CLASSIC AND INSPIRED BANFF & LAKE LOUISE TOURISM - 2017 BUSINESS PLAN
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CLASSIC AND INSPIRED
Photo: Taylor Michael Burk
BANFF & LAKE LOUISE TOURISM —
2017 BUSINESS PLAN
CLASSIC AND INSPIRED
Like 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
Photo: Paul Zizka
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
Photo: Paul Zizka
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN
OUR 2017–2020 OUR PURPOSE
Inspire the world to experience the indelible
STRATEGIC FRAMEWORK 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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 1
THE PLANNING PROCESS 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.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 2
THE FACT BASE »» Visitation to Alberta’s national parks (i.e.
Banff, Jasper, Waterton) continues to
»» Banff National Park Visitor Centre trends
indicate a 56 per cent and 28 per cent
increase with Banff National Park visits increase in travellers from Ontario and
up 6.6 per cent year-over-year (as of Alberta respectively (2015)
November 2016) »» 79 per cent of travellers interviewed during the
»» Despite issues of safety and security, global 2015/16 winter season said their main reason
tourism is expected to grow by 3.8 per cent for visiting was to downhill ski/snowboard
annually until 2020 »» U.S. Search results show 39 per cent of
»» Tourism remains a key driver of the Canadian mentions of Banff included the word “Canada”
economy and has seen significant growth in or “Canadian” compared to 19 per cent of
core markets mentions of Whistler that included “Canada”
»» Canada and the U.S. remain Travel Alberta’s or “Canadian”
top yielding markets as they strive towards »» The LGBT travel market in Canada represents
the goal of $10 billion in tourism revenue $8.6 billion, an increase of $1.6 billion or 23
by 2020 per cent since 2010
»» Year-over-year visitation to Canada from »» 88 per cent of respondents surveyed
Mexico grew by 33 per cent in Q1 of 2016 globally indicated that culinary offerings
»» Banff and Lake Louise outperformed key are an important component for defining
competitors (Whistler, Vail/Aspen) for rooms a destination’s brand and image
sold in summer and shoulder seasons and »» International wellness tourists spent $1,639 per
were competitive in winter trip in 2013, 59 per cent higher than the average
»» Whistler and Vail/Aspen have a substantially international tourist spends.
higher Average Daily Rate (ADR) than Banff »» In 2014, 2,396,130 Chinese travellers were
and Lake Louise in the winter while summer seriously considering a holiday to Alberta in
and shoulder seasons are competitive the next 2 years indicating demand now and
»» Banff dominates search queries on Google in the future
from the U.S. compared to the rest of Alberta »» Union Pay is the only bank card organization
and shows the most growth year-over-year 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
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN Canada, and our members. 3
MARKETS INTERNATIONAL
GROW MAINTAIN BE READY
U.S., U.K., China, Australia, Germany, Brazil, France
Canada, Mexico Japan, Netherlands,
South Korea
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 4
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
Photo: Reuben Krabbe
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 5
OUR BRAND STRATEGY OUR BRAND STRATEGY
To persuade Free Spirits, Cultural Explorers,
AND BRAND STORY 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 STORY
Life 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?
Photo: Paul Zizka
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 6
WORKING In order for Banff & Lake Louise Tourism to
be more strategic about how we connect and
The path to purchase diagram below illustrates
the customer journey and how we are working
TOGETHER
provide information to visitors, we must have collaboratively to achieve our goals. It is
a stronger understanding of the path by which important to notice that while roles overlap, we
consumers discover, learn, purchase and all have a distinct place on the path. This clarity
experience a product. This allows us to align helps Banff & Lake Louise Tourism optimize
our efforts with Destination Canada, Travel resources and helps us work together as a
Alberta, and our members to determine where destination.
and when it is best for each to reach out.
Photo: Paul Zizka
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 7MEASURING 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.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 8OUR TEAM VALUES 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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 9THE 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.
Photo: Paul Zizka
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 10GENERATE YEAR- Our peak season continues to be the main
revenue driver for Banff and Lake Louise. As
ROUND DEMAND
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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 11GENERATE YEAR-ROUND DEMAND
OBJECTIVE 1 GROW VISITATION
IN WINTER AND
Meetings, Incentives, Conventions and Events
(MICE) travel is integral to growing demand for
Events are also essential in driving demand
and increasing overnight visitation. They
SHOULDER SEASON our destination during this time. These small- provide reasons for high yield audiences to
to mid-size groups are involved in multi-day visit during low seasons and offer value to all
itineraries with a wide-scope of activities, stakeholders through their increased spend
including accommodation, restaurants, on accommodation, restaurants, activities,
activities, entertainment, retail and services. retail and services. This in-market animation
In 2017, we will increase our efforts to generate brings the destination to life and fuels traveller
leads to members through in-market activities advocacy. To be successful over the long-
“ TO BE SUCCESSFUL OVER THE
with a strong focus on the Canada and U.S. term, we will work with our stakeholders in
LONG-TERM, WE WILL WORK WITH markets. We will also test opportunities in Asia 2017 to build an event strategy that reinforces
OUR STAKEHOLDERS IN 2017, TO and Europe. our destination’s brand. A key element of
BUILD AN EVENT STRATEGY THAT Business Development site visits and FAM
this approach will include development of
REINFORCES OUR DESTINATION’S key performance indicators and an objective
tours continue to allow key influencers the
evaluation process that leads to enhanced
BRAND.” chance to experience Banff first hand and
decision-making around the types of events
have proven to be a successful approach to
hosted in Banff National Park and their
converting business for members. We have
propensity to attract the right visitors.
upcoming opportunities to showcase
the destination by hosting:
»» Student and Youth Travel Association
(SYTA) Summit 2017
»» Mountain Travel Symposium (MTS) 2017
»» AdventureELEVATE 2018.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 12GENERATE YEAR-ROUND DEMAND
OBJECTIVE 1 GROW VISITATION
IN WINTER AND
STRATEGIES
»» Generate new leads for members
HIGHLIGHTED TACTICS
»» Create an incentive program for Meetings,
SHOULDER SEASON »» Deliver “always on” marketing that Incentives, Conferences, Events (MICE)
conveys the indelible awe of the year- »» Develop website content and collateral
round experience through stories, specifically for meeting planners
GOALS
videos and images »» Host business to business (B2B) industry
»» Develop events that drive overnight visitation events in destination to educate, build
INCREASE AVERAGE »» Become an essential resource for visitors client relationships, and generate leads
ANNUAL OCCUPANCY to plan their trip before arriving and while in for members
TO
70.5% destination »» Work closely with Receptive Tour Operators
(RTO’s) based in Canada
»» Fuel the visitors desire to experience lesser
known areas of Banff National Park »» Develop an ongoing approach to collecting
»» Create integrated direct to consumer and information and analyzing all events
32,381 ROOM trade marketing programs in the U.K., U.S.,
China, Canada and Australia
»» Work closely with industry partners
Destination Canada, Travel Alberta, SkiBig3
NIGHTS’ GROWTH
EXCLUDING JUNE TO SEPTEMBER »» Extend the weekend by generating reasons and others to create opportunities to grow
to stay beyond Saturday night demand in key markets
»» Capitalize on growing travel industry »» Enhance strategy to attract and service
segments: Wellness; Adventure; Ski; travellers from China
1 MILLION Culinary; Student Travel; LGBTQ; as
well as MICE.
»» Review year-round offerings to increase
consumer understanding of opportunities
LEADS TO MEMBERS
»» Continue Banff Mountain Film Festival
sponsorship to promote the destination
in international markets.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 13GENERATE YEAR-ROUND DEMAND
OBJECTIVE 2 DEFEND SUMMER
REVENUE
STRATEGIES
»» Lengthen summer by marketing the
HIGHLIGHTED TACTICS
»» Ensure website is an essential online resource
unique attributes of travelling in June for visitors to pre-plan their summer trip and
Summer occupancy levels continue to and September generate leads to members before arriving and
be greater than 90 per cent. With further while in destination
»» Protect the destination’s reputation
investments in tour operators we can
»» Encourage in-destination bookings of »» Source activities and events that showcase
continue to access growth markets that hold
activities, services and restaurants the opportunity to extend the weekend by
the most potential for attracting high yield
generating reasons to stay additional nights
travellers and increase the Average Daily Rate »» Invest in tour operators in growth markets
(ADR). Our ongoing partnership with Google with the potential for attracting high yield »» Increase the number of mobile visitor service
will help us rank communication priorities travellers. sites and interpretive displays throughout the
based on the consumer audiences most destination to help reduce congestion and
likely to visit. This work will help ensure we enhance visitor experience
are targeting visitors looking to experience »» Develop audience profiles of high-yield visitors
a wide range of activities and services in the »» Focus digital and face-to-face communications
destination. Visitor Centres will continue to on hidden gems in Banff National Park.
support potential visitors throughout the
path to purchase by monitoring feedback,
resolving concerns and supporting travellers
in market.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 14LEAD 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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 15LEAD WITH BRAND
OBJECTIVE 3 BUILD DESTINATION
BRAND ALIGNMENT
GOALS »» Bring brand to life through in-resort
animation
SCOPE AND DEFINE
»» Seek ongoing opportunities for
We will leverage the momentum from
Banff & Lake Louise Tourism’s brand
BRAND conversations with visitors and
rollout by identifying a focused suite of AWARENESS prospective visitors
»» Review collateral to ensure language is
communications channels and shareable MEASURE not a barrier to experiencing the brand
stories. By understanding the breadth of
STRATEGIES »» Create collateral with language aligned
products and experiences our members have
»» Engage the community in building the with key growth markets including the use
to offer throughout the year, we will build a
destination brand of clear icons in-market for greater ease
year-round approach to content marketing
»» Deliver the brand promise (Indelible Awe) of wayfinding.
and create a timeline for production and
distribution that allows for maximum at all touchpoints.
viewership. By leveraging our partnership
with Google, we will be able to track our
HIGHLIGHTED TACTICS “ WE WILL LEVERAGE THE MOMENTUM
users and improve these communications »» Build destination support for the brand FROM BANFF AND LAKE LOUISE’S
through a consumer-first approach. Content and alignment with members and industry BRAND ROLLOUT BY IDENTIFYING A
partners by hosting educational workshops
will not only inspire bookings from those FOCUSED SUITE OF COMMUNICATIONS
outside the destination and generate leads, and enhancing communication activities
CHANNELS AND SHAREABLE STORIES.”
but will also promote memorable activities »» Create story pillars aligned with niche
after guests have arrived. markets: Adventure, Culinary, Wellness,
LGBTQ and Ski
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 16LEAD WITH BRAND
OBJECTIVE 4 FUEL TRAVELLER
ADVOCACY
GOAL »» Tell the brand story with user generated
content
SCOPE AND DEFINE
»» Work with the destination, Travel Alberta
The growing prominence of social media, TRAVELLER and Destination Canada to make it easy for
ADVOCACY
mobile apps and smart technology is travellers to share their “stories” through
creating more opportunities to put the their own channels.
consumer first. By leveraging these MEASURE
innovations we create touchpoints with
travellers who demand timely information, STRATEGIES “ BY LISTENING TO AND RESPONDING
increased interaction and personalization. »» Inspire visitors to share their stories TO VISITORS WE CAN ENCOURAGE AND
By listening to and responding to visitors
we can encourage and provide insights
»» Build a conversation with visitors and PROVIDE INSIGHTS INTO OFFERINGS
prospects.
into offerings outside of traditionally busy OUTSIDE OF TRADITIONALLY BUSY
locations. We can also make it easier for HIGHLIGHTED TACTICS LOCATIONS.”
travellers to share their stories through »» Leverage our partnership with Google to
their own channels and enhance our increase our consumer knowledge
credibility. We will continue to create
»» Effectively listen to what is being said about
opportunities to entice visitors and locals
the destination online and use this insight to
to tell their stories and amplify these to
refine and customize communications
like-minded audiences.
»» Generate and share traveller insights to
refine marketing strategy
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 17STRENGTHEN 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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 18STRENGTHEN INDUSTRY ALIGNMENT
OBJECTIVE 5 WORK TOGETHER
AS A DESTINATION
GOAL »» Offer new ways to be transparent and
solicit input through two-way
communication
It is through strong community engagement $8,567,425 »» Produce an onboarding package for new
that the most desirable results are attained. MEMBER REVENUE members
A destination as a whole is most successful
»» Partner with member businesses training
when knowledge, skills and resources
programs and deliver a set of standardized
are combined. We are not only committed
educational tools for facilitators
to communicating consistently with our
NET PROMOTER SCORE: »» Leverage expertise of partners to cross-
existing stakeholders, but also through the
welcoming and onboarding of new members. SUMMER > 75 train employees and add value to visitor
interactions
We recognize the benefits of program and
training initiatives to increase knowledge WINTER > 75 »» Create go-to-market programs for members
of the destination for frontline workers to join and collaborate on
and destination influencers. We also aim STRATEGIES
»» Build an engaged and active Board of
to find ways to help build this capacity for »» Engage the destination in building and Directors and advisory groups
our members and add value to employee delivering on Banff & Lake Louise Tourism’s
»» Offer marketing training workshop
interactions with visitors. business plan
opportunities to members.
»» Help educate visitors, and prospective
visitors, on how to be a responsible guest
in Banff National Park. “ IT IS THROUGH STRONG COMMUNITY
HIGHLIGHTED TACTICS ENGAGEMENT THAT THE MOST
»» Recruit for an Event Steering Committee to DESIRABLE RESULTS ARE ATTAINED.
develop a long-term strategy that will deliver A DESTINATION AS A WHOLE IS MOST
community support, while balancing the SUCCESSFUL WHEN KNOWLEDGE,
needs of visitors and business
SKILLS AND RESOURCES ARE
COMBINED.”
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 19STRENGTHEN INDUSTRY ALIGNMENT
OBJECTIVE 6 DEVELOP
PARTNERSHIPS TO
STRATEGIES “ MAINTAINING VISITATION FROM THE
»» Amplify marketing investments by working EXISTING SEGMENTS WILL ALLOW
INCREASE MARKETING with like-minded partners.
EFFECTIVENESS
US TO FOCUS ON TESTING AND PROVING
»» Seek partnerships to gain access to new
NEW SEGMENTS, SUCH AS STUDENT,
audiences and grow current audiences
With both the ski and travel trade markets CULINARY, WELLNESS AND ADVENTURE
in the mature phase of the product lifecycle, HIGHLIGHTED TACTICS TRAVEL.”
partnerships to increase marketing »» Continue to work closely with Travel Alberta,
effectiveness are particularly important to Destination Canada, SkiBig3
seed growth. Maintaining visitation from the
»» Encourage members to ensure that they
existing segments will allow us to focus on
may accept the Union Pay credit card which
testing and proving new segments, such as
is the most widely used form of payment of
Student, Culinary, Wellness and Adventure
Chinese visitors.
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.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 20OPERATE A PERFORMANCE- A strong team working with efficient processes
and timely information is essential to our
ability to succeed. Recognition, learning
BASED BUSINESS 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.
Photo: Noel Hendrickson
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 21OPERATE A PERFORMANCE-BASED BUSINESS
OBJECTIVE 7 PROMOTE EMPLOYEE
EFFECTIVENESS
STRATEGIES “ OUR ORGANIZATION HOLDS A SHARED
»» Support employees’ sense of wellness BELIEF THAT WE CAN ACHIEVE MORE
Our organization holds a shared belief that
»» Create a work environment that encourages AS A GROUP THAN WE CAN DELIVER
collaboration
we can achieve more as a group than we can ON OUR OWN.”
deliver on our own. By valuing each other »» Invest at all phases in the employee lifecycle
in this way, we will succeed as a team in including attraction and recruitment,
bringing our destination to life. Organizations engagement and development, performance
with more engaged employees produce management, retention and separation.
better results on a number of levels. These HIGHLIGHTED TACTICS
results not only relate to higher revenue and
»» Establish a wellness committee to reinforce
profits for our members, but also result in
healthy work-life balance
less stress, less absenteeism and higher
customer satisfaction. »» 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.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 22OPERATE A PERFORMANCE-BASED BUSINESS
OBJECTIVE 8 OPTIMIZE
INVESTMENTS
GOAL »» Evaluate a Human Resources Information
System for better management of vacation
and sick time and digitization of all HR
We want to ensure the funds collected from ADMIN COSTS records
our members are being spent responsibly and
technology will play a key role in increasingOPERATE A PERFORMANCE-BASED BUSINESS
OBJECTIVE 9 DELIVER EXEMPLARY
FISCAL PROCESSES
GOALS
AND AUDIT OUTCOMES
“TO ENHANCE OUR REPORTING
PROCEDURES, WE WILL INTRODUCE
Following the renewal of our Tourism
CLEAN AUTOMATED REPORT GENERATION
AUDIT OUTCOME
Improvement Fee (TIF) we will review our TO ENSURE EFFICIENCY AND REFINE
by-laws and governance processes to make OUR BUDGETING AND FORECASTING
certain we have the best practices in place.
STRATEGIES
PROCEDURES AND CAPABILITIES.”
We will also work toward simplifying our
accounting procedures with the launch of »» Improve financial literacy within the team
a new general ledger designed to ensure »» Deliver timely and accurate financial
greater transparency. To enhance our information to facilitate decision making
reporting procedures, we will introduce
»» Build best practices for non-profit
automated report generation to ensure
management at the team and board level.
efficiency and refine our budgeting and
forecasting procedures and capabilities. HIGHLIGHTED TACTICS
»» Refine budgeting and forecasting
implemented in 2016 to enhance reporting
»» Improve business processes and create
additional security.
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 24THE SCORECARD
GENERATE OBJECTIVES GOALS STRATEGIES
YEAR ROUND Grow visitation INCREASE AVERAGE
»» Deliver “always on” marketing that conveys the indelible awe of the year-round experience through
in winter and stories, videos and images
DEMAND ANNUAL OCCUPANCY
TO
70.5%
shoulder season »» Develop events that drive overnight visitation
»» Fuel the visitors desire to experience lesser known areas of Banff National Park
Defend summer
revenue
32,381ROOM »» Capitalize on growing travel industry segments
NIGHTS’ GROWTH
EXCLUDING JUNE TO SEPTEMBER
»» Lengthen summer by marketing the unique attributes of travelling in June and September
»» Protect the destination’s reputation
1 MILLION »» Encourage in destination bookings of activities, services and restaurants
LEADS TO MEMBERS
»» Invest in destination tour operators in growth markets with the potential for attracting high yield travellers.
LEAD WITH BRAND OBJECTIVES GOALS STRATEGIES
Build destination SCOPE AND DEFINE »» Engage the community in building the destination brand
brand alignment
BRAND »» Deliver on the brand promise (Indelible Awe) at all touchpoints
AWARENESS
MEASURE »» Inspire visitors to share their stories
Fuel traveller
advocacy SCOPE AND DEFINE »» Build a conversation with visitors and prospects.
TRAVELLER
ADVOCACY
MEASURE
STRENGTHEN OBJECTIVES GOALS STRATEGIES
INDUSTRY Work together
$8,567,425
»» Engage the destination in building and delivering on Banff & Lake Louise Tourism’s business plan
ALIGNMENT as a destination MEMBER REVENUE »» Help educate visitors, and prospective visitors, on how to be a responsible guest in Banff National Park
»» Be transparent and solicit input
Develop
partnerships to NET PROMOTER SCORE: »» Amplify marketing investments by working with like-minded partners
improve marketing SUMMER >75 »» Seek partnerships to gain access to new audiences and/or to grow current audiences.
effectiveness WINTER >75
OPERATE A OBJECTIVES GOALS STRATEGIES
PERFORMANCE Promote employee »» Support employees’ sense of wellness
effectiveness
ADMIN COSTS
BASED BUSINESS »» Create a work environment that encourages collaborationBANFF & LAKE LOUISE TOURISM CONTACT LIST
Leslie Bruce Ryan Elliott Mark Friesen VISITOR EXPERIENCE Jose Reineking Mikey MacDonald
President & CEO Business Development Consumer Marketing Nancy DaDalt Supervisor – Lake Louise IT Manager
403-762-0274 Manager – The Americas Manager Director, & Field Visitor Centres 403-763-2044
lbruce@ 403-762-0277 403-762-0292 Visitor Experience 403-762-7964 mmacDonald@
banfflakelouise.com relliott@ mfriesen@ 403-762-0283 jreineking@ banfflakelouise.com
banfflakelouise.com banfflakelouise.com ndadalt@ banfflakelouise.com
BUSINESS DEVELOPMENT Laurie Cantello
banfflakelouise.com
Stuart Hart Ally Reeves Sarah Dinham Deanna Langlois Governance &
Director, Business B2B Marketing Manager Brand Manager Paul Nolin Supervisor – Administrative Assistant
Development 403-762-0286 403-762-8483 Senior Manager, Banff Visitor Centres 403-762-9226
403-762-0278 areeves@ sdinham@ Events & Animation 403-762-8421 lcantello@
shart@ banfflakelouise.com banfflakelouise.com 403-762-7905 dlanglois@ banfflakelouise.com
banfflakelouise.com pnolin@ banfflakelouise.com
Jamie Stevenson Devaan Ingraham Sarah Rideout
banfflakelouise.com
Darcy Pierce Wells Business Development Social Media Manager Ruth Millican HR Manager
Business Development Coordinator 403-762-0289 Liz Armstrong Member Engagement 403-762-0292
Manager – Europe & 403-762-2591 dingraham@ Events Manager Manager srideout@
Australia jstevenson@ banfflakelouise.com 403-763-2043 403-762-0276 banfflakelouise.com
403-762-0288 banfflakelouise.com earmstrong@ rmillican@
Jonny Bierman
dwells@ banfflakelouise.com banfflakelouise.com
CONSUMER MARKETING Media Coordinator
banfflakelouise.com 403-762-9457 Eva Bloudoff FINANCE & ADMINISTRATION
Woodrow Oldford
Lukas Prochazka Director, Consumer jbierman@ Coordinator, Events Mandy Grant
Business Development Marketing banfflakelouise.com 403-762-0284 Director, Finance
Manager - Asia 403-762-0280 ebloudoff@ & Administration
Cuan Jooste
403-762-0273 woldford@ banfflakelouise.com 403-762-0272
Digital Manager
lprochazka@ banfflakelouise.com 403-762-0293 Barb Bean mgrant@
banfflakelouise.com cjooste@ Senior Manager, banfflakelouise.com
Diane Bures
Mark Zanetti Senior Manager, banfflakelouise.com Visitor Experience Heather Siggs
Business Development Consumer Marketing 403-763-2039 Financial Accountant
Victoria Holowiski
Manager – MICE Canada 403-762-0275 bbean@ 403-762-0287
Digital Analyst
403-762-0271 dbures@ banfflakelouise.com hsiggs@
403-762-0291
mzanetti@ banfflakelouise.com vholowiski@ banfflakelouise.com
banfflakelouise.com banfflakelouise.com
BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 26THANK YOU TO OUR DEDICATED MEMBERS, WITHOUT YOU NONE OF THIS WOULD BE POSSIBLE. WWW.BANFFLAKELOUISE.COM BANFF & LAKE LOUISE TOURISM 2017 BUSINESS PLAN 27
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