Slocan Valley Community Tourism Plan

How Did We Get Here? Planning Process: • Review of relevant market research supplied by Destination BC

to determine implications for Slocan Valley • Community planning session held February, 2013 with

participation from Slocan Valley communities • Current situation analysed and documented • Facilitation and plan synthesis

• Tourism Objectives • Target Markets • Access/Infrastructure Strategies • Product/Experience Strategies • Marketing/Promotion Strategies

• Open House and Implementation and Moving Forward

Slocan Valley Tourism Proposed Objective “Within the context of community values, we will • grow length of stay/yield in July/August; • build shoulder visitation in April/May/June and

September/October; • promote winter visitation; • lengthen visitor stays at all times of year converting visitors

that may only stay several hours to those that stay multiple nights”

Current Situation - Experiences • There is a wealth of outdoor experiences suitable for all levels of

adventurers in the Slocan Valley. Travelers seeking a variety of different activities can be pursued as well as visitors passionate about a single activity and looking for a variety of options to experience their love.

• This wealth of outdoor experiences is well complemented by unique and authentic cultural and heritage offerings including a wide-range of talented artists, local history that can be experienced first hand in a number of ‘ghost towns’ as well as in several museums and the nationally significant Nikkei Internment Memorial Centre.

• The community tourism plan for the Slocan Valley does not need to focus limited resources on the development of additional experiences for visitors. Rather it is the positioning and messaging of these existing experiences and the quality of these experiences that must become compelling for target markets.

Current Situation-Marketing • No cohesive and compelling brand for the Slocan Valley • Sustainable resources lacking to support brand promotion and key

messages • Much of the current promotion occurring through tourism partners

like Destination BC, Kootenay Rockies and the International Selkirk Loop seems to perpetuate the messaging that the Slocan Valley is a day-trip rather than worthy of multi-night stays

Current Situation - Organization • A governing body must be established and resources

identified to support implementation of the community tourism plan for the Slocan Valley

Strengths • Stunning physical location with mountains, lakes and river • Peaceful, quiet and relaxing • Warm and hospitable communities • Wealth of water-based and land-based outdoor activities including

hiking, kayaking, canoeing, whitewater kayaking, fishing, road cycling, mountain biking, wildlife viewing, Nordic skiing, snowmobiling, backcountry ski touring, cat-skiing

• Extensive trail system including several ‘rail trails’ – Galena Trail, Slocan Valley Rail Trail

• Access to Valhalla Provincial Park, Kokanee Glacier Park, Goat Range Park

• Located along several touring routes – Silvery Slocan Route connecting Nelson, Kaslo and the Slocan Valley; touring route from Revelstoke; Great Circle Route of the Kootenays; Hotsprings Route; International Selkirk Loop – Super side trip

• Highways offer stunning cycling, motorcycling and driving experiences • Warm climate in the summer; excellent snow conditions in the winter

Strengths • Numerous festivals and events • Numerous galleries and cultural facilities • Numerous heritage sites and museums • Wide range of accommodation options including B&B’s, Lodges,

hotels, motels and campsites – municipal campgrounds, provincial and forestry campgrounds and private campgrounds

Weaknesses • Travel times from urban centres exceed 4 hours (Spokane); 6 hours

(Calgary); 7 hours (Vancouver) • No current tourism development plan that is broadly supported and

serves to unite residents’ diverse views on tourism development • Many businesses reduce hours or close during off-peak times

thereby limiting the potential to grow shoulder season business • Must have a private vehicle to travel through the Valley • Limited activities for inclement weather in the shoulder seasons • Safety concerns on the highway which is shared by private vehicles,

motorcycles, cyclists and heavy industrial traffic

Opportunities • Engage with community members and build a broadly supported

tourism plan for the Slocan Valley • Work collaboratively with Slocan Valley communities and with

neighbouring communities of Nakusp, Revelstoke, Kaslo and Nelson to create a compelling destination/touring route

• Leverage and partner with Kootenay Rockies Tourism and Destination BC

• Identify target markets and match target market experiential demands with unique and compelling multi-night experiences available in the Slocan Valley

• Develop a cohesive brand and key messages based upon unique selling proposition and competitive advantage

• Build base of visitation in shoulder seasons to support business openings and longer hours of operation

Threats • Small population base that is aging may limit ability to service

increased visitation • Economic uncertainties affect disposable income and travel plans • Increased cost of fuel affects number, distance of drive/touring

vacations • Strength of Canadian dollar vs. US dollar makes Canada more

expensive for American travelers

Market Research • Considered a variety of geographic markets (BC residents, Canada,

US, Germany, UK) • Also considered travelers based upon their motivating activity

(hiking, cycling and mountain biking, touring, heritage, snowmobiling, fishing, festival enthusiasts)

• Objective – identify the highest potential target markets for the Slocan Valley, their motivators and travel influencers

Market Research Implications • The Slocan Valley has much to offer visitors from a variety of

geographic markets who participate in a variety of activities • The combination of mountain parks, lakes/river, hiking/cycling trails

to satisfy all levels of skill and ability, history/heritage and arts/culture offer appeal to virtually everyone in one form or another

……The Challenge • The Slocan Valley must precisely define and target its markets

with clear and compelling messaging tailored to each audience. For example, • Road bikers • Heritage/culture travellers • Families

But at the same time, • Messaging that positions the Slocan Valley as ‘having it all’, will

not likely prove sufficiently compelling to any of these segments.

Branding Research supports an Umbrella Brand with Specific Tactical Messaging • Consider each target market and offer specific information for them,

but • Do so under an ‘umbrella’ brand for the Slocan Valley that captures

the ‘essence’ of the place and experience • Utilize lower cost web/social media based approaches rather than

more traditional print collateral and advertising which would be costly to tailor to each segment

Target Markets Use the Umbrella Brand combined with specific tactical messages to reach: Summer Peak Season: • Family vacations of 5-10 days from regional drive markets

including: Calgary, Okanagan, Spokane, Vancouver, Seattle, Castlegar and Trail

• BC Residents - Passionate hikers, cyclists, kayakers and canoeists that will use the Slocan Valley as their base for multi-night stays to explore the wealth of trails and enjoy the pristine waters of Slocan Lake

Target Markets Shoulder Season – April/May/June and September/October: • Drive touring markets – BC Residents, US and European

travelers – older couples, well educated and affluent seeking a combination of soft outdoor adventure and cultural experiences

• Regional weddings • Regional festival goers • Regional getaways – weekend warriors

Target Markets Winter Season – December/January/February • BC Residents – Passionate back country skiiers, snowmobilers,

cross-country skiiers

Strategies to Reach Targets • Access and Infrastructure • Product/Experience Development • Marketing and Sales

Access and Infrastructure 9.1.1 Investigate improved highway signage at Junction of Highway 3A/Highway 6 • The junction of Highway 3A and Highway 6 is a major

intersection with significant close-in regional traffic and destination traffic en route to Nelson. Signage that is tasteful yet impactful and that conveys the brand and key messages for the Slocan Valley should be investigated as a tool to intrigue travelers and encourage them to seek more information about experiences available.

Access and Infrastructure 9.1.2 Continue investments in trail development including access to trails, trail maintenance and interpretive/directional signage • Continued investment in trail development, maintenance and

interpretive/directional signage will position the area as a world-class hiking destination.

• The gap in trail development between New Denver and Slocan

should be addressed. Access to some trailheads is by resource roads that are no longer being maintained or are being decommissioned. Dialogue with relevant partners should occur with agreements reached to maintain suitable access for visitors and residents alike.

• Additional interpretive signage along trails, at select lake front

locations and along the Slocan River that explain the ecological, cultural and historical significance would contribute to the creation of multi-night destination experiences for visitors.

Access and Infrastructure 9.1.3 Engage with visitor service providers (accommodations, restaurants, retail) to address seasonal closures and hours of operation • The marketing strategies discussed below will convey the promise of

an experience to visitors. In keeping with the identified objectives, much of this effort will be directed to shoulder seasons and winter. Consequently it will be important to engage with visitor service providers to ensure that seasonal closures and hours of service are managed. A coordinated approach to openings so that visitors can be served and business viability maintained must be undertaken.

• Further open and constructive dialogue is needed with operators as

part of plan implementation.

Product/Experience Development 9.2.1 Invest in signature shoulder season events and coordinate overall event calendar in the Valley • Evaluate nature and timing of existing festivals with the objective of

coordinating them so there is always something of interest happening in the Slocan Valley. Once this reputation is established regionally, it cans serve as a motivator for short-haul, last-minute regional getaways.

• Engage in a strategic approach to festival development. One or two signature (weather insensitive) events in the June and September timeframe could serve as a catalyst to grow shoulder visitation. Visitors having enjoyed their experience during the festival, will return for other experiences and multi-night stays at other times of year. • The Garlic Festival;The North Valley Mountain Film Festival ; The

Valhalla Summer School of Music; Christmas by the Lake.

Product/Experience Development 9.2.2 Support business capacity building • Destination BC offers a suite of business capacity building programs

known as Tourism Business Essentials. These guides are available free-of-charge on the website www.destinationbc.ca . As well workshops can be arranged in-community

http://www.destinationbc.ca

Marketing and Promotion 9.3.1 Develop brand/key messages for the Slocan Valley • The marketing of tourism experiences in the Slocan Valley should be

informed by an understanding of the Valley’s unique selling proposition to ensure that the messaging sets the Slocan Valley apart from its competition.

• Many communities in British Columbia offer access to nature, scenery, lakes, wildlife, heritage and culture. Most communities are friendly and hospitable. The Slocan Valley must define and defend a competitive position by leveraging its unique assets. The brand must be ‘market driven and community supported’ if it is to be effective

• Note: The tactical focus underneath the umbrella branding and messaging will vary depending upon the targeted audience.

Marketing and Promotion • The tone of the branding and messaging should reflect upon the

‘vibe’ of the Slocan Valley. Residents here are ‘unplugged but connected’. There is a sense of distance from fast-paced, hectic urban living that combined with a strong connection to the land, water, plants and animals and to each other. Residents here are centred and balanced, healthy and active at all ages and are seeking like-minded, socially conscious visitors to experience their communities and act as stewards together with them. Messaging should also capture the ‘leave no trace’ philosophy embraced by residents

Marketing and Promotion • 9.3.2 Leverage partnerships • Neighbouring communities of Nakusp, Revelstoke, Kaslo and Nelson • Kootenay Rockies Tourism, Destination BC and organizations like the

International Selkirk Loop that are already promoting region • Front-line staff in regional Visitor Centres in Nelson, Castlegar,

Nakusp, Revelstoke and Kaslo should be knowledgeable about the Slocan Valley

• Province’s regional gateway Visitor Centres (Golden, Williams Lake, Peace Arch, Osoyoos, Merritt) should understand the touring routes that incorporate the Slocan Valley and the opportunities for multi-night adventures

• Brand and key messages for the Slocan Valley when established should be shared with partners so that their messages can convey the breadth and depth of experiences available and promote multi-night stays in the area. Regular planning meetings should occur to share information, align marketing efforts and leverage activities.

Marketing and Promotion • 9.3.3 Invest in on-line and social media presence • Once the brand promise for the Slocan Valley has been determined,

a destination website review should occur to incorporate the branding elements and key messages

• Navigation of this website should permit visitors to choose their area of interest e.g. family vacation, weddings, hiking, cycling, snowmobiling, festivals etc. and suggested itineraries should be included that allow the visitor to picture themselves in the Slocan Valley for varying lengths of time

• Incorporate interactive planning tools alongside stunning visuals to allow the visitor to develop a customized itinerary

• Manage search engine placement through use of key words and website analytics and monitor results

• Develop a frequent presence in influential blogs and social media channels such as Facebook, Twitter, TripAdvisor. This is especially true for niche markets that are passionate about a single activity such as cycling, backcountry skiing etc. and wish to share information with a community of like-minded peers.

Marketing and Promotion Possible themed experiences for further itinerary development include: • Hiking experiences – showcasing the wide-range of hiking

experiences that create a destination hiking vacation of 5-7 days • Cycling experiences – world-class road biking experiences from a

Slocan Valley ‘basecamp’ • Lake/river pilgrimage – from Summit Lake to Slocan River – a

journey that incorporates kayaking/canoeing – floating – white water rafting

• History and heritage – from mining ghost towns to Nikkei Internment Memorial Centre and Kohan Gardens to conscientious objectors

• Arts and culture including festivals and events, artists workshops • Circle routes and touring itineraries – motorcycle touring • Healing/spiritual retreats

Marketing and Promotion 9.3.4 Pursue media coverage in target publications • Pursue editorial coverage in publications (print and electronic) that

influence purchase decisions and travel behaviour in target markets • Work in partnership with Kootenay Rockies tourism and their media

relations representative who is dedicated to securing media coverage for the region.

• Host the KRT rep in the region to gain a first hand understanding of the breadth and depth of activities available to visitors, the brand and the key messages to be promoted and overall tourism objectives being pursued

• Develop story ideas (story ‘starters’) featuring experiences unique to the Slocan Valley

• Acquire stunning, high quality visuals to accompany media coverage

Marketing and Promotion 9.3.5 Invest in collateral • With limited financial resources, an investment in Slocan Valley

collateral is not an immediate priority. Eventually, a tangible presence with a rack card in Visitor Centres featuring the Slocan Valley brand, key messages, suggested itineraries and iconic imagery and should be considered.

Marketing and Promotion 9.3.6 Invest in advertising • Like collateral, an investment in advertising is not considered an

immediate priority for the Slocan Valley.

Marketing and Promotion 9.3.7 Measure marketing success • In order to assess the success of these marketing efforts, an

investment must be made first in establishing a baseline and then in monitoring progress.

• Measures (# and area of origin) • Overall value of tourism in the Slocan Valley (day and overnight

visitation) • Occupancy levels on an aggregate basis within the Slocan Valley • Visitor Centre #’s • Website unique visitors • Social media followers • Advertising Equivalency of editorial coverage secured • Attendance at ticketed events • Visitation at museums, historic sites • Trail usage • Valhalla Park entries

Governance • There is no one organization currently responsible for tourism

development and promotion in the Slocan Valley. It is recommended that a Tourism Committee of the Chamber of Commerce be established to lead the implementation of this plan.

• Membership on the Tourism Committee should include the entire

spectrum of tourism interests from all communities in the Slocan Valley including: • Accommodation providers • Restaurants/cafes • Retail shops/artisans • Gear rental/guided tours • Museums/heritage sites • Local and regional government representatives • Trails Societies • Festival organizers • At-large positions available for community members

Thoughts and Comments • Name/business or organization? • What do you believe should be the priorities for implementation? • What challenges will be faced? • What advice to you have for those leading implementation in order

to address these challenges? • How would you like to stay involved and apprised of progress?

Will You Join the Tourism Committee? • Mandate to work towards implementation of identified strategies to

achieve Slocan Valley tourism objectives • Work collaboratively on one or more strategies related to

Access/Infrastructure, Products/Experiences or Marketing/Promotion

• Looking for 12-15 individuals to participate – minimum one year commitment

Slocan ValleyHow Did We Get Here?Slocan Valley Tourism Proposed ObjectiveCurrent Situation - ExperiencesCurrent Situation-MarketingCurrent Situation - OrganizationStrengthsStrengthsWeaknessesOpportunitiesThreatsMarket ResearchMarket Research Implications……The ChallengeBrandingTarget MarketsTarget MarketsTarget MarketsStrategies to Reach TargetsAccess and InfrastructureAccess and InfrastructureAccess and InfrastructureProduct/Experience DevelopmentProduct/Experience DevelopmentMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionMarketing and PromotionGovernanceThoughts and CommentsWill You Join the Tourism Committee?