2012 Marketing Plan
February 2012
Dear Tourism Windsor Essex Pelee Island (TWEPI) Partner and Stakeholder:
We are pleased to provide you with TWEPI’s 2012 Marketing Plan. This plan was developed
with guidance from our regional partners and stakeholders, input from TWEPI’s leadership
team and was approved by the Board of Directors on February 7th, 2012.
Tourism Windsor Essex Pelee Island is entering its third year and is actively promoting this
region as a viable tourist destination to all market cluster segments – Arts & Entertainment,
Culture & Heritage, Gaming & Nightlife, Outdoor Experiences, Sports Tourism, Wineries & AgriTourism and Meetings &Conventions. As detailed in the enclosed plan, TWEPI accomplishes
this through the implementation of targeted advertising, attendance at various trade shows,
consumer and visitor services, product research and development, website marketing and
producing the Region’s Official Visitor Guide.
We also strive to offer our Partners with effective vehicles through which they can market their
business, including cooperative advertising and a number of marketing tactics. TWEPI is a
stakeholder-led organization who believes in ensuring we have partnership support in all of our
programming.
The TWEPI team is committed to ensuring the effective promotion of our diverse and growing
industry for the benefit of all as we advocate our “One Region. Countless Stories” tagline. We
thank you for your engagement and look forward to working together with each of you in
continuing to promote Windsor, Essex and Pelee Island as a remarkable destination for tourists.
Sincerely,
Gordon Orr
Chief Executive Officer
Lynnette Bain
Vice President
Tourism Programs & Development
2
2012 Marketing Plan
Marketing Plan
2012
Contents
• Marketing Outline
• Tourism Trends
• Situation Analysis
• Organizational Analysis
• Customer Analysis
• Collaborators
• Climate (PEST Analysis)
• SWOT Analysis
• General Marketing Initiatives
• Product Development Spend
• Product Cluster Initiatives
• Product Cluster Highlights
• Cluster Analysis/ SWOT
• Tactical Plan
• Additional Ideas
• Stakeholder Involvement
• Budget Detail
• Glossary of Terms
2012 Marketing Plan
Marketing Outline
About Tourism Windsor Essex Pelee Island:
Tourism Windsor Essex Pelee Island (TWEPI) is the official Destination Marketing Organization (DMO) for
the regional tourism industry. We are a not-for-profit organization that is dedicated to promoting and selling
Windsor, Essex and Pelee Island as a remarkable destination for tourists, convention goers and business
travelers.
Our vision is for Windsor Essex Pelee Island to become a top-of-mind destination in Ontario by capitalizing
on our regional assets and by presenting authentic experiences.
For 2012, we have developed a comprehensive marketing plan which we believe will be a critical
component to meeting our strategic goals.
4
2012 Marketing Plan
Marketing Outline
Marketing Goals & Objectives
For 2012, TWEPI’s plan focuses on supporting the needs and interests of three core audiences: (1) local
residents (10% focus), non-local residents (90% focus) and our local stakeholders. As such, TWEPI has
aligned its marketing efforts against the following goals and objectives:
Non-Local
Residents
Local Residents
Local Stakeholders
• Drive traffic to the
TWEPI website to
learn more about our
regional offerings
• Drive traffic to the
TWEPI website to
learn more about our
regional offerings
• Influence a positive
opinion of TWEPI
• Influence a positive
opinion of the region
• Influence a positive
opinion of the region
• Generate positive
partnerships
between TWEPI and
our tourism partners
• Generate
expressions of
interest through
website leads
• Increase the
frequency of visits to
our tourism partners
• Increase
collaboration
between tourism
partners
• Plan, then
undertake a visit to
our region
• Become an
advocate of the
region
• Become a regular
visitor, and ultimately
an advocate for the
region
• Become an
ambassador to
others (actively
engage others to visit
our tourism partners)
via VFR (Visiting
Friends and
Relatives)
5
2012 Marketing Plan
Marketing Outline
Our Approach
Our approach to developing a TWEPI marketing plan is highly pragmatic, with a clear view of our
responsibility in achieving measurable results.
The various stages of our marketing plan work together to systematically drive audience members through
the various stages of consideration.
This funnel “framework” provides an ideal structure for integrating efforts across multiple channels
including the website, advertising, public relations and 1:1 communications.
Consideration Funnel
Marketing Channels
Target Audiences
Awareness
Familiarity
Opinion
Consideration
Intent
Visit
6
2012 Marketing Plan
Tourism Trends
State of the Industry:
With global economic volatility being at the forefront of the majority of visitors’ minds, the past year for the
Canadian tourism industry has resulted in being extremely flat. With the Canadian dollar being either at par or
worth more than the U.S. dollar, this in turn has afforded Canadians the ability to spend more time and money
in the U.S., while the reversal has occurred amongst American visitors in Canada. This has resulted in more
Americans taking “stay-cations”, thereby spending discretionary money and time closer to home.
A lack of proper government-issued identification in crossing the border (namely a Passport, Passport Card,
Enhanced Driver’s License or NEXUS Card) remains a recurring issue since June 2009, when the Western
Hemisphere Travel Initiative (WHTI) was launched. Should American travelers elect to visit our region, they
are choosing to spend less time in it, usually resulting in day trips. Of the American travelers visiting Ontario,
the biggest increase in trip types experienced were in “big city experiences”, planned tours, art/culture/history,
and combined business/pleasure trips. Outdoor and VFR (Visiting Friends & Relatives) trip types were flat
Year over Year (YOY), with resort visits dropping drastically at 11% YOY. Potential travelers are more
interested in controlling their own vacation experiences.
While Canadian travel intentions are up 3% YOY, incremental travel appears to be geared mainly to the U.S.,
considering the weak U.S. Dollar. Media campaigns, especially amongst border state economic development
agencies, (such as “Pure Michigan” and “I Love New York”), have played a crucial role in piquing Canadians
intentions of travelling south of the border.
According to the Ministry of Tourism, Recreation & Sport’s Regional Tourism Organization 1 (RTO 1), 3% of
Americans intending to travel to Ontario indicated they were interested in a visit to our region specifically
(Windsor Essex Pelee Island) which is down 1% over 2010, while the majority of the regions in Ontario
indicated an increase in American travel intentions to their regions.
6% of Canadians intended to travel to our Region in 2011, with only 1% intending to visit Windsor, which is
growth of 3% YOY. Of the Canadian travelers to Ontario, trip type preference differed greatly from our
American counterparts. Resort trips experienced growth of 2%, while big city and outdoor experiences were
down 5% and 6% respectively.
Over the past year, the weather also played a role in staving off visitors from spending time in our region: the
longer than usual winter, coupled with a very wet spring, a short-lived summer, followed by a colder and wetter
than usual fall.
7
2012 Marketing Plan
Tourism Trends (cont’d)
Factors Affecting Travel Intentions and Behaviour:
•
The most profound change has been the digitization of communications tools. The emerging digital
landscape has resulted in media content that is personal, portable, searchable, social and
interactive. It is less about mass media and more about “MY Media” as consumers become more
sophisticated in the way they communicate and connect to digital media—anytime from anywhere.
•
Economic conditions affected travel behaviour as well. While consumers seem to be unwilling to
give up on travel, they are spending less by taking fewer trips, travelling to close-by destinations,
taking shorter trips and cutting back on restaurant, accommodation and recreational spending. It
remains to be seen how lasting this change in travel behaviour will be.
•
Consumers staying closer to home when travelling meant that the domestic market carried our
tourism industry in the last couple of years, as Ontario experienced a major decline in U.S.
visitation.
•
An increase in gasoline and food prices has resulted in less disposable income for leisurely
pursuits.
•
With the introduction of the Harmonized Sales Tax (HST) in July 2010 alongside of the
discontinuation of the Goods and Services Tax (GST) rebate for American travelers, Americans
were not as encouraged to generously spend their disposable income within the region.
•
Continuing construction of ramps connecting to the Ambassador Bridge on the U.S. side,
combined with the lack of way-finding signage to Canada (via the bridge) from surrounding U.S.
highway systems is poor and confusing.
•
Visitors have also cited unfavorable experiences with Canadian border agents upon crossing into
our region from the U.S.
•
Another noticeable trend is visitors from surrounding areas (such as southeastern Michigan and
northwestern Ohio) do not view our region as a destination per se, rather a day visit en route to
Toronto, Niagara Falls or Stratford.
8
2012 Marketing Plan
Situation Analysis
The Positive Effect of Technology on Tourism:
Making it easy for consumers to access information and plan their trip is imperative in this highly competitive
environment. The widespread use of the Internet allows the consumer 24/7 access to information. The web
has become the number one planning tool, surpassing even word of mouth. Consumers can be lured to take
a trip to other destinations based on the information and the images presented at the travel websites, the
ease of use of the website, and the opportunity to book the trip.
Social media plays an increasingly important role in marketing. Particularly for the younger generations,
there is a shift away from traditional to social media and they spend a significant amount of time with this new
form of communication. Reaching opinion leaders and tapping into the power of social networks requires a
different approach from marketers, involving the consumer in the marketing process. The use of mobile
devices in travel is increasing.
By 2014, 142.1 million users, representing 53.9% of the U.S. mobile user population, will access the internet
using mobile browsers or applications. Mobile devices play an increasingly important role in travel planning
and during the trip as well, from checking in for flights and hotels to accessing information on attractions and
restaurants. Accessibility of travel information on mobile devices makes it easy for travelers to be informed,
make or change travel plans and get the most value for money on their trip.
New ways of consumer communication are emerging and methods such as mobile advertising, usergenerated videos and full length professional videos are gaining importance. 3-D content is expected to be
the next phase in consumer communication. All this provides great opportunities for marketers to be
innovative and attract consumer attention.
9
2012 Marketing Plan
Organizational Overview
Tourism Windsor Essex Pelee Island (TWEPI) is the official Destination
Marketing Organization (DMO) for the regional tourism industry. TWEPI is
a not-for-profit organization that is dedicated to promoting and selling
Windsor, Essex and Pelee Island as a remarkable destination for tourists,
convention goers and business travelers.
VISION, MISSION, MANDATE
VISION
By 2014, having Windsor Essex Pelee Island be a top-of-mind destination in
Ontario by capitalizing on our regional assets and by presenting authentic
experiences.
MISSION
Tourism Windsor Essex Pelee Island will enhance the image and economy of the
region by providing excellent tourism services. Through partnerships, we will
develop, market and promote our destination in cooperation within a united
tourism industry.
MANDATE
The core functions of Tourism Windsor Essex Pelee Island in building a united
tourism industry are:
Marketing and communications
Visitor Services
Research and Product Development
10
2012 Marketing Plan
Collaborators
Tourism Windsor Essex Pelee Island would like to thank all the following stakeholders for their
feedback and assistance in the creation of this plan:
Anthony
el Baroudi
Cours
Findlay
Ibrahim
Havey
Liedtke
Durocher
Tyrell
Fernandez
Lepine
Gerrish
Cuderman
Ring
Barker
O'Brien
O'Brien
Ieraci
Niforos
Della Siega
Stuebing
Russell
Russell
Deslippe
Trent
Pursley
Poljak
Smith
Erickson
Beach
McDonald
Yeomans
Patel
Chifor
Durocher
Ives
Smyth
Quick
Roos
Roos
Maceroni
Mastronardi
McKinnon
Thomas
Stanton
Allen
Paul
Mona
Dave
Dave
Jen
Mike
John
Maggie
Jeremy
Ed
Natalie
Tony
Mary Anne
Jennifer
Justin
Tom
Mike
Frank
Karen
John
Danielle
Scott
Danielle
Bonnie
Merritt
Linda
Cristina
Chad
Lou-Ann
Paula
Kim
Brian
Dharmesh
George
Ray & Louisette
Kristin
Katharine
Doug
Madalyn
Bill
Toni
Eadie
Louise
Kathie
Kenn
Nancy
Town of Tecumseh
Actors Theatre of Windsor
Ambassador Golf Club
Ambassador Golf Club
Town of Amherstburg
Athletics and Recreational Services, University of Windsor
Bluesfest/RTO-1
Parade Corporation & Town of Kingsville
Caesars Windsor
Caesars Windsor
Caesars Windsor
Campers Cove Campground
Olde Sandwich Towne BIA
Colio Estate Wines
Comfort Inn Leamington
Coopers Hawk Vineyard/SWOVA
Coopers Hawk Vineyard/SWOVA
Days Inn Windsor
Devonshire Mall
Epping Forest Trailor Park
Essex Region Conservation Authority
Everythingoutdoors.ca
Everythingoutdoors.ca
Gibson Art Gallery
Global Spectrum Facility Management
Great Adventure Tours Inc
Grill 55
Hampton Inn & Suites
Hampton Inn & Suites
Holiday Inn and Suites Ambassador Bridge
Holiday Inn and Suites Ambassador Bridge
Holiday Inn Downtown Windsor
Howard Johnson Inn Leamington
Howard Johnson Plaza Hotel
Island Memories B&B
John R. Park Homestead, Essex Region Conservation Authority
Katharin's Bed and Breakfast
Kingsville Golf
La Roos Maison B&B
La Roos Maison B&B
La Zingara Trattoria
Mastronardi Estate Winery
McKinnon's Lakeside Bed and Breakfast
Multicultural Council of Windsor and Essex County
North American Black Historical Museum
Northstar Community Centre
Balkwill
Phyllis
Now That's Cozy (cottage)
11
2012 Marketing Plan
Collaborators
Wilson
Wilson
Bennett
Linauskas
Walls
Nagy
Livrinska
lane
Ingram
Melnyk
Baker
Laranja
Dunlop
Fink
Louviere
Rigg
Wenzler
Middleton
Dulcamaro
Smith
La Tona
Southward
Stainton
Philpott
Bondy
Durocher
Grimaldi
Sharpe
Ciotoli
Ciotoli
Ann
Murray
Liz
Karen
Anna
Rita
Sanja
Glenna
Joel
Christine
Mark
Sandra
Mary-Jane
Terry
Paul
Paula
Deb
Stephanie
Sherri
Rosita
Patrizia
Celia
Agnes
Maria
Sherry
Maggie
Dave
Shelley
Adriano
Pina
Oxley Estate Winery
Oxley Estate Winery
Pelee Island Winery
Point Pelee National Park
The John Freeman Walls Historic Site and Underground Railroad Museum
Pure Day Spa
Pure Day Spa
Quercus Cottage
St. Clair Residence and Conference Centre
Sunray Group of Hotels- Quality Suites, Comfort Inn & Suites, Comfort Suites
The Rum Runners Tour
The Wandering Pheasant Inn
The Way We Were B&B/Cottage
Town of LaSalle
University of Windsor
Valente Travel
Wenzler's Landing B&B
Westmont Hospitality Group
Westmont Hospitality Group
Westmont Hospitality Group
Westmont Hospitality Group
Windsor Classic Indoor Games
Windsor Club
Windsor Inn on the River
Windsor Light Music Theatre
Windsor Parade
Windsor Parade
Windsor Symphony Orchestra
WindsorEats
WindsorEats
Della Valle
Madelyn
Windsor's Community Museum
12
2012 Marketing Plan
P.E.S.T. Analysis
• U.S. Dollar regaining
strength after weak values
all through 2011
•Unemployment rates in
Ontario on the rise in the
latter part of 2011
•Economy predicted to
grow moderately (by 2%)
pending no significant
change in the European
debt situation
•Gas prices
Economic
Factors
•Viral marketing continues to
grow in popularity
•Mobile apps driving new
investment into Tourism
industry as mobile apps
continue to play an important
role in travel planning
•Social networking changes
the landscape for marketing to
the younger generations.
Political
Factors
Tourism
Industry
Climate
Technological
Factors
13
•New structure for Ministry of
Tourism departments, adding
Sports to Culture and Tourism
• Minister of Tourism remains
Michael Chan
•Stable funding for TWEPI
through 2014
•Stable political climate for 2012
on all levels
•Debate over Regional Tourism
Levy 3% on accommodations
Social Factors
• Top 7 Intelligent Community
• Healthy Communities Initiatives
• Improved recreational
infrastructure
• Strong Community Support
Services Region-wide
• Need for increased accessibility
•Baby-boomers becoming
important target for the Region in
both visitor and resident
attraction strategies with their
larger disposable incomes
Stre
2012 Marketing Plan
SWOT ANALYSIS
Strengths
TWEPI is being developed and driven from a business model that
will resonate more effectively with industry operators and funders;
Weaknesses
There has been a great deal of change and controversy surrounding
the organization since its incorporation. A comprehensive marketing
plan and budget has not yet been launched to the stakeholders.
Windsor-Essex has a good location in the North American market in
terms of both Canadian and American accessibility;
There has been a deficiency in policy and programming structure for
the organization since the launch.
Some good political support and leadership exists for the
organization, which provides a strong foundation to move forward;
The advocacy relationships of the organization are undeveloped at
this time;
The organization has been established as being stakeholder-driven
which will align more firmly with industry operators;
Establishing credibility in the industry still has to be developed and
occur on several fronts;
The organization is geographically inclusive in terms of its mandate,
organizational development, etc.;
The relationship with the “customer” continues to be an unknown
and under-developed at this time;
The organization is focused on building a strategic road map that will
keep the organization and the industry focused on its best
opportunities;
Co-operative investment participation by stakeholders has been
below projections identified in the Business Plan.
The current administration has the confidence of the Board to move
the organization forward;
The organization relies on an industry that is primarily mature, both
in terms of its programs and its assets. Reinventing and broadening
the industry represents an important and challenging outcome
The region has a number of signature events to capitalize on.
TWEPI
Threats
Competition is growing in other market areas which will increase the
challenge of creating awareness and value for the Windsor-Essex
market area;
Opportunities
The stakeholders and the community are eager for a new direction,
a fresh start and to build tourism as a credible economic
development contributor;
TWEPI needs to re-build trust with key stakeholders as the
organization re-launches itself and evolves;
An inability to overcome infrastructure challenges, such as
transportation, will undermine support;
Trying to do too much at once resulting in not doing the right things
or getting the desired / expected impacts could significantly diminish
the organization;
Achieving a few large wins over the short term will create
momentum and credibility, and start to re-establish the notion of an
“industry authority”;
Confusion arising over the purpose and mandate of the Regional
Tourism Organizations, which creates competition for funding and
participation by stakeholders;
There is an evident opportunity to position and focus the
organization as the industry authority by doing the right things,
communicating, and building value and credibility;
There can always be a series of external threats which the
organization and its stakeholders cannot control that could impact
the organization, such as passport and security issues, health
considerations, etc.;
The organization can develop a strong and dynamic brand as it is
starting from a fresh perspective with a different strategic mandate;
The inability to achieve participation / buy-in amongst an adequate
number of industry operators and not creating a unified industry is a
threat;
If the advocacy initiatives of the organization were not seen as
legitimate and credible, were easily dismissed or undervalued, then
TWEPI, as the industry “authority”, would not evolve.
The ability to recruit new talent and ideas along with the re-launch /
re-organization.
Potential exists to leverage current and evolving senior government
14
2012 Marketing Plan
GENERAL MARKETING
Overview
In 2012, TWEPI’s general marketing plans will focus on promoting our brand messaging. We will tell the story
of our region as an engaging, attractive region to visit, particularly as a weekend getaway.
We will accomplish this through a variety of channels:
Traditional Media
-We will focus on media targeting surrounding communities that would consider our region as a weekend
getaway destination.
- We will also advertise in local media publications to reinforce TWEPI’s image as the “industry authority” that
visitors should use when visiting the region.
Online Media
-Experiment with relying more on online advertising as a cost-effective, targeted method to spread our key
messages. 62% of personal travelers use search engines as the number one source for travel information
(Google/OTX, Traveler’s Road to Decision 2010, U.S, Sept 2010). Online reviews are also growing increasingly
important to travelers. As a result, TWEPI needs to target our ads to these users who are actively displaying an
interest in our region.
Partnering with Ontario Tourism Marketing Corporation, Detroit Convention and Visitors Bureau,
Chatham-Kent Tourism, Smart Community (Windsor Essex), Ontario Southwest RTO 1
- Travelers reached by OTMPC are already interested in travelling to Ontario. Therefore, it is to our benefit to
continue working with OTMPC.
- TWEPI will continue to work with neighboring community partners, the Detroit Convention and Visitors Bureau
and Chatham-Kent Tourism in promoting our region
- By partnering with the Windsor and Essex County Smart Community, TWEPI has been able to provide
participant organizations, entities, families and individuals with community engagement, governance, access to
infrastructure and on-line services, as well as smart results that demonstrate new opportunities, well-being and
connectedness to improve the quality of life in learning, work and play.
- Various TWEPI staff are on key committees within the RTO 1, thereby helping to foster further dialogue on
various collaborative initiatives benefiting our region.
Trade Shows
- When participating in tradeshows and events, TWEPI needs to create an engaging, attention-getting display
that effectively communicates our key messages. Investments in streamlined promotional display pieces will
assist us with reaching this goal.
15
2012 Marketing Plan
GENERAL MARKETING
Overview
Online Presence
- We need to position the TWEPI website as the “industry authority” with up-to-date, easy-to-navigate
information that is reliable and accurate. Enhancements that allow users to interact and engage with out
website is also important to assist with trip planning and improving visitor experience.
- Mobilized websites and mobilized apps are also growing increasingly important as visitors rely more and
more on their smartphones for information and trip planning assistance.
- We also need to capitalize on the growing popularity of viral marketing by encouraging discussions and
interactions on social media.
Partner Portal
- Implementing and launching Partner Portal. This will allow two-way communication between Partners and
TWEPI. We will be able to post Partner-relevant information on this Portal.
Others
-TWEPI’s image library is currently limited. Increasing our inventory of up-to-date, fresh, exciting images that can be
used in our advertising is essential.
- Invest in promotional materials that are attractive, engaging, and tell a story about our region.
- Install new signage consistent with our current name, brand and logos.
16
2012 Marketing Plan
GENERAL MARKETING
Plan
What is the plan and how will it be executed?
Traditional Media
Print & Radio Advertising
Visit Detroit (an annual distribution of 400,000 copies)
We will advertise in the Winter/Spring and Summer/Fall editions of the Visit Detroit official visitor guides. These
travelers are a key target market and our ads will focus on enticing them across the border.
Local
We will advertise in various local publications. We will use common themes, resizing as necessary. Ads will be
focused on pointing visitors to use our website as a resource for information as they travel through the region.
OTMPC publications
We will take advantage of advertising in one or two of OTMPC’s publications to reach visitors already
interested in travelling in Ontario.
Other media
We will advertise in other media like:
• Lake Erie Living, a magazine specifically aimed at those who live around Lake Erie, including Michigan, Ohio,
Pennsylvania, New York and Ontario. Full page print ads will present our destination as an exciting getaway to
those living close by around Lake Erie.
• ClickOnDetroit.com offers news, sports and weather produced in Detroit, for Detroit. Team news coverage,
on-air to online referrals and relevant online resources all work together to create an important audience.
Online web banners with targeted special deals will entice Detroit residents to visit our region.
• Clear Channel Radio stations. We will conduct an audio/visual/interactive campaign for 1 month on 4 targeted
Clear Channel Radio Stations that reach women who make travel decisions for their household. The campaign
will have the following components: audio commercials on WDTW-FM (Classic Rock), video pre-rolls on
WKQI-FM (Contemporary Hit Radio/Top 40), WNIC-FM (Hot Adult Contemporary) and WDFN-AM (Sports) and
interactive online web banners on WKQI-FM, WNIC-FM, WDTW-FM and WDFN-AM. Listeners and online
users will be targeted with a contest for a weekend getaway that will generate interest and excitement in key
attractions in the region.
17
2012 Marketing Plan
GENERAL MARKETING
Plan
What is the plan and how will it be executed?
Online Media
Google
Conduct a Google Adwords 3-month spring campaign. The key outcome of this campaign will be lead
generation. The campaign will be focused on promoting the region as a Weekend Getaway destination and a
landing page will be created to sharpen the target of this campaign. We will set up a special weekend getaway
focused package including 2 night stays along with a package of attractions. We will have to recruit several key
partners to provide these packages (which must fall within similar parameters) and booking codes will be used
to track the success of the campaign.
Tripadvisor
Tripadvisor is a major review site for travelers and is useful to reach out to travelers in a direct manner. Our
approach will be multi-pronged:
• Generate Tripadvisor reviews for attractions, accommodations, and dining in our region.
Our stakeholders will be encouraged to urge their guests to submit Tripadvisor reviews of their service/location.
Stakeholders need to be educated on simple, effective ways to encourage Tripadvisor reviews. TWEPI can
assist by providing step-by-step guides, support and advice, and simple, easy-to-use templates. We can
provide email templates as well as posters in their location saying: “We hope you enjoyed your time here. Talk
about us online at Facebook, Twitter, Tripadvisor, and Youtube”.
• Social involvement
Post regularly on Tripadvisor message boards, replying to visitor queries and discussions about the region.
This will be helpful to visitors planning a trip to the region.
• Content sponsorship
Take over the destination homepage for a year with 5 content modules and space for 2 banners. We can
provide in-depth information about our destination on the pages people go to when considering a trip to our
destination.
• Banner campaign
Banners on other key pages within Tripadvisor, like the Ontario content page, Detroit content page, etc.
18
2012 Marketing Plan
GENERAL MARKETING
Plan
What is the plan and how will it be executed?
Ontario Tourism Marketing Partnership Corporation
Ontario Tourism Travel Centres (Windsor/Tilbury)
We have committed to signage advertising at the Ontario Tourism Travel Centres. This will provide us visibility
and brand recognition in key locations that travelers frequent.
Trade Shows/Marketplace
Van
Utilize the van as a promotional tool with foldout TV stand, display racks, etc. The van would be used more
heavily on tradeshow floors and festivals to draw attention and make a statement as well as distribute
information
Tradeshow Booth
Purchase supplies including tabletop and standing display systems as well as backdrops and banners suitable
for both indoor and outdoor use. The tradeshow booth will also be enhanced to improve tradeshow displays to
carry a consistent, attractive destination message.
Inflatables
Continue to use our two inflatables, the Mountie and the Beaver, at trade shows, festivals and events to draw
attention to the region.
19
2012 Marketing Plan
GENERAL MARKETING
Plan
What is the plan and how will it be executed?
Online Presence
Website
This includes the following elements:
Custom re-design of the styling of the website.
Design implementation and code programming.
Newsletter sign-up
Social Media integration
Calendar structure improvements
Mobilized website & Mobile apps
This will allow for a self-contained app and will be available on all major smart phone platforms (iPhone,
Blackberry, Android). This will provide ease of use for all smart phone users when travelling to our destination.
Social Media
- Create a Social Buzz Network of local residents who will commit to talking about local events and attractions
on social networks.
They will agree to :
- post about what they see and do in return for access to free admissions to all participating events/attractions.
-visit local events/attractions a minimum of 10x a year.
This will drive interest and excitement, providing content to fuel social media discussions. It will keep the public
informed with the latest news and attraction and event information directly from their peers.
- An online Question and Answer Forum, encouraging visitors to ask other local parents questions related to
family travel. Moms typically plan family trips and they trust other moms for advice and help. Mom2Mom.ca is
an already established local community with a strong social network. This will provide us with better search
engine rankings, access to existing software, and forum management expertise at a low annual cost. Members
selected as Forum Moderators will be part of TWEPI’s “Social Buzz Network” and will also be given additional
tools, materials, and information to deepen their knowledge of the region. They will also be a part of the Social
Buzz Network with all the requirements and free admissions listed above. TWEPI staff can also post in this
forum to provide additional information and assist with answering questions. Disney currently employs this
strategy very successfully with their Walt Disney World Moms Panel.
PartnerPortal
- Implementing and launching Partner Portal. This will allow two-way communication between Partners and
TWEPI. We will be able to post Partner-relevant information on this Portal.
20
2012 Marketing Plan
GENERAL MARKETING
Plan
What is the plan and how will it be executed?
Others
Photography
Professional photography with staged shots based on key areas missing in our image library. Close up shots of
people enjoying local attractions will be a major focus. Alternatives to stock photography is important. We will
also look to purchase already existing photographs from local photographers.
Promotional materials
Giveaways and promotional items (such as TWEPI lapel pins) will be procured and utilized for our various
tradeshows, festivals, events, conferences, prize packages, etc. A variety of promotional items will be sourced
including luggage tags, t-shirts, bags, and others.
Office signage
Pending Board’s direction re: office relocation, we will consider removing the current, outdated office signage
and install new signage with our current name, brand, and logos.
Creative Services
Creative Services
Creative services or all campaigns.
21
2012 Marketing Plan
GENERAL MARKETING
Budget
Traditional Media
$49,250
Online Advertising
$17,000
Trade Shows/ Marketplaces
$23,000
Online Presence
$36,500
Photography
$10,000
Memberships & Alliances
$25,000
Creative Services
$25,000
Visitor Guide
$150,000
TOTAL
$335,750
22
2012 Marketing Plan
Product Development Clusters
Sports
Tourism
Culture &
Heritage
Outdoor
Experiences
TWEPI
Wineries &
Agri-tourism
Gaming &
Nightlife
Arts &
Entertainment
Meetings &
Conventions
2012 Marketing Plan
CLUSTER
OUTDOOR EXPERIENCES:
Cluster %
of Total
22%
% Of Total
Total Spend
Printing
Brochure
Leisure
Advertising
Media
Trade Shows Sponsorship
FAMs
Travel
Agency
4%
$80,950
Birding
9%
$32,050
$0
$25,000
$250
$500
$3,000
$800
$2,500
Golf
5%
$18,400
$200
$3,000
$9,500
$0
$3,000
$1,200
$1,000
Fishing/Hunting
1%
$3,000
Eco-Tourism
3%
$10,500
$1,200
$4,000
Campgrounds & Cottages
$15,000
$2,500
$2,000
6%
$51,800
Wineries
7%
$23,800
Agri-Tourism
1%
$5,000
Bed & Breakfasts
1%
$3,000
17%
17%
$62,440
$600
$0
6%
6%
$21,500
$1,000
$20,000
12%
6%
$42,903
Hotel Packaging
0%
$1,800
Festivals/Events and Other
6%
$21,103
SPORTS TOURISM
GAMING & NIGHTLIFE
ARTS & ENTERTAINMENT
CULTURE & HERITAGE:
14%
$3,000
$2,000
$11,000
$3,000
$800
$800
$3,000
$2,000
$500
$1,000
$1,000
$1,000
$1,000
$1,200
$55,000
$1,000
$2,000
$500
$3,340
$300
$908
$1,500
$500
$20,000
$800
$1,000
$12,500
7%
$56,600
2%
$8,000
$5,000
War of 1812
7%
$23,600
$200
13%
13%
$45,900
100%
100%
$362,093
Total
$5,000
$20,000
Black History
MEETINGS & CONVENTIONS
16%
$500
$3,000
1%
WINERIES & AGRI-TOURISM:
Contests
$695
$1,000
$4,500
$25,000
$10,300
$0
$6,500
$12,000
$100,000
24
$2,000
$1,000
$15,000
$1,500
$400
$4,900
$10,500
$12,500
$8,000
$5,000
$60,900
$24,445
$92,800
$28,000
$12,448
$11,200
$5,000
2012 Marketing Plan
Product Cluster Initiatives
2012
Contents
• Highlights
• Cluster Analysis/SWOT
- Sports Tourism
- Outdoor Experiences
- Birding
- Golf
- Fishing/Hunting
- Eco-Tourism
- Cottages & Campgrounds
- Wineries/Agritourism
- Bed & Breakfasts
- Wineries
- Agritourism
- Culture & Heritage
- War of 1812
- Black History
- Arts & Entertainment
- Family Fun, Dining, Shopping,
Spas & Wellness, Festivals
- Gaming/Nightlife
- Meetings & Conventions
- Leisure Travel Trade
• Tactical Plan
2012 Marketing Plan
Product Cluster Highlights
PRODUCT CLUSTER - OUTDOOR EXPERIENCES
Birding
• Road Scholar Program
• Joint media plan with our key birding properties: Point Pelee National Park, Essex Regional
Conservation Authority (ERCA), Chatham/Kent and Regional Tourism Organization (RTO) 1
Golf
• Joint ventures and golf shows in London and Toronto
• TWEPI and Ontario Restaurant Hotel & Motel Association (ORMHA) will jointly host a golf tournament
PRODUCT CLUSTER – WINERIES/AGRI-TOURISM
• Focus marketing efforts on the launch of the new brand for southwestern Ontario wineries, Essex Pelee
Island Coast (EPIC)
• Creation of a new Wine Route Map
PRODUCT CLUSTER - HERITAGE
• 1812 Commemorative Guide
• 1812 Commemorative Events
PRODUCT CLUSTER – GAMING/NIGHTLIFE
• Package Development and go to market
PRODUCT CLUSTER – ARTS/ENTERTAINMENT
• Package Development and go to market
PRODUCT CLUSTER – SPORTS TOURISM
• 2012 Skate Canada Synchronized Skating Championships, February 23-25, 2012
• 2012 Skate Canada International, October 26-28, 2012
• 2012 Windsor Roseland Charity Golf Classic, August 13-21, 2012
• 2013 International Children’s Games (ICG), August 14-19, 2012
26
2012 Marketing Plan
Product Cluster Highlights
Meetings & Conventions
• Participation in Ignite Magazine
• Participation in various tradeshows/conferences: CSAE Tete-Tete, Incentive Works, Ignite Business
Event Expo, MPI World Education Conference, CSAE National Conference
• H.O.G. Rally – Thunder Road Harley Davidson Conference, July 26-28, 2012
Leisure Travel Trade
• Attend various GLAMER Shows throughout Canada and the U.S.
• Participate in various advertising opportunities focused on group travel: Packaged Travel Insider, Group
Tour Magazine, AAA Motorist, CAA, Crossings, AAA Tour Book, View (University of Windsor Alumni)
Product Development
• Package Development Workshop (or workplace) with hoteliers and partners
• Development and execution of the Attractions Pass in conjunction with some of our key stakeholders
27
2012 Marketing Plan
SPORTS TOURISM
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Through our regional assets, we have the infrastructure to host major events, conferences and meetings
• Each of our municipalities have invested significant dollars to upgrade their facilities
• We have a proven track record of hosting major sporting events and the list keeps growing
• Ability to engage volunteers to execute programming
Weaknesses
• The region is lacking a measurement tracking system that tracks actual economic impact numbers
• TWEPI has the economic generation model that can assist with this, but without the information, our hands
are tied
• Funding – TWEPI is not a funding body but can assist in marketing sporting events
• Our region can work closely together on joint bids to lure sporting events to different municipalities
Opportunities
• We, as a region, do not work together enough to make joint bids together
• The newly formed Sports Tourism Committee could potentially work shows/conferences together collaboration
Threats
• Competition from other regions, as Sports Tourism is becoming a major product
28
2012 Marketing Plan
SPORTS TOURISM
Plan
What is the plan and how will it be executed?
• To communicate with our Sports Tourism Committee more regularly and add a few people to this existing
Committee:
• Kim McDonald (Holiday Inn & Suites Ambassador Bridge) and Patrizia LaTona (Westmont
Properties)
• We will continue to look into attracting new Sports bids and bringing them to our region via the Sports Tourism
Committee:
• Ontario Games – 2014 Ontario ParaSport Games, 2014 Ontario 55+ Summer Games
• Continue to use our CSTA membership and be engaged with them and other members of this organization
• Continue to work with LOC on two sporting events coming to our region in 2012:
• 2012 Skate Canada Synchronized Figure Skating Championships – February 23-25
• 2012 Skate Canada International Figure Skating Championships – October 26-28
• Attend Sports Tourism Shows to network and get message out about our region
• CSTA – Victoria, BC: April 18-20, 2012
• Update the current Sports Tourism marketing piece with revised information on our facilities
• Work with each municipality to see how monies were invested in their facilities as this would be
worthwhile information to pass along
• Continue to grow the running product in our region
• Detroit Marathon Sponsorship
• Amherstburg Marathon (War of 1812 Theme)
• Continue to offer support to sport partners in their events as well as other events that bring in visitors from
outside of the region:
• Detroit Grand Prix 2012
• 2012 Windsor Roseland Charity Golf Classic (Canadian Tour)
• 2013 International Children Games – will promote events as much as we can through our marketing
efforts and visitor services
• Walt Metulynsky is the Program Manager and members from TWEPI will be on the
Hospitality Committee
29
2012 Marketing Plan
SPORTS TOURISM
Plan (Continued)
What is the plan and how will it be executed? (Continued)
• Will hold an educational meeting in 2012 with clubs and associations from our communities, informing them
of TWEPI’s role. Encourage them to provide TWEPI with their numbers from tournaments so TWEPI will be
able to track
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
30
2012 Marketing Plan
BIRDING – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats to the Product
Strengths
• Birding opportunities in the region as a whole are excellent in spring and fall
• Festival of Birds – Spring – Point Pelee National Park (PPNP)
• Festival of Hawks – Fall – Holiday Beach Conservation Area
• Strong birding committee with a good vision
• Primary and secondary sites have an established visitor base and reputation as an excellent birding area
• Birding has a huge economic impact on the region
• Good viewing opportunities
• Good amenities within the facilities
• Major infrastructure upgrades were made to the region’s major birding facilities:
• Point Pelee National Park
• Ojibway Prairie Complex
• Holiday Beach and Hillman Marsh
• Jack Miner
Weaknesses
• Birding product is considered stale and in need of refreshing
• Point Pelee National Park addressing concerns internally in terms of staffing
• Area and habitat accessibility
• Primary and secondary sites need to engage local businesses to participate in both festivals
• Lack of web presence
• Lack of advertising
31
2012 Marketing Plan
BIRDING – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats to the Product
Opportunities
• Continue to work with other DMOs in Region 1 on birding product
• 2012 Birding package with Road Scholar and Roots to Learning
• Based on infrastructure upgrades, lure writers to come down to visit – FAM writers
• Willing to work with other partners for growth (secondary and even tertiary sites)
• Potential funding available through government (birding committee always looking at grant opportunities)
• Cross-sell experiences with other clusters such as wineries, outdoor experiences and heritage
• Communication and marketing should be geared to the novice and intermediate birders
• Development of birding app
Threats
• Strength of the Canadian dollar
• Border regulations
• Competition from U.S. sites
• Key stakeholders need to continue to work together and partner for consistent messaging and stability
• Continued degradation of habitat diversity will impact its attractiveness to birds and birders
32
2012 Marketing Plan
BIRDING – OUTDOOR EXPERIENCES
Plan
What is the plan and how will it be executed?
• Similar to 2011, our birding group will market our birding properties’ unique experiences collectively through
print and web avenues.
• Messaging for the 2012 campaign will focus on the great assets our birding properties have to offer which
makes us a premier birding destination.
• Marketing these messages through the following media properties:
• National Geographic
• ON Nature
• Birder’s World
• Quebec Oiseaux
• Bird Watch Canada
• ABA – North American Birds
• Cornell Lab of Ornithology – Living Bird Quarterly
• Bird Watcher Digest (web banners)
• Birding (American Birding Association) – web
• ABA – Winging It - web
• Birdscope Newsletter - web
• fatbirder.com
• Through our partners we will invite high profile writers and bloggers to our 2 major birding festivals; Festival of
Birds and Festival of Hawks and also to visit our primary sites to talk about them and our region
• The Birding Committee will also work together on the two major birding festivals by sponsoring breakfasts,
lunches, and developing joint passes within the birding properties
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
• Support through media National Conservation Week in April
33
2012 Marketing Plan
GOLF – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• There are 21 courses in the region
• A nice blend of private and public courses
• Southern most part in Ontario
• Based on the indifferent weather patterns in our region, we have an extra long season, boasting an
additional 8 weeks
• Different composition of courses in the area (such as link or park lawn)
• Well known course designers, such as Donald Ross/Thomas McGroom
• Very affordable compared to other communities across Ontario and Canada
• Partnership with Ultimate Golf Vacations – leverage for other opportunities in the future
Weaknesses
• Courses were never identified as part of a region before
• Courses have been inclined to market themselves as a single entity and not work together as a group
• State of the American dollar and its parity with our dollar
• Cost of Michigan golf is significantly less than in our region
Opportunities
• Share ideas, create packages, work as a group to entice tourists to come to our region
• Cross-pollination with other products such as wineries, accommodators, heritage
• As an example, have brochures of available golf courses at the wineries
• Create packages such as “Wine and Nine”
• The spin-off of the 2011 Canadian Golf Tour
• Will return in 2012
• Windsor Roseland Charity Golf Tournament at Roseland Golf & Country Club, August 20-28, 2012
• Web presence – Travelling Golfer
• Group Golf – Spinella Group
34
2012 Marketing Plan
GOLF – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster (Continued)
Threats
• Cost of Michigan golf very low
• Decrease in americans coming over
• Passport requirements
• Decrease in U.S. dollar value
• Recession – not a lot of disposable income
35
2012 Marketing Plan
GOLF – OUTDOOR EXPERIENCES
Plan
What is the plan and how will it be executed?
• Some of our golf courses will work and attend shows together : Toronto Golf Show (March 2-4 2012) and
London Sports & Recreation Show – February 25-26, 2012 (formerly London Golf Show)
•TWEPI to purchase signage for the entire booth that can be carried to other shows throughout the
year
• TWEPI and area golf courses will partner together on a joint marketing campaign along with Caesars Windsor
• TWEPI will partner with ORMHA and co-run their annual golf tournament
• revenue generator
• hold tournament annually at different partners’ courses
• Networking opportunities raise profile
• Bring in writers and bloggers to our region to talk and write about our partner courses
• In conjunction with our partners we will host contests in both Toronto and London to gather names, emails
and addresses to add to our databases that we will all share
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
36
2012 Marketing Plan
FISHING/HUNTING – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Region is a peninsula surrounded by excellent waterways (Lake Erie, Lake St. Clair, Detroit River)
• Various fishing and hunting species available
• A number of good and viable marinas with docking facilities and ramps
• Strong presence, in terms of fishing charters and hunting advocates
• Belle River is known as the “Muskie Capital” of Canada and Lake Erie is renowned for perch and walleye
Weaknesses
• Low water levels make it difficult for fishermen to reach the Fighting, Grassy and Peche Islands
• At a disadvantage versus the U.S in terms of:
• Fish limits
• Cost of licenses
• Lack of fish cleaning stations in our region
Opportunities
• The fishing industry as whole has never had a strong voice in our region
• Our all-encompassing website will feature fishing and its amenities as its own entity
• Ice fishing package developed
• RTO Initiative – Outdoor assessment was completed for Region in the summer of 2011
• Fishing sites and opportunities were identified
• $10K available through FISH THIS Grant (via former Windsor Essex County & Pelee Island Convention
Visitors Bureau)
• Note: strict criteria through Ministry of Tourism, Culture and Sport is required for the releasing of
funds
Threats
• Canadian dollar and it’s parity with the U.S.
• Fewer Americans coming to our region as tourists
• The cost of passports and licenses
• Canadian legislative laws in terms of fish and hunting limits and licenses and regulations
• Fewer locations available to obtain licenses
37
2012 Marketing Plan
FISHING/HUNTING – OUTDOOR EXPERIENCES
Plan
What is the plan and how will it be executed?
• TWEPI will continue to expand on developing the Ice Fishing Package that started in 2010/2011 in
conjunction with the Belle River BIA
• TWEPI will continue to bring in well known writers and TV hosts to our region to promote our great fishing,
waterways and the assets we have to offer
• Continue to work with government officials on behalf of our fishing partners
• Promote and support the annual Pheasant Hunt on Pelee Island
• Make connection and reach out to the various marinas in the region
38
2012 Marketing Plan
ECO-TOURISM – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• A great variety of trails and parks in both the City of Windsor and the County of Essex
• running, walking, roller bladding, walking, biking
• Lots of investment dollars earmarked to this product by all communities
• Recognized in a positive manner
• Each community has a designate park or area for the outdoor enthusiast
• Bike Train Initiative and Windsor Eats Trail Rides is gaining momentum with attendance numbers
increasing each year
Weaknesses
• Lack of signage on ERCA Trails in or around the Chrysler Greenway
• Other business should be engaged in this exercise and should be highlighted
• For example, Muscedere Vineyard is literally 300 meters from the Greenway, but there is no
signage to indicate this
• Dated information on outdoor experiences in our region
• Needs to be refreshed
• Other outdoor experiences, such as scuba diving and running, need to identified and developed as new
products to this cluster
Opportunities
• Use new ERCA Trails Map to our advantage and promote it
• Huge market opportunity for eco-tourism in our region
• Link all trails together throughout the City of Windsor and the County of Essex
Threats
• Losing people to other regions based on a lack of promotion about our trails and parks
• Litter and grounds maintenance
39
2012 Marketing Plan
ECO-TOURISM – OUTDOOR EXPERIENCES
Plan
What is the plan and how will it be executed?
• For Eco-Tourism, TWEPI plans on rolling out and promoting the ERCA Trails Guide via:
• being on-site at all TWEPI visitor centers, Windsor and Tilbury Ontario Travel Information Centres
and at regional seasonal festivals
• our hoteliers for extended reach
• as a handout at selected trade and consumer shows throughout the year
• neighboring DMOs within RTO 1 (Chatham-Kent, Elgin, Middlesex, Haldimand, Oxford, London,
Sarnia-Lambton, Norfolk)
• a link to the Guide on our website
• We will also grow our inventory of products by expanding our site to include: scuba diving and
cycling/biking – fact finding on our website
• We will also continue to work with Carolinian Canada re: Bike Trail Initiative
• We will also participate in a possible grant opportunity through Ontario Trillium Foundation and RTO 1:
• this possible grant is an eco-tourism opportunity with potential region-wide benefit
• in partnership with the counties represented within RTO1, develop product inventory of nature
related activities and eco-adventure offerings
• based on these findings, a lure brochure will be produced
• this grant will also help provide basic information on starting and running a rural economic
business to local businesses and entrepreneurs; “how to” workshops – due March 31, 2012
• We will also continue to push the Wine Trail Rides through Windsor Eats
• Investigate and be engaged in the County Wide Active Transportation Plan with Councilors Scott and
Baker and Tom and Sue Omstead
• This plan would involve implementing cycling and walking routes throughout Windsor and Essex
County and its member municipalities
• Cyclo-tourism is a significant revenue generator
• This would be a way to have safe cycling routes across the region
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
• Further development of Motorcycle map “Cruise the Coast” linking various routes throughout southwest
Ontario
40
2012 Marketing Plan
COTTAGES & CAMPGROUNDS – OUTDOOR EXPERIENCES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Pelee Island has gained exceptional exposure through OTMPC’s 2011 marketing campaign. This is an
ideal location to promote cottages and campgrounds.
• The region has an array of cottages and campgrounds. Cottages range from small one-bedroom utility
cottages to luxurious multi-room family retreats. Campgrounds range from small family-run campgrounds
to major branded locations. Among the campgrounds in the region is Yogi Bear’s Jellystone Park, which is
enjoying branding awareness due to the recent release of the movie, Yogi Bear: The region also has
Wildwood Golf & RV Resort, which provides a resort-style experience.
• Camping is a popular family vacation and considered inexpensive and a “Return to Nature”.
• Cottage vacations are also embedded in the local culture and families who vacation in cottages typically
rent cottages for a one week period.
Weaknesses
• There is little advertising or outside promotion done by cottages or campgrounds.
• Region not perceived as an attractive/exciting/scenic place to camp.
• Seasonal activity that mostly shuts down over the winter.
• This sector is typically marketed to a local audience.
Opportunities
• Capitalize on the Yogi Bear movie (Jellystone Park).
• Sell campgrounds as a fun, inexpensive, family vacation that is relatively close to home.
• Sell cottages as a natural retreat that is particularly perfect for multi-family vacations and family reunions.
• We have a longer cottage and camping season due to mild weather and it is possible to enjoy the beach
earlier and later.
• Co-op participation in upcoming Outdoor trade shows, Sports & Recreation shows or other RV shows.
Threats
• Limited advertising budgets.
• Difficulties coordinating advertising between all cottages and campgrounds.
• Not market ready.
• Seasonal.
41
2012 Marketing Plan
COTTAGES & CAMPGROUNDS – OUTDOOR EXPERIENCES
Plan
• Build awareness of the cottages and campgrounds that our region has to offer. We can accomplish this by
marketing to specific target markets.
• Conduct small Google Adwords campaign, promoting cottages as an ideal way to spend multi-family
vacations – focus on the “Family Reunion” market.
• Work on uniting the cottages and campground stakeholders in the region to work more co-operatively
together (relationship-building).
• Invite cottage and campground stakeholders to participate in upcoming trade shows, as applicable.
• Place ad on Summer Fun Guide banner for this sector for 1 month.
42
2012 Marketing Plan
BED & BREAKFASTS – WINERIES/AGRITOURISM
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• The B&B stakeholders have started to work on uniting the industry, forming the Canada South Bed &
Breakfast Association in Spring 2011. This makes it more possible to work together, particularly on co-op
opportunities.
• Our region has a diverse range of Bed & Breakfast options, ranging from adults-only to family-oriented.
• The B&Bs in the County are strategically located, primarily along our region’s extensive waterfront, wine
route, Pelee Island and Point Pelee National Park.
• Our region has many attractions that combine well with a B&B stay, including:
- 15+ wineries. A B&B stay combined with a wine route tour is charming and romantic.
- beaches and waterfront. Our region offers more sun hours than any other area in Canada. Visitors can
enjoy our beaches and waterfront earlier and later than in other regions.
- world-renowned birding. Point Pelee National Park is one of the premiere birdwatching destinations in
North America. The annual Festival of Birds draws over 30,000 visitors and the limited number of hotel
accommodations in Essex County means that B&Bs are very popular options for birdwatchers.
• Culinary tourism and agri-tourism are becoming increasingly popular segments. Our region’s position as
one of the most agriculturally productive counties in the country mean that we can easily offer our visitors
fresh-picked produce. Visitors also enjoy driving down our country roads and exploring the dizzying
number of roadside produce stands during the growing season. The establishment of more Farmer’s
Markets like the Amherstburg Farmer’s Market and the Downtown Windsor Farmer’s Market also appeals
to many visitors.
Weaknesses
• Bed & Breakfasts are small businesses and therefore have limited budgets. It can be difficult to create a
united voice.
• B&Bs offer a very limited number of rooms and it can be difficult to balance supply and demand.
• B&Bs have a difficult time competing with hotels, particularly on price points.
• Logistical issues with selling packages when individual B&Bs have limited capacity and there are wide
variances between standards of each business.
43
2012 Marketing Plan
BED & BREAKFASTS – WINERIES/AGRITOURISM
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Opportunities
• City B&Bs can be advertised as a “homey” alternative for Detroit visitors.
• The public has a romanticized view of B&B stays and we should leverage the many strengths of our
industry, capitalizing on the fact that staying at a B&B is a unique experience.
• We can package B&Bs together with other clusters to create an appealing, easy to book package.
• We can piggyback on the recent success of OTMPC’s Pelee Island campaign, focusing on the mystique
and the adventure of the journey.
• Toronto residents are getting frustrated with the bumper to bumper traffic on the drive north and are
interested in alternative options.
Threats
• Visitors who are overly focused on price.
• Difficulty in unifying all stakeholders.
• Visitors are currently very interested in Pelee Island, but many are finding the transportation to the Island
lengthy and expensive. There is also a lack of transportation options on the Island.
44
2012 Marketing Plan
BED & BREAKFASTS – WINERIES/AGRITOURISM
Plan
What is the plan and how will it be executed?
• Highlight the charming, unique, and romantic experience of staying in a Bed & Breakfast and that the border
is easy to cross.
•Promote B&Bs within easy-to-sell packages, particularly with wineries as it is a natural fit. We will provide a
deadline for submission of these packages as well as criteria.
• Focus on promoting Pelee Island B&Bs, particularly to the GTA market (to piggyback on OTMPC’s heavy
promotions in 2011)
• Encourage B&Bs to put together birding packages for Spring 2012 – then promote them via advertisements to
the birding community (this should be done on the TWEPI website & TWEPI e-blasts)
• Co-op with B&Bs on various trade shows, particularly Toronto Home Show. B&Bs should be the lead and we
will participate.
• Assist with the development of an “Amazing Pace” event on Pelee Island to draw attention and provide an
exciting draw to the Island.
• Encourage B&B Association to advertise in collateral pieces and partner with us.
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
45
2012 Marketing Plan
WINERIES/AGRITOURISM - WINERIES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• With over 1,100 acres of land under production, we currently have 15 wineries and soon to have more in
the next few years
• Many of the wines produced in our region are award winning and continue to gain recognition and
popularity
• Regional growth in the wine sector has been significant, placing the Lake Erie North Shore (LENS) on the
map for many day trippers
• Our seasonality and climate play well for the wineries
• Longer growing season (April to November)
• Essex County is the second largest land area in terms of production
• Good variety of large and small wineries to choose from
• Multiple wineries will be participating in the Icewine Festivals in the first quarter of 2012
Weaknesses
• Name of region – not having a geographic tie in the name puts the region at a disadvantage
• Still work to do with wineries working together
• Many of the wineries in our region are small so cannot work with LCBO; the cost associated with listing
their wine through LCBO outweigh the benefits
• Many of our restaurants don’t sell our local wines – there is a huge gap that needs to be filled
• Way-finding signage lacking
46
2012 Marketing Plan
WINERIES/AGRITOURISM - WINERIES
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Opportunities
• When new name and brand is launched – a large branding media blitz is essential to put our wine country
on the map
• Cross pollination opportunities with other products (golf/accommodations/other outdoor experiences)
• The recently published Culinary Guide that includes our wineries is an enticing lure piece that can be
distributed
• Wine shows – regional and collaborative effort
• Friends and family
• Portal – database collection that will improve the standard for customer service
Threats
• Competition is fierce in Ontario – Niagara/Prince Edward County
• LCBO’s regulations and restrictive business model
• Downward shift in U.S. visitors due to many factors:
• Passport requirements
• Exchange rate
• Global economic recession
• Travel more expensive
• Lack of regional transit
47
2012 Marketing Plan
WINERIES/AGRITOURISM - WINERIES
Plan
What is the plan and how will it be executed?
• Using the existing wine brochure as a guide and template, we will reproduce a new wine-only brochure that
will feature and include our new wineries added to our region. We will also ensure that the GPS coordinates
and roads are updated.
• This will provide a good opportunity for the new wine region to announce it’s new branding, which is
very close to coming to fruition
• In conjunction with our wineries we will attend and staff a booth at the following Wine Shows: London; Sarnia
and Kitchener/Waterloo/Cambridge
• Produce viral You Tube videos that feature all of our wineries; they can be featured on our website on a
rotating basis
• We will continue to promote wine tours for events and conferences - pushing people out to the county where
the majority of our wineries reside
• We will continue to bring in groups and high profile writers to our region and write about what we have to offer
• Provide more details to wineries when bringing in groups and Familiarization Tours
• Demographic information and location of origin would be useful information
• For wine writers we should bring them in March and April (before harvest season begins)
• We will continue to work with the new SWOVA (EPIC) Executive and the WEEDC on their branding and other
wine related initiatives
• Signage meeting with Essex County reps as an example
• Continue to include wineries in marketing outlets like Trip Advisor and CAA/AAA which feature wine packages
• Need to incorporate tracking mechanism to see if it works
• Booking codes
• Work with WEEDC on how to attract groups
• FAM Training
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
48
2012 Marketing Plan
WINERIES/AGRITOURISM - AGRITOURISM
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Look for Local campaign has 3 years under it’s belt and campaign has momentum in the community
• Some strong local businesses leaders: County Connect/Windsor Eats/Foia/Jack’s Inn 31
• There are many assets within the region which are considered culinary and unique experiences
• Our region is rich in local vegetables, fruits, flowers
• Longer growing season than most
• Numerous Farmer’s Markets in the city and county which are becoming quite popular and are well received
• Recently published Southwest Ontario’s Culinary Guide through RTO 1
Weaknesses
• The product is not developed and needs a lot of work before we become a “culinary destination”
• Many local establishments have not embraced the local movement yet
• Many businesses are not “business ready” yet (hours of operation posted, debit/credit card, available for
tours)
Opportunities
• OCTA Membership – and the development of our product
• RTO – there is talk that RTO could perhaps take on this product and make it more regionally focused
Threats
• Funding – there is a strong possibility that the “Look for Local” campaign could be over as the grant money
has been spent
• Still undecided if WEEDC will continue to support it
49
2012 Marketing Plan
WINERIES/AGRITOURISM - AGRITOURISM
Plan
What is the plan and how will be executed?
• Continue to work closely with WEEDC and the Agri- Business Committee on moving the agri –tourism
product forward
• WEEDC is in the process of gathering new committee members that TWEPI will be a part of
• Explore the Shore – it’s 3rd year in 2012
• Nominated for an award this year and gaining momentum
• A huge push on the “Grown Right Here” campaign during that weekend
• Again, TWEPI will be included in the planning and execution of the program
• TWEPI will also act as the financial arm to help with invoicing of the program
• Continue to push the food element to our wineries and get restaurants to attend shows with wine – food and
wine go hand in hand
• working hand in hand with ORMHA
• Continue to push the Culinary Guides produced by the SWOTC
• promote and distribute at shows
• have on location in all regional visitor centres
• Continue to work closely with RTO 1 on this product
• The region will take on the membership which will give TWEPI access to tool kits and such
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
50
2012 Marketing Plan
WAR of 1812 – CULTURE & HERITAGE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats
Strengths
• The Commemoration of the War of 1812 in 2012 will be potentially interwoven amongst several parts of the
region and will provide for ongoing festivities and tourist interest during the course of the next three years.
• There is a cohesion amongst various stakeholders, showcasing pride of place and fostering a genuine
sense of hospitality towards visitors.
• With enhanced and strategically placed visitor service centers and publications, tourists will be supplied
with accurate directions and travel information, which should provide peace of mind as they navigate to
various sites throughout the region.
• TWEPI’s website will be enhanced to include a dedicated War of 1812 section featuring an 1812
Commemorative Visitor Guide and Map, alongside of accurate, timely listings of and information on
regional festivals and events.
• Most regional historic sites are situated close to towns and cities within the region. The existing
infrastructure and signage for historic sites will compliment the information TWEPI visitor service
representatives will offer tourists.
• The region provides a backdrop in showcasing how a national identity had been sparked through a rich
heritage and cultural settings such as in the Town of Amherstburg, the City of Windsor and Olde Sandwich
Towne.
Weaknesses
• Successful regional commemorative festivities require proper financial backing. A delay in federal and
provincial funding has caused elements of uncertainty in establishing sustainable budgets for events over
the next three years.
• The target market for the commemorations might be heritage enthusiasts, however, overlooking families
could create a less than favorable turnout for major events.
• A challenge at times can be marketing to a larger demographic, so as not to dilute the authenticity of the
events, while also making them entertaining and heritage-friendly for young families.
• To ensure a larger turnout for these events requires additional funding for advertising, specifically to
markets outside of the region (such as southeastern Michigan, northwestern Ohio, southwestern Ontario,
and the Golden Horseshoe region).
• From a promotional standpoint, the existing regional website, www.1812ontario.ca, has yet to establish
itself with a detailed timeline, map, enticements for tourists to visit regional attractions or an updated
calendar of events.
51
2012 Marketing Plan
WAR of 1812 – CULTURE & HERITAGE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats Continued
Opportunities
• The commemoration has the capability of generating “legacy tourists”. As a sub-segment of the heritage
market, legacy tourists have a personal connection with their heritage beyond a general relationship of
collective ancestry: they travel to engage in genealogical endeavors, to search for information on or to
simply feel connected to ancestors and ancestral roots. Heritage tourists tend to be older, more
intellectualized travelers with higher disposable incomes and passport-in-hand.
• The heritage cluster market, which is already very popular amongst tourists, will continue to flourish and
expand to larger visitor segments via ongoing festivities, appealing sites and locales.
• A further sense of community is not only developed amongst regional municipalities, but resonates with
neighbors to the east and north of us (namely Chatham-Kent, London, Sarnia-Lambton, Toronto, Niagara
and U.S. states including Michigan, Illinois, Ohio, Kentucky, New York, Indiana and Pennsylvania).
• A beneficial offshoot from this market will be found in revenue being generated via the following sectors:
accommodations, dining, shopping, outdoors experiences, arts & entertainment, wineries & agri-tourism,
festivals & events and family fun.
Threats
• A variety of factors may play a role in a lack of visitors coming to the region:
• Economic instability.
• Weather (such as longer than usual winter and a very wet spring).
• Rising gasoline prices
• Staycations. Spending time closer to home.
• Not viewing the region as a destination.
• For summer vacation, going beyond the region to Canadian locales such as Toronto, Niagara Falls or
Stratford.
• Daytripping to the region only, thereby spending less while visiting here.
• A variety of factors may play a role in a lack of American visitors coming to the region:
• Lack of proper government issued identification in crossing the border (namely a Passport book, Passport
Card or Enhanced Driver’s License)
• The introduction of the HST and the discontinuation of the GST Rebate
• Based on infrastructural upgrades, delays in crossing into our region via the Ambassador Bridge.
• Unfavorable experiences with border agents.
• A variety of factors may play a role in a lack of Canadian and American visitors coming to the region:
• The Canadian dollar is either at par or worth more than the U.S. dollar. With a favorable dollar, this in turn
affords Canadians the ability to spend more time and money in the U.S., while Americans elect to remain
within their country for travel.
52
2012 Marketing Plan
WAR of 1812 – CULTURE & HERITAGE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats Continued
• Competition from 1812-related U.S. and Canadian historic sites (such as the border states of Michigan,
Ohio, Kentucky, New York, Louisiana and the capital, Washington, DC and other regions within Ontario,
such as Niagara) may not generate enough of volume of tourists within this region.
• With greater funding allocated to the 150th Anniversary Commemoration of the U.S. Civil War, heritage
enthusiasts may spend more time and money pursuing festivities which pertain to the Civil War.
53
2012 Marketing Plan
WAR OF 1812 - CULTURE & HERITAGE
Product Plan
• To generate awareness and appreciation of the region through culturally related, community driven festivals
and events which commemorate 200 years of peace between the U.S. and Canada. As the timeline continues
over the course of the next three years, the focus will be in generating a five-pronged regional approach,
similar to the Boston Pops 4th of July Fireworks Extravaganza, (via fireworks through the Target and Parade
Corporation, an air show via the U.S. Navy and Windsor International Air Show, the presence of the U.S. Navy
Warships and Tall Ships, possible re-enactments of battles along the Detroit River and Lake Erie and a
Windsor-Detroit symphony collaboration), which is estimated to attract well over 10 million tourists and
generate millions of revenue not only to our region, but also Southeastern Michigan and Northwestern
Ohio. The lasting impact will offer a trifecta of successful outcomes between our region and the two
aforementioned American regions. This in turn will act as a sustainable form of tourism (also known as the
"legacy effect") with many of our sectors/clusters being linked (such as heritage and genealogical tourism, arts
& entertainment, dining, wineries, outdoor experiences, transportation, accommodations, communities,
festivals and family fun) and thereby generating targeted symbiotic and synergistic partners and visitors to the
respected three regions.
• The War of 1812 Bicentennial Commemoration will resonate with visitors in identifying the various
communities of the region and generating a “pride of place”. The uniqueness of the region’s heritage sites will
act as an impetus for collaborative efforts between various regions and enable the cross-pollination of other
tourist sectors and their respective target markets.
• Through the TWEPI website and by working in conjunction with our partners and their websites, the number
of hits per site can be measured.
• Through releasing printed collateral, such as the Regional War of 1812 Commemorative Guide and Map,
TWEPI can track the success of these publications.
• By tapping into various databases of historical societies (in Ontario, Michigan, Ohio and Illinois), TWEPI will
conduct a targeted direct mail and online campaign to generate further awareness.
• By offering visitor services during strategic times and locations, TWEPI will generate further awareness of the
region (similar to Red Bull) and offer various promotional giveaways via contests while capturing the data of
each interested visitor.
• The Regional War of 1812 Commemorative Guide and Map are timely publications which can act as a
sustainable force in return visits. By generating further recognition of the region and its heritage-related assets,
TWEPI will extend the shelf-life of these publications for several years. An annual supplemental piece can be
offered each year to further promote and garner interest for various regional festivals and events.
54
2012 Marketing Plan
WAR OF 1812 – CULTURE & HERITAGE
Product Plan Continued
• By launching in the second quarter of 2012 the Regional War of 1812 Commemorative Guide and Map, an
enhanced TWEPI website, and working with tour operators and accommodators, TWEPI can produce
customized packages which cater to aficionados of the heritage tourism market, while also appealing to
families, groups and couples. Visitor services offered will be offered in the third quarter when major regional
events will be commemorated.
• By offering visitor services during strategic times and locations, TWEPI will generate further awareness of the
region (similar to Red Bull) and offer various promotional giveaways via contests while capturing the data of
each interested visitor.
• The Regional War of 1812 Commemorative Guide and Map are timely publications which can act as a
sustainable force in return visits. By generating further recognition of the region and its heritage-related assets,
TWEPI will extend the shelf-life of these publications for several years. An annual supplemental piece can be
offered each year to further promote and garner interest for various regional festivals and events.
55
2012 Marketing Plan
WAR of 1812 – CULTURE & HERITAGE
Plan of Execution (Summary)
- Continue to attend and participate in monthly stakeholder meetings.
- The development and production of the Regional War of 1812 Bicentennial Commemorative Visitor Guide
and Map.
- Enhancements made to TWEPI’s website: (1) Linking to the Town of Amherstburg’s War of 1812 website,
the City of Windsor (Recreation & Culture, Windsor Public Library War of 1812 section), (2) listing all of the
confirmed Bicentennial regional events for 2012, (3) offering an online version of the Regional War of 1812
Bicentennial Commemorative Visitor Guide and Map (pdf format), (4) an updated listing all of the regional
heritage sites , (5) a timeline of key historic events, as it pertains to our region.
- Providing Visitor Services for major 2012 commemorative events within the region by being on site (such as
at the Town of Amherstburg’s “Roots to Boots Festival” and the “Capture of Detroit” signature event in the City
of Windsor). Offering visitors the latest information on the Bicentennial, with the dedicated mapping of routes to
various sites and events via regional visitor centres and expanding on the dissemination of information via
additional tourist information kiosks (such as in Amherstburg, Leamington, at the regional Ontario Travel
Information Centres, and potentially through other markets in surrounding U.S. states and other parts of the
province) and through our partners via brochure racking opportunities.
- Marketing initiatives (such as eblasts and direct mail) to various targeted stakeholders and interested parties
within southeastern Michigan, northwestern Ohio, southwestern Ontario and Ontario’s Golden Horseshoe area,
thereby raising awareness of the various festivals, events, sites and tours within the region.
- Advertised in January/February issue of Canadian Geographic magazine and will focus on the Bicentennial
itself.
- Familiarization Trips: Through our partners we will invite high profile writers and bloggers to tour our region
during 2012 commemorative festivities.
- Assisting in generating packages for tour operators and accommodators.
56
2012 Marketing Plan
BLACK HISTORY – CULTURE & HERITAGE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Our region is rich in Black History
• Good relations formed with our 6 Black History sites
•Sandwich First Baptist Church
• North American Black History Museum
• The Underground Railroad - John Freeman Walls
• Chatham-Kent Black Historical Society
• Buxton National Site
• Uncle Tom’s Cabin
• Good relations with our neighbouring DMO – Chatham-Kent
• Work in collaboration with each other – work together at events (2011 OMCA as an example)
Weaknesses
• Some of the sites cannot afford to be open everyday which sometimes restricts us from sending visitors
there for tours
Opportunities
• Detroit’s Convention and Visitors Bureau sees the opportunity with this cluster and wants to develop it
further by working with our organization
• CTC identified this product as one that could potentially have support through their new signature program
Threats
• Black History Sites – days and/or hours of operation not consistent; not always conducive to tours
• Decline in U.S. visitation
• Passport issue
57
2012 Marketing Plan
BLACK HISTORY – CULTURE & HERITAGE
Plan
What is the plan and how will it be executed?
• Continue the momentum of Black History month (February 2012)
• Distribute existing marketing materials (such as lure brochure, bookmark, folder, poster, sites’
brochures)
• Market Caesars Windsor Black History Package through different advertising mediums
• TWEPI to sponsor the Caesars Windsor Black History event through a tour, meals and transportation
• Continue to market and use the printed materials that we have in stock
• Crossings Magazine – Black History logo on front cover
• Supply sites with ample quantities to extend the message
• Continue to market at Trade Shows
• African American Travel Conference, Baltimore, MD, April 18-20, 2012
• GLAMER Shows: St. Louis, MO, March 27,2012; Detroit, MI, April 10, 2012; Chicago, IL, April 12,
2012; Baltimore, MD, May, 2012; Philadelphia, PA, May 3, 2012; Louisville, KY, September 11, 2012;
Cincinnati, OH, September 12, 2012; Cleveland, OH, September 13, 2012; Pittsburgh, PA, September
14, 2012
• Continue to build on NASA Program in Washington
• Continue to bring in FAMs from media writers/bloggers to group planners
• Continue to promote product for group tours
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
58
2012 Marketing Plan
ARTS/ENTERTAINMENT
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Diversity of this product inventory (galleries, entertainment venues)
• Galleries are located in key tourist districts
• Established arts council in the region to provide support, resources, etc. (Arts Council Windsor & Region)
• Windsor Symphony Orchestra is an established organization that performs throughout the region
• Art Gallery of Windsor is an established gallery that has a rich history of providing exceptional exhibit
• Local theatre groups have established programming
• The creation of a cultural district within the City of Windsor downtown by creating partnerships amongst
various entities which will strengthen access to diverse audiences
Weaknesses
• As many are not-for-profit groups, funding for promotion (advertising, etc.) may not be available
• Too many groups exist creating a fractured presence
• Lack of existing packages
Opportunities
• Groups are willing to work with other products to create package opportunities, including offering
discounted and/or wholesale pricing
• This would be a cross-pollination package “Wine, Dine, Recline and See the Divine”
• Partnerships have already been created with media outlets, which can allow for additional development
Threats
• Threats from Detroit market: established entities such as Detroit Institute of Arts, Detroit Historical
Museum, Cranbrook Institute, Museum of Contemporary Art
• Competition from larger markets such as Toronto, Stratford, Niagara-On-The Lake
59
2012 Marketing Plan
ARTS/ENTERTAINMENT
Product Plan
What is the plan and how will it be executed
• Generation of a daily visitor itinerary offering cross-pollination of various clusters such as arts and
entertainment with outdoor experiences and dining.
• Creation of tourist packages which offer “Wine, Dine, Recline & See the Divine” which incorporates 4 clusters:
wineries/agritourism, dining, accommodations and arts & entertainment
• Working with the University of Windsor and St. Clair College to generate postings via a physical bulletin board
on campus and online on the latest performances
• Working with the student body of both post-secondary institutions to establish potential itineraries for students’
friends and relatives while visiting the region
• Working with the Detroit and Ann Arbor Convention and Visitors Bureaus and the Stratford Tourism Alliance
to establish synergetic ties amongst the arts communities while extracting tourism initiatives which would work
well in the region
• Familiarization trips amongst the aforementioned markets should also be established
• Expanding upon the LGBT demographic through targeted advertising and promotions via Toronto, Detroit and
Windsor Pride Festivals
• Working with the City of Windsor’s Cultural Affairs Department to generate strategic sessions with major
regional stakeholders and to firmly establish one voice within the community, whereby the myriad of
performance groups coalesce
• Target U.S. markets (such as in Toledo, Cleveland, Chicago, Detroit, Ann Arbor, Grand Rapids, Lansing) by
ensuring the demographic which has discretionary spending and passport in hand is properly reached
• Further education directed at the American market on required documentation for crossing the border (via
Crossing Made Easy) is essential in providing an increase in regional visitation
• Further development of social media via blogs, videos (such as You Tube)
• Further development of information sheets which can be distributed electronically through TWEPI’s website
and physically through regional visitor and community centers, post-secondary institutions and stakeholders
which are linked to this cluster
60
2012 Marketing Plan
ARTS/ENTERTAINMENT
Product Plan
What is the plan and how will it be executed (Continued)
• Through the City of Windsor’s Cultural Affairs’ 2012 Work Plan, TWEPI needs to monitor the development
and progression of raising of funds (through grants such as ArtsVest) and to be actively engaged at
stakeholder meetings pertaining to the City’s Municipal Cultural Plan
• Further dialogue and engagement needs to be developed via the key players involved with the emergence of
a cultural hub in downtown Windsor (such as the City of Windsor’s Cultural Affairs Department, the Art Gallery
of Windsor, the Downtown Windsor Business Improvement Association and the University of Windsor’s School
of Theater, Music, and Visual Arts and St. Clair College’s MediaPlex)
• Reach out and make connection with the major players throughout the region – cluster engagement
61
2012 Marketing Plan
FAMILY FUN, DINING, SHOPPING, SPA & WELLNESS AND FESTIVALS –
ARTS/ENTERTAINMENT
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Festivals all summer long – many on our beautiful waterfront (May through September).
• CSFN (Canada South Festival Network) is an established organization with strong ties to local festivals.
• Windsor Crossing has many good quality outlets offering good bargains.
• Downtown Windsor and Via Italia are both major dining destinations offering excellent food.
Weaknesses
• There is little advertising or outside promotion done for any of these
• There are only a limited number of Family Fun activities.
• Festivals are seasonal, concentrated mostly in the summer. Moreover, many festivals overlap each other
on the same dates.
• Very little in terms of Winter events.
• Regional in scope.
Opportunities
• Windsor-style pizza is known to be excellent and could be positioned as a culinary draw if marketed
properly.
• Market the stellar Italian food available in the region and highlight the “Little Italy” infrastructure update.
• Piggyback on WEEDC’s “Grown Right Here” campaign to promote restaurants serving local food.
• Utilize Festivals to promote other upcoming festivals as well as other things to do in the region.
Threats
• Limited advertising budgets
• Difficulties coordinating advertising between all stakeholders
• Many festivals overlap each other on the same dates
• Dining – not many restaurants use local products
62
2012 Marketing Plan
GAMING/NIGHTLIFE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Caesars Windsor - # 1 Gaming facility
• Getting creative with their assets
• Revision of line-up
• Offering game shows
• New tenants to come in from a dining perspective – filling up vacancy
• Windsor Raceway/OLG Slots – viable gaming option
• Our region has many bingos in and around the City of Windsor /County of Essex
• The Colosseum – continue to bring in top notch acts
• Downtown Windsor has a variety of nightclubs and bars that garner much attention from local and U.S.
residents
Weaknesses
• Bingos and OLG – lack of promotion
• Lack of investment in the target market
• Strength of Canadian dollar, non-smoking facility, enhanced documentation required to cross the border
Opportunities
• The Colosseum – game shows coming in the future
• Development of packages
• Legends Bar – betting on major sports events to potentially become legalized
• Capitalize on event nights
Threats
• The expansion of the 3 casinos within Detroit
• 3 more casinos in Ohio to open in 2012 (Toledo, Cleveland and Columbus) and 1 in 2013 (Cincinnati)
• Casino potentially to open in Toronto area
• Real and perceived border delays
63
2012 Marketing Plan
GAMING/NIGHTLIFE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster (continued)
Threats (continued)
• A variety of factors may play a role in a lack of visitors coming to the region:
• Economic instability.
• Weather (such as longer than usual winter and a very wet spring).
• Rising gasoline prices
• Staycations. Spending time closer to home.
• Not viewing the region as a destination.
• For summer vacation, going beyond the region to Canadian locales such as Toronto, Niagara Falls or
Stratford.
• Daytripping to the region only, thereby spending less while visiting here.
• A variety of factors may play a role in a lack of American visitors coming to the region:
• Lack of proper government issued identification in crossing the border (namely a Passport book, Passport
Card or Enhanced Driver’s License)
• The introduction of the HST and the discontinuation of the GST Rebate
• Based on infrastructural upgrades, delays in crossing into our region via the Ambassador Bridge.
• Unfavorable experiences with border agents.
• A variety of factors may play a role in a lack of Canadian and American visitors coming to the region:
• The Canadian dollar is either at par or worth more than the U.S. dollar. With a favorable dollar, this in turn
affords Canadians the ability to spend more time and money in the U.S., while Americans elect to remain
within their country for travel.
64
2012 Marketing Plan
GAMING/NIGHTLIFE
Plan
What is the plan and how will be executed?
• Continue to showcase Caesars Windsor as the lead in the region when it comes to gaming and nightlife
• Develop and execute new packages that cross-polinate with other products:
• “Wine, Dine & Recline” Package – develop and deliver
• Incorporate 3 clusters: wineries/agritourism, dining, and arts & entertainment, while supporting the
accommodations sector
65
2012 Marketing Plan
MEETINGS/CONVENTIONS
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats
Strengths
• Convention centre is a billion dollar casino resort complex
• Windsor Essex has had a solid track record of hosting conventions of all sizes (convention history)
• Caesars Windsor has a strong sales division; first class product and is able to execute successful meetings
• Accessibility to Windsor Essex is strong with the growth of flight opportunities out of Windsor Airport (Porter
and WestJet) and the new VIA Rail Station being built
• Willingness of our political leadership to financially support the bi process making Windsor Essex
competitive
• The availability of the Ministry of Tourism, Culture and Sport’s Convention Development Fund (CDF)
• Hotel capacity to host large conventions
Weaknesses
• Very competitive marketplace (Ottawa’s new convention centre; Chatham-Kent’s new convention centre)
• Little/no U.S. business because of real/perceived border issues (passport; strong Canadian dollar; cost;
Customs clearance for tradeshow equipment
• Fewer meetings/conferences occurring due to economy / businesses/organizations sending fewer
attendees
• Destination appeal when competing with Tier 1 convention destinations (Toronto, Niagara Falls, Ottawa,
Montreal)
Opportunities
• Securing conventions that are larger in size and scope
• TWEPI should focus convention efforts on city-wide conventions or politically driven conventions
• Leverage the CDF to help “buy” conventions
• Package destination in an attractive fashion to compliment Caesars Windsor sales effort
• TWEPI to act in a supportive role to Caesars Windsor lead as it relates to convention marketing
• New convention infrastructure on the horizon – Family Aquatic Centre & Library Complex; Renovations and
flexibility of the new management style at St. Clair Centre for the Arts; Windsor Essex Parkway
66
2012 Marketing Plan
MEETINGS/CONVENTIONS
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats (continued)
Threats
• Without CDF or political will, the necessary funds to bid on conferences would not be available.
• The decision as to whether we can host a city-wide convention / meeting rests solely with the availability of
Caesars Windsor.
67
2012 Marketing Plan
MEETINGS & CONVENTIONS
TWEPI SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Experience / knowledge / contacts of the leadership team as it relates to convention marketing
• First class bid proposals are produced
• Willingness to recognize the potential of this cluster segment
• Relationships with the regional convention stakeholders
• Communicating the importance of this market to the area’s politicians
Weaknesses
• Necessary funding for this cluster
Opportunities
• Strengthen our “supportive role” in this market by capitalizing on the efforts of Caesars Windsor
• Currents bids under consideration – FCM; AMO; CSAE
• Offer more pre and post opportunities for delegates
• Engagement with the County
Threats
• Mandate of TWEPI demonstrates a shift from TWEPI taking the lead to that of our convention partners
(Caesars Windsor; hotel partners) therefore must ensure that we fulfill the intent of the mandate
• County has a heightened awareness to ensuring that we focus on all of the clusters and not be too driven
to city-focused initiatives
68
2012 Marketing Plan
MEETINGS & CONVENTIONS
Plan
What is the plan and how will it be executed?
The plan is to:
• Regularly meet with convention partners
• Participate in marketing tactics that they are engaged in
• Tell the story of the destination during the execution of those tactics
• Provide secondary support in the selling process
• Act as the lead organization during the bid process for city-wide bids or politically driven bids
• Represent the DMO at industry functions related to convention marketing
• Offer visitor services (collateral materials, VSR support) to convention delegates
• Refer leads presented to us to all convention partners
• Ensure host requirements, that are agreed upon, are fulfilled
• Continue to monitor and partner with any Ministry of Tourism marketing opportunities (such as the Convention
Development Fund (CDF))
69
2012 Marketing Plan
LEISURE TRAVEL TRADE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster
Strengths
• Our regional assets – cultural, outdoors and wineries resonate in the minds of tour operators when
developing profitable packages
• Strong staff capable of putting together well thought out itineraries and guiding them in our region so that
they can explore it
Weaknesses
• Lack of awareness of all of our assets
• Lack of understanding how our products can be cross-pollinated
• Some stakeholders require training in terms of being “business ready” for potential clients
• Area has not been developed as a “Corporate Get-Away”
Opportunities
• Two Nation Destination with us and Detroit Convention & Visitors Bureau
• Further development of Prohibition (Rum Runners) with other areas (U.S.)
• Bundle packages with other U.S Markets
• LGBT: collaborating with Caesars Windsor and Windsor Essex Pride Fest in showcasing our region at
various Pride Festivals in the Midwestern U.S. (Chicago, Detroit, Ann Arbor, Cleveland and Columbus) and
South/Central Ontario (Windsor, Essex, London and Toronto)
• Provincial stakeholder development initiative to create gay friendly destination in our region
70
2012 Marketing Plan
LEISURE TRAVEL TRADE
Cluster SWOT – Strengths, Weaknesses, Opportunities, Threats for the Product Cluster (continued)
Threats
• Educating Tour Operators about proper documentation for American group tours
• Economic instability.
• Weather (such as longer than usual winter and a very wet spring).
• Rising gasoline prices
• “Staycations”. Spending time closer to home.
• Not viewing the region as a destination.
• For summer vacation, going beyond the region to Canadian locales such as Toronto, Niagara Falls or
Stratford.
• Day tripping to the region only, thereby spending less while visiting here.
• Lack of proper government issued identification in crossing the border (namely a Passport book, Passport
Card, Enhanced Driver’s License and NEXUS Card)
• The introduction of the HST and the discontinuation of the GST Rebate
• Based on infrastructural upgrades, delays in crossing into our region via the Ambassador Bridge.
• Unfavourable experiences with border agents.
• The Canadian dollar is either at par or worth more than the U.S. dollar. With a favorable dollar, this in turn
affords Canadians the ability to spend more time and money in the U.S., while Americans elect to remain
within their country for travel.
71
2012 Marketing Plan
LEISURE TRAVEL TRADE
Plan
What is the plan and how will it be executed?
• Continue to work with the CDF partners and look at events/conventions that TWEPI could jointly go after to
bid on
• Continue to push our marketing message in some major publications
• AAA/AAA Tour Book
• AAA Motorist
• CAA
• OTMPC
• Group Tour Media
• Crossings
• Package Travel Insider
• View (University of Windsor Alumni Magazine)
• Attend Trade and Consumer Shows with Hotel Partners jointly trying to sell their property and the region
72
2012 Marketing Plan
GLOSSARY
AAA: American Automobile Association
ABA: American Birding Association
AGW: Art Gallery of Windsor
AMO: Association of Municipalities of Ontario
AOR: Agency of Record
B&B: Bed and Breakfast
BC: British Columbia
BIA: Business Improvement Association
CAA: Canadian Automobile Association
CC: Canadian Club
CDF: Convention Development Fund
CSFN: Canada South Festival Network
CSAE: Canadian Society of Association Executives
CSTA: Canadian Sports Tourism Alliance
DMO: Destination Marketing Organization
DWBIA: Downtown Windsor Business Improvement Association
ECFA: Essex County Federation of Agriculture
EDL: Enhanced Driver’s License
EPIC: Essex Pelee Island Coast
ERCA: Essex Regional Conservation Authority
FAM: Familiarization (Trip)
FCM: Federation of Canadian Municipalities
FEO: Festivals and Events Ontario
GLAMER: Group Leaders of America
GPS: Global Positioning System
GST: Good and Services Tax
GTA: Greater Toronto Area
H.O.G.: Harley Owners Group
HST: Harmonized Sales Tax
ICG: International Children’s Games
IL: Illinois
KY: Kentucky
LCBO:
Liquor Control Board of Ontario
LENS: Lake Erie North Shore
LGBT: Lesbian, Gay, Bisexual, Transgendered
LOC: Local Organizing Committees
73
2012 Marketing Plan
GLOSSARY (Continued)
MI: Michigan
MD: Maryland
MPI: Meeting Professionals International
MO: Missouri
NY: New York
OCTA: Ontario Culinary Tourism Alliance
OGVG: Ontario Greenhouse Vegetable Growers
OH: Ohio
OLG: Ontario Lottery and Gaming
OMCA: Ontario Motor Coach Association
ON: Ontario
ORMHA: Ontario Restaurant Hotel & Motel Association
OTMPC: Ontario Tourism Marketing Partnership
Corporation
PA: Pennsylvania
PEST: Political, Economic, Social, Technological
PPNP: Point Pelee National Park
RTO: Regional Tourism Organization
SWOT: Strengths, Weaknesses, Opportunities, Threats
SWOTC: Southwest Ontario Tourism Corporation
SWOVA: Southwestern Ontario Vintners Association
TVO: Television Ontario
TWEPI: Tourism Windsor Essex Pelee Island
U.S.: United States
VFR: Visiting Friends & Relatives
VSR: Visitor Services Representatives
WEC: World Education Congress
WEEDC: Windsor Essex Economic Development
Commission
WFCU: Windsor Family Credit Union
WHTI: Western Hemisphere Travel Initiative
WI: Wisconsin
WSO: Windsor Symphony Orchestra
YOY: Year Over Year
74