMENT:
1. Complete feasibility study
2. Complete logistical and marketing plans
3. Successful launch
4. Flight loads
5. Packages sold
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STRATEGY 2: ECONOMIC DEVELOPMENT
Work with governments, industry and community groups to attract an International Horticultural Exhibition –
Flora Niagara.
Work with Landscape Ontario, Hamilton Halton Brant Tourism (RTO3) and other
partners to attract an International Horticultural Exhibition – Flora Niagara.
1. Participate on the Flora Niagara Steering Committee.
2. Continue to meet with federal, provincial and municipal government officials, business leaders, industry
operators, associations, and community groups to gain support and funding for Flora Niagara.
Assuming funding is raised, TPN will work on garden tourism product development and
marketing
1. In partnership with RTO3, identify existing garden events and gaps to improve garden tourism products
2. Recruit partners
3. Recruit MC&IT garden related events
4. Develop garden tourism marketing strategy and plan
5. Launch campaign(s)
MEASUREMENT:
1. Successful fundraising for International Horticultural Exhibition
2. Signature garden tourism experiences
3. Packages sold
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4. Workforce Development: Build awareness and implement a
workforce-learning program to promote service pride.
WORKFORCE
DEVELOPMENT
1. LEARNING
STRATEGY 1: LEARNING
Implement a workforce-learning program to improve the quality of the labour force by building service pride and
love for the destination & to anticipate guest needs rather than just reacting to guest requests.
Implement “Welcome to Niagara” web-based learning program
1. Work together with the established Advisory Group to develop industry communications to adopt the
program
1. Highlight program on TPN industry website
2. Create and send out Eblasts
3. Market program at local events, BIAs, Chambers, etc.
4. Solicit Ambassadors to help promote
5. Establish industry sector “Champions”
6. Create link with both local college and university
7. Create link with local job placements agencies
2.
Undertake annual program maintenance to ensure the program is up to date
3.
Analyze and create improvement plan based on survey results.
MEASUREMENT:
1. Number of people certified
2. Number of industry sectors involved
3. Analysis and improvement plan based on survey feedback
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5. ORGANIZATIONAL EXCELLENCE: Build reputation for
organizational excellence that fosters continuous improvement.
ORGANIZATIONAL
EXCELLENCE
1.
COMMUNICATIONS
2. FUNDING
3. GOVERNANCE
4. OPERATIONS
STRATEGY 1: COMMUNICATIONS
Effective communication and engagement with partners
Raise awareness of TPN strategy, plans, partnership opportunities and success
1. Invite industry to join TPN emailing list
2. Communicate TPN strategy, plans, partnership opportunities, media relations, in-market campaigns,
workforce development programs, consumer research etc. on the NiagarasRTO.com website
3. Communicate and engage industry at stakeholder meetings
4. CEO meetings and speaking engagements with industry and government representatives to broaden
awareness of TPN strategy and engage partnership
5. Seek media coverage for our activities to build our reputation for organizational excellence
6. Undertake partnership satisfaction survey to evaluate awareness and satisfaction of TPN strategy and
partnership programs
7. Use results of satisfaction survey to develop action plan for improvement
MEASUREMENT:
1. $ leveraged
2. # partners in programs
3. Partner satisfaction
4. # attendees at industry events
5. # contacts in our industry database
STRATEGY 2: SUSTAINABLE FUNDING
Secure long-term sustainable funding
Secure matching funding from the Ministry’s partnership program to:
1. Support the RTO as the leader in regional tourism
2. Encourage strong partnerships and expand the breath and diversity of funding partners
3. Engage industry partners to broaden TPN’s financial base to extend reach
4. Support a coordinated approach that aligns planning, marketing, product development, investment
attraction, and workforce development in the region
Create advertising opportunities such as Niagara Travel lure magazine
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The Tourism Partnership of Niagara
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Create pay-to-play programs such as print and online experiential campaigns (e.g. wine &
culinary free standing insert)
Communicate criteria for partnership funding and seek additional opportunities that
deliver on TPN strategy
MEASUREMENT:
1. Dollars raised
STRATEGY 3: GOVERNANCE
Develop and build reputation for organizational excellence by establishing a strategy, performance measures,
sound policies and procedures, and an effective governance structure that facilitates decision-making and fosters
continuous improvement.
Ensure a high-function Board
1. Implement an annual Board survey to evaluate and identify areas for improvement:
a. Peer-to-peer
b. Board effectiveness
2. Ensure committees meet regularly to develop and provide effective advice for the Board
3. Review Board attendance records annually
4. Develop and implement a Board appreciation plan to increase positive engagement
5. Hold a minimum of quarterly Board meetings
6. Continue to revise General By-Laws as required
7. Review Board Committees, mandates, committee composition, terms of reference, where required
8. Develop a policy to clearly define the role of management and the Board
9. Remain current and involved with the development of provincial RTOs within Ontario
Develop a scorecard with performance measures that are key indicators of the
effectiveness of TPN strategy
1. Work with Ministry colleagues to implement standardized performance measures
2. In addition, continue to report on the following measures as key indicators:
• Advertising awareness
• Number of consumers in TPN database
• Number of leads generated to partners
• Dollars leveraged through partnerships
• Partner satisfaction
Communicate scorecard results
1. Quarterly reports to Board and Ministry
2. Semi-annual results shared at stakeholder meetings
Identify areas for improvement
1. Analyze key performance measures and identify opportunities for improvement
MEASUREMENT:
1. Board evaluation undertaken annually
2. Action plan for improvements developed
3. Scorecard developed
4. Scorecard results reported
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STRATEGY 4: OPERATIONS
Establish a sound and well functioning operation through the development of corporate policies and procedures
to ensure organizational excellence.
Establish a sound and well-functioning operation through the continued
development/revision of corporate policies and procedures
1. Ensure compliancy with all Health & Safety regulations
2. Continue to add new policies and procedures as required
Produce and maintain records to present up to date and accurate financial statements
1. Issue month-end financial reports by the 15th of the following month
2. Continue to engage a bookkeeper to complete month-end reconciliations and financial reports for
auditing
3. Ensure the timely engagement of Auditors to complete their independent audit to comply with the TPA
4. Meet all TPA financial reporting deadlines
5. Ensure accurate and timely submission of Corporate Tax returns, HST returns, payroll returns etc.
6. Advocate for improved cash flow from the Ministry
7. Annually review contracts for Board approval where required
8. Annually review all insurance contracts to ensure adequate coverage
9. Review and amend cheque-signing authorities when required
MEASUREMENT:
1. Financial information produced accurately and timely to provide adequate information for decisionmaking and to meet budget targets
2. Tax Returns completed on time
3. TPA audits completed on time and submitted to the Ministry
4. Insurance policies reviewed at annually, as a minimum
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VIII. GOVERNANCE & ORGANIZATIONAL
STRUCTURES
Governance Structure
BOARD
GOVERNANCE
EXECUTIVE
FINANCE &
AUDIT
MARKETING
STRATEGY &
DEVELOPMENT
COMMUNICATIONS
& ENGAGEMENT
MC & IT
REGION-WIDE INPUT
BOARD COMMITTEES
The TPN’s role in tourism in the Niagara region is to coordinate the development and growth of
tourism in the Niagara region. The TPN will work with local, provincial, and federal tourism
organizations to ensure that the Niagara region is well represented at all levels.
To facilitate this, the TPN has established the following committees:
Executive Committee
Mandate – To act for the Board on urgent matters arising between regular Board
meetings in cases where it is not possible to convene a meeting of the Board, and to do
other things as delegated by the Board to the committee.
Corporate Governance
Mandate – To periodically review and, on that basis, make to the full Board of Directors
for its consideration, specific recommendations on the means and methods of the systems
and structures for the governance of TPN.
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Finance and Audit
Mandate – To supervise and review the financial management of TPN including, without
limitation, the review of TPN’s processes for Internal control, accounting and financial
reporting and auditing. The Audit Committee shall ensure that appropriate policies and
practices are articulated and adhered to and, if deemed necessary in the opinion of the
Audit Committee, amended from time-to-time to meet the then current needs and
reasonable expectations of TPN and its Board of Directors.
Marketing
Mandate –To recommend for approval by the Board of Directors, an annual marketing
plan (“Marketing Plan”) for TPN. The Marketing Plan will be updated by the Marketing
Committee not less frequently than annually and will be projected over a “medium term”,
usually of three years duration unless otherwise agreed to by the Board of Directors. The
Marketing Plan will provide the details for the allocation of TPN’s available resources
against identified business opportunities with a view to optimizing the benefit to TPN
resulting from the application of such resources. The Marketing Committee will, on its
own volition or upon request from the Board of Directors, report periodically to the
Board of Directors on the implementation of the Marketing Plan(s) of which the Board of
Directors has approved. Staff is responsible for the operating plan including the creative of
all marketing materials.
Strategy and Development
Mandate – To ensure that the TPN strategic direction meets the goals and objectives of
the TPN, and that the strategic direction is still consistent and appropriate with the
current market place. The Strategy & Development Committee will be responsible for
choosing and directing TPN’s consultants and for the review of all events, opportunities
and programs brought to the TPN keeping in light the strategic directions of the TPN, the
financial resources available to the TPN, and the relative importance of the opportunity or
program in comparisons to other opportunities.
Communications and Engagement
Mandate – To ensure that communication between the TPN and their tourism partners
is done in an effective and efficient manner and to ensure that the TPN has a robust and
meaningful web site.
MC & IT Committee
Mandate – To recommend for approval by the Board of Directors, an annual marketing
plan that will provide the details for the allocation of TPN’s available resources against
identified business opportunities with a view to optimizing the benefit to TPN resulting
from the application of such resources.
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Organizational Structure
BOARD OF
DIRECTORS
CEO
DIRECTOR OF
MARKETING
DIRECTOR OF
CORPORATE
SERVICES
STAKEHOLDER
RELATIONS / EA
CEO
A key business leader, promoter and visionary, and is the public face of the Tourism Partnership
of Niagara. S/he is dedicated to the promotion and marketing of Niagara as a premier destination
for business and leisure travel.
Director of Marketing
The key driver to develop and implement a marketing, sales, and business strategy that will
launch the Tourism Partnership of Niagara’s successful destination marketing strategy and make
it a leader in promotion and marketing.
Director of Corporate Services
The liaison with the Ministry of Tourism, Culture and Sport who is responsible for all financial
transactions, statements and reports and who ensures implementation of all governance-related
activities affecting TPN including supporting the Board, and the Governance, and Finance and
Audit committees.
Stakeholder Relations Coordinator/EA
The key person responsible for developing content and maintaining the industry website as well
as developing and maintaining regular communications to stakeholders and partners to update
them on our activities and gather content and packages for the consumer website while
supporting committees and office activities.
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