CLASSIC AND INSPIRED - Banff & Lake Louise...success is the Net Promoter Score (NPS). This tool...

CLASSIC AND INSPIREDBANFF & LAKE LOUISE TOURISM — 2017 BUSINESS PLAN

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BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN

CLASSIC AND INSPIREDLike our awe-inspiring mountain destination, Banff & Lake Louise Tourism is both classic and inspired. We are inspired to find new technologies that help put our visitors first. We want to find new ways to offer benefits to our members and make sure we are successful as a destination. We also remain classic. We balance these new ideas with our proven approaches to business development practices and enhanced visitor experiences.

We believe that great brands unite us all and put a purpose behind every one of these initiatives. To see ongoing success, we must continue to work collaboratively to build a vision for Banff and Lake Louise — one that balances the needs of visitors, businesses, the national park and its residents.

To ensure our future success as a destination and boost our tourism economy, we must do so in a responsible and sustainable way. In 2017, we will grow the Tourism Improvement Fee (TIF) to $8,567,425 by driving demand during our traditionally low visitation times in the shoulder and winter seasons. To be respectful of our busy summer season and our home in Banff National Park, we will focus our attention on attracting overnight visitors with a desire to experience as many of the activities and services the destination has to offer and educating them on how to be responsible guests in a national park.

To align with our strategy, we want you to have enough information to communicate about visitor-centred activities and programs, as well as access to the type of data that will help you grow. With an increasingly engaged membership we will become even stronger as a destination.

It is my pleasure to share with you our 2017 Business Plan.

Leslie Bruce President and CEO, Banff & Lake Louise Tourism

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BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN

TABLE OF CONTENTS 1 OUR 2017–2020 STRATEGIC FRAMEWORK

2 THE PLANNING PROCESS

3 THE FACT BASE

4 MARKETS

6 OUR BRAND STRATEGY AND BRAND STORY

7 WORKING TOGETHER

8 MEASURING SUCCESS

9 OUR TEAM VALUES

10 THE PLAN

11 GENERATE YEAR-ROUND DEMAND

15 LEAD WITH BRAND

18 STRENGTHEN INDUSTRY ALIGNMENT

21 OPERATE A PERFORMANCE-BASED BUSINESS

26 BANFF & LAKE LOUISE TOURISM CONTACT LIST

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BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 1

OUR PURPOSEInspire the world to experience the indelible awe of Banff and Lake Louise.

OUR VISION A bold and disciplined marketing organization committed to the growth of our tourism economy and the curation of our brand.

OUR STRATEGY We will grow member revenue to $9.6 million by 2020, through working with our partners to share the indelible awe of Banff and Lake Louise with high yield travellers in growth markets.

OUR MANDATE Banff & Lake Louise Tourism focuses on building year round visitation. To achieve this we will:

» Work with our members, Parks Canada and the communities of Banff and Lake Louise

» Be governed by an elected board of directors

» Partner with Travel Alberta, Destination Canada and like-minded partners.

OUR 2017–2020 STRATEGIC FRAMEWORK

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2BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN

What does our destination have to offer? What can we credibly give visitors above and beyond anywhere else? What market conditions could become a threat to our destination? What conditions can we take advantage of? Where are the opportunities to work with our partners and members in new ways to address challenges? With these questions and others top of mind, we embarked on the development of Banff & Lake Louise Tourism’s 2017 Business Plan. The planning process involved a thorough review of research, results, and stakeholder insights including:

» An assessment of the global economic environment

» Travel trends

» Consumer behaviour

» Technology insights

» In-resort performance

» Campaign metrics.

Throughout the year, we actively sought input from our membership community, advisory groups, and industry specialists. We also worked with our Board of Directors to complete a risk assessment, identify growth opportunities and align on strategic priorities. The end result is this 2017 Business Plan, which has been approved by the Board of Directors.

THE PLANNING PROCESS


THE FACT BASE » Visitation to Alberta’s national parks (i.e. Banff, Jasper, Waterton) continues to increase with Banff National Park visits up 6.6 per cent year-over-year (as of November 2016)

» Despite issues of safety and security, global tourism is expected to grow by 3.8 per cent annually until 2020

» Tourism remains a key driver of the Canadian economy and has seen significant growth in core markets

» Canada and the U.S. remain Travel Alberta’s top yielding markets as they strive towards the goal of $10 billion in tourism revenue by 2020

» Year-over-year visitation to Canada from Mexico grew by 33 per cent in Q1 of 2016

» Banff and Lake Louise outperformed key competitors (Whistler, Vail/Aspen) for rooms sold in summer and shoulder seasons and were competitive in winter

» Whistler and Vail/Aspen have a substantially higher Average Daily Rate (ADR) than Banff and Lake Louise in the winter while summer and shoulder seasons are competitive

» Banff dominates search queries on Google from the U.S. compared to the rest of Alberta and shows the most growth year-over-year

» Banff National Park Visitor Centre trends indicate a 56 per cent and 28 per cent increase in travellers from Ontario and Alberta respectively (2015)

» 79 per cent of travellers interviewed during the 2015/16 winter season said their main reason for visiting was to downhill ski/snowboard

» U.S. Search results show 39 per cent of mentions of Banff included the word “Canada” or “Canadian” compared to 19 per cent of mentions of Whistler that included “Canada” or “Canadian”

» The LGBT travel market in Canada represents $8.6 billion, an increase of $1.6 billion or 23 per cent since 2010

» 88 per cent of respondents surveyed globally indicated that culinary offerings are an important component for defining a destination’s brand and image

» International wellness tourists spent $1,639 per trip in 2013, 59 per cent higher than the average international tourist spends.

» In 2014, 2,396,130 Chinese travellers were seriously considering a holiday to Alberta in the next 2 years indicating demand now and in the future

» Union Pay is the only bank card organization in China and has a circulation of 5-billion cards worldwide.

Facts are from research by Banff & Lake Louise Tourism and our partners at Travel Alberta, Destination Canada, SkiBig3, Parks Canada, and our members.


MARKETS

GROW U.S., U.K., China, Canada, Mexico

MAINTAIN Australia, Germany, Japan, Netherlands, South Korea

BE READY Brazil, France

INTERNATIONAL

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MARKETS REGIONAL

Alberta: Edmonton, Calgary

Saskatchewan: Regina, Saskatoon

British Columbia: Metro Vancouver, interior B.C.

LONG HAUL CANADA

Provinces: Quebec, Ontario

Specific cities: Greater Toronto Area, Ottawa

USA

Texas, Washington State, Illinois, Florida, California, Massachusetts, Minnesota, New York, New Jersey

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6BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLANPho

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OUR BRAND STRATEGYTo persuade Free Spirits, Cultural Explorers, Authentic Experiencers and Gentle Explorers to visit Banff and Lake Louise, we are selling moments of indelible awe. We will do this in a way that is classic and inspired and when we are successful we will be described as uplifting, accessible, vibrant, jaw-dropping, protected and truly Canadian.

OUR BRAND STORYLife is a limited time offer. If you have one, use it. Share it. Don’t waste it. There’s no warranty. No return policy. Here is a gift for you, the living: a place to pursue the moments that give meaning. The moments of indelible awe. For life in every form, here was created Banff and Lake Louise. This place is alive. Are you?

OUR BRAND STRATEGY AND BRAND STORY


In order for Banff & Lake Louise Tourism to be more strategic about how we connect and provide information to visitors, we must have a stronger understanding of the path by which consumers discover, learn, purchase and experience a product. This allows us to align our efforts with Destination Canada, Travel Alberta, and our members to determine where and when it is best for each to reach out.

WORKING TOGETHER

The path to purchase diagram below illustrates the customer journey and how we are working collaboratively to achieve our goals. It is important to notice that while roles overlap, we all have a distinct place on the path. This clarity helps Banff & Lake Louise Tourism optimize resources and helps us work together as a destination.

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MEASURING SUCCESS How likely are you to recommend Banff and Lake Louise as a travel destination? This is the ultimate question that we ask our visitors. From this one query, we get answers that produce a clear measure of our performance as a destination in the eyes of our guests.

In 2017, one of our tools to measure our success is the Net Promoter Score (NPS). This tool reflects the likelihood that a visitor will recommend Banff and Lake Louise to friends, family or colleagues and is highly associated with success and profit.

NPS is calculated by subtracting the percentage of detractors (unhappy customers who would not recommend the destination) from the percentage of promoters (loyal enthusiasts that would recommend the destination). Companies that achieve long-term profitable growth have scores that measure two times higher than that of their average competitor.


BE THOUGHTFUL. BE ALIVE.We constantly strive to do the right thing — for our visitors, our partners, our environment and ourselves. We stay true to ourselves and this place by taking the time to assess and understand situations before making decisions. Our motivations and actions are genuine.

BE UNITED. BE ALIVE.We value each other. We succeed as a team, each playing an important role in bringing this place to life. We support one another in working toward common goals, and celebrate those accomplishments together, all based on a shared belief that we can achieve much more as a group than we can on our own.

BE OPTIMISTIC. BE ALIVE.We believe in each other and the goals we’re working towards. We embrace challenges and adversity by pushing forward with optimism, enthusiasm and an unbreakable spirit. Finding flaws may be easier, but finding solutions is how we’ll succeed.

BE INNOVATIVE. BE ALIVE.We don’t believe in standing still, or simply waiting for great things to happen to us. We’re motivated and inspired to make them happen. We work towards our goals everyday, pushing forward and making headway. We may stop along the way to make sure that our path is correct, but make no mistake, we are striving for the summit.

OUR TEAM VALUES

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THE PLAN To best serve our members and the destination, we want to ensure you have enough information as possible to align with our 2017 Business Plan. There are lots of exciting things in this plan, both classic and inspired. Please read on to learn about our four strategic pillars: generate year round demand, lead with brand, strengthen industry alignment and operate a performance-based business. Dig deeper into how we plan to bring them to life through our nine business objectives and the goals, strategies and highlighted tactics planned to achieve our purpose and vision.

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GENERATE YEAR- ROUND DEMAND

Our peak season continues to be the main revenue driver for Banff and Lake Louise. As part of our long-term strategic plan, we will continue to focus our efforts on promoting year-round experiences in the destination. Last year we saw a 14 per cent increase in visitation in the winter season with February and March showing the biggest gains with over 12 per cent and 17 per cent respectively. Our occupancy rates continue to demonstrate a consistent opportunity for growth in October, November and January. We will put an increased focus on generating additional business during these months.

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Meetings, Incentives, Conventions and Events (MICE) travel is integral to growing demand for our destination during this time. These small-to mid-size groups are involved in multi-day itineraries with a wide-scope of activities, including accommodation, restaurants, activities, entertainment, retail and services. In 2017, we will increase our efforts to generate leads to members through in-market activities with a strong focus on the Canada and U.S. markets. We will also test opportunities in Asia and Europe.

Business Development site visits and FAM tours continue to allow key influencers the chance to experience Banff first hand and have proven to be a successful approach to converting business for members. We have upcoming opportunities to showcase the destination by hosting:

» Student and Youth Travel Association (SYTA) Summit 2017

» Mountain Travel Symposium (MTS) 2017

» AdventureELEVATE 2018.

Events are also essential in driving demand and increasing overnight visitation. They provide reasons for high yield audiences to visit during low seasons and offer value to all stakeholders through their increased spend on accommodation, restaurants, activities, retail and services. This in-market animation brings the destination to life and fuels traveller advocacy. To be successful over the long-term, we will work with our stakeholders in 2017 to build an event strategy that reinforces our destination’s brand. A key element of this approach will include development of key performance indicators and an objective evaluation process that leads to enhanced decision-making around the types of events hosted in Banff National Park and their propensity to attract the right visitors.

GROW VISITATION IN WINTER AND SHOULDER SEASON

GENERATE YEAR-ROUND DEMAND

OBJECTIVE 1

“ TO BE SUCCESSFUL OVER THE LONG-TERM, WE WILL WORK WITH OUR STAKEHOLDERS IN 2017, TO BUILD AN EVENT STRATEGY THAT REINFORCES OUR DESTINATION’S BRAND.”


STRATEGIES

» Generate new leads for members

» Deliver “always on” marketing that conveys the indelible awe of the year- round experience through stories, videos and images

» Develop events that drive overnight visitation

» Become an essential resource for visitors to plan their trip before arriving and while in destination

» Fuel the visitors desire to experience lesser known areas of Banff National Park

» Create integrated direct to consumer and trade marketing programs in the U.K., U.S., China, Canada and Australia

» Extend the weekend by generating reasons to stay beyond Saturday night

» Capitalize on growing travel industry segments: Wellness; Adventure; Ski; Culinary; Student Travel; LGBTQ; as well as MICE.

HIGHLIGHTED TACTICS

» Create an incentive program for Meetings, Incentives, Conferences, Events (MICE)

» Develop website content and collateral specifically for meeting planners

» Host business to business (B2B) industry events in destination to educate, build client relationships, and generate leads for members

» Work closely with Receptive Tour Operators (RTO’s) based in Canada

» Develop an ongoing approach to collecting information and analyzing all events

» Work closely with industry partners Destination Canada, Travel Alberta, SkiBig3 and others to create opportunities to grow demand in key markets

» Enhance strategy to attract and service travellers from China

» Review year-round offerings to increase consumer understanding of opportunities

» Continue Banff Mountain Film Festival sponsorship to promote the destination in international markets.

GROW VISITATION IN WINTER AND SHOULDER SEASON


OBJECTIVE 1

INCREASE AVERAGE ANNUAL OCCUPANCY TO 70.5%

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1 MILLIONLEADS TO MEMBERS

GOALS

EXCLUDING JUNE TO SEPTEMBER


Summer occupancy levels continue to be greater than 90 per cent. With further investments in tour operators we can continue to access growth markets that hold the most potential for attracting high yield travellers and increase the Average Daily Rate (ADR). Our ongoing partnership with Google will help us rank communication priorities based on the consumer audiences most likely to visit. This work will help ensure we are targeting visitors looking to experience a wide range of activities and services in the destination. Visitor Centres will continue to support potential visitors throughout the path to purchase by monitoring feedback, resolving concerns and supporting travellers in market.

HIGHLIGHTED TACTICS

» Ensure website is an essential online resource for visitors to pre-plan their summer trip and generate leads to members before arriving and while in destination

» Source activities and events that showcase the opportunity to extend the weekend by generating reasons to stay additional nights

» Increase the number of mobile visitor service sites and interpretive displays throughout the destination to help reduce congestion and enhance visitor experience

» Develop audience profiles of high-yield visitors

» Focus digital and face-to-face communications on hidden gems in Banff National Park.

STRATEGIES

» Lengthen summer by marketing the unique attributes of travelling in June and September

» Protect the destination’s reputation

» Encourage in-destination bookings of activities, services and restaurants

» Invest in tour operators in growth markets with the potential for attracting high yield travellers.

DEFEND SUMMER REVENUE


OBJECTIVE 2


LEAD WITH BRAND Our newly launched brand will continue to frame the narrative of how we tell our story and connect visitors to the feeling of being alive. Communicating the brand story will inspire people to experience all that Banff and Lake Louise have to offer and will drive demand for transportation, activities, accommodation, restaurants, retail, entertainment and services.

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BUILD DESTINATION BRAND ALIGNMENT

LEAD WITH BRAND

OBJECTIVE 3

We will leverage the momentum from Banff & Lake Louise Tourism’s brand rollout by identifying a focused suite of communications channels and shareable stories. By understanding the breadth of products and experiences our members have to offer throughout the year, we will build a year-round approach to content marketing and create a timeline for production and distribution that allows for maximum viewership. By leveraging our partnership with Google, we will be able to track our users and improve these communications through a consumer-first approach. Content will not only inspire bookings from those outside the destination and generate leads, but will also promote memorable activities after guests have arrived.

GOALS

STRATEGIES

» Engage the community in building the destination brand

» Deliver the brand promise (Indelible Awe) at all touchpoints.

HIGHLIGHTED TACTICS

» Build destination support for the brand and alignment with members and industry partners by hosting educational workshops and enhancing communication activities

» Create story pillars aligned with niche markets: Adventure, Culinary, Wellness, LGBTQ and Ski

“ WE WILL LEVERAGE THE MOMENTUM FROM BANFF AND LAKE LOUISE’S BRAND ROLLOUT BY IDENTIFYING A FOCUSED SUITE OF COMMUNICATIONS CHANNELS AND SHAREABLE STORIES.”

» Bring brand to life through in-resort animation

» Seek ongoing opportunities for conversations with visitors and prospective visitors

» Review collateral to ensure language is not a barrier to experiencing the brand

» Create collateral with language aligned with key growth markets including the use of clear icons in-market for greater ease of wayfinding.

SCOPE AND DEFINE

BRAND AWARENESS MEASURE


FUEL TRAVELLER ADVOCACY

LEAD WITH BRAND

OBJECTIVE 4

The growing prominence of social media, mobile apps and smart technology is creating more opportunities to put the consumer first. By leveraging these innovations we create touchpoints with travellers who demand timely information, increased interaction and personalization. By listening to and responding to visitors we can encourage and provide insights into offerings outside of traditionally busy locations. We can also make it easier for travellers to share their stories through their own channels and enhance our credibility. We will continue to create opportunities to entice visitors and locals to tell their stories and amplify these to like-minded audiences.

GOAL

STRATEGIES

» Inspire visitors to share their stories

» Build a conversation with visitors and prospects.

HIGHLIGHTED TACTICS

» Leverage our partnership with Google to increase our consumer knowledge

» Effectively listen to what is being said about the destination online and use this insight to refine and customize communications

» Generate and share traveller insights to refine marketing strategy

“ BY LISTENING TO AND RESPONDING TO VISITORS WE CAN ENCOURAGE AND PROVIDE INSIGHTS INTO OFFERINGS OUTSIDE OF TRADITIONALLY BUSY LOCATIONS.”

» Tell the brand story with user generated content

» Work with the destination, Travel Alberta and Destination Canada to make it easy for travellers to share their “stories” through their own channels.

SCOPE AND DEFINE

TRAVELLER ADVOCACY MEASURE


STRENGTHEN INDUSTRY ALIGNMENT Building and nurturing an engaged membership is critical to achieving success. Our annual survey revealed that over 70 per cent of Banff & Lake Louise Tourism members found value in their membership. These insights will continue to inform our strategic planning process and refine our communication approaches for two-way dialogue, delivery of timely updates on successes and tools to support emerging marketing trends. An increasingly educated membership will allow for industry alignment, bring the destination brand to life and increase marketing effectiveness.

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WORK TOGETHER AS A DESTINATION

STRENGTHEN INDUSTRY ALIGNMENT

OBJECTIVE 5

It is through strong community engagement that the most desirable results are attained. A destination as a whole is most successful when knowledge, skills and resources are combined. We are not only committed to communicating consistently with our existing stakeholders, but also through the welcoming and onboarding of new members. We recognize the benefits of program and training initiatives to increase knowledge of the destination for frontline workers and destination influencers. We also aim to find ways to help build this capacity for our members and add value to employee interactions with visitors.

GOAL

STRATEGIES

» Engage the destination in building and delivering on Banff & Lake Louise Tourism’s business plan

» Help educate visitors, and prospective visitors, on how to be a responsible guest in Banff National Park.

HIGHLIGHTED TACTICS

» Recruit for an Event Steering Committee to develop a long-term strategy that will deliver community support, while balancing the needs of visitors and business

» Offer new ways to be transparent and solicit input through two-way communication

» Produce an onboarding package for new members

» Partner with member businesses training programs and deliver a set of standardized educational tools for facilitators

» Leverage expertise of partners to cross-train employees and add value to visitor interactions

» Create go-to-market programs for members to join and collaborate on

» Build an engaged and active Board of Directors and advisory groups

» Offer marketing training workshop opportunities to members.

“ IT IS THROUGH STRONG COMMUNITY ENGAGEMENT THAT THE MOST DESIRABLE RESULTS ARE ATTAINED. A DESTINATION AS A WHOLE IS MOST SUCCESSFUL WHEN KNOWLEDGE, SKILLS AND RESOURCES ARE COMBINED.”

$8,567,425MEMBER REVENUE

SUMMER >WINTER >

NET PROMOTER SCORE:

7575


STRATEGIES

» Amplify marketing investments by working with like-minded partners.

» Seek partnerships to gain access to new audiences and grow current audiences

HIGHLIGHTED TACTICS

» Continue to work closely with Travel Alberta, Destination Canada, SkiBig3

» Encourage members to ensure that they may accept the Union Pay credit card which is the most widely used form of payment of Chinese visitors.

DEVELOP PARTNERSHIPS TO INCREASE MARKETING EFFECTIVENESS


OBJECTIVE 6

With both the ski and travel trade markets in the mature phase of the product lifecycle, partnerships to increase marketing effectiveness are particularly important to seed growth. Maintaining visitation from the existing segments will allow us to focus on testing and proving new segments, such as Student, Culinary, Wellness and Adventure Travel.

For 2017, we will place additional emphasis on our digital strategy in China where we host and manage a website and social media platform that helps elevate our brand presence and support the visitor while they are in destination. Given language and cultural barriers we will continue to work very closely with Travel Alberta and Destination Canada.

“ MAINTAINING VISITATION FROM THE EXISTING SEGMENTS WILL ALLOW US TO FOCUS ON TESTING AND PROVING NEW SEGMENTS, SUCH AS STUDENT, CULINARY, WELLNESS AND ADVENTURE TRAVEL.”


OPERATE A PERFORMANCE- BASED BUSINESS

A strong team working with efficient processes and timely information is essential to our ability to succeed. Recognition, learning and development are at the core of how high performance organizations achieve their goals. This leads to higher employee, customer and member satisfaction, more innovation, lower costs and faster growth. Value and economic return for members and stakeholders is a direct result of our ability to deliver on our goals.

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STRATEGIES

» Support employees’ sense of wellness

» Create a work environment that encourages collaboration

» Invest at all phases in the employee lifecycle including attraction and recruitment, engagement and development, performance management, retention and separation.

HIGHLIGHTED TACTICS

» Establish a wellness committee to reinforce healthy work-life balance

» Refine the performance management process

» Create a learning and development strategy to build skill within the team

» Build and refine programs to hire and retain top talent

» Conduct exit interviews with seasonal and full-time staff.

PROMOTE EMPLOYEE EFFECTIVENESS

OPERATE A PERFORMANCE-BASED BUSINESS

OBJECTIVE 7

Our organization holds a shared belief that we can achieve more as a group than we can deliver on our own. By valuing each other in this way, we will succeed as a team in bringing our destination to life. Organizations with more engaged employees produce better results on a number of levels. These results not only relate to higher revenue and profits for our members, but also result in less stress, less absenteeism and higher customer satisfaction.

“ OUR ORGANIZATION HOLDS A SHARED BELIEF THAT WE CAN ACHIEVE MORE AS A GROUP THAN WE CAN DELIVER ON OUR OWN.”


We want to ensure the funds collected from our members are being spent responsibly and technology will play a key role in increasing our organizational efficiency.

GOAL

STRATEGIES

» Increase return on investment

» Make data informed decisions

» Create and implement efficient programs and processes.

HIGHLIGHTED TACTICS

» Review and optimize consumer and trade investments in all markets

» Begin marketing initiatives with an understanding of the target consumer and our goals

» Expand visitor surveys and monitor the Net Promoter Score (NPS)

» Evaluate the success of an event based on agreed upon objectives

» Integrate digital marketing practices throughout the business

» Evaluate a Human Resources Information System for better management of vacation and sick time and digitization of all HR records

» Support Information Technology infrastructure in both our Visitor and Mobile Centres and marketing office

» Build monthly key performance indicator monitoring at individual, business unit and team level to monitor performance.

OPTIMIZE INVESTMENTS


OBJECTIVE 8

“ WE WANT TO ENSURE THE FUNDS COLLECTED FROM OUR MEMBERS ARE BEING SPENT RESPONSIBLY AND TECHNOLOGY WILL PLAY A KEY ROLE IN INCREASING OUR ORGANIZATIONAL EFFICIENCY.”

ADMIN COSTS 10% OF TOTAL

EXPENDITURE< _


DELIVER EXEMPLARY FISCAL PROCESSES AND AUDIT OUTCOMES


OBJECTIVE 9

Following the renewal of our Tourism Improvement Fee (TIF) we will review our by-laws and governance processes to make certain we have the best practices in place. We will also work toward simplifying our accounting procedures with the launch of a new general ledger designed to ensure greater transparency. To enhance our reporting procedures, we will introduce automated report generation to ensure efficiency and refine our budgeting and forecasting procedures and capabilities.

GOALS

STRATEGIES

» Improve financial literacy within the team

» Deliver timely and accurate financial information to facilitate decision making

» Build best practices for non-profit management at the team and board level.

HIGHLIGHTED TACTICS

» Refine budgeting and forecasting implemented in 2016 to enhance reporting

» Improve business processes and create additional security.

“TO ENHANCE OUR REPORTING PROCEDURES, WE WILL INTRODUCE AUTOMATED REPORT GENERATION TO ENSURE EFFICIENCY AND REFINE OUR BUDGETING AND FORECASTING PROCEDURES AND CAPABILITIES.”

CLEANAUDIT OUTCOME


THE SCORECARDGENERATE YEAR ROUND DEMAND

OBJECTIVES Grow visitation in winter and shoulder season

Defend summer revenue

GOALS STRATEGIES » Deliver “always on” marketing that conveys the indelible awe of the year-round experience through stories, videos and images

» Develop events that drive overnight visitation

» Fuel the visitors desire to experience lesser known areas of Banff National Park

» Capitalize on growing travel industry segments

» Lengthen summer by marketing the unique attributes of travelling in June and September

» Protect the destination’s reputation

» Encourage in destination bookings of activities, services and restaurants

» Invest in destination tour operators in growth markets with the potential for attracting high yield travellers.

LEAD WITH BRAND OBJECTIVES Build destination brand alignment

Fuel traveller advocacy

GOALS STRATEGIES » Engage the community in building the destination brand

» Deliver on the brand promise (Indelible Awe) at all touchpoints

» Inspire visitors to share their stories

» Build a conversation with visitors and prospects.


OBJECTIVES Work together as a destination

Develop partnerships to improve marketing effectiveness

GOALS STRATEGIES » Engage the destination in building and delivering on Banff & Lake Louise Tourism’s business plan

» Help educate visitors, and prospective visitors, on how to be a responsible guest in Banff National Park

» Be transparent and solicit input

» Amplify marketing investments by working with like-minded partners

» Seek partnerships to gain access to new audiences and/or to grow current audiences.

OPERATE A PERFORMANCE BASED BUSINESS PLAN

OBJECTIVES Promote employee effectiveness

Optimize investments

Deliver exemplary fiscal processes and outcomes

GOALS STRATEGIES » Support employees’ sense of wellness

» Create a work environment that encourages collaboration

» Invest at all phases in the employee lifecycle

» Increase return on investment

» Make data informed decisions

» Create and implement efficient programs and processes

» Improve financial literacy within the team

» Deliver timely and accurate financial information to facilitate decision making

» Build best practices for non-profit management at the team and board levels.

INCREASE AVERAGE ANNUAL OCCUPANCY TO 70.5%

32,381NIGHTS’ GROWTH

ROOM

1 MILLIONLEADS TO MEMBERS

EXCLUDING JUNE TO SEPTEMBER

SCOPE AND DEFINE

BRAND AWARENESS MEASURE

SCOPE AND DEFINE

TRAVELLER ADVOCACY MEASURE

$8,567,425MEMBER REVENUE

SUMMER >WINTER >

NET PROMOTER SCORE:

7575

CLEANAUDIT OUTCOME

ADMIN COSTS 10% OF TOTAL

EXPENDITURE< _


Leslie Bruce President & CEO 403-762-0274 lbruce@ banfflakelouise.com

BUSINESS DEVELOPMENT

Stuart Hart Director, Business Development 403-762-0278 shart@ banfflakelouise.com

Darcy Pierce Wells Business Development Manager – Europe & Australia 403-762-0288 dwells@ banfflakelouise.com

Lukas Prochazka Business Development Manager - Asia 403-762-0273 [email protected]

Mark Zanetti Business Development Manager – MICE Canada 403-762-0271 mzanetti@ banfflakelouise.com

Ryan Elliott Business Development Manager – The Americas 403-762-0277 relliott@ banfflakelouise.com

Ally Reeves B2B Marketing Manager 403-762-0286 areeves@ banfflakelouise.com

Jamie Stevenson Business Development Coordinator 403-762-2591 [email protected]

CONSUMER MARKETING

Woodrow Oldford Director, Consumer Marketing 403-762-0280 woldford@ banfflakelouise.com

Diane Bures Senior Manager, Consumer Marketing 403-762-0275 dbures@ banfflakelouise.com

Mark Friesen Consumer Marketing Manager 403-762-0292 mfriesen@ banfflakelouise.com

Sarah Dinham Brand Manager 403-762-8483 sdinham@ banfflakelouise.com

Devaan Ingraham Social Media Manager 403-762-0289 [email protected]

Jonny Bierman Media Coordinator 403-762-9457 jbierman@ banfflakelouise.com

Cuan Jooste Digital Manager 403-762-0293 cjooste@ banfflakelouise.com

Victoria Holowiski Digital Analyst 403-762-0291 [email protected]

VISITOR EXPERIENCE

Nancy DaDalt Director, Visitor Experience 403-762-0283 ndadalt@ banfflakelouise.com

Paul Nolin Senior Manager, Events & Animation 403-762-7905 pnolin@ banfflakelouise.com

Liz Armstrong Events Manager 403-763-2043 [email protected]

Eva Bloudoff Coordinator, Events 403-762-0284 [email protected]

Barb Bean Senior Manager, Visitor Experience 403-763-2039 bbean@ banfflakelouise.com

Jose Reineking Supervisor – Lake Louise & Field Visitor Centres 403-762-7964 [email protected]

Deanna Langlois Supervisor – Banff Visitor Centres 403-762-8421 dlanglois@ banfflakelouise.com

Ruth Millican Member Engagement Manager 403-762-0276 rmillican@ banfflakelouise.com

FINANCE & ADMINISTRATION

Mandy Grant Director, Finance & Administration 403-762-0272 mgrant@ banfflakelouise.com

Heather Siggs Financial Accountant 403-762-0287 hsiggs@ banfflakelouise.com

Mikey MacDonald IT Manager 403-763-2044 [email protected]

Laurie Cantello Governance & Administrative Assistant 403-762-9226 lcantello@ banfflakelouise.com

Sarah Rideout HR Manager 403-762-0292 srideout@ banfflakelouise.com

BANFF & LAKE LOUISE TOURISM CONTACT LIST


WWW.BANFFLAKELOUISE.COM

THANK YOUTO OUR DEDICATED MEMBERS, WITHOUT YOU NONE OF THIS WOULD BE POSSIBLE.

CLASSIC AND INSPIRED - Banff & Lake Louise...success is the Net Promoter Score (NPS). This tool...

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