Managing Change A Case Study: Niagara - Okanagan...
Transcript of Managing Change A Case Study: Niagara - Okanagan...
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PRESENTED BY:
ED BROOKER
NIAGARA COLLEGE
TTRA CANADA CONFERENCE
OCTOBER, 2008
Managing Change A Case Study: Niagara
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OVERVIEW2
� Background – Driving down the ‘tourism highway’
� Oops – Road Construction (aka tourism downturn; the excuses)
� Did we miss the signs?
� What are our options?
� Perhaps the options are not the issue – the ‘driver’ is
� Relating all this to tourism research
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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BACKGROUND3
� Where have the tourist’s gone?
� They were here last year – they should be here this year!
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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19901990 20072007
� 703million international travelers
� 898million international travelers
� 6.5% average increase since 1950
� Source: World Tourist Organization
4
Start with Numbers
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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The Average The Average The AmericasThe Americas
� 6.5% (previous slide) � 2.5% annual growth rate
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The America’s
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Niagara Region6
� Key border crossing
� Key tourism area
� # of Americans coming to Canada dropping
� e.g. 14% drop in January, 2008 (TIAC)
� Same day car trips fell 20.4%
� 3.6 M overnight visitors are coming to NF, NY and 5.1 M to Buffalo but not crossing
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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The Detour7
� Drop in numbers attributed to various reasons:
� Passport Issues
� Currency Exchange
� Price of Fuel
� Terrorism
� SARs
� The Weather
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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TALC – An Alternative Explanation8
� Stage 1 – Exploration / Discovery
� Stage 2 – Discovery / Development
� Stage 3 – Development – Beginnings of Mass Tourism
� Stage 4 – Consolidation / Stagnation
� Stage 5 - Decline
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Niagara’s Markets9
� Family Market
� Marineland
� Adults
� Casino
� Culinary
� Wineries
� Cultural
� Niagara-on-the-Lake
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Niagara Visitor Mix10
Niagara Visitor Mix
0% 20% 40% 60% 80%
Day Visits
Overnight Pleasure
Overnight VFR
Overnight business
Other
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Overnight AccommodationSource: Ontario Ministry of Tourism, 2007
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Various SignalsVarious Signals Niagara’s SituationNiagara’s Situation
� Decline in visitors
� Emerging competition from newer destinations
� Destination no longer fashionable
� Outdated amenities
� New properties developing on periphery
� Diversification to conferences to keep #’s
� From 16 to 12 M
� New Casino’s in NF, NY (different reg’s)
� “It’s not the destination it used to be”
� Offering same
� Great Wolf Lodge
� New Convention Centre planned for 2009
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Signs – of Maturity
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Stoppin’ the slide
Rejuvenation Efforts
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Longwoods Visitor and Image Study
2008 Study
Focused on the tourism issues facing Niagara
� Overall image compared to competition: “Great place to visit for a vacation
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Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Efforts to Collaborate15
� At the Bi-National Level
� Binational Tourism Alliance
� Mayors – Niagara Falls
� At the Regional Level� Branding Niagara
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Efforts to Rejuvenate16
� Branding – Econ. Development Initiative
� ‘N’ is...
� A symbol of an authentic place
� Flexible creative platform for communication
� Represents uniqueness
� A quality product, a badge of honour, a unifying force
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Potential Guide Book Covers
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The Flexibility of ‘N”
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Need to Collaborate19
� Challenges
� STEs
� 12 Municipalities
� 4 key Markets
� Need to collaborate with New York City!
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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FAMILY BUSINESSES
NEED TO LOOK FURTHER AND DEEPER
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What about the ‘driver’
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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How about some entrepreneurship?
� Need more than incremental improvements
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Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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The Necessary Shift22
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Incremental vs. Radical InnovationAdapted from Callot, 2005
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Adopted from
Flipo (2001)
Existing in the
firm
Not existing in
the firm
Existing on the
market
1
(modification,
adaptation,
revival)
2
(new service for
the firm)
Not existing on
the market
3
(service extended
but adapted to a
new market)
4
(totally new
service)
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Market Driven vs. Market DrivingAdapted from Schindehutte, Morris and Kocak, 2008
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� Market Driven
� Focus on customer
� Competitive positioning
� Market orientation
� Incremental innovation
� Market Driving
� Focus on all industry
participants
� Competition, alliances and
cooperation
� Entrepreneurial
orientation
� Radical / disruptive
innovation
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008
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Wrap -up25
� These principles can be applied to various contexts
� Ongoing research into the trigger points of innovation within SMTEs
� Thanks
Ed Brooker, Niagara College 'Managing Change‘, TTRA Canada 2008