Executive Summary - Tourism Pemberton

Transcription

Tourism Pemberton
Strategic Marketing Plan 2006
Effectively Promoting Tourism in Pemberton & District,
British Columbia, Canada
Developed by FOCUS Marketing Intelligence
June 2006
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Table of Contents
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Section
Title
Page
1.0
2.0
2.0.1
2.0.2
2.0.3
2.1
2.1.1
2.1.2
2.1.3
2.1.4
3.0
3.1
3.1.1
3.1.2
3.1.3
3.2
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.3
3.3.1
3.3.2
3.4
3.5
3.5.1
3.5.2
3.5.3
3.6
3.61
3.6.2
3.6.3
3.6.3.1
3.6.3.2
3.6.3.3
Executive Summary
Project Strategic Partners
Review of the Plan
Strategic Marketing Plan Objectives
SMART Objectives
Plan Process Model
Mission & Vision
Our Mission
Our Vision
Our Brand
Brand vs. Brand Identity
Environmental Scan
About Pemberton & District
Railway Service
Driving Times
Highway 99 Access
Social Overview
Residential Makeup
First Nations Communities
Farming & Forestry
Alternative Lifestyle
Human Resources
Economic Challenges
Natural Resources
Recent Tourism Revenues
Olympic & Paralympic Games
Hard Resources & Facilities
Present Facilities Inventory
Pemberton Airport
Technology
Soft Resources & Services
Super Host Community
Brand & Brand Identity
Web & Internet Presence
TourismPembertonBC.com
PembertonChamber.com
Pemberton Reservations.com
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Section
Title
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4.0
4.1
4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
4.2
4.2.1
4.2.2
4.2.3
4.2.4
4.2.5
4.3
4.4
4.4.1
4.4.2
4.5
4.5.1
4.5.2
4.5.3
4.6
4.6.1
4.6.2
4.7
4.7.1
4.7.2
4.7.3
4.7.4
4.7.5
4.7.6
4.7.7
4.7.8
4.7.9
4.7.10
4.7.11
4.7.12
4.7.13
4.7.14
4.7.15
5.0
5.1
5.2
6.0
6.1
Bench Marketing
Workshops & On-line Survey Overviews
Workshop 1
Workshop 2
Workshop 3
On-Line Survey – Business Assessment & TP Role
On-Line Survey - Training
Workshop 1 Results
Workshop 1 Attractions Review
Workshop 1 Services Review
Workshop 1 Hospitality Review
Workshop 1 Infrastructure Review
Workshop 1 Promotion Review
Workshop 1 Action Plan Overview
Workshop 2 Agenda
Workshop 2 Questions
Workshop 2 Results
Workshop 3 Agenda
Workshop 3 Questions
Workshop 3 Results
Workshop 3 Agenda
Marketing
Marketing Priorities
Direct Measurable Marketing
On-Line Survey 1
Primary Business Location
Primary Business Focus
Typical Staffing Levels by Season
Recreation Products & Services Inventory
2005 Marketing Budgets
Marketing Expenditures by Tactic
Marketing Budget Projections
2005 Business Revenues
Revenues Projections
Profitable Services & Products
Marketing Winter Revenues by Geographic Origin
Marketing Spring, Summer, Fall Rev. by Geographic Origin
Tourism Pemberton’s Role
Level of Commitment to Cooperative Advertising
Marketing Budget Contributions to TP
Financial Contributions
Projected Levels of Financial Contributions by Members
Effectively Promoting Tourism for Pemberton & District
Gap Analysis
Main Issues to Initiate Programming
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Section
Title
Page
6.2
7.0
7.1
7.2
7.2.1
7.2.2
7.2.3
7.2.4
7.2.5
7.3
7.3.1
7.3.2
7.4
7.4.1
8.0
8.1
8.1.1
8.2
8.3
8.4
8.4.1
8.4.2
8.4.5
9.0
9.1
9.2
9.3
9.3.1
9.3.2
9.3.3
10.0
10.1
10.2
10.3
11.0
11.1.1
11.1.2
11.1.3
11.2.4
11.2.5
11.2.6
11.2.7
11.3
11.4
11.5
Research Study Results
Strategy
Strategic Parameters – Judgment Criterion
Strategic Parameters – Who Does What?
TP Membership
Pemberton Chamber Board / TP Committee
TP Administrator
Outsource Creative & Production
TP Organizational Structure
How Does TP Afford Marketing Programs?
Self-Funded Programs
Joint-Funded Programs
Gathering Initial Support
Initial Funding Sources
Objectives, Action Plans & Tactics
Objectives: 2006-07
Major Self-Funding Initiatives
Brand Identity
Marketing Tactics Overview
Target Markets by Season
Reported 2005 Winter Revenues
Reported 2005 Spring, Summer & Fall Revenues
Budget Tactics – Touch Points by Season
Research & Business Intelligence
Learning & Thinking
Accountability
Cooperative Research
Revenue Tracking
Media Tracking & Service Levels
Tourism Industry Standards
Best Practices Review
Canmore, Alberta
Provo & Ogden, Utah
Best Practices Summary
Preparing for 2010
Signage
Website Development & Internet Marketing
Photo & Video Production / Public Relations
Advertising
Research
Staff & Management
Training
SuperHost Certification
Community Ambassador Program
Training & Priorities
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11.6
Workshops Implementation
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Section
Title
Page
12.0
12.1.1
12.1.2
12.1.3
12.1.4
13.0
14.0
14.1
14.2
14.2.1
14.3
14.4
14.41
14.4.2
14.5
14.5.1
14.5.1.1
14.5.1.2
14.5.1.3
14.5.1.4
14.5.1.5
14.5.1.6
14.5.1.7
14.6
14.6.1
14.6.1.1
14.6.1.2
14.6.3
Training & Education
2005 Training Expenditures
Training Levels
Training Levels by Category
Training Requirements
Summary – A Score Card
Budget by Contribution
Funding Sources – How Much is Required?
Self-Funded Program Recommendations
Primary Target Market Review
Joint-Funded & Self-Funded Recommendations
Joint-Funded Marketing by Tactic
Joint-Funded Marketing Overview by Tactic
Joint-Funded Marketing Budget Targets
Self-Funded Recommended Budget Targets
Self-Funded Recommended Expenditures
Signage
Website Development
Internet Marketing & E-Marketing
Photo & Video Production
Display Advertising
Research & Business Intelligence
Staff & Management
Self-Funded Marketing Targets 2006-07
Recommended Self-Funding Marketing
Print Advertising
Pay Per Click Advertising
E-mail Marketing
Addendum
Workshops 1 to 3
Online Survey 1 and 2
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Executive Summary
About Tourism Pemberton
Tourism Pemberton (TP) was formed in 2005 as a division of the Pemberton &
District Chamber of Commerce, British Columbia, Canada. Both the Pemberton &
District Chamber Board of Director’s and TP Committee are accountable to the
Chamber membership at large. The census area of Squamish Lillooet Regional
District Area C, in which Pemberton & District resides, covers 5,068 kilometres
(Source: Squamish Lillooet Regional District Website – www.slrd.bc.ca)
Tourism Pemberton’s Vision & Mission
TP’s mission is to develop and market tourism in the Pemberton Valley to the
benefit of visitors and residents. The organization’s vision is to develop Pemberton
and District as BC’s premier adventure gateway community and to positively impact
the District’s economy.
Tourism Pemberton’s Unique Selling Proposition (USP)
“Adventure Begins Here” is Tourism Pemberton’s slogan, also referred to as a
unique selling proposition (USP).
Report Objectives
This report’s objectives are to develop a strategic plan that provides measurable
strategy, structure and process that promotes tourism for Pemberton and District
resulting in a positive economic impact for the area. This includes addressing brand
development, action plans, programs, processes and research. The report also
addresses developing Tourism Pemberton as a self-funding organization.
Research & Benchmarking
Three workshops and an online survey were implemented to establish:
TP’s role in the community
Funding opportunities
Recommended TP marketing objectives, strategies and tactics
Research Findings
An overview of findings from research indicates the following:
Uniqueness – Pemberton & District businesses and residents value the
area’s uniqueness in regards to a wide variety of recreational offerings.
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Business Makeup – The District’s tourism-related business makeup is
varied with a majority of Pemberton and District’s Tourism businesses
reporting annual revenues of under $50,000. Several businesses report
annual revenues exceeding $1,000,000. A wide variety of front and
backcountry outdoor recreation is offered.
Target Markets – Primary summer markets include the Sea to Sky
Corridor, Lower Mainland and Europe; Primary winter target markets
include Sea to Sky Corridor, Lower Mainland and Washington State.
Workshop participants and survey respondents indicated the following role for TP:
Operational – Manage the Visitor Info Centre, Familiarization Programs
and Meetings
Marketing & Advertising – Develop, maintain and market a website
promoting the Adventure brand; Coordinate cooperative marketing
programming
Measurement – Research and benchmark to determine objectives
Funding – Coordinate and facilitate joint-funded and self-funded
marketing
Recommendations

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Funding – TP secure initial funding to source a paid in-house and outsourced administrator to implement marketing planning and coordination
Mandates – The administrator’s mandate is to increase tourism revenues
and ensure measurement of results to aid in planning and implementation;
this involves managing cooperative self-funded and joint-funded activities;
the administrator reports to the TP Committee who in turn reports to
Pemberton & District Chamber Board of Director’s.
Objectives – Increase District revenues by twenty-percent each year from
2006 to 2010.
Marketing tactics – Focus on measurable direct-marketing tactics such as
Internet marketing including pay-per-click and e-marketing; public
relations focusing on travel writers’ and familiarization programs for
Pemberton & Whistler front-line staff; event support with focus on 2010
oriented activities; the coordination of self-funding cooperative marketing;
and packaging Highway 99 as an entry point to the community with
emphasis on signage and the Visitor Information Centre.
1.0 Project Strategic Partners
This project involves four main partners who are responsible for development and
funding of this report.
Pemberton & District Chamber of Commerce
The Chamber’s mandate is to promote and develop
business in Pemberton & District, British Columbia
This area includes the Village of Pemberton,
Pemberton Valley, Mt. Currie, Birken, D’Arcy and
surrounding areas.
Tourism Pemberton
Tourism Pemberton is a division of the Pemberton &
District Chamber of Commerce, British Columbia,
Canada
Tourism Pemberton’s Steering Committee is
responsible for the direction and approval of this
report and process
Community Futures Development Corporation of
Howe Sound
Funding & Coordinating Partners
Project Management & Supervision
Consulting and Oversee Final Plan Approval
FOCUS Business Intelligence
- a division of Custom Fit Communications
Project Consultants
All research was handled in-house by FOCUS’ group
members
Based in Pemberton, BC, Canada with 2 Strategic
Partners based in Vancouver
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The following parties were involved in the development of this report:
Tourism Pemberton Steering Committee
Steve Anderson, Owner/Operator – The Adventure Ranch
Donna Hasan, Owner – The Log House Inn
Shirley Henry, Supervisor – Pemberton & District Visitor Info Centre
David MacKenzie, Committee Chairman; G.M. – Pemberton Valley
Lodge
Karen Ross, Owner/Operator – Pemberton Esso
Joan Swain, Owner/Operator – Auberge du Pré
Alain Therrien, Owner/Operator – Ski Remote Horizons
Brian Young, G.M. – Pemberton Valley Golf & Country Club
Cheryl Waters, Consultant – Backcountry Adventures Club
Community Futures Development Corporation of Howe Sound
Nicole Carothers, Community Economic Development Coordinator
FOCUS Business Intelligence
Roger Griffin, Associate Partner
Barb Justason, Research Analyst, CMRP
Roy McClean, Principal, HBA, CIMBS
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2.0 Review of the Plan - Objectives
The Tourism Pemberton strategic marketing plan will address 2006 to 2010. The
mandate of the plan is to be transparent i.e. shared with strategic partners and those
involved in Pemberton & District’s tourism industry. Expected implementation of
these recommendations is summer 2006.
2.0.1 Strategic Marketing Plan Objectives:

Brand Development
Increase Tourism-Related Revenues
Create Action Plans - advertising & marketing including budgets
& deliverables
Establish Programs and Processes - to adopt & maintain successful delivery
Research & Planning - to achieve this goal
Capitalize on the 2010 Winter Games
Establish TP as self-funding
Database of PV businesses
Report & Market the final Strategic Plan results
2.0.2 The plan’s objective is to make all final marketing and promotional
tactics “SMART”:

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Specific
Measurable
Agreed Upon
Realistic
Time & Cost Bound
2.03. The plan process is comprised of four main components:
1. Vision & Mission
Vision and Mission set the focus of Tourism Pemberton’s purpose.
2. Environmental Scan
An environmental scan reviews the present landscape with such issue
as the present political, economic and social climate. Benchmarking
comprises of research to help with this evaluation.
3. Gap Analysis
Determines the difference of where Tourism presently is and where
the organization wants to be.
4. Strategic Development: Objectives, Strategies & Tactics
Sets the strategies, measurable objectives and time-bound and costbound tactics.
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2.1 Mission & Vision:
2.1.1. Tourism Pemberton Mission
A mission statement defines the core purpose of the organization - why it exists.
Tourism Pemberton’s Mission?
To develop and market tourism in the Pemberton Valley & District
for the benefit of visitors and residents.
2.1.2. Tourism Pemberton Vision
A vision statement outlines what a company wants to be. This vision:
focuses on tomorrow
is inspirational
provides clear decision-making criteria;
is timeless.
Tourism Pemberton’s Vision?
To become British Columbia’s primary “Adventure Gateway”
Community.
To enhance the economy of Pemberton & District.
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2.1.3 Our Brand
A brand is a PROMISE STATEMENT.
"Branding is a long-term initiative that is predicated on building a relationship,
based on trust, respect and consistency." Achieving success in building your brand is
a process that takes time and patience. It takes dedication and persistence - and most
importantly, a Brand Champion; someone who takes responsibility to make sure the
‘brand promise’ is always fulfilled.
What key features will Tourism Pemberton address?

4-Season
Adventure-Drive
Inclusive
Beneficial to Visitors and Residents
Tourism Pemberton’s Brand?
This means that Pemberton’s PROMISE is to provide visitors with a great
ADVENTURE experience!
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2.1.4 Brand vs. Brand Identity
A brand is the PROMISE STATEMENT or essence of a company or enterprise.
Brand Identity is the VISUAL or AUDIO representation of the Brand e.g. a design
and audio logo. These are different and should not be confused with one another.
This logo is part of Tourism Pemberton’s brand identity.
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3.0 Environmental Scan
An environmental scan is an analysis and evaluation of internal conditions and
external data and factors that affect an enterprise or organization.
3.1 About Pemberton & District
The Village of Pemberton is a spectacular 20-minute drive
north of Whistler Resort, accessible directly off Highway 99.
The Village, located at the foot of majestic Mt Currie, is the
hub for the Pemberton Valley and District. The District
includes the Village, the First Nations community of Mt.
Currie, plus the Pemberton Valley, D'Arcy and Birken. The
2003 Federal Census noted the Village of Pemberton’s
population as 1,997. 2005 population estimates for SLRD
Area C is approximately 5,500 residents.
Pemberton BC - Adventure Begins Here
The area was developed at the turn of the century as a result of forestry and
agriculture. The Pemberton Valley lies northwest of the Village and is famous for its
seed potatoes. Pemberton & District offers world-class activities and recreation. The
District also provides a variety of shopping, dining, accommodations, and a light
industrial park.
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The Pemberton district abounds with natural beauty surrounded by Provincial
Parks. There is ample opportunity for camping at Birkenhead Lake, Garibaldi, Joffre
Lakes and Nairn Falls parks.
3.1.1 The area is serviced by railway including:

Commercial BC Rail
Travel through by Rocky Mountaineer Rail Expeditions
3.1.2 Typical Driving Times on Highway 99
Pemberton is easy to reach by road and air. Highway 99 is a well maintained major
provincial highway.

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Whistler to Pemberton – 20 minutes
Squamish to Pemberton – 1 ¼ hours
Vancouver to Pemberton – 2 ½ hours
3.1.3 Direct Highway 99 Access
Pemberton and District has convenient road access of the well maintained Highway
99. Highways, from both the south and the north, are undergoing substantial
improvements. The drive from Vancouver to Pemberton is anticipated to be
shortened by 15 to 30 minutes overall when construction is complete.
The Tourism BC promoted “Coast Mountain Circle Tour” brings many visitors
through the Valley by car.
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3.2 Social Overview
3.2.1 A Mixed Residential Makeup
The Valley embraces a variety of peoples from the Pemberton Valley’s established
rural farming community, the Village of Pemberton – with its recent influx of
younger residents who largely work in Whistler, to the First Nation’s community of
Mt Currie (L’ilwat Nation) and the rural communities of Birken and D’Arcy at the
eastern portion of the area. Birken is also home to a First Nation’s community
(Seton Lake Indian Band).
3.2.2 First Nations Communities
The plan’s objective is to be inclusive of all area residents. First Nation’s culture and
presence will be increasingly important as this community will be a primary feature
of the 2010 Olympic and Paralympic Games. With local land claims in process, the
District’s First Nation’s communities appear poised for economic and cultural
development.
3.2.3 Farming & Forestry
The area has roots in farming and forestry. While many of the area’s residents
support tourism there are residents that feel the renewed support of these primary
economic drivers should take priority over tourism-related initiatives. Farming and
forestry present opportunities for eco-tourism and agri-tourism.
3.2.4 An Alternative Lifestyle
Many people have moved to the area to experience a less commercial lifestyle than
that offered in larger urban areas, and even Whistler. These residents raise concerns
about loosing the benefits of the current outdoor recreation, front country and
backcountry operations to destination visitors. Local resident outdoor recreation
activities include hunting, hiking, snowshoeing, backcountry skiing, motor sports
and snowmobiling. The Pemberton Glacier, which looms just south-west to the
Village of Pemberton, is regarded as world-class high-country snowmobiling terrain.
3.2.5 Human Resources
Pemberton’s recent influx of residents, mostly to the Village of Pemberton, plus an
established business community hosts a wide variety of skills and talent. The
community has a strong tradition of banding together during challenging times.
The time may be right presently for the community to join together in a
coordinated and focused manner to bring initiatives that can benefit the community
at large.
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Pemberton’s population is lower than the provincial average and the average income
per household is higher than BC’s median levels. The 2003 Census listed SLRD
Area C’s median family income as $62,585 versus $54,840 for the provincial
average. SLRD is noted as the fastest growing area in BC (Source: 2003 Federal Census)
3.3 Economic Challenges
3.3.1 Natural Resources Challenged
The Pemberton Valley has faced economic challenges over the past four to five
years. The area’s economy is influenced by the farming, forestry industry plus
tourism in Whistler. The natural resources industries have faced challenges provincewide and Pemberton has also felt the effect of declining forestry industry revenues.
3.3.2 Recent Downturn in Whistler’s Tourism Revenues
The recent downturn in Whistler’s economy has had a direct impact on Pemberton
and District. Many of the area’s residents work in Whistler and some Pemberton &
District residents own businesses in the Resort. Whistler’s challenges are the result of
a number of issues including poor winter snow condition seasons from 2002 to
2004, a significant decrease in international travel, the rise in the Canadian dollar
relative to US currency, and US/Canada border access issues. International factors
such as the middle-east conflict, increased competition from other tourism areas –
such as Las Vegas and sun-belt resorts, and the SARS outbreak in Ontario have all
contributed to this local downturn. Tourism is expected to experience an upswing
but when and how strong this will be is uncertain.
3.4 2010 Olympic & Paralympics Games (Feb & March 2010)
The Sea to Sky Corridor, which stretches from Furry Creek to Birken, is now
starting to build and develop for the upcoming Games. Building, development and
investment are starting to ramp up in Whistler, Vancouver and to a certain extent
Squamish – at the south end of the Sea to Sky Corridor. Pemberton is poised to
benefit from this activity. To maximize on the Games the community is
implementing a plan to take economic advantage of this event and activities leading
up to the 2010 Games. A Pemberton & District Spirit 2010 Committee has been
struck under the jurisdiction of the Village of Pemberton (VoP).
The VoP, Squamish Lillooet Regional District (SLRD) and local First Nation’s
communities are presently in negotiations and/or communications with the
Vancouver Olympic Organizing Committee (VANOC) regarding the upcoming
Games.
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Tourism Pemberton marketing initiatives will increase in activity and effectiveness
over the next five years readying Pemberton and District to benefit from the Games.
3.5 Hard Resources & Facilities
Pemberton and District provides outstanding access and resources to outdoor
recreation – both at the front country and back country levels.
3.5.1 Present facilities include:
Golf Courses
Big Sky Golf Club
Pemberton Valley Golf & Country Club
Pemberton Airport-based enterprises including:
Charter fixed-wing service
Pemberton Helicopters
Pemberton Soaring Centre
Established Recreation & Activity Providers including:
Jet boat operations
Kayaking & canoeing
Eco-tour and agri-tourism opportunities
Horseback riding
Heli-skiing, heli-hiking, heli-site-seeing, etc.
Motor sports such as snowmobiling, dirt bike riding, ATV riding,
etc.
Cross-country and back-country skiing
Parasailing
Fishing – supplies and guiding
Accommodations
Over 13 Bed & Breakfast Facilities
Lodges, Hotels and Motels
Dining / Food & Beverage Facilities
A variety of facilities ranging from fast food, fine dining and lounge
facilities
Industrial Park
Providing support operations for many tourism-based initiatives
Located between the Village of Pemberton and Mt Currie
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3.5.2 Pemberton Airport
The Village's airport, located 3.5 kilometres east of the Village of Pemberton,
provides access for fixed wing and helicopter traffic. The airport is undergoing a
feasibility study spearheaded by the Village of Pemberton - operators of the facility.
Presently Dash 7 and Dash 8 aircraft and helicopters utilize the airport. The use of
larger aircraft is being considered but the tight Pemberton Valley geographical
layout presents challenges hosting such aircraft. There is a possibility that this can be
overcome using technology. Several private companies, such as Vancouver-based
Intrawest who own and operate Whistler-Blackcomb Resorts, have interests in
developing the airport.
3.5.3 Technology
Pemberton has ample high-speed internet access. There are a few small technologybased businesses in the Valley – mostly involving internet and graphic design. The
upcoming 2010 Games are expected to bring access to even higher bandwidth to
the area.
The Pemberton Industrial park has room for growth for housing technology and
light industrial support for tourism-related industry.
3.6 Soft Resources & Services
Pemberton and District’s human and technology resources include training to
achieve standard service levels and increasingly coordinated marketing efforts.
Tourism Pemberton is assuming the role of coordinator of marketing and service
programming for the District’s tourism industry. The organization’s role and
mandate is presently being defined.
3.6.1 Super Host Community
Super Host is a tourism service level program coordinated by Tourism BC. Super
Host Fundamentals is a one-day workshop that teaches front-line employees the
skills and techniques that comprise the basics of service professionalism. The Village
of Pemberton is a certified Super Host community, a certification met when sixty
percent of all tourism employees have successfully completed the Fundamental
training.
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3.6.2 Brand & Brand Identity
Tourism Pemberton has developed a logo and unique selling proposition. The logo
and positioning statement is being used by Pemberton and District businesses on
their promotional material and websites.
Pemberton Chamber of Commerce has produced a self-funded four-colour map of
Pemberton and District. The map contains display advertising from local businesses.
3.6.3 Web & Internet Presence
Most tourism-related businesses have websites.
3.6.3.1 TourismPembertonBC.com
Tourism Pemberton has secured a domain, tourismpembertonbc.com, and the
website is presently being used as an information resource for local businesses and
the present strategic planning process.
3.6.3.2 PembertonChamber.com/Pemberton.net
The Pemberton Chamber’s website, pembertonchamber.com, currently promotes
Pemberton and District’s tourism industry with pages highlighting
accommodations, recreation, dining, retail, etc. The Chamber sites contains an email marketing module and is visitor traffic is tracked using a high-level Web
analytics program. This website is also available as pemberton.net. This domain is
owned by Whistler.com systems and on loan to the Chamber. Note: this domain
could be taken back with 6 months notice.
3.6.3.3 PembertonReservations.com
A Pemberton-based company also operates a tourism-related portal website,
pembertonreservations.com, offering direct online bookings. Glacier Creek
Development, the sites owners, has suggested that they would entertain handing
over operation of this site to Tourism Pemberton. Using the online booking engine
of this website with the Tourism Pemberton’s website should be considered.
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4.0 Benchmarking
We utilized the following research to provide a picture of Pemberton & District’s
current environment review:
4.1. Workshops and On-line Survey Overviews
4.1.1 Workshop 1

February15 &16, 2005
Pemberton Valley Golf & Country Club.
Strategic Analysis facilitated by Tourism BC.
This workshop focused on providing SWOT (strengths, weaknesses,
opportunities & threats) review. The final report listed a series of
Action Plans.
Upon analysis, although this study was conducted over a year ago it was
felt that this information was still relevant and applicable.
4.1.2 Workshop 2

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Thursday March 2, 2006
Public workshop facilitated by Roger Griffin of FOCUS Business
Intelligence
Signal Hill Elementary School – Pemberton.
4.1.3 Workshop 3

Wednesday May 17, 2006
Public workshop facilitated by Roger Griffin of FOCUS Business
Intelligence
Signal Hill Elementary School – Pemberton.
4.1.4 On-Line Survey
May 8 to 16, 2006
Implemented using SurveyMonkey.com.
Pemberton & District businesses were contacted by email and phone
where they completed an online survey.
Focus: TP’s role; Local business marketing practices; Business makeup
4.1.5 On-Line Survey
June 8 to 20, 2006
Implemented using SurveyMonkey.com.
Pemberton & District businesses were contacted by email and phone
where they completed an online survey.
Focus: Training & Tourism
4.2 Workshop 1 Results:
4.2.1 Attractions:
Group perceptions of Pemberton & District attractions.
Strengths
1. Natural amenities
2. Circle tour
3. Golf tourneys
4. Horse riding
5. Snowmobiling
Weaknesses
1. Lack of access to
Meagher Creek
Hot Springs
2. SLRD vs. Village
3. Visitor Info staff
untrained
4. Lack of promotion
Action Plan
1. Access to Measure Creek Hot Springs
2. Foster continued coordination between SLRD & Village
of Pemberton
3. Training programs for VIC
4. Improve promotions
Page 24
4.2.2 Services:
Group perceptions of Pemberton & District services.
Strengths
Weaknesses
1. Gateway highway location
1. Visitor Info Centre
2. Airport
facilities require
3. Accommodations
upgrade
4. Outdoor guided services
2. More airport services
5. Restaurants
3. Need indoor recreation
Centre
4. No public washrooms
Action Plan
1. Upgrade VIC Facilities
2. Stimulate/create more airport services
3. Develop indoor recreation facilities
4. Provide more public washrooms
4.2.3 Hospitality:
Group perceptions of Pemberton & District hospitality.
Strengths
1. Positive growth with
accommodations
2. Existing adventure
companies
3. Super Host Comm.
(summer)
Weaknesses
needs expansion
2. No theme/identity
3. Increased community
support
4. Need regular Super Host
training
Action Plan
1. Expand VIC facilities
2. Develop theme/identity (brand)
3. Increase community support for tourism
4. Develop Super Host training programs
Page 25
4.2.4 Infrastructure:
Group perceptions of Pemberton & District infrastructure.
Strengths
Weaknesses
1. Airport
1. Poor signage
2. SLRD/Village
2. Chamber/Tourism
Pemberton
coordination
3. Fire & emergency services
3. Bridge needed to
4. Circle Tour
Meagher Creek
4. Highway safety
Action Plan
1. Improve signage
2. Foster continued coordination between SLRD &
Village of Pemberton
3. Bridge to Meagher Creek
4. Improve highway safety
4.2.5 Promotion:
Group perceptions of Pemberton & District tourism promotion.
Strengths
1. Chamber/
Tourism Pemberton
2. Whistler piggy-back
3. VIC staffed/location
4. Chamber Website
5. Pemberton brochure &
Visitor’s Guide
Weaknesses
1. Lack of coordinated
marketing effort
2. Minimal support from
regional governments
3. Lack of marketplace
knowledge
4. Transportation
Action Plan
1. Create coordinated marketing plan
2. Improve support from regional governments
3. Increase marketplace knowledge
4. Improve transportation
Page 26
4.3 Workshop 1 – Action Plan OVERVIEW: “The BIG Picture”
Overall, 6 major issues were brought forth at this workshop. The following issues
were perceived as priority items for Tourism Pemberton to address:
1. Marketing Plan
Create a cohesive, coordinated, on-going marketing campaign
this report is aiding to initiate this requirement
2. Visitor Info Centre (VIC)
Upgrade the facilities - which is currently underway
3. Government support & coordination
Facilitate continued coordination and relationships with
strategic partners including the Village of Pemberton (VoP)
and Squamish Lilloett Regional District (SLRD), Tourism
Whistler, Whistler and Squamish Chambers of Commerce
4. Community Support

Foster community support and communicate the area’s
capabilities
5. Highway & transportation
Including the Pemberton & District Airport
6. Meagher Creek Hot Springs
Create/improve access
4.4 Workshop 2 – Agenda
4.4.1 Workshop 2 raised these four questions to participants:
1. WHAT are the key Tourism Activities offered in the Pemberton
Valley?
2. WHO is the Target Market for Each Activity, Product or Service?
3. WHAT are Strengths & Opportunities for Each Activity, Product or
Service?
4. WHY and HOW are these Activities, Products or Services Compelling
& Differentiated Enough to Attract the RIGHT Target Markets?
Page 27
4.4.2 Here is an overview of what participants brought forward:
1. We have our own unique identity and this is a sellable tourism
commodity. We’re not Whistler. We’re not Disneyland.
2. Focus on our strengths… as a GATEWAY to ADVENTURE!
Promote easy access to front and backcountry adventures.
3. Deal with Infrastructure including:
Highway 99’s Appearance within the VoP boundaries
Access to Meagher Creek Hot Springs.
4. We need to address Visitors and Residents needs & wishes.
4.5 Workshop 3 – Agenda
4.5.1 Workshop raised these three questions to participants:
1. WHAT media and promotion channels can we use to cost-effectively
reach Summer & Winter markets?
2. Discuss the role of Tourism Pemberton. How would you measure
success over the next 12 months?
3. Given somewhat limited resources how would you raise funds for joint
marketing, promotion & advertising?
4.5.2 Here is an overview of what participants brought forward:
1. Operational
Visitor Information Centre
Familiarization Tours
Meetings
Camping & RV
2. Marketing & Advertising
Website Development & Marketing
E-Marketing
Cooperative Marketing Programming
Public Relations
3. Measurement
Benchmark, Then Track to Determine Success for both
Operations, Marketing & Budgeting
Page 28
4. Funding
Direct Sales from Local Businesses
e.g. Website, Brochures, Cooperative Media Buys,
Public Relation Event
Sponsorships & Grants
Business Improvement Association or Business Taxing
4.5.3 An Overview
Tourism Pemberton’s role was seen as working with or managing the Visitor
Information Centre, coordinating marketing and public relations, providing research
and spearheading funding opportunities for cooperative marketing ventures on
behalf of Pemberton & District businesses.
Training and advocacy were also mentioned although not brought forward as
Tourism Pemberton priority items.
4.6 Marketing
Workshops participants and survey respondents indicated the following marketing
priorities for TP:
1. Website
Use Images & Video to Sell Our Product
2. Public Relations
Based upon Events & Seasonal Activities
Support & Leverage Events e.g. Slow Food Cycle
Focus on Whistler Concierge & Front Desk Staff Familiarization
Campaign e.g. Community Olympics/ Concierge Days
3. Travel Writer’s Initiative
Tie into major activities and “show & tell” of the District’s
facilities & services
4. Strategic Media Purchases
Cooperative Marketing aimed at Events & Festivals
5. Highway Signage from Squamish to Pemberton
Page 29
4.6.1 Priorities
Website development and marketing was seen as a priority, especially using this
channel to sell the natural assets of Pemberton & District through images and video.
Establishing events and a public relations program for these activities was also
highlighted.
4.62 Direct & Measurable Marketing
Overall, the consensus is that Tourism Pemberton should utilize direct and
measurable techniques wherever possible such as Website and e-marketing.
Participants noted that given Tourism Pemberton’s apparent budget restrictions that
the focus is on low-cost creative strategies to leverage promotion and awareness
versus the typical purchase of traditional marketing tactics such as television, major
print advertising and radio.
4.7 On-Line Survey May 2006

Conducted May 2006
Pemberton Valley & District Businesses
Total Respondents: 44
(a list of participating companies is available in this report’s appendices)
Implemented online using SurveyMonkey.com with original contacts made
by email with phone call follow up
Twenty-six out of twenty-nine respondents indicated that they were an
owner or general manager of their business
Here is an overview of the key finding from study respondents:
4.7.1. Primary Business Location
Other
17%
Birken
5%
D'Arcy
2%
Mt Currie
2%
Pemberton Valley
24%
Village of
Pemberton
50%
Business survey represented the entire Pemberton & District.
Page 30
4.7.2 Primary Business Focus
Accommodations
25%
Other
24%
Food & Beverage
7%
Service
7%
Retail
15%
Government /
Community
5%
Recreation / Activity
Provider
7%
Professional
10%
Business represented a wide variety of industries. Most participating businesses had
direct revenue driven, at least in part, from the Pemberton and District tourism
industry.
4.7.3 Typical Number of Staff including Management and Owners – By
Season
30
25
20
# of Responding
15
Businesses
10
5
0
1 to 5
6 to 10
11 to 25
26 to 50
Over 50
# of Staff
Winter
Spring
Summer
Fall
Seventy percent of participating businesses employed less than 6 staff.
Page 31
4.7.4 Recreation Products & Services Offered
g
sailin
Para
rt s
r Spo
Moto
in g
Soar
ing
mo bil
Snow
g
Ra ft in
at ing
J etb o
in g
Hu nt
to urs
Ecoein g
Ca no
p ing
Ca m
ur s
Air-t o
g
Ridin
bac k
king
t ou rs
Agrieein g
Sites
Kaya
e
Ho rs
Golf
g
Hik in
g
sk iin
He lig
Fish in
in g
Guid
g
Bikin
Participating businesses provided a wide variety of recreation products or services.
Other Products or Services Noted – Respondent Comments:
Full Glider Pilot training and licensing; Helibiking, helihiking, helifishing, helipicnics; We recommend outdoor
activities through various tour operators; Chiropractic Care; Horse drawn wagon rides; We offer packages to
your clients through the other providers in the Valley and in Whistler; Backcountry ski and safety equipment,
satellite phones and hand-tuning of skis; The Pemberton Children's Centre is hoped to open December 2006;
We promote all services & products
4.7.5 Reported 2005 Marketing Budget
14
12
10
8
6
4
2
0
0
,0 0
00
0
$1
,00
er
00
Ov
$1
to
01
00
0,0
0,0
$5
$5
to
01
00
5,0
5,0
$2
$2
to
01
0
0,0
,0 0
$1
10
o$
1t
,00
00
$5
5 ,0
o$
1t
,50
00
$2
2 ,5
o$
1t
,00
$1
00
1 ,0
r$
de
Un
Over 50% of all participating business reported a 2005 Marketing Budget of less
than $2,501.
Page 32
4.7.6 Marketing Expenditures by Tactic
3.00
2.50
2.00
1.50
1.00
0.50
0.00
ge
na
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ine
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s
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er
ail g Fli ..
Em isin d /o r ve.
e
rt
n
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ve
Ad r es n & per
a
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e
sp
oc
B r it e D
ew
s
-N
g
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rti
ve
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r
ar
he
Ot ite M ns
s
io
e b e lat
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Pu
Overall, responding companies spent their marketing budgets on a variety of tactics.
Public relations and website marketing were the most popular tactics.
“Other” tactics include – Respondent Comments:
Commissions to front ends; faxing; Yellow Pages/ Phone Books; telephone books; attending conventions;
information centres; yellow pages (btw, it's question 13); Yellow Pages and word of mouth one on one. Website
construction to start asap!; Most effective has been thru Chamber Brochures/my Marketing skills with Public
Relations; Direct donations, gifts & product
4.7.7 Marketing Budget Projections – 2007 to 2010
30
20
10
0
Increase
This year
Stay the Same
Next 3 years
Decrease
Next 5 years
Most businesses expect 2006 marketing budgets to stay the same as 2005.
Sixty-six percent of businesses anticipate that their marketing budgets will increase in
the next three years. Sixty percent of businesses project that their marketing budgets
will increase in 5 years time.
Page 33
4.7.8 2005 Business Revenues before Taxes
12
10
8
6
4
2
0
01
0 ,0
00
,00
0,0
$2
er
,00
$2
Ov
to
01
0
0,0
,00
00
,00
$1
1,0
o$
1t
00
,00
00
0 ,0
$5
50
o$
1t
00
,00
50
0 ,0
$2
25
o$
1t
0
,00
00
,00
$1
00
$1
to
01
0
0,0
,00
$5
50
n$
ha
t
ss
Le
Thirty-three percent of respondents reported 2005 revenues less than $50,000.
4.7.9 Revenue Projections – 2007 to 2010
25
20
15
10
5
0
Increase
Stay the Same
This year
Next 3 years
Decrease
Next 5 years
Forty-five percent of businesses expect 2006 revenues to increase from 2005.
Sixty-six percent of businesses anticipate that their marketing revenues will increase
in the next three years. Eighty percent of businesses project that their marketing
budgets will increase with 5 years.
Page 34
4.7.10 What Products or Services are most PROFITABLE for your business?
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
&
n
io
ct
tru
es
ns
rc
ou
Co
s
es
ce
lr
vi
ra
er
tu
ls
Na
na
sio
es
ge
of
ra
Pr
ve
Be
od
Fo
il
ns
ta
io
at
Re
od
m
m
co
Ac
n
tio
ea
cr
Re
The majority of respondents indicated that Recreation and Accommodations
products or services were “profit centres” for their businesses, followed by Retail
and Food & Beverage.
4.7.11 Estimated 2005 Winter Revenues by Customer Geographic Origin
Whistler/Squamish,
5%
Asia, 4%
Europe, 5%
Washington, 6%
Lower Mainland, 6%
Pemberton, 9%
Other, 7%
Other US, 5%
Other BC, 5%
When asked the geographic area of customer that produce their winter revenues
fourteen percent of all revenues were reported to come from Pemberton, Squamish
and Whistler residents. Eighty-six percent of revenues were reported coming from
destination visitors.
Page 35
4.7.12 Estimated 2005 Spring, Summer & Fall Revenues by Customer
Geographic Origin
Whistler/Squamish,
11%
Asia, 3%
Europe, 5%
Lower Mainland, 5%
Washington, 8%
Other, 6%
Pemberton, 8%
Other US, 6%
Other BC, 6%
When asked the geographic area of customer that produce their spring, summer &
fall revenues seventeen percent of all revenues were reported to come from
Pemberton, Squamish and Whistler residents. Eighty-three percent of revenues were
reported coming from destination visitors.
4.7.13 What is Tourism Pemberton’s Role?
16
14
12
10
8
6
4
2
0
Website
Very Important
Advocacy
Important
Co-op Ad'g
Somewhat Important
Research
Not Important
Training
Not Sure
Average
The majority of respondents reported that maintaining and marketing a website was
Tourism Pemberton’s top priority, followed by a role of advocacy and the
management of cooperative advertising.
Page 36
4.7.14 Are You Willing to Participate in TP lead Cooperative Advertising?
No
26%
Yes
74%
Seventy-five percent of respondents indicated that they would participate in
cooperative advertising and marketing.
4.7.15 What Percentage of Your Marketing Budget Would You Allocate to
TP?
Other
None
More than 25%
10 to 25%
1 to 3%
5 to 10%
4 to 5%

Page 37
Nine per-cent of respondents indicated that they would contribute more
than 10% of their marketing budget to Tourism Pemberton programs.
Forty-eight percent of respondents indicated that they would allocate less
than 10% of their marketing budgets.
Twenty-three percent of respondents indicated that they would not
participate in funding or cooperative marketing.
5.0 Financial Contributions
5.1 Projected Levels of Financial Contribution
An online survey was implemented to help project potential revenue generation
from Pemberton & District business for Tourism Pemberton initiatives.
Businesses were asked “How much of your total Marketing budget would you
allocate to establishing Tourism Pemberton marketing initiatives, including staff
and/or consulting costs, on behalf of ALL Pemberton & District businesses?”
The following chart shows 2005 marketing expenditures of respondents plus their
projected contribution, as a percentage of their overall marketing budgets that they
would contribute to Tourism Pemberton.
We took the median of marketing budget ranges or contributions. For example,
when a business indicated they spent between $1,001 and $2,500 on marketing for
2005 we calculated the budget to be the median $1,750. Likewise, when a business
indicated they would contribute 5 to 10% of their marketing budget to Tourism
Pemberton we calculated a median contribution of 7.5%, for this example.
These calculations are not sustainable to a research-industry level of confidence but
were calculated to try to get an idea of the overall contribution that respondent
businesses project contributing to Tourism Pemberton marketing initiatives.
Based upon our calculations, the seventeen businesses that responded answered
questions regarding 2005 marketing budgets and projected Tourism Pemberton
contributions averaged approximately $120 per enterprise.
Based upon this review, we anticipate that Tourism Pemberton may be able to
collect between $4,000 and $9,000 for Pemberton and District participating
business for the marketing organizations’ initial year of operation.
Upon industry research and best practices, it is felt that a minimum of $30,000 is
required for Tourism Pemberton initiatives to have a positive effect on local tourism
business revenues during its first year of operation. A marketing budget of $50,000
or over is preferred.
The chart following shows reported 2005 Marketing Budget, Projected Tourism
Pemberton contributions and calculations noted above.
Page 38
Co.
#
Mktg Revenues 2005
Median
Budget
% to TP?
Median
Cost%
2,750
None
$
-
12,500
Other
$
-
1
$2,501 to $5,000
2
$10,001 to $25,000
3
Under $1,000
500
1 to 3%
4
$2,501 to $5,000
2,750
Other
5
$1,001 to $2,500
1,750
10 to 25%
12.50%
1 to 3%
2.00%
6
Under $1,000
7
$50,001 to $100,000
8
Under $1,000
2.0%
$
$
500
75,000
Median Contr.
$
$
500
Revenues 2005
$100,001 to $250,000
10.00
218.75
Less than $50,000
$100,001 to $250,000
-
$ 1,500.00
$
$
-
Less than $50,000
-
Less than $50,000
9
$5,001 to $10,000
7,750
10
$1,001 to $2,500
1,750
10 to 25%
17.50%
$
306.25
11
$1,001 to $2,500
1,750
4 to 5%
4.50%
$
78.75
12
$1,001 to $2,500
1,750
None
13
$10,001 to $25,000
12,500
1 to 3%
14
Under $1,000
$
-
15
$1,001 to $2,500
1,750
None
$
-
Less than $50,000
16
$1,001 to $2,500
1,750
None
$
-
Less than $50,000
Other
$
-
$
-
$
2.00%
500
17
$
250.00
$50,001 to $100,000
Less than $50,000
Over $2,000,001
18
$1,001 to $2,500
1,750
19
$2,501 to $5,000
2,750
4 to 5%
4.50%
$
123.75
Over $2,000,001
20
$1,001 to $2,500
1,750
1 to 3%
2%
$
35.00
Less than $50,000
21
$1,001 to $2,500
1,750
Other
22
$5,001 to $10,000
7,750
4 to 5%
4.50%
4.50%
23
$1,001 to $2,500
1,750
4 to 5%
24
$2,501 to $5,000
2,750
None
25
Under $1,000
500
26
27
$2,501 to $5,000
2,750
28
29
$1,001 to $2,500
$
1 to 3%
2%
4 to 5%
4.50%
-
$
348.75
$
78.75
Less than $50,000
$50,001 to $100,000
$250,001 to $500,000
Less than $50,000
$
-
$250,001 to $500,000
$
-
Less than $50,000
$
-
$
123.75
Other
$
-
1,750
Other
$
-
None
$50,001 to $100,000
$500,001 to $1,000,000
30
$2,501 to $5,000
2,750
31
$5,001 to $10,000
7,750
32
$10,001 to $25,000
12,500
1 to 3%
2%
$
250.00
$1,000,001 to $2,000,000
33
Under $1,000
500
5 to 10%
7.50%
$
37.50
$50,001 to $100,000
34
$2,501 to $5,000
2,750
5 to 10%
7.50%
$
206.25
Less than $50,000
35
$5,001 to $10,000
7,750
4 to 5%
4.50%
$
348.75
36
$5,001 to $10,000
5 to 10%
7.50%
$
37
$
-
Less than $50,000
$
-
$100,001 to $250,000
-
$
-
$
-
$50,001 to $100,000
$500,001 to $1,000,000
38
$1,001 to $2,500
1,750
39
$1,001 to $2,500
1,750
40
$5,001 to $10,000
7,750
$
-
$250,001 to $500,000
41
$2,501 to $5,000
2,750
$
-
$100,001 to $250,000
$
-
More than 25%
25%
42
43
$5,001 to $10,000
7,750
None
44
$2,501 to $5,000
2,750
1 to 3%
$
$
2%
$
55.00
$ 4,408.75
avg. contribution per respondent
Page 39
$
$100,001 to $250,000
437.50
119.16
$1,000,001 to $2,000,000
$1,000,001 to $2,000,000
5.2 Effectively Promoting Tourism on a Limited Budget
Based upon preliminary research, Tourism Pemberton will likely have the challenge
of marketing Pemberton & District with a very limited marketing budget.
Therefore, it is recommended that Tourism Pemberton take a direct-marketing and
viral marketing approach to its expenditures. This approach was also recommended
by participants in the study’s Public Workshops.
Traditional media such as radio and broadcast television are likely out of reach due
to budget and contractual commitments.
Alternative direct-marketing marketing approaches include:
Viral marketing
approaches centered on media relations, including facilitating travel writers
Events
whereby media relations can be leveraged
Cooperative advertising
that pools funds and resources to extend further media reach
Web development to provide a channel to sell Pemberton with images,
video and text in a cost-effective and measurable manner
Direct Internet & E-Marketing
Geo-targeted internet marketing (pay-per-click) and
direct e-marketing (e-mail and RSS feeds) that allow a low-cost, measurable
investment involving limited financial commitments and checks and balances
regarding return-on-investment (utilizing Web analytics programming)
Road-signage and brand identity
campaigns targeting highway traffic – both south of Whistler and on
Pemberton’s “golden mile” – the area between One Mile Like and the
entrance of the Pemberton Valley Lodge.
Page 40
6.0 Gap Analysis
What’s the difference between our current position & desired future?
6.1 Three main issues required to initiate marketing and administrative
programs.
1. Securing Funding
Source funding to pay for marketing and administration.
Includes direct marketing costs plus administrative and
coordination of marketing programs.
2. Gather Support
Industry, Community & Government Levels.
Includes providing support for direct funding and/or help with
tapping into funding opportunities e.g. at the local, provincial
or federal levels.
Partner with these entities on meeting financial and service levels
3. Hire Human Resources
Person(s) to coordinate & implement objectives, strategies & tactics.
Either a full time or part time administrator and/or outsourced
contractors.
Personnel are required to coordinate and administer marketing
and promotional campaigns.
Assume the role as TP’s “Brand Champion”
Page 41
6.2 Research Study Results
1. Business Make-up
The majority of responding businesses are very small with relatively low
annual revenues and marketing expenditures.
Seventy percent of businesses employ less than 6 people
Fifty percent spend less than $2,500 annually on marketing and
promotion
Thirty three percent of businesses report annual incomes
2. Projected TP Member Contributions
Calculated projected contribution of $4,500 + or – 10% from Year 1 from
the 17 businesses that provided 2005 marketing expenditures and their
projected contribution to Tourism Pemberton.
3. Cost-Effective Cooperative Marketing
Given these points, it is evident that in order for Tourism Pemberton to
achieve an effective marketing budget, additional funds will be need to be
raised from means other than local businesses.
Page 42
7.0 Strategy
7.1 Strategic Parameters – Judgment
Fit

Mission – Promote & Marketing Pemberton & District to
benefit of Visitors & Resident
Vision – BC’s Adventure Gateway, Revenues
Brand – a World-Class Adventure Gateway
SMART

Specific
Measurable
Agreed Upon
Realistic
Time/Cost Bound
Each Tourism Pemberton strategy, objective and tactic should ideally match the
Mission, Vision, Brand and “SMART” approach noted above.
Page 43
7.2 Strategic Parameters – Who Does What?
7.2.1 Pemberton Chamber / TP Membership
Provide membership funding and mandate to Chamber and TP
7.2.2 Pemberton Chamber Board / Tourism Pemberton Committee
Advocacy with priorities planned by Administrator with advocacy,
government & high-level strategic partnerships handled by
Pemberton Chamber e.g. advocate / lobbying for access to
Meagher Creek Hot Springs
Implemented by Chamber Board & Tourism Pemberton committee
7.2.3 TP Administrator/Coordinator & “Brand Champion”
Budget, reporting, marketing & implementation
Administrator is either TP staff, outsourced consultant or
partnership role e.g. sharing duties with Village of Pemberton
economic development officer or VIC supervisor
This position could be combined with an outsourced creative &
production business
Emphasis on joint-funded programming including:
public relations activities
event coordination/management
Initial role is to raise and manage marketing programs and budgets
Accountable to Pemberton Chamber Directors & TW Committee
7.2.4. Outsourced Creative & Production
Emphasis on self-funding cooperative programs
Providers of marketing products and services including:
Signage
Website design, development & maintenance
Internet & e-marketing
Printed material development
See the chart below for an organizational structure.
Page 44
7.2.5 TP Organizational Structure
Pemberton & District
Chamber of Commerce
Membership
Pemberton & District
Chamber of Commerce
Board of Directors
Advocacy
Governance
Strategic Partners
E.g. CFDC of HS,
2010 Spirit
Committees,
Tourism Whistler,
Whistler &
Squamish
Chambers
Tourism Pemberton
Committee
Advocacy
Governance
Tourism Pemberton
Mktg Administrator
Budgeting/Finance
Project Mgt. &
Planning
Administration
Sales & Marketing
Reporting
Outsourced Providers
Marketing Products &
Services e.g. website
development, Internet
& E-marketing,
Research,
Copywriting
Project Mgt.
The Marketing Administrator may be a TP employee, outsourced
consultant or shared position e.g. Economic Development Officer share
with Village of Pemberton, etc.
Page 45
7.3 How does TP Afford Marketing Programs?
7.3.1 Self Funding

Due to budget restrictions, most of marketing dollars will likely be
spent in self funding programs
Participation of such programs is ideally administered with payment
in full before any marketing expenditures or purchases are made
Examples of self-funded programs include:
Cooperative display ad purchases
Website or printed material advertising
Specific paid web marketing initiatives such as pay-perclick or e-mail broadcasts including website development
with landing pages, etc.
e.g. pay-per-click website marketing targeting “Whistler
golf” or “Whistler accommodations” or “Revelstoke
snowmobiling”
This involves:
planning a critical path for campaigns
sales or communications or programming
creative and production development
billing and administration
7.3.2 Joint Funding

Page 46
Some programs will need to be joint-funded by members directly or
provided by external funding sources e.g. grants or programs
Examples of joint funded marketing initiatives include:
Initial Website development
Highway signage
Visitor Info Centre signage
Some public relations campaigns
Research initiatives
Brand-lead display advertising e.g. Whistler publications –
Whistler Magazine, newspapers, etc.
7.4 Support – Where does TP need to initially gather support?
Government/Strategic Partners
Present local and regional governments with TP’s research,
objectives and request for funding and support
Present specific requests
Outline expectations with ROI
Community
TP needs to communicate with it’s members and the community
at large (e.g. Web, Workshops, e-mail marketing and other
communications) outlining plan and requests for member
funding
A community training program should provide overview of
marketing planning and tactics including an explanation of
TP’s self funded objectives, strategies and tactics
7.4.1 Initial Funding Sources
TP needs to acquire seed money to hire an in-house temporary or contract worker
to source funding opportunities for year 1 (the first 365 days of TP’s operation).
Recommended budget is $10,000 to initiate funding marketing initiatives and
administration.
These potential sources include:
Pemberton and District Chamber membership
Other local businesses
Business Improvement Association
First Nation’s Band Councils
Squamish Lillooet Regional District
Whistler Blackcomb Foundation
BC Provincial Programs
Vancouver Olympic Organizing Committee
Canadian Federal Programs
(facilitators for funding)
Page 47
8.0 Objectives, Action Plans & Tactics
8.1 Objectives: 2006-07 (1st 365 days)
Aid in increasing Pemberton & District Tourism Revenues by 20% over the first year
of operation by administering and implementing the follow programs:
8.1.1 Six Self-Funding Major Initiatives
1. Strategic Partnerships Established
source a targeted budget of $50,000 in tourism-related funding
opportunities
establish self-funding program for initiatives such as cooperative
advertising, website development & marketing, events, printed
material – map / guide
seek funding for a 15% marketing budget increase for Tourism
Pemberton’s second 365 day term
Page 48
2. The “Golden Mile” – Hwy 99/VIC Brand/Packaging
acquire signage with branding message “Adventure Begins
Here”, website URL, and brand identity
one highway sign south of Whistler
signage at entry points to Pemberton Valley, north and south –
which may require bylaw amendments
signage at Visitor Information Centre
3. Cooperative Marketing Implemented
Advertising, P.R., Research
Whistler-based display advertising promoting Pemberton brand,
slogan and website URL
4. Website & Internet Marketing Program
Internet & e-marketing development providing new content and
landing pages for self-funded campaigns
Targeted PPC and permission-based email marketing programs
5. Meagher Creek Hot Springs Access
advocacy by Pemberton Chamber of Commerce
6. Major 2010 Games-Oriented Winter Event
facilitated by Pemberton Spirit Committee in conjunction with
local governments
8.2 Brand Identity – Logo & Unique Selling Proposition (USP)
Brand Identity Standards Report Published for Member Use
Develop brand identity standards for all use of logos, USP and
website URL use
add USP and URL on all signage, printed materials, advertising,
website, and e-marketing materials whenever possible
Page 49
8.3 Overview of Marketing Tactics:
Tactic
Details
Website Development
& Maintenance
Search Engine Optimization; Landing Page Development; Website
Maintenance
Joint-Funded:
Add generic content
e.g accommodations,
recreation
Analytics & reporting
Target Markets:
Each page or section will be targeted by user type and /or
recreational activity.
User groups e.g. snowmobilers, golfers, etc.
Pages, on-line advertising and mini-sites will be developed
and optimized and customized for specific target market
activities and characteristics
Pemberton & District businesses would also be provided with
the opportunity to purchase “micro-sites” on the Tourism
Pemberton website e.g. 3 to 5 web pages promoting a
specific business – including a home page, about us and
contact us pages; possible integration of
pembertonreservations.com online booking mechanism
Self-Funded:
Mini-sites for PCC
Members
Season:

Internet Marketing
Joint-Funded:
Add generic content
e.g accommodations,
recreation
Self-Funded:
Includes PPC setup and
management
Landing pages for
campaigns
Available promotion for all seasons
Geo-targeted Pay-Per-Click (PPC) - Google AdWords, Yahoo
Search Marketing
Target Marketed:
Paid advertising dependent on contributor companies and
tourism/business sectors
Pay-per-click can be targeted to specific country, cities or
regions
Campaigns will be customized for specific recreation
keywords e.g. anything from “Pemberton accommodations”
or “Whistler golf” to “Revelstoke snowmobiling” with
customized landing pages
All PPC advertising is measurable using web analytics
applications to determine effectiveness and return-oninvestment
Season:

Page 50
PPC advertising can be “turned on and off” at any time
thereby making it available for any and all seasons
Public Relations
Joint-Funded:
Writer/Media Program
Mascot Program
FAM Tour Program
Media kit development
Travel Writers; Whistler Concierge & Front Desk Staff;
Travel Agents; Trade Show – Mascot

Contacting and facilitating media relations with a focus on
travel writers
Includes familiarization trips/events for travel writers plus
industry “influencers” such as Whistler concierge and front
desk staff
Possible participation of Pemberton mascot at events and
trade shows
Target Market:
Can be applied to any target market, activity or user group
Travel writers typically oriented to destination visitors e.g.
Heli-skiing, Golfing, Parasailing – which typically require
good visuals
Familiarization trips for Whistler “influencers” would be
focused on promoting Pemberton as an Adventure Gateway
with a wide variety of recreational opportunities
Season:

Cooperative Promotion
Joint-Funded:
Generic brand-based
advertising driving
website traffic and lead
generation
Self-Funded:
Targeted media buys
including creative,
production, delivery
Available for any season required
Locally - Whistler Newspapers; Lower Mainland & Specialty
Magazine e.g. Golf, Snowmobiling, Agri-tours

Selected magazines for “brand” awareness such a Tourism
BC, Vancouver Coast & Mountain publications
Local Whistler newspaper and publication purchases
promoting the Gateway to Adventure with focus on driving
website traffic and aimed at awareness of Pemberton’s
location just north of Whistler
Target Market:
Visitors on route to Pemberton by car, from Vancouver
International airport, or from BC ferries
Season:

Page 51
During Whistler’s busy seasons: Dec, March, August
Events
Joint-Funded:
Event support including
coordination with TP
channels such as website,
e-marketing, and
display advertising
Self-Funded:
Targeted events targeted to
specific businesses
e.g. golf tourneys,
snowmobile
jamborees, events etc.
Printed Material
Self-Funded:
Targeted events targeted to
specific businesses
e.g. golf tourneys,
snowmobile
jamborees, etc.
One 2010-Oriented Winter Major Event; Marketing &
Administrative Support for Other Events
Focus
on development of large, self-funding event to be built
up for 2010 Games
Geared at building Pemberton’s Adventure brand
Built to provide a media-worthy event
Target Market:
Adventure seekers from Sea to Sky Corridor and Cascadia
(Lower Mainland & Upper Washington State)
Season:
February
– ultimately to be run during 2010 Whistler Olympic
events
Rack Cards; Circle Tour Maps; Leave-Behinds - Hotels &
B&Bs
Coordinate
brand identity campaigns for all Pemberton &
District businesses
To include consistency in logo, unique selling position and
website URL usage guidelines
Target Market:
Pemberton & District businesses marketing channels – print,
web, radio or TV
Season:
Available
"Golden Mile"
(Hwy 99)
for any season required
Signage below Whistler; Clean-up; VIC Exterior Design &
Map; Highway Beautification;
Highway
Joint-Funded:
Highway signage
development
and lease
signage below Whistler and near Lillooet promoting
Tourism Pemberton’s unique selling proposition and website
URL including the Visitor Info Centre and along
Pemberton Railway Station
Target Market:
Rubber-tire traffic
Season:
Available
Page 52
all seasons
Research
Benchmark & Online Surveys; In-Village Destination Visitor
Research
Joint-Funded:
In-village face-to-face
interviews, On-line surveys
TP member revenue
reporting
Competitive/business
intelligence

Benchmark and comparison of:
Pemberton & District tourism revenue levels – to
determine effectiveness of marketing campaigns
Bi-annual in-village and on-property surveys,
implemented in cooperation with participating
local businesses to determine brand awareness,
service levels, demographics, etc.
Online research and data sharing to help
determine market share and lead generation –
coordinated through participating local businesses
Target Market:
Local businesses – revenue targets, market share, lead
generation
Destination visitors – brand awareness, service levels
Season:

To be run seasonally – winter and summer
8.4 Target Markets – by Season
2.5
2
1.5
1
Winter
Other 3 Seasons
0.5
0
C
S
r
he
d
Ot
lan
ain
rM
we
Lo
to n
ing
sh
ish
Wa
am
qu
r/S
tle
is
Wh
e
ro p
Eu
rB
he
Ot
rU
he
Ot
ia
As
Respondents were asked “Please provide your best guess as to how much revenue
comes from your customers - by where they live. E.g. how much of your revenues
come from Washington visitors during this season?” for both a) winter and b)
spring, summer & fall seasons.
Page 53
8.4.1 Reported 2004-05 Winter Revenues – by Geographic Origin

Fourteen percent of winter revenues were attributed to Sea to Sky
Corridor residents (Pemberton, Whistler & Squamish).
Winter revenues from Lower Mainland and Washington State
residents are attributed to snowmobiling.
7%
6%
5%
4%
3%
2%
1%
0%
is
Wh
tle
ng
shi
Wa
q
r/S
mi
ua
to n
S
d
lan
ain
C
rU
he
Ot
rB
he
Ot
r
he
Ot
rM
we
Lo
e
ro p
Eu
ia
As
sh
8.4.2 Reported 2005 Spring, Summer & Fall Revenues – by Geographic
Region

Seventeen percent of summer revenues were attributed to Sea to Sky
Corridor residents (Pemberton, Whistler and Squamish).
Europe and “other” residents each were attributed to providing 8%
of revenues during these three seasons.
European and other destination visitors were noted as traveling
more often in late summer and early autumn, often by recreational
vehicle.
12%
10%
8%
6%
4%
2%
0%
is
Wh
tle
d
an
mi
ua
to n
q
r/S
ng
shi
Wa
S
l
ain
C
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he
Ot
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he
Ot
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Ot
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Lo
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sh
Page 54
8.4.3 Spending by Season:
Specific spending such as website development and “Golden Mile”/ Highway 99
signage would apply to all seasons.
Marketing expenditures, such as cooperative advertising, internet marketing and
events would be seasonally balanced; allocated to season dependent on expected
revenues. Year one would see approximately seventy percent of total budget
allocated to spring, summer and fall. The remaining thirty percent would be devoted
to winter promotion.
The season split would be adjusted each year depending on local revenues and
promotional opportunities.
8.4.4 Budget Tactic “Touch Points” by Winter Season
Whistler
WINTER
Squamish
Website Dev. &
Maintenance
Internet &
E-Marketing
Lower
Mainland
Other Other
Other
BC
Canada WA US
Europe Asia
PR
Coop Promo
Events
Printed Material
Golden Mile
(Hwy 99)
Applies to all markets
Research
Solid Colour = “Strongest” Horizontal Lines = “Strong” Vertical Lines = “Moderate”
Page 55
8.4.5 Budget Tactic “Touch Points” by Spring, Summer & Fall Season
Whistler
Lower
SUMMER
Squamish Mainland
Website Dev. &
Maintenance
Internet &
E-Marketing
Other Other
Other
BC
Canada WA US
Europe Asia
PR
Coop Promo
Events
Printed Material
Golden Mile
(Hwy 99)
Research
Solid Colour = “Strongest” Horizontal Lines = “Strong” Vertical Lines = “Moderate”
These charts listed above graphically demonstrate an overview of spending tactics by season and
marketing tactic. The darker the colour of a cell indicates the strength of the tactics “purpose” by
target market. For example, on the “summer grid” shown above, the darker orange box shows that
budget allocated for web development to specifically reach the “Lower Mainland”, “Other BC” and
“European” markets. This spending is expected to have residential reach to “Other Canada”, “WA”
–Washington State and “Other U.S.” as noted by the lighter orange colour. Website is also expected
to have a light residual reach for “Pemberton”, “Whistler/Squamish” and “Asia” markets.
Page 56
9.0 Research & Business Intelligence
9.1 Learning & Thinking – You Treasure What You Measure

Devote 5% of Total Budget to Research
“What You Measure, You Treasure”
“You Treasure What You Measure”
Includes On-line Survey (e.g. SurveyMonkey.com) plus Intercept
Studies to Benchmark service levels & marketing planning
Using Web Analytics to Help Drive Marketing Planning
9.2 Accountability

Page 57
Develop Audit & Accountability under Direction of PCC Directors
& TP Committee
Weekly & Monthly Key-Performance-Indicator Reports
Quarterly Presentations
Bi-Yearly Reviews
Yearly Marketing Plan Approval
9.3 Cooperative Research
9.3.1 Revenue Tracking

Setup secure, private mechanism for collecting gross revenues and
customer demographics of participating businesses to benchmark
effectiveness of programs
Create on-line data collection tool and report combined findings to
Tourism Pemberton committee
9.3.2 Media Tracking & Service Levels

Create campaign across businesses for permission-based e-mail tracking
to solicit on-line surveys from customers to track media and campaign
effectiveness plus service levels
9.3.3 Tourism Industry Program Participation Standards

Page 58
On-line surveys provided to participating businesses to track program
effectiveness
10.0 Best Practices Review
Phone interviews were conducted to determine best practices and experiences
involving the Olympic Games. Representatives of Canmore, Alberta and Oren &
Ogden Utah were contacted as they are smaller communities situated within a halfhour to one-hour drive from main Olympic Venues. Here is an overview of the
findings:
10.1 Canmore, Alberta
– Interview with Canmore’s Economic Development Officer (EDO)

Accommodations units increased from 325 before the 1981Games
announcement to 765 in 1888
Development slowed after the games with an additional 50 units being
added
The Canmore EDO noted that the town underwent a large change in
residential makeup with an increased number second home owners and
investors who bought real estate in the area before the Games
According the EDO reported a lack of affordable housing as result of this
investment and recommended addressing this issue with town planning
and legacy development
No specific coordinated marketing was reported prior to the Games
10.2 Provo & Ogden Utah
– Interview with Orem/Provo Chamber of Commerce President & Ogden
Government Officials

Page 59
Officials emphasized that the Games were not a strong economic driver for
these regions
The Olympic Committee’s funding and resources are focused on the
“Olympic Family” including sponsors and media – “don’t expect them to
throw you the bone, make things happen on your own in your own way”
The greatest result of the Games was an “amazing experience” with
recommendations for the local residential and business communities to
participate as strongly as possible

Recommendations include “hosting” or “sponsoring” teams
and nations, getting the schools involved with hosting activities
Push for legacies as that is what these areas’ “walked away with” e.g. a
training facility for the local University and new arena
There was some residual effect in terms of brand awareness but no research
has tracked the financial impact post-Games
Develop community ambassador programs and excite residents about
getting involved in volunteering

They experienced media opportunities as the media were looking for stories
e.g. local athletes participating in the Games, unique stories, strong
visuals
Offer Familiarization Tours for media
No specific coordinated marketing plan was reported prior to the Games
10.3 Best Practices Summary

Page 60
2010 probably won’t be a money-making machine
Focus on the experience for the community
Welcome the event with “open arms” and get the entire community
involved
Focus on community buy-in
Be prepared for the media with familiarization events, press kits, media
contact and events with photo opportunities
11.0 Preparing for 2010
The marketing budgets are developed to ramp up spending and initiatives with all
geared to maximize Pemberton’s presence during 2010.
11.1.1 Signage
Visitor Info Centre signage will be developed to facilitate the “Adventure Gateway”
brand. The VIC can be decked out like a property development utilizing adventure
imagery, Tourism Pemberton USP and Website URL.
11.1.2 Website Development & Maintenance/ Internet & E-Marketing
Website budgets for Internet marketing will ramp up accordingly to provide “piggyback” marketing in the Whistler marketplace.
11.1.3 Photo & Video Production/Public Relations
Starting from year one, adding a photo and video production is geared with 2010
media in mind. Public relations campaigns will focus on Pemberton’s proximity to
2010 events. Representatives from Canmore, Alberta and Utah recommended
having a strong media package available to attract press covers for Pemberton &
District.
11.2.4 Advertising
Budgets increase accordingly to provide a presence in Whistler with largest budget
allocated for 2010.
11.2.5 Research
All on-line survey and intercept questionnaires can address prospective initiatives
that Pemberton and District need to address for the Games.
11.2.6 Staff & Management/Administrative Costs
By 2010, a part-time/full-time administrative position is planned for. The role of
this position is coordinating all programming specifically for 2010 involvement.
Budgeted hours for this position(s) would increase each year to 2010.
Page 61
11.2.7 Training
Surpass Super Host certification standards for the District by 2010 to help ensure
optimum service levels. Incorporate Community Ambassadors program with focus
on “high touch point” employees including Visitor Info Centre and Highway 99
businesses.
Provide community-based business training for brand development and marketing
programming to ensure consistent brand, brand identity and service level standards.
11.3 Super Host Certification
Training funds will be required to recertify Pemberton & District to provincial
Super Host standards. The goal for 2010 should be to have one hundred percent of
all high-traffic area personnel Super Host certified. High traffic areas include all
Highway 99 businesses and Visitor Information staff.
11.4 Community Ambassador / Community Pride Program
Extend the Super Host certification to a Community Ambassador program in
preparation for the 2010 Games. This would include setting education and training
standards for residents, commercial enterprises and students at local education
institutions. A key objective of this program is to provide service standards,
standardized community information (to the same “story” to all guests), community
communications and foster community spirit.
11.5 Training Priorities
Provide self and joint-funded programming to businesses and residents based upon
research into tourism needs and requirements. Noted priorities include:

Internet marketing
Finance & Book keeping
Traditional marketing
Subsequent phone follow-ups with businesses that indicated a need for finance
training noted that they would like general book keeping training opportunities.
Page 62
11.6 Workshops Implementation
“Search Engine Marketing 101” and “Marketing 101” courses will take place in
Pemberton during July 2006. These workshops will be lead by Custom Fit
Communications, Pemberton.
Tourism Pemberton will coordinate “Book Keeping Basics” training during the
summer of 2006 and Super Host certification in September 2006.
Page 63
12.0 Training & Education
Training and education is required to provide delivery of products and services, aid
in marketing and administration of tourism products, and maintain service levels.
An online survey was conducted in June 2006 to access training capabilities,
spending and requirements for Pemberton & District businesses. Thirty-one
businesses or organizations responded. Detailed results are available in the
addendum.
12.1.1 How Much Did You Spend on Training in 2005?
18
16
14
12
10
8
6
4
2
0
Under
$1,000
$1,000 to
$2,500
$2,501 to
$5,000
$5,001 to
$10,000
$10,001 to
$25,000
Over
$25,000
12.1.2 Overall how would you rate the ability of your company to provide
TRAINING to meet your business needs?
12
10
8
6
4
2
0
Extremely
Satisfactory
Page 64
Very
Satisfactory
Somewhat
Satisfactory
Very
Extremely
Unsatisfactory Unsatisfactory
12.1.3 How would you rate each of the following in regards to your
company's ability to provide quality TRAINING for your staff?
7
6
5
4
3
2
1
0
r
iliti
he
Ot
c
Fa
m
gra
Pro
es
ng
el
es
nn
rso
mi
Pe
nc
ina
/F
d
ine
Tra
e
y
ne
Tim
Mo
Extremely Adequate
Somewhat Adequate
Adequate
Somewhat Inadequate
Extremely Inadequate
12.1.4 What type of TRAINING could you use assistance with? Select as many
as apply.
9
8
7
6
5
4
3
2
1
0
Internet Marketing
Finance/Book
keeping
Traditional Marketing
Other
Operations
Customer Service
Administration
Internet Marketing was defined as including “Search and Pay per Click”. Traditional
Marketing was defined to include “Print Advertising, Branding, etc.”
Page 65
13.0 Summary – A Score Card
While Tourism Pemberton faces challenges, most notably in acquiring funding,
there are presently many positives.
Strengths & Opportunities:

Page 66
A wide variety of world-class four-season tourism and recreation services,
facilities and amenities
2010 Games opportunities
An established and well organized Chamber of Commerce
Newly established “After Hours” social encouraging team
building
Visitor Info Centre upgrades are presently underway
Beautification of Highway 99 it presently underway
Tourism Pemberton steering committee struck and initial
strategic planning and marketing planning underway
A Super Host certified community
A diverse residential community with a tourism-related background
A diverse business community with the abilities to support tourism-industry
including:
Accommodations
Food & beverage
Retail
Pemberton Industrial Park
Management & administrative resources
Marketing resources
Airport
A tourism-industry galvanizing to meet challenges
A clearly established mission, vision, brand identity and positioning
statement
Easy access by highway, air and rail
Involvement in a provincially marketed circle tour
Resources to acquire outstanding imagery that easily sell the product,
including pictures and video
An established Pemberton Chamber Website and e-marketing campaign
Initial research and benchmarking – qualitative and quantitative
Research indicating the seventy-five percent of respondents will participate
in Tourism Pemberton initiatives
Weaknesses & Threats
Funding Limitations
Action Required
Seek funding opportunities locally and
beyond
Cooperatively synergize marketing buys and
research opportunities
Share information and best practices
Provide open communications and establish
team building among organizations
Community Support

Sell the story of Pemberton and District’s
opportunities, requirements and
measurement systems.

Share the story at open houses,
on-line, and in the media

Be clear and transparent about
sharing objectives and required
action plans
Service Levels

Provide training & workshop opportunities
to local businesses and residents including:
Management & Leadership
Marketing – including traditional
and new marketing
Service Levels including Super
Host recertification
Initial focus on retail and service staff along
Highway 99 and the Visitor Info Centre
Establish Community Ambassador
programming

If funding sources are not immediately available there are still a number of initiatives
that can begin such as cooperative benchmarking, research and “sharing” of business
information and best practices.
The main challenges involve sourcing funding to initiate cooperative marketing
initiates and advocacy. Yet, the momentum is underway for cooperative marketing
and business support among Pemberton and District’s businesses and residents.
Page 67
14.0 Budget – Planning for Different Financial Contributions
14.1 Funding Sources – How much is required?
2006-07 Tourism Pemberton Budget Targets
Membership Fees
$15,000
Local Corporate Sponsorship
15,000
Grants
30,000
$60,000
Joint-Funded Target
$42,760
Self-Funded Target
The table shown above shows budget targets for Tourism Pemberton’s 2006-07
marketing program. The first year will dictate the success and/or direction of this
recommended program.
Membership Fees
Recommendations include charging a percentage of overall revenues. The chart
below shows the percentage of business interviewed from online survey 1 based
upon their annual revenues.
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than
$50,000
Page 68
$50,001 to
$100,000
$100,001 to
$250,000
$250,001 to
$500,000
$500,001 to
$1,000,000
$1,000,001 to
$2,000,000
Over
$2,000,001
2006-07 TP Joint-Funding Revenues
Gross Revenues per Co.
#
Category
Rev. Avg.
Total Revenue
Per Category
Contribution
of Gross Revenues
Contribution
per Co.
Less than $50,000
40
$25,000
$1,000,000
0.20%
$2,000
$50
$50,001 to $100,000
17
75,000
1,275,000
0.20%
2,550
150
$100,001 to $250,000
3
150,000
450,000
0.20%
900
300
$250,001 to $500,000
3
300,000
90,000
0.20%
180
600
$500,001 to $1,000,000
2
60,000
120,000
0.20%
2,400
1200
$1,000,001 to $2,000,000
3 1,100,000
3,300,000
0.20%
6,600
2,200
Over $2,000,001
2 2,000,000
4,000,000
0.20%
8,000
$ 24,250
Is raising $15,000 from Tourism Pemberton membership possible?
The chart above assumes the contribution of 100 Pemberton & District businesses.
The number of businesses for each revenue category is based upon online survey’s
revenue research. For example, fourty percent of respondents indicated that their
gross revenues were under $50,000. The table shown above shows an arbitrarily
picked median gross revenue for each category. For example, the fourty businesses
reporting incomes less than $50,000 are selected as having an average gross income
of $25,000 per business.
If one-hundred businesses contribute .2% of their gross revenues to Tourism
Pemberton the chart above shows that a contribution of $24,250 is quite possible.
A $10,000 contract awarded to the Project Administrator would be responsible for
collection of membership fees plus acquisition of $10,000 sponsorship fee and
$28,300 in grants and financial aid.
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4,000
14. 2 Self-Funded Marketing Initiative Recommendations
14.2.1 Primary Target Market Review:
Access

by car or recreational vehicle
Circle Tour traffic
Demographics – Geographic

Summer

Lower Mainland
Whistler (destination visitors)
Europe (Germany & England, RV traffic)
Winter

Lower Mainland
Whistler (destination visitors)
Washington Sate (snowmobilers)
Psychographics

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Adventure seekers
Active individuals and small groups
Winter
Snowmobiling
Summer
Golf
Day traffic outdoor adventures
e.g. jetboat, horseback tours
Camping
Fishing
14.3 Joint-Funded & Self-Funded Projects Recommendations
We present two different marketing budgets:
Joint-Funded
Funding provided by TP members plus access to grants, funding programs,
etc.
Self-Funded
Contribution by TP members as a “cash through” operation. Collective
monies spent in cooperative marketing and promotional ventures.
It is important to note that budgeting will need to stay extremely flexible, especially
for the first 365 days, as actual funding for Tourism Pemberton programs is
uncertain.
14.4 Joint-Funded Marketing Budget Targets – Overview by Tactics
Joint-Funded Programs
Signage (Golden Mile)
Website Development &
Maintenance
Internet & E-Marketing
PR
Advertising
Research
Staff & Mgt
Admin. Costs
Discretionary
Totals
2006
$20,000
2007
$20,000
2008
$20,000
2009
$25,000
2010
$34,500
9,500
2,000
6,000
1,000
5,000
2,500
10,000
1,000
3,000
$60,000
3,500
4,500
5,000
4,000
5,000
3,500
15,000
1,000
3,500
$65,000
5,000
5,000
5,000
2,000
5,000
4,500
18,500
1,000
4,000
$70,000
10,000
5,000
8,000
10,000
5,500
5,500
30,000
1,500
4,500
$105,000
5,000
10,000
8,000
5,000
15,000
6,000
40,000
3,500
6,000
$133,000
Tactics are listed in approximate order of recommended priority.
The above shows budget targets. Targets for Tourism Pemberton / Pemberton
Chamber members are 10% of the target totals. If budgets are not met the tactic
spending will be scaled down accordingly.
Self-funded opportunities are the anticipated expenditures that businesses may
contribute to independent cooperative marketing programming.
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14.4.1 Joint-Funded Marketing Budget Targets – Overview by Tactics
Discretionary
140000
Admin. Costs
120000
Staff & Mgt
100000
Research
Advertising
80000
60000
PR
40000
20000
Website Development &
Maintenance
0
1
2
3
4
5
Signage (Golden Mile)
14.4.2 Joint-Funded Marketing Budget Targets – Tactics by Percentage of
Budget Over 5 Years
Admin. Costs
2%
Discretionary
5%
Signage (Golden
Mile)
28%
Staff & Mgt
26%
Research
5% Advertising
8%
Page 72
Website
Development &
Maintenance
8%
Photo & Video
Production
5%
PR
7%
Internet & EMarketing
6%
14.5 Joint-Funded Marketing Recommended Budget Targets
2006-07 Joint-Funded Programs
Signage - below Squamish & for Visitor
Info Centre
Web Development - New Pages & SEO
Public Relations
Photo & Video Product
Display Advertising
Research
Staff / Management
Administration Costs
Discretionary
Ad Creative &
Purchase Production
$15,000
3,000
4,000
$22,000
$5,000
9,500
2,000
3,000
1,000
1,000
2,500
10,000
1,000
3,000
$38,000
Total
$20,000
9,500
2,000
6,000
1,000
4,800
2,500
10,000
1,000
3,000
$60,000
* Prices subject to GST
14.5.1 Recommended Self-Funded Marketing Expenditures
14.5.1.1 Signage
Below Squamish
Lease sign space for small ad
Noting Pemberton is 20 minutes north of Whistler
Contains logo, USP & Website URL
Visitor Info Centre
Adventure images with logo, USP & Website URL
Visible from highway – lighted for night viewing
14.5.1.2 Website Development
New Content
Search Engine Optimization
New content and maintenance for 12 months
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14.5.1.3 Inter Marketing & E-Marketing
Pay Per Click
Add landing pages for generic Pemberton pay per click and
e-mail campaigns
Pay per click setup and management of generic Pemberton
campaigns
E-marketing
12-month e-marketing software license
Content development & web analytics for 12 monthly
campaigns, including copywriting
14.5.1.4 Photo & Video Production
Photography
Pay for photography services starting on-line royalty-free image
collection
14.5.1.5 Display Advertising
Whistler Question & Pique Newsmagazine
Weekly display advertising in local papers

December through March

July through September
Contains logo, USP & Website URL
14.5.1.6 Research & Business Intelligence
Research

Coordinate and compile data over 3 periods during 12-months
Set-up, implement and report on on-line surveys
14.5.1.7 Staff & Management
Administration
Coordinate & implement marketing plan
Secure funding, sales & marketing
Report development
Plus discretionary costs for office materials
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14.6 Self-Funded Marketing Program Targets 2006=07
2006-07 Joint-Funded Programs
Whistler Magazine - Summer
Whistler Magazine - Winter
Whistler Guest Directory - Summer
Whistler Guest Directory - Winter
Vancouver Coast & Mountain 2007 Travel
Guide
Pay Per Click - Golf
Pay Per Click - Adventures
Pay Per Click - Accommodations
Pay Per Click - Snowmobiling
Pay Per Click - Circle Tour
Pay Per Click - Ski & Heli
E-marketing
SEO, Web Analytics & Consulting
Ad Creative &
Purchase Production
$3,600
$1,000
2,700
1,000
2,600
1,000
2,600
1,000
4,300
2,000
1,000
6,000
1,500
1,000
2,000
360
$29,660
1,000
400
200
1,200
300
200
400
3,000
2,400
$13,100
14.6.1 Recommended Self-Funded Marketing Expenditures
14.6.1.1 Print Advertising
Whistler Magazine – Summer Edition
½ page 4-colour ad
theme: adventure begins here; golf, front-country adventure –
breath taking adventures just north of Whistler with a short,
beautiful drive
action: visit website for discounts or call toll-free #
distribution: Whistler hotel rooms & condo units
recreation guide – ad: $3,600 + GST
creative: $1,000 + GST
Whistler Guest Directory – Summer Edition
½ page 4 colour ad
theme: adventures begin here; front country adventures

cost: $2,600 + GST
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Total
$4,600
3,700
3,600
3,600
5,300
2,400
1,200
7,200
1,800
1,200
2,400
3,360
2,400
$42,760
Whistler Magazine – Winter Edition
1/3 page 2-colour ad
theme: snowmobiling packages
recreation guide ad: $2,700 + GST
Whistler Guest Directory – Winter Edition
½ page 4 colour ad
theme: adventures begin here; snowmobile the Pemberton
glacier

ad: $2,600 + GST
Vancouver Coast & Mountain – 2007 Travel Guide
½ page 4-colour ad
theme: golf, front-country adventure – breath taking adventures just
north of Whistler with a short, beautiful drive
distribution: Visitor Info Centres, Highway distribution points
ad: $4,300 + GST
creative: $1,000
14.6.1.2 Pay-Per-Click Advertising – Google AdWords & Yahoo Search
Marketing
Pemberton Golf
Whistler golf
BC golf vacations
Theme: Pemberton golf packages landing page with accommodation
packages
Season: July & August
PPC: $2,000
Management & landing page: $250 + GST
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Pemberton Adventures
Whistler backcountry
Whistler adventure
Whistler horseback tours
BC site seeing
Theme: Pemberton adventures – horseback riding, jetboating, air
activities with accommodations packages
Season: July & August
PPC: $1,000
Pemberton Accommodations
Whistler accommodations
Whistler bed & breakfast
Pemberton accommodations
Pemberton bed & breakfast
Seasons: July & August; Dec to March
PPC: $6,000
Pemberton Snowmobiling
Whistler snowmobiling
Revelstoke snowmobiling
BC snowmobiling with accommodations packages
Season: Dec to March
PPC: $1,500
Circle Tour
Coast Mountain circle tour
BC Highway tours
Season: July to Sept.
Theme: Circle tour landing page with accommodation packages
PPC: $1,000
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Pemberton Skiing & Heli-Adventures
Whistler heli-skiing/hiking
BC heli-skiing/hiking
Canadian heli-skiing/hiking
Theme: Pemberton heli-accessed activities with accommodation
packages
Season: November to March
PPC: $2,000
14.6.3 E-mail Marketing
Monthly campaigns
$360 for 12-month license
Seasonally based upon themes and packages
Creative: $250 per month + GST
Page 78
15.0 Next Steps
July 2006
Request for Proposal for program administrative management
Initiate seed funding for initial funding acquisition
Initiate/coordinate e-mail collection program
Initiate self-funded marketing program busy e.g. Vancouver Coast & Mountains
First accountability meeting
Host 2 Marketing Workshops (Traditional & Internet Marketing)
Aug
Initiate strategic partnerships
Initiate program/plan communications and sales to members & strategic partners
Initiate cooperative marketing programs
Coordinate advocacy program with Chamber Board & Tourism Pemberton committee
1st Level Budget & funding finalized
Initiate shared revenue and service levels tracking
Second accountability meeting
Implement first online survey to members and permission-based clients
Finalize stage 1 funding for Spring, Summer & Fall Marketing 2007 initiatives e.g.
major publication media purchases
Sept
Host Super Host workshops
Winter event planning initiated
Seek funding and initiate planning for Community Ambassador programming
Third accountability meeting
Oct
Implement winter programming campaigns
Web development, Internet Marketing & E-marketing campaigns
Forth accountability meeting
Dec
Establish required training programs for Spring, Summer & Fall 2007
Initiate funding acquisition for training and cooperative programs
Fifth accountability meeting
Finalize stage 1 funding for Spring, Summer & Fall 2007 Marketing initiatives e.g.
research, web and e-marketing initiatives
Jan 2007
Spring, Summer & Fall Budgets Established
Sixth accountability meeting
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Feb
Cooperative marketing buys initiated
Winter event implemented
Seventh accountability meeting
Mar
Cooperative marketing buys completed
Initiate Whistler familiarization
One early summer event
Apr
SuperHost Workshops Initiated
Program & Planning Review - Modify plan for next 365 days
Eighth accountability review
May
Finalize strategic plan for next 365 days
Jun
Initiate summer research programs
Page 80
Addendum
Page 81
I)
Workshop 2, March 2006
Overview & Meeting Transcribes
II)
Workshop 3, May 2006
Overview, Summary Notes & Recommendations
III)
On-line Research, May 2006 RE Marketing, Programming, Budgets
Participating Business & Questionnaire
IV)
On-line Research, June 2006 RE Training
Participating Business & Questionnaire
V)
Advertising Opportunities
VI)
Workshop 1, Feb 2005 – Overview & Action Plan Report
I) Pemberton Tourism Town Meeting Summary
Signal Hill Secondary School – Thursday March 17 2006, 7 – 9 PM
General
The town meeting conducted by Pemberton Tourism and supported by the
Chamber of Commerce and Community Futures offered the residents of the
community an opportunity to review the Strategic Marketing Plan objectives.
Key Participants included:
46 Members of the Pemberton Business and Residential communities
David McKenzie, Chair, Tourism Pemberton
Roy McClean, Principal, FOCUS Marketing Intelligence
Roger Griffin, Meeting Facilitator, FOCUS Marketing Intelligence
Following introductory remarks by David McKenzie, Roy McClean presented the
objectives of the Pemberton Tourism Project. This was followed by a general
comments opportunity and a more in depth discussion in question and answer
format, facilitated by Roger Griffin.
The roundtable included opportunities for participants to write and/or discuss their
feedback to 3 key questions that were posed.
Overview
The community business and residential members present were actively involved in
looking for a positive increase in the tourism opportunities for the Pemberton area.
This included review of seasonal activities and corresponding target markets plus
TP’s role.
Introduction – Roger Griffin, Facilitator
We want to get your input on what you want to see done in Pemberton as far
as this strategy is concerned
Participant
I see us as having our own distinct identity. We're not just a bedroom
community of Whistler. High energy outdoor activities that happen in
Pemberton. Driven toward all sorts of high energy outdoor activity.
Participant
Talking about natural amenities and not show it is really bizarre. Speaker
didn't think that the video communicated effectively
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Participant
Break from 4 into 5 categories i.e.: How are you affecting quality of life for
people in Pemberton. Concerns with uses of the environment and an
overabundance of tourists. Local population is here for a reason.
Roger's Comment
Am I hearing a need for balance? A healthy addition to the economy and
concern for the natural resources in the area.
Participant
I'd like to see the historical sites preserved. Again, concern with too much
tourism
Participant
Again, concerns with too much tourism as opposed to locals living in the
community Fearful of Pemberton turning into Whistler
Roger
I see a lot of heads nodding? Is this what we'd like? We want tourism but
we don't want things to change so much that it's not us anymore?
Participant
Again, concerns with strain on the community due to tourism. Developing
tourism has a price to pay. The reason why people moved here was to have a
little bit of freedom. What is the capacity of our area? How many tourists can
we put in here before we destroy what we have? You don't want to be antitourism etc. but consider the factors.
Participant
In favor of tourism and the sustainability of the environment. However we
need to sustain an economic base
Participant
2 issues - Meager Creek and the Hot Springs being opened up again
Closing of the Hot Springs has had a negative effect on business in the
community
Snowmobiling developed and cultivated more. Balanced along with
sustainability
Roger
What are some of the things that we really can build on? What do we have to
work with?
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Participant
Native crafts, gift shops, archaeological sites such as the paddle wheeler
Outdoor activities such as dog sledding
Roger
Who is the target audience?
Participant
Gave examples as to which demographic would do which sport etc.
e.g.: younger people for motor-cross, older people for golfing etc.
Participant
2 issues - Hiking trails leading straight from the village
Museum and history of the area which really differentiates from Whistler as
we are on the Gold Rush Trail.
Roger
This is one of those key points we were looking for. This tells us what
differentiates us from Whistler
Participant
Set up a language school. These students may enjoy the outdoor activities
that the community offers, A number of businesses would benefit from the
income stream
Participant
I don't think we can put an emphasis on the activities only. The Town itself
needs to be more vibrant. More shops and restaurants need to be added and
spruced up. This would help people to stay and linger in the Town longer
and give them something to do in the evening.
Participant
We have started the Art Council of Pemberton. Promote local arts and
culture - First Nations. A place in the center of town where we can
experience these things.
Participant
Some friends commented that the area looked a little trashy. Things have to
look nice after people come back from the mountain trails etc.
Participant
Advocate the promotion of the First Nations Art. The community needs
practical facilities i.e.: an infrastructure
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Participant
Like to see some concerted steps to attract people driving past in their cars
Our biggest target market is these people who drive by and don't stop
2 markets on our door step that we could access
Participant
I've often thought. It's a great destination but how do you get people here?
The town needs a theme for the town whether Bavarian or Western
whatever.
Redo the signage and have some community functions that draw people. A
winter and summer event.
Roger
Is there a sense that the target markets are tire traffic, the Whistler people,
the Lower Mainland people, the rest of the world? How would you
prioritize these choices?
Participant
An example of a successful festival is the Revelstoke snowmobiling festival
that is very, very popular. Example of target group to attract to the town
Roger
Roger is restating the need to prioritize due to limited resources. Target a
few key groups. This will help build momentum.
Breaking up into groups winter, summer and year round categories
Think about whether your interests or your personal preference is a winter
activity or a summer activity. Or does it go all year round?
Roger's Direction
Pretend you are the Marketing Manager for Pemberton and that you have an
unlimited budget.
Pick someone to be your spokesperson. Think about those key questions.
What are the key activities that will draw the most people and be of the most
benefit for Pemberton? Who are the key target audiences?
Page 85
Unique selling features of the community of Pemberton:
Winter Focus
A lot of snowmobiling enthusiasts in the group so this is where we focused.
Would be a great jumping off point to enhance our winter sports.
Spend a lot of money that goes into the community.
Increasing quality of trails. We do need things like trail maps.
Keep some trails separate for Local and tourists.
Target audience was Lower Mainland and the US.
Day trippers and people who stay
Ski tours and snow shoeing.
Leads us back to where are people going to do it?
Drive-by promotion on Highway
Summer Focus
Summer group had an emphasis on motorized activities as well as golfing.
Golfing ATV, Stock Car Racing, Go-Karts
Promoting Mount Currie with it's spectacular view
The obvious is to target the tire traffic by inviting people in for a drive in
the country
Touring the beautiful farms with the gardens and the artisan artifacts
Air sports. Gliders and parasailing. Unique to Pemberton.
Natural Beauty outdoors
Meager Hot Springs
Circle Tours
All Season
All season activities.
Small town atmosphere that isn't found anywhere else in the corridor
A lot of small businesses that offer good products and value.
Wealth of recreation outdoor as mentioned above along with the hot
springs.
Part of the established circle tour.
Getting people to stop would be to communicate to the Chamber of
Commerce and the Concierge at the Hotels in Whistler.
Cleaning up the entrance of Pemberton.
Established RV Park
Developing walking tours, art displays, developing One Mile Lake
capitalizing on the circle tourists.
Shuttle system to move people around from area to area
Develop 1 or 2 special events that would brand Pemberton as unique
Capitalize on the tourists already in the area
Page 86

Better Value than Whistler
Do Pemberton Valley Brochures
Signal Hill Lookout
Birken
Farmers Market days
Fishing
Trail System
Find / develop system for transporting people to features
Slow Food Cycle
Cycling event was very successful, biking of all sorts, music festival.
Strengths are agriculture and food.
History of Pemberton.
Arts and Crafts.
Views and the trails.
Tire traffic seems to be the lowest risk group to try to access.
Signage to attract people and a theme. For example Gold Rush Trail.
The cycle that attracted a lot of people from the lower mainland and an RV
Park
Clear signage and a theme. Gold Rush and the Potato Jack Character.
Slow food cycle had a huge attendance were word of mouth and very
successful
RV Park
40% from Vancouver
Motocross events
Winter Festival
Pemberton - the best 4 hours you can spend
emphasize the "Potato Jack" character
Petrocan Promoting Pemberton
Roger
Thank you. Any further comments that you would like to add?
Participant
Reiterating how great Pemberton is for cycling etc. Slowing down and
relaxing.
Quick and affordable place to get away and decompress.
Participant
We were the summer group. Every activity would mention that people come
to do an activity and leave. That was the biggest point that came out of our
discussion. People need a reason to stay here. We need to shape up the
community.
Page 87
Participant
We need to radiate how much we love Pemberton and how Blessed we are to
live here. Radiate the coolness' of Pemberton.
Participant
Reiterating the value of being a positive host.
Participant
Discussing the Super Host Program. We should think of doing this in
Pemberton.
Participant
Regarding hiking right from town. A hiking and biking trail up the back of
the town for the view.
Participant
Discusses the trails at Mount Currie and Echo Point and a town in New
Zealand.
Use this town as a template. Wanicka, New Zealand.
Participant
The Information Center is an eye sore. Move the recycling area. Make the
area more welcoming.
Participant
The biggest form of advertising is word-of-mouth. Doing a welcome wagon
approach for the new residents.
Roger
Let's make a little bit of a shift. What should we as a community be doing to
take advantage of 2010?
Participant
There's a Spirit of BC Committee already in place and has a meeting once a
month. From that we did two things. We gave $27,000 out to 4 deserving
athletes, 2 being from Pemberton. The second thing is the Winter Festival
we will be hosting until 2010 and beyond.
Participant
I was thinking of 2010 and what happened in Tourin. It would be cool to
have a special center here to try out for the cross country skiing. A Nordic
center up off the valley floor for training purposes. The speed skating rink as
well. I don't see why we can't get some of that here.
Page 88
II) Pemberton Tourism Town Meeting Summary
Signal Hill Secondary School – Wednesday May 17, 2006, 7 – 9 PM
General
The town meeting conducted by Pemberton Tourism and supported by the
Chamber of Commerce and Community Futures offered the residents of the
community an opportunity to review the results and findings from the March
meetings and a series of one-on-one interviews conducted during the April and May
time periods.
Key Participants included:
16 Members of the Pemberton Business and Residential communities
David McKenzie, Chair, Tourism Pemberton
Roy McClean, Principal, FOCUS Marketing Intelligence
Roger Griffin, Meeting Facilitator, FOCUS Marketing Intelligence
Following introductory remarks by David McKenzie, Roy McClean presented the
findings and state of the nation on the Pemberton Tourism Project. This was
followed by a general comments opportunity and a more in depth discussion in
roundtable format, facilitated by Roger Griffin.
The roundtable included opportunities for participants to write and/or discuss their
feedback to 4 key questions that were posed.
Overview
The community business and residential members present were actively involved in
looking for a positive increase in the tourism opportunities for the Pemberton area.
They contributed ideas and energy to the discussions. The following summarizes
many of their ideas and direction.
Page 89
Adventure Begins Here!
There is no question among the participants that the Pemberton Experience is a
varied and multi-faceted experience. While Whistler may own the Skiing and even
the Golfing ‘top of mind’, participants truly believe it is possible to position
Pemberton top of mind for a wide variety of other activities.
The ‘Adventure Begins Here’ works well in participants minds to embrace the
wide variety of adventures that surround the area.
The other strong feeling and integral component of any marketing and advertising
efforts are the more ‘real’ aspects of the Pemberton Experience. Whereas Whistler is
seen as somewhat a ‘Disneyland’ … Pemberton is clearly closer to nature. Whether it
is the natural trails, the earthy reality of potato farming or home cooking at the B &
B, or even the First Nations experiences … Pemberton is and will be seen by
residents and visitors alike as:

Real

Close to Nature

Warm & Friendly
Training
Supportive of the need and desire to market this one-on-one and by word of mouth,
participants recognized the need for some specific training for ALL who were to be
involved in building and participating in the Tourism building efforts. This would
be done in two ways:
1. Members should all participate in the ‘Super Host’ program
2. They should be trained in the specifics of how Pemberton is to differentiate
itself from the Whistler style of vacation, its benefits and features … without
trashing Whistler
The suggestion was that ‘everyone’ should have this training.
Community Ambassadors – There was some discussion of having people walk
around the downtown area (and other selected spots) at key time periods to
welcome and answer questions. These people were to act as Ambassadors for the
Pemberton Experience and focus attention on encouraging participation in the
activities and opportunities to enjoy the community, its activities and facilities.
Page 90
Advertising and Marketing
Participants were asked to consider all the media methods and ways that they would
suggest to market the newly evolving Tourism Pemberton product. They were
encouraged to think beyond the typical media boxes and look to new and innovative
ways to achieve maximum impact recognizing that their budget simply did not
provide the resources to use paid advertising to achieve all their expectations.
Website
All participants agreed that a strong Pemberton Tourism Website was
important to the development of the profile of the area. Clear slides and
videos of activities for presentation, topical stories and event based activities
were important and thought to be a strong part of the variety of activities
available to visitors and potential visitors.
Participants felt that there should be listings of places to stay, events to
participate in, restaurants to eat at and all activities should be both listed
clearly and where appropriate linked to the purveyor’s website (reciprocally of
course).
Public Relations
Without a doubt, PR and the kind of unpaid advertising that went with it
occupied a large portion of the discussions. Paired with this was a strong
preference and predisposition to the development of many seasonal activities
that would form the basis for the PR and focus of the community. (See
Events & Activities).
When probed as to who would best be the ‘front’ for generating the media
attention and public relations there was little clear focus. Some felt it should
be the event organizing committee, some thought volunteers and some the
new Tourism Pemberton organization. Clearly, most of the group had no
idea how much or the processes needed to actively achieve the kind of ‘free’
publicity that they wanted.
Travel Writers’ Initiative
In addition to the general desire to have many seasonal activities & events
and promote them to generate publicity, there was some specific discussion
around the amount of publicity generated with a recent travel press writer.
Given the relatively low cost to host and tour these people, it was felt
something more formalized and more aggressively planned could be pursued
to bring and host writers from major organizations and important
Page 91
independents to the area. This could be tied into major activities as well as a
general ‘show and tell’ for the region.
Events and Activities
The Pemberton Experience … Where the Adventure Begins
A recurring theme during the discussion was the opportunity to develop and
enhance a number of seasonal theme events and activities. Some of these already
existed, and many others could be developed as a focus of community and press
worthy events. It was felt that these cultural and sporting events both focused
attention on the VARIETY of activities in the area, as well as drawing specific
audiences and generating significant opportunities for free press coverage.
They included:
Slow Food Cycle

Build on previous success
Community Olympics

An Olympic event whereby visitors visit and try various
sporting and outdoor activities to qualify for prizes
The Great Race

A play on the popular TV series whereby visitors would use
GPS tracking equipment to discover Prizes and Rewards
positioned strategically around the community.
Potato Festival

Farming and potatoes are a great part of the heritage but
not too ‘sexy’ for visitors but a good add-on.
Other Events and Activities mentioned and considered part of the Pemberton
Experience

Race Track
Equifest
Tennis

Motocross
Dirt Biking
Parasailing

Glacial Hiking
Cross Country Skiing
Golfing
Concierge Days – The importance of the Whistler and other area hotel concierges
in identifying and recommending activities was highlighted by the participants. A
definite program of familiarization should be actively and aggressively pursued with
this group in order to ensure that they are both aware of all the options and
opportunities for their guests in Pemberton, and to encourage their support.
Because of the high turnover rate among Whistler-based staff and concierge
personnel this is an activity / event that should be held potentially at the beginning
of every season.
Page 92
Media & Marketing Priorities
A number of media and marketing initiatives and priorities were mentioned by
participants. They included (in no particular order), the following:
Media
Website
Comments
Show video on the website – we get lots of good comments
Add digital films and stories that showcase different
unexpected personalities
Lots of activities that people look for
Organize by activity
Link to travel companies and cruise companies
Newspapers
Vancouver papers
Whistler Papers
Washington State papers
Consistent presence in a range of markets - Vancouver,
Calgary, Seattle
Separate tourism supplement with special offering and
events
Familiarization trip for reporters
Radio
Targeted Magazines
Signage
Page 93
Mountain FM
Gets into your head - cheap, targets listeners
I don't have TV, so that is all I have to listen to
Targets listeners
Local Market - Vancouver
Sea to Sky Corridor
Articles and Specials
Airline Publications
Include Rocky Mountaineer and BC Ferries
Placed on specific routes destined for Vancouver
Paragliding mag. As this is an awesome place to glide
Very noticeable to traveling tourist
Special events bulletin on the Highway
Sign at Whistler - KEEP Going You're almost there
Signs up the highway from Vancouver
Trade Shows
Hits a broad range of tourists from Europe and other parts
of Canada
Send Potato Jack to trade shows to represent us
At Farmers Markets advertise great Pemberton events
TV
Channel Listing guides in Whistler
Advertise all the special events that take place here in
Pemberton as listed – Slow Food, Start of Glacial Hiking
etc.
Brochures
In newspapers
At visitor booths
Concierges station
Other Media Marketing initiatives which were mentioned and supported including:

Page 94
Marketing to and on Cruise Ships who increasingly bring tourists
Marketing directly with the RV industry in Alberta and Vancouver,
the two spots which tend to be the beginning of the Circle Tours
which come by.
Incorporate First Nations Cultural Tourism
Consider labels and signage on clothing and helmets
Role of Tourism Pemberton
When asked about the role of Tourism Pemberton, participants had a wide variety of
suggestions and priorities for this new organization to take on. They broke down
into three basic categories.
Operational – things that should be actively managed and led by the Tourism
Pemberton organization:

Operate the Tourism Information Booth
Info Center #
Access Funding
Develop more camp sites and motor home sites
Company waivers
Periodic Business Meetings
Hosting Family Tours
Register and track guests
*Coordinating volunteers
Marketing and Advertising – an extension of the earlier discussed Advertising and
Marketing activities and initiatives:

Promote Annual Events
Catalogue the diversity of media coverage
Log & Coordinate media relations
Measurement – of benefits and items that recognized success of the programs
initiatives and benefits to the community:

Hotel occupancy
Survey of local business each season
Overnight Stays
Frequency of using Bank Machines
Tracking Hotel and B&B stays
Accommodation, Adventure activities data collection
Gather data from tourist related business
Track # of Tourist beds
Measure adventure activity increase
Develop more camp sites and motor home sites
% of increase in accommodation beds
Data from Adventure Companies
*We note that there was a definite recognition that there was a role to be fulfilled in the community that
was not currently being undertaken by anyone. While historically ‘volunteers’ had done much of this, an
expanding program of marketing initiatives to bring new visitors also required some full time staff to
make it happen and to coordinate the efforts of volunteers so as to maximize their contributions.
Page 95
Funding
In the earlier one-on-one research it was evident that with the right kind of
participation of the majors it might be possible to generate in the neighbourhood of
$10,000 in funding. This would be somewhat less than the $50,000 budget that
was established as a goal for Tourism Pemberton’s operating and marketing
activities. The participants were asked to consider how this funding level could be
achieved. They recognized that sustainability was important as well as that as
funding sources for these activities and the organization, there needed to be
accountability.
Their comments included:
Direct Sales – Several considered the need for direct sales to those activities and
companies that would benefit from increased tourism in the area. An active ‘Sales
Manager’ or Department’s role was identified. This person would put together a
program of 3-5 benefit/costs packages that would be ‘sold’ to participants to
generate revenue. The elements might include such things as:

Listing on the website
Brochures in the info booth
Identification in media advertising
Identification on the various activities and ‘prizes’ for things like the
Olympic or Great Race programs
Visits on the travel writer’s familiarization trips
Etc.
It was also recognized that Golf Clubs and Hotels & Accommodation providers
would be important participants in this program both from a funding and a benefit
point of view.
Sponsorship – look to finding sponsors to help underwrite costs (i.e. Coke,
Equipment suppliers, other vendors, etc.)
Yes to Business Improvement Association (BIA) or Business Taxing - some felt
that there would be a benefit to the taxing of businesses directly or in the form of a
BIA. It was noted however, that the BIA concept would not work due to the
physical distribution of the benefiting participants in this program across the broader
Pemberton Valley region and the potential First Nations involvement.
Page 96
Conclusion
Final comments focused on moving forward with the Tourism Pemberton initiative
and recognized the participant’s willingness to move from the expectations of
achieving success through variations on a volunteerism approach to one of needing
/ having paid and dedicated staff to manage and drive the day to day management
of many of the activities and resources.
Their summary comments included:

Page 97
Hire a qualified go-getter to execute our initiatives
Hire a media and event relations person on a % basis
Aim for a working and/or paid staff person required staff member
Have Chamber (TP) coordinate an event that will be a year round
activity
Advertise our new tourism building, signs not posted clearly enough
Inventory identifiable icons that are to be used for Pemberton
marketing
III) Tourism Pemberton Business Survey
Online survey March 2006 – Programming & Budgets
Respondent Businesses:
A C Petroleum Sales
Adventure Ranch
Arid Irrigation & Landscaping Ltd.
Auberge du Pre B&B
B&B Forestry
Backcountry Adventure Club
Big Sky Golf and Country Club
Char-isma Emporium
CNN Backpacker Chalet
Country Meadows B&B
Dr. Shannon Paul, Chiropractor
Farmhouse B & B
Frontier Street Pharmacy
Grimm's Gourmet & Deli Ltd
Home Comforts Bed & Breakfast
La Hacienda Bed & Breakfast
Lazy Crow Ranch
Lillooet River Lodge
Lizzie Bay Logging Ltd
Lower Stl'atl'imx Tribal Council
M. Henry Contracting
Mountain Vacation Planners
Page 98
Mt. Currie Bed and Breakfast
North Arm Farm
Our Glass Works
Pamela's Cook Shack
Pemberton Chamber of Commerce
Pemberton Childcare Society
Pemberton Helicopters
Pemberton Reservations. com
Pemberton Soaring Centre Ltd.
Pemberton Valley Golf and Country
Club
Rod MacLeod Consulting
Sharon's Old Fashioned Natural
Products
Silhouette Fitness
Spud Valley Sporting Goods
Squamish-Lillooet Regional District
The Log House B&B Inn
The Organizing Wizard
The Pemberton Bike Co.
The Twisted Whisker Pet Food &
Supplies
Whistler Real Estate Co. Ltd
Whistler Welding Services
Wildwood Bistro and Bar
Questionnaire
Planning for Tourism
This survey is open to any Pemberton & District businesses. Results will be used to help develop a
Strategic Marketing Plan. This research is conducted by FOCUS Marketing Intelligence Pemberton
for Tourism Pemberton & Community Futures Development Corporation of Howe Sound. All
information collected will be treated confidentially. No individual data or information will be shared
publicly.
This survey typically takes 10 minutes to complete.
If you have any questions please contact:
David MacKenzie
Chair
Tourism Pemberton
E: [email protected]
T: 604.894.2000
Nicole Carothers
Project Coordinator
E: [email protected]
T: 604.892.5467
Page 99
Business/Organization Name
Total Respondents
(skipped this question)
42
2
Website Address - if you have one.
Total Respondents
32
12
Birken
D'Arcy
Mt Currie
Pemberton Valley
Other (please specify)
Total Respondents
Response Total
2
1
1
12
20
Airport, Britannia Beach to Pavilion, Anywhere in B.C. Traditionally Whistler
7
and Pemberton, Whistler, Pemberton Industrial Park (2), Pemberton area
43
1
What is your PRIMARY business focus?
Response Total
Accommodations
10
Food & Beverage
3
Government / Community
2
Professional
4
Recreation / Activity
Provider
5
Retail
6
Service
3
Charter, agritourism, daycare, Structural and Miscellaneous Steel Fabrications,
10
Visitor Centre, Builder - Contracting, central reservation website, Fuel & Lube
Supplier, forestry/logging
Total Respondents
43
1
Typical # of staff including owners & management per season.
1 to 5
6 to 10
11 to 25
Winter
28
4
3
Spring
30
3
4
Summer
28
4
4
Fall
29
3
5
Page
100
26 to 50
50+
2
2
3
2
0
1
1
1
N/A
2
2
2
2
Total
39
42
42
42
Total Respondents
42
2
If you offer Accommodations - How many beds?
Total Respondents
19
25
3-5, four in three rooms, 4, n/a, n/a, 6, 8, 4, 8, 9, Bed Count 8, 10, 4, Not
Applicable (3)
If you offer Food & Beverage - What is your capacity?
Total Respondents
22
22
140, 8, six, 24, 100'S for functions, 8, Breakfast only, 125, Not Applicable (6),
Light Breakfast, 18; softdrinks, ice, power drinks, dried foods; smoking mixes
camping related dry foods; 16 seats, 6, 150
If you offer Food & Beverage - Are you licensed to sell alcohol?
Response Total
Yes
4
No
13
Total Respondents
17
27
If you offer Recreation Products or Services - what type by season?
Winter
Spring
Summer
Agri-tours
1
1
3
Air-tours
3
4
4
Biking
3
4
4
Camping
2
3
3
Canoeing
2
3
3
Eco-tours
1
3
3
Golf
2
5
5
Guiding
3
4
4
Fishing
4
4
4
Heli-skiing
4
4
2
Hiking
2
4
4
Horseback Riding
2
5
5
Hunting
2
2
2
Jet boating
1
3
4
Kayaking
1
4
4
Motor Sports
1
2
2
Parasailing
1
2
2
Rafting
1
4
4
Snowmobiling
3
2
2
Soaring
1
4
4
Site seeing
4
5
5
Total Respondents
Page
101
13
Fall
3
4
4
3
2
3
4
4
3
2
4
5
3
2
2
2
2
2
2
4
4
Total
3
4
4
3
3
3
5
4
4
4
4
5
3
4
4
2
2
4
3
4
5
31
If you offer other Recreation Products or Services please add here.
Full Glider Pilot training and licensing; Helibiking, helihiking, helifishing,
Total Respondents
14
helipicnics; we recommend outdoor activities through various tour operators;
Chiropractic Care; Horse drawn wagon rides; We offer packages to your clients
through the other providers in the valley and in Whistler; Backcountry ski and
safety equipment, satellite phones and hand-tuning of skis; The Pemberton
Children's Centre is hoped to open December 2006; N/A; We promote all
services & products
30
How much did you spend on Marketing / Advertising during 2005?
Response Total
Under $1,000
6
$1,001 to $2,500
13
$2,501 to $5000
9
$ 5,001 to $10,000
7
$10,001 to $25,000
3
$25,001 to $50,000
0
Over $100,000
1
Total Respondents
39
5
Do you see your Marketing expenditures increasing decreasing or staying the same during the
following time periods?
Stay the
Increase
Same
Decrease Response Average
This year
14
21
5
1.78
Next 3 years
22
12
2
1.44
Next 5 years
20
11
4
1.54
Total Respondents
40
4
Where do you spend your Marketing dollars in 2005? For example what percentage of your
Marketing budget goes to Magazine Advertising?
<10% 11 to 25% 26 to 50%
75%+
100% N/A
Direct Mail (Canada Post)
7
2
0
1
0
11
Email Marketing
10
1
2
1
0
5
Advertising - Magazine
10
13
1
1
0
2
Advertising - Newspaper
6
10
2
2
0
3
Brochures and/or Fliers
12
11
4
2
0
0
Radio
4
1
0
0
0
9
Television
4
3
0
0
0
9
Website Design &
Development
9
7
3
2
0
1
Page
102
Average
1.5
1.57
1.72
2
1.86
1.2
1.43
1.9
Website Marketing
Public Relations
Outdoor Signage
Other
5
6
14
6
Total Respondents
40
4
6
1
2
3
3
4
2
3
3
3
0
0
0
3
0
2
3
3
4
2
2.24
2.76
1.33
2.21
If you selected OTHER for Question 13 please specify how you spend your Marketing dollars.
Total Respondents
15
29
Commissions to front ends; faxing; Yellow Pages/ Phone Books; telephone
books; attending conventions; Information centres; yellow pages (btw, it's
question 13); Yellow Pages and word of mouth one on one. Website
construction to start asap!; Most effective has been thru Chamber Brochures/my
Marketing skills with Public Relations; DIRECT DONATIONS, GIFTS,
PRODUCT
What were your Revenues BEFORE TAXES during 2005?
Response Total
Less than $50,000
12
$50,001 to $100,000
5
$100,001 to $250,000
5
$25,001 to $500,000
3
$500,001 to $1,000,000
2
$1,000,001 to $2,000,000
3
Over $2,000,000
Total Respondents
32
12
Compared to 2005 do you see your business revenues increasing decreasing or staying the same
during the following time periods?
Increase
Same
Decrease
N/A Average
This year
21
11
3
1
1.49
Next 3 years
24
5
1
2
1.23
Next 5 years
21
4
1
4
1.23
Total Respondents
36
8
What Products or Services are most PROFITABLE for your business?
Total Respondents
23
21
FOR WINTER - Please provide your best guess at how much revenue comes from your customers by
where they live. E.g. how much of your revenues come from Washington visitors during this season?
100% N/A Average
<5%
6 to 25% 26 to 50% 51to 75%
Page
103
Pemberton
Whistler/Squamish
Lower Mainland
Other BC
Rest of Canada
Washington
Other US
Europe
Asia
Other
8
8
9
10
9
6
9
12
10
1
Total Respondents
31
13
3
10
10
7
7
11
7
3
1
1
3
1
1
0
1
3
0
3
0
1
5
1
2
0
0
0
0
0
0
0
3
0
0
0
0
0
0
0
0
0
6
5
4
5
4
4
4
5
5
5
2.64
1.75
1.82
1.41
1.53
1.85
1.44
1.5
1.09
2
FOR SPRING SUMMER & FALL - Please provide your best guess at how much revenue comes from
your customers by where they live. E.g. how much of your revenues come from Washington visitors
during this season?
<5%
6 to 25% 26 to 50% 51 to 75%
100% N/A Average
Pemberton
3
2
3
5
2
4
3.07
Whistler/Squamish
4
7
1
2
0
4
2.07
Lower Mainland
6
9
3
0
0
2
1.83
Other BC
6
2
1
0
0
2
1.44
Washington
5
1
1
0
0
2
1.43
Other US
3
4
1
0
0
2
1.75
Europe
6
0
5
2
0
2
2.23
Asia
3
0
0
0
0
2
1
Other
2
0
1
1
0
2
2.25
Total Respondents
31
13
Before this survey were you aware of Tourism Pemberton's objectives and/or its website?
Response Total
Yes
29
No
5
Total Respondents
34
10
What role should Tourism Pemberton play in our community? Select as many as apply.
Very
Somewhat
Not
Not Response
Important Important Important Important
Sure Average
Advocacy
10
17
4
0
1
1.91
Co-op
Advertising/Marketing
15
15
2
0
1
1.7
Research
8
12
8
1
2
2.26
Page
104
Training & Workshops
Build, Market & Maintain
a Website
7
9
11
2
2
2.45
17
12
2
1
1
1.7
Total Respondents
33
11
Please feel free to add comments about Tourism Pemberton's role here.
Total Respondents
7
37
Profit??; Heli skiing; accommodation; My own service of Chiropractic care is my
only revenue/profit; Serving the local clientele. Good food at reasonable prices;
catered events; The Olympics; accommodation; What we sell, our B&B room
accommodation; Alcohol
Would your business participate in cooperative marketing & advertising campaigns coordinated
or lead by Tourism Pemberton?
Response Total
Yes
25
No
8
Total Respondents
33
11
How much of your total Marketing budget would you allocate to establishing Tourism Pemberton
marketing initiatives including staff and/or consulting costs on behalf of ALL Pemberton & District
businesses?
Response Total
None
7
1 to 3%
7
4 to 5%
6
5 to 10%
3
10 to 25%
2
More than 25%
1
7
Total Respondents
33
11
# of years in business?
Total Respondents
32
12
Are you a business owner or senior manager?
Response Total
Yes
28
Page
105
No
Total Respondents
3
31
13
Your name?
Total Respondents
27
17
May we contact you to follow up on your survey response - if require?
Response Total
Yes
26
No
4
Total Respondents
30
14
If we may contact you please let us know the best way to contact you.
E.g. leave a phone number or email address.
Total Respondents
27
17
Thank you for participating in our research study. Please feel free to leave comments or questions
here.
Total Respondents
Page
106
9
35
1. Most of my advertising/marketing is word of mouth actually. I use the phone
book for marketing so people can find me. We have just finished a website so
that will be new avenue. In the % of people that I draw my business from there
wasn't anything in between up to 75% and the 100%. I actually have probably
95% Pemberton and area and 5% visitors.
2. questions 18 and 19 have an error on the page and so were not filled out
accurately
3. On the question regarding % of revenue from different locations, you can only
choose one 5%, one 25% etc. I should be able to say, 5% Asia, 5% Britain etc.
4. Rather difficult to answer as an organization. I hope that we will finally get
the industry to kick in more money for promotion.
5. Reason for no interest in coop advertising for Pemberton is that our business
is primarily in Whistler. I support Pemberton and am pleased to be a Chamber
member. However, at this time our concentrations are on Whistler, even though
our office is here in Pemberton. Thank you
6. I cannot pay for advertising, like so many others, so would be nice to see an
organized promotional program in place to financial help 'to get businesses back
in business. ‘Thank you and good luck with the project.
7. Have this as a print at the end.
8. Corridor marketing initiatives with Squamish and Whistler is the key in my
mind.
9. As always we look forward to all new initiative that happen in Pemberton
IV) Tourism Pemberton Business Survey
Online survey June 2006 – Training
Respondent Businesses:
Across the Creek Organics
Adventure Ranch
Auberge du Pre B&B
Bike co.
Cayoosh Expeditions
CNN Backpackers chalet
Custom Fit Communications
Frontier Street Pharmacy
La Hacienda Bed and Breakfast
Lillooet River Lodge
Lil'wat Business Corporations
Mountain Vacation Planners
Pemberton Stables Inc.
Pemberton Valley Golf & Country Club
Pemberton Valley Lodge
Pemberton Valley Vineyard
Pemberton Visitor Centre
Sharon's Old Fashioned Natural Products
Silhouette Fitness
Squamish-Lillooet Regional District
Superior Propane
The Log House B&B Inn
The Twisted Whisker Pet Food &
Supplies
Totally Awesome Adventures
Whistler Welding Services Ltd.
Business/Organization Name
Total Respondents
25
0
D'Arcy
Birken
Mt Currie
Pemberton Valley
Page
107
Response Total
0
1
2
3 Herbal Healing Arts; Organic Farming; Resource based industry, construction,
manufacturing, retail; Construction and manufacturing; Visitor Services; ladies
Gym
4
15
Total Respondents
31
0
What is your PRIMARY business focus?
Response Total
Accommodations
10
Food & Beverage
0
Government / Community
1
Professional
2
Recreation / Activity Provider
6
Retail
4
Service
2
Other
6
Total Respondents
31
0
Typical # of staff including owners & management per season.
1 to 5
6 to 10 11 to 25
Winter
22
0
5
Spring
23
1
5
Summer
21
3
4
Fall
22
0
5
Total Respondents
26 to 50
0
1
2
1
Over 50
0
0
0
0
N/A
1
1
1
1
Total
28
31
31
29
31
0
How much did you spend on TRAINING during 2005?
Response Total
Under $1,000
17
$1,000 to $2,500
1
$2,501 to $5,000
4
$5,001 to $10,000
3
$10,001 to $25,000
0
Over $25,000
1
Total Respondents
26
5
Do you see your TRAINING expenditures increasing decreasing or staying the same during the following
time periods?
Increase
Same Decrease
Average
This year
3
19
3
2.05
Next 3 years
8
15
2
1.76
Next 5 years
8
14
2
1.75
Total Respondents
Page
108
26
5
Overall how would you rate the ability of your company to provide TRAINING to meet your business
needs?
Total
Extremely Satisfactory
4
Very Satisfactory
12
Somewhat Satisfactory
8
Very Unsatisfactory
1
Extremely Unsatisfactory
1
Total Respondents
26
5
How would you rate each of the following in regards to your company's ability to provide quality
TRAINING for your staff?
Extremely Somewhat
Somewhat
Extremely
Adequate Adequate Adequate Inadequate Inadequate
N/A
Money / Finances
2
4
7
3
2
5
Time
2
3
6
5
1
5
Trained Personnel
4
6
6
0
1
7
Programming
2
4
5
4
0
8
Facilities
7
5
5
0
0
7
Other
0
0
1
0
0
8
Total Respondents
24
7
If "OTHER" please specify.
Total Respondents
Average
2.94
2.89
2.29
2.73
1.88
3
No financial support to Pay or Train much needed staff
1
30
Are there any significant OBSTACLES to that prevent you from providing an adequate level of
TRAINING for your staff? Please specify.
Total Respondents
9 Main obstacle is cash flow; tourism counts down and not the expected sales of past
22
years; Training Programs Located in the community. Usually have to send staff to
Whistler or Vancouver for Training thus increasing the costs; bad weather; Time!
Qualified Staff!; Communication - finding out what relevant courses are on offer in
our area; Time
What type of TRAINING could you use assistance with? Select as many as apply.
Total
Internet Marketing
9
Finance/Book keeping
7
Traditional Marketing
6
Customer Service
4
Other
4 Staff training with production of products & farm work in the field/forest;
housekeeping; We are a small B&B. Its not applicable; Superhost Program
Administration
Operations
Page
109
2
2
Total Respondents
19
12
If you require assistance with Operations TRAINING please specify the type of training required.
Total Respondents
4
27
Operations in the form of manual labour for product production. Packaging and
labeling the finished product, and harvesting raw material in field and forest; I
would like to be able to do all the book keeping, GST and PST on the computer,
easier; Trades Training!
How can Tourism Pemberton or Community Futures Development Corporation of Howe Sound help
your company with TOURISM-RELATED TRAINING?
Total Respondents
10 Not a tourism dependent business; To provide an online resource for current
21
# of years in business?
Total Respondents
tourism related information about this area so we can pass the information along to
our guests. ie: maps, directions, provincial parks, hiking/biking trails, etc.; it could
be a resource for tourism-related information that we could draw upon to help our
guests; Support with payment of staff...and don't forget the business must also pay
portion of taxes, CPP and Ui from each pay-period as well. I need some kind of
grant to give the company monthly cost expenditure as the sole labourer; As we are
only two ,training is not an issue; N/A; Workshops Email newsletters with "Hot
topics" relevant to tourism; Offer Superhost training not only for our staff but for
local businesses; provide funding opportunities for training
2; 16; 6; 4.5; 3; 3; Crafted since 1974- Incorporated in 2000-6 th yr; 15; 7; 14
25
6
Are you a business owner or senior manager?
Total
Yes
25
No
0
Total Respondents
25
6
How much of your annual revenues are related to TOURISM?
Please provide your best guess as to the most appropriate answer.
Total
None
2
Less than 10%
3
11 to 25%
5
26 to 50%
1
51 to 75%
3
More than 75%
6
All
5
Total Respondents
Page
110
25
6
Your name? (Optional)
Total Respondents
20
11
May we contact you to follow up on your survey response - if required?
Total
Yes
22
No
1
Total Respondents
23
8
If we may contact you please let us know the best way to contact you.
E.g. leave a phone number or email address.
Total Respondents
21
10
Thank you for participating in our research study. Please feel free to leave comments or questions here.
Total Respondents
Page
111
6
25
We really need to see an improvement with job and pay opportunities; At this point
in time we are involved with Land Use Planning and Economic Dev strategies that
will allow us to prioritize objectives and develop some sense of longevity in the
activities we are involved with and activities such as tourism which we are not yet
extensively involved with. We will begin to have a clear picture as we progress with
all planning initiatives we are undertaking. Thank you; we are a small B&B so the
training questions didn't seem applicable in all areas. I answered as best I could in
this context; Thanks for working on this! It would be prudent to reflect all non
tourism responses to their relative categories in the Chambers total economic
development plan; Pemberton needs tourism INFRASTRUCTURE- i.e. a trail
network so that we can keep people here once they come.
V) Vancouver Coast & Mountain
Marketing Opportunities
SEATTLE POST INTELLIGENCER NEWSPAPER - July 6th one-day special feature
Issue Date: Thursday: July 6th, 2006
Editorial Feature: “Western Canada in Summer” - special insert by the Seattle PI
Advertising Rate (black & white formatted ads): $112 Cdn + GST
Ad includes: company name, b & w logo, 20 word description, rate & contact info
Total Circulation: 132,694
Space Deadline: June 14, 2006
Materials Deadline: June 16, 2006
2007 Vancouver, Coast & Mountains Travel Guide
Issue: 2007 (Annual Publication)
Circulation: 180,000
Advertising Rates: (full colour ads)
1/6 page = $1,738 + GST
1/3 page = $2,658 + GST
1/2 page = $4,298 + GST
2/3 page = $5,298 + GST
Full Page = $7,698 + GST
Double Page Spread = $15,298 + GST
Space Deadline: August 17, 2006
Materials Deadline: August 31, 2006
SEATTLE POST INTELLIGENCER & SEATTLE TIMES NEWSPAPERS - June/July Campaign
Issue Dates: Thursdays for 4 weeks: June 22, 29, July 6, 13, 2006
Editorial Feature: "Spectacular Summer Escapes"
SEATTLE POST INTELLIGENCER NEWSPAPER - July 6th one-day special feature
Issue Date: Thursday: July 6th, 2006
Editorial Feature: "Western Canada in Summer" - special insert by the Seattle PI
Page
112
RV West Magazine
Issue Date: Summer 2006
Editorial Feature: "The historic Gold Rush Trail"
Advertising Rates (full colour):
1/6 = $575 + GST
1/3 = $1,150 + GST
1/2 = $1,725 + GST
Space Deadline: May 19, 2006
Materials Deadline: May 23, 2006
Seattle PI & Times Newspapers - May special features
Issue Dates: May 17 & 18, 2006
Publications:
Seattle Post Intelligencer - May 17th "Best of the Northwest" feature and
Seattle Times - May 18th "Summer Guide" feature
Ad format (black & white):
Logo, 20 word description, rate in US$, phone number and website
= $195 Cdn + GST (for both papers!)
Space Deadline: April 21, 2006
Materials Deadline: April 24, 2006
Business in Vancouver - May 23rd "Hospitality & Tourism Report"
Issue Date: May 23, 2006 "Hospitality & Tourism Report"
Editorial Feature: "Spa Retreats in Vancouver, Coast & Mountains"
Publication: Business in Vancouver Newspaper
Ad size units (full colour ads):
2.25"w X 3.5"h = $269 + GST per unit (see attachment for details on multiple unit ads)
Readership: 62,000 weekly readers
up! WestJet Inflight Magazine - June 2006 issue
Issue Date: June 2006 issue
Editorial Feature: "Spectacular Sea to Sky Country"
Publication: up! WestJet Inflight Magazine
Ad rates (full colour):
1/6 page = $1,450 + GST
1/3 page = $2,900 + GST
1/2 page = $4,350 + GST
Readership: 900,000
Page
113
Kelowna Daily Courier & Kamloops Daily News
Issue Dates: May 10 - June 14, 2006
Editorial Feature: "Spectacular Spring Escapes"
Publications:
Kelowna Daily Courier's Wednesday "Event" publication
Kamloops Daily News Wednesday edition and
Kamloops Daily News "The Extra"
= $699 + GST (for all three papers!)
Circulation: 86,000
Vancouver Sun & Province Newspapers - BC Getaways & Attractions Feature
Issue Date: May 9, 2006 - BC Getaways & Attractions feature edition
Editorial Feature: "Spectacular Attractions in Vancouver, Coast & Mountains"
Publications:
Vancouver Sun & The Province
Ad size units (black & white):
2.25"w X 2.5"h = $550 + GST per unit (see attachment for details on multiple unit ads)
Readership: 844,400
DreamScapes Magazine
Issue Date: May/June 2006
1/6 = $1,080 + GST
1/3 = $2,160 + GST
1/2 = $3,240 + GST
RV West Magazine
Issue Date: Spring 2006
Editorial Feature: "Spectacular Road Trips"
1/6 = $575 + GST
1/3 = $1,150 + GST
1/2 = $1,725 + GST
Space Deadline: March 31, 2006
Page
114
Privilege Magazine
Issue Date: May 2006 issue
Editorial Feature: "the region's most luxurious accommodations, spas, shopping, dining and more"
Advertising Rate:
$425 + GST includes:
Black & white logo, company name, 15 word description, phone number and website. Bonus: Each
advertiser will also receive a formatted presence on a dedicated splash page, including: photo, logo,
75 word description and link to advertisers’ own website.
Circulation: 80,000
Materials Deadline: March 23, 2006
Northwest Travel's Southern BC Vacation Guide
Issue Date: Spring/Summer 2006 edition
Editorial Feature: "the many natural and man-made Attractions in the region"
1/6 = $610 + GST
1/3 = $1,220 + GST
1/2 = $1,830 + GST
up! WestJet Inflight Magazine
Issue Date: May 2006
Editorial Feature: "Mighty Fraser Country"
1/6 = $1,450 + GST
1/3 = $2,900 + GST
1/2 = $4,350 + GST
Total Readership: 900,000
Pacific & Alberta Golf Magazines
Issue Date: May/June 2006 issues
Editorial Feature: "Spectacular Golf in Vancouver, Coast & Mountains"
1/6 = $549 + GST
1/3 = $1,098 + GST
1/2 = $1,647 + GST
Full Page = $3,294 + GST
Circulation: 50,000
Page
115
Seattle PI & Seattle Times Newspapers
Issue Dates: April/May 2006 campaign (April 6 through May 4, 2006)
Publications: Seattle Post Intelligencer & Seattle Times
Editorial Feature: "Spectacular Spring Escapes"
= $895 + GST (for both papers!)
Vancouver Auto Show
Double-sided Full Colour Coupon
Participation rate: $620 + GST
50,000 copies of the Auto Show Program are printed and distributed at this signature British
Columbia event!
Northwest Travel Magazine
Issue Date: May/June 2006
Editorial Feature: "The Spectacular Sunshine Coast"
1/6 = $599 + GST
1/3 = $1,198 + GST
1/2 = $1,797 + GST
Circulation: 50,000
NORTHWEST PALATE MAGAZINE
Issue Date: March/April 2006
Editorial Feature: Spectacular Wine & Culinary products of the region
Readership: 45,000
Advertising Rates (full colour ads):
1/6 page = $615 + GST
1/3 page = $1,230 + GST
1/2 page = $1,845 + GST
Space Deadline: January 30, 2006
Materials Deadline: February 2, 2006
SEATTLE POST INTELLIGENCER & SEATTLE TIMES NEWSPAPERS
Issue Dates: Feb 16 - Mar 16, 2006 (5 weeks)
Editorial Feature: Fantastic Family Getaways
Circulation: 385,150 combined
Advertising Rates (black & white formatted ads):
$895 + GST for 5 week campaign (5 insertions in each paper = 10 insertions total!)
Space Deadline: February 1, 2006
Page
116
PRIVILEGE MAGAZINE
Issue Date: April 2006
Editorial Feature: "bright lights, big city..."
Circulation: 80,000
Advertising Rate:
$465 + GST for contact info listing within VCM ad, as well as formatted presence on dedicated
splash webpage (please see attachment for full details)
BUSINESS IN VANCOUVER NEWSPAPER
Issue Date: February 15, 2006 Hospitality & Tourism Report
Editorial Feature: Corporate Adventure Retreats
Readership: 62,000 weekly readers
Advertising Rates (full colour ads):
$259 + GST per 2.25" w x 3.5" h unit ad
SUNSET MAGAZINE - PACIFIC NORTHWEST EDITION
(includes Bonus insertion in Sunset's 'Summer Travel' publication)
Issue Date: April 2006
Advertising Rate:
$1,450 + GST for full colour formatted ad (see attachment for details)
Materials Deadline: January 23, 2006
CANADIAN GEOGRAPHIC - TRAVEL & ADVENTURE MAGAZINE
Issue Date: Spring/Summer 2006
Advertising Rate:
$699 + GST for full colour formatted ad (see attachment for details)
Materials Deadline: January 18, 2006
Editorial Features: Outdoor Experiences
Page
117

Executive Summary - Tourism Pemberton

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